Posted July 9th, 2026 at 2:48 pm by Dan Musick
by Kelsey Kenneally
I interviewed four leaders at DDM Garage Doors—Dan (CEO), Jean Musick (CFO), Liz Dzik (VP), and Chad McLean (Staff Technical Advisor)—about leadership, culture, and improvement. Their responses show a company rooted in faith, people-first decisions, and steady growth.
Core values guide choices. Liz says DDM’s values “focus us on service” and ground the business in truth, honesty, transparency, and stewardship. Dan and Jean have been modeling that by forgoing their paychecks since January 2024 to protect staff wages and avoid layoffs.
Visibility of faith varies by role. Office staff reports faith woven into daily work; Communication gaps are a clear area for growth. Jean flagged slow, inefficient communication and friction between in-office and remote teams; she and Chad want better alignment, with Jean preferring closer in-person collaboration for sales but acknowledging logistical limits.
According to Dan Musick, the core value of perfection eclipses human standards of excellence and pushes us to a higher standard, the perfection of Christ. “And we all, with unveiled face, beholding the glory of the Lord, are being transformed into the same image from one degree of glory to another” (2 Cor. 3:18a). Beholding the glory of Christ impacts the way we live our lives.
Perfection is a growing process rooted in the golden rule: “Treat others as you would want to be treated.”
For example, in customer care, DDM has a policy against profiting from customers’ mistakes. If someone orders the wrong parts and they are not returnable, they pay only to cover our costs, such as shipping and the materials. Leaders within DDM also see this as ethical service, continuous improvement, and personal growth modeled by Christ.
When it comes to employee care, the owners and leaders recognize that we have significant room for growth. For example, many projects proceed without the necessary testing or risk assessment. This, in turn, impacts our entrepreneurial agility. Chad, in the warehouse, provided an example of this, noting that some practices that previously made faith more visible have been temporarily phased out to reduce costs.
Staff view the core value of stewardship as foundational: God owns everything, and we steward our care for customers and employees. Some leadership traits emphasized are continuous self-improvement; servant-mindedness (Liz); optimism and accountability with clear metrics (Chad); and strong listening and communication (Jean)
Bottom line: The owners seek to align leaders around faith-informed purpose, people-first decisions, and accountable stewardship. The next steps include improving communication between remote and in-office teams and restoring everyday rituals that evidence the transforming work of Christ to all employees.
This entry was filed under News. You can follow any responses to this entry through the RSS 2.0 feed.
