A Quiet Foundation With Enduring Strength
When David Hollinger founded Four Seasons Produce in the early 1970s, there was no formal vision statement posted on the wall. No brand guide. No HR handbook defining culture. But there was something deeper; a personal code, lived out day by day, that shaped everything from how he hired, to how he negotiated with banks, to how he treated customers and team members.
That code became the cornerstone of what would eventually be defined, in 2002, as the company's core values: Integrity, Dynamic Leadership, Exceptional Partnerships, and Winning Culture.
But David wasn’t setting out to create a values statement. He was trying to do business the right way, in a world that changed fast and often didn’t reward ethics, patience, or relational investment. This is the story of how Four Seasons’ values emerged from David’s life, his leadership style, and the company’s formative years.
I. DAVID’S INTERNAL COMPASS
Even before core values were formally written, David had distilled the qualities of good leadership from years of reflection. Laminated on his desk for decades was a handout titled “Traits of Leaders,” which included:
Healthy Ego – Confidence without arrogance.
Inspire Trust – Trust begins with being trustworthy.
Project Clarity – Be clear about direction and expectations.
Deeply Optimistic – Assume better days are ahead.
Rally People to a Better Future – Cast a vision worth following.
Appreciate and channel risk – View risk as a lever, not a liability.
Transform Fear into Confidence – Steady the ship when the future is unclear.
He carried with him three simple rules that became his North Star:
“If I can’t do great things, I’ll do small things in a great way.”
“Hire good, honest, hard-working people and turn them loose.”
“Each of you should look not only to your own interests, but also to the interests of others.” — Philippians 2:4.
II. EARLY COMPANY CULTURE
Doing the Right Thing Even When It Costs You
David tells the story of his first warehouse—an undersized, outdated building where produce was stacked manually, carts were pushed by hand, and broken boxes were common. Yet even then, he refused to compromise on quality: “If I’d see a squashed citrus box on the bottom, I’d stop and fix the whole stack so it wouldn’t go out that way. That’s just how I am. You do it right, even if no one sees it”.
Leading from Any Seat
David tells the story of his first warehouse—an undersized, outdated building where produce was stacked manually, carts were pushed by hand, and broken boxes were common. Yet even then, he refused to compromise on quality: “If I’d see a squashed citrus box on the bottom, I’d stop and fix the whole stack so it wouldn’t go out that way. That’s just how I am. You do it right, even if no one sees it”.
III. FROM PERSONAL ETHOS TO COMPANY CORE VALUES
In the early 2000s, the executive team undertook a formal process to define company values. Rather than invent something new, they decided to start by listening. They asked associates, customers, and suppliers: “When you think of Four Seasons, what comes to mind?”
IV. WHAT IT MEANS TODAY
David’s fingerprints are still on the culture of Four Seasons. Whether it’s the commitment to treating everyone fairly, the idea that leadership is about lifting others, or the high standards paired with humility, his principles have endured.