Chris Brill

Chief Financial Officer

As CFO, Chris Brill loves numbers. More than that, he loves how numbers tell a story. In fact, some of the greatest real-life stories are numbers stories: The Moon Landing, The Manhattan Project, the code-cracking of Alan Turing, the capture of Al Capone… Numbers rule. And Chris has always led with them. With over 10 years of experience running Steck Manufacturing Company, turning it into a highly successful and highly profitable organization, Chris combines a company president's leadership and a CPA's precision into his work today. His focus on financial and internal operating controls empowers teams around him to pursue ambitious goals and activate their vision. Chris is a member of many professional associations and local causes that are important to he and his wife, as they continue raising their three children in the Dayton, Ohio area. Stepping back, Chris is about family, community, and doing what you love. When you focus on that, the numbers tend to work themselves out.

Numbers don’t lie.

Leadership

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New Work
Brooklyn Museum Monet & Venice
For the largest Monet exhibition in New York in 25 years, we transformed a transitional rotunda into an interpretive tool—one that prepares guests to understand the art as deeply as they feel it.
Insights
Employee Appreciation Is More Vital to Your Internal Strategy Than You Think
Explore why timely, authentic recognition matters more than formal programs alone, and how small, intentional actions can transform your team’s experience and impact.
Insights
Demand Your Brand Bear More Fruit
Brand isn’t language; it’s the systems behind it. As AI reshapes the role of brand, disciplined positioning and the creativity to apply it across the value chain will always outperform messaging.
Overhead turtle illustration used by Hyperquake to convey slowing down for deeper insight and strategic brand transformation.
Insights
The Argument to Make Space
We’re wired to move fast—but what if progress starts by slowing down? We make the case for taking a beat, asking “What else?”, and uncovering what’s left unsaid to find the real problem worth solving.