Focus on Leadership: Dave Triepke reveals his guiding principles for success in life and in business – June 2026

Interview by Kemp Harr

As president and owner of Universal Metro, a Los Angeles-based commercial flooring contractor, Dave Triepke has built a leadership philosophy centered on people, purpose and perseverance. But the foundation of that approach began long before he entered the flooring business. As a college student selling books door to door with Southwestern Publishing, Triepke learned lessons in resilience, relationship building and persistence that would shape both his career and his outlook on leadership.

Those experiences eventually led him into flooring and, over time, from employee to owner of Universal Metro. Alongside his wife, Michelle, Triepke helped build not only a successful business but also a culture focused on developing people and creating opportunities for growth. Dave and Michelle share three adult children. 

Q: In the early stages of your career, you worked for Southwestern Publishing. What did you learn from that experience, and how did that parlay into you joining the flooring business?

A: My summers with Southwestern were incredibly formative. Traveling city to city and calling on families from all walks of life taught me resilience, perseverance and how to connect with people. Rejection became routine, objections became opportunities, and I learned that people respond to authenticity, confidence and genuine care. Great leaders like Southwestern’s Dortch Oldham taught us to persevere through all things. Those experiences gave me a foundation in leadership and sales that carried into my professional life. After five summers with Southwestern, I was recruited by The Metro Companies to join Universal Metro in California in 1990, and that opened the door to the flooring industry.

Q: At one point, you were just an employee at Universal Metro, and now you are the owner. How did that happen?

A: I started at Universal Metro as an account manager and worked my way into sales leadership roles. During the industry’s “distribution revolution,” I left for an opportunity with Interface and spent about 18 months in the ReSource channel. But then Universal Metro approached me with a much bigger opportunity: ownership. My wife Michelle and I scraped together enough capital to buy the business. Friends, family and people who believed in us helped make it possible. We had support from my brother Steve, friends from church, family investors and even loans from our 401(k)s. It was definitely a leap of faith, but we felt called to do it.

Q: It’s no secret that you focus as much on the development of your people as on the success and growth of your company. One feeds the other, correct? 

A: Absolutely. We’ve found that investing in the right people ultimately benefits everyone.

We learned over time that if we hired great people and edified them, the people take care of the company. Earlier in our journey, we focused heavily on production and performance metrics, but over time, Michelle and I intentionally shifted our focus toward people. We want to speak into our team in ways that help them not just exist but also flourish.

We recruit around four traits: character, culture fit, competency and coachability. Coachability has become especially important. We’ve had people leave our company for executive positions elsewhere, including president and vice president roles, and some of them eventually came back. To me, that’s one of the greatest indicators that you’re building a healthy culture. 

Q: What is Universal Metro’s niche as a successful commercial contractor in Los Angeles, California, and how did you find it?

A: Our niche has really been rooted in people and culture. We’ve tried to build a company where employees are supported, developed and encouraged. We’ve found success by creating a strong team environment and focusing on long-term relationships. We also operate in a very competitive market, so consistency and trust have become differentiators for us. We are rarely the low price, but often the most cost effective as we often can provide quality and response within a reasonable budget. We have focused on healthcare, corporate and, recently, education as the markets where we can really add value and exceptional service.

Q: You have chosen to give back by serving on Starnet’s board of directors. Tell us about this decision to serve and what you see as Starnet’s role in helping the members be successful.

A: Michelle and I have always believed leadership extends beyond our own company. We both serve on industry committees and boards because we see service as both a responsibility and an opportunity to continue learning. I’m currently serving my second three-year term on the Starnet board and am vice chair.

Organizations like Starnet play an important role because they create opportunities for members to learn from one another, grow and become stronger organizations. Leadership and learning never stop.

Q: Who are your mentors, and what did they teach you?

A: Early on, leaders like Dortch Oldham at Southwestern had a tremendous impact on me. More recently, Paul Aubin of Convene has helped me focus not only on business success but also on personal growth and eternal significance. I’ve also learned from many people throughout my career who modeled perseverance, leadership and investing in others.

Q: Your wife and your oldest child also work at Universal Metro. How do the three of you balance family with work?

A: Working together as a family has created incredible blessings, but there are challenges, too. There’s really no true quitting time. Michelle leads our hiring and retention efforts and brings tremendous diligence and discernment to building our team. Our daughter Victoria joined the company in 2017 after graduating from California Baptist University with a construction management degree.

We try to be intentional about balance. We structure our schedules around family, friendships, fitness, faith and personal renewal. That intentionality helps us maintain perspective.

Q: What advice have you given your three children about being successful and finding happiness through life’s choices?

A: Business ownership gave us a platform to teach our children about hard work, faith and growing through experience. We’ve tried to encourage them to pursue meaningful paths while staying grounded in their values.

Q: What role does faith have in how you run your company?

A: For us, faith plays a significant role. It influenced our decision to acquire the company and continues to shape how we lead. Scripture has been one of my greatest resources for making the right decision. The Bible provides incredible knowledge but, more importantly, a compass. Purpose and faith create stability during all seasons of life.

Q: Do you have a favorite quote or book that helps guide your decisions?

A: Leadership books and podcasts have influenced me over the years, but Scripture remains my most important guide. It continually provides perspective and wisdom that shape how I approach leadership and decision-making.

Q: You live and work in a state that is often seen as having polarizing leadership. How do you navigate the hurdles this brings and still find success as a commercial contractor in that environment?

A: California definitely has unique realities. I joke that we pay a “weather tax,” but there are challenges with operating costs and changing labor dynamics. Competition from union-based and prevailing wage projects has created additional pressure for open-shop businesses like ours.

Still, there has traditionally been plenty of work to go around. Today, you not only have to work hard but also diligently and strategically. You used to be able to receive a call from a client and it was a request to perform a project. Last year there was a shift due to the cost of construction, and many of the calls were opportunities to bid a project against numerous competitors. Today, there are so few calls, just email invites, and if you are not proactive you do not even get a chance to be at the table. Despite the challenges, we love California and continue to see opportunities here as a calling and a stewardship.