Purpose: This paper seeks to consider the influence of organisational culture and its relationship to employees’ perception of the brand of the organisation they work for. It also aims to clarify where the responsibility lies for setting the organisational culture and whether that role is a board-driven function, falls within the influence of the CEO, or both. Design/methodology/approach: The research approach uses phenomenology, which focuses on participants’ lived experiences. Phenomenology is a segment of interpretivism that explores participants’ recollections and interpretations of events. From this, the researcher can gain insights into phenomena that can be grouped into themes for further analysis. A total of nine in-depth interviews were conducted with CEOs and senior management personnel from a range of service industries operating in Australia. Results: All participants considered organisational culture to be vital in guiding employee behaviour and highlighted the need for boards and CEOs to be cognisant of the necessity to communicate organisational values and culture to staff in a consistent manner. The implications of these results reveal that employees’ opinions of organisational culture can negatively or positively affect their attitude and engagement with the brand of the company within which they are employed.