How to Succeed Podcast How to Succeed at Leading Through Change
Some leaders inherit success. Others have to reinvent it. Today's guest has done both. As CEO of City Home, formerly City Furniture, Andrew Koenig is leading one of the biggest transformations in the company's history while also leading business executives across Florida in the fight against cancer.
Today we're talking about what it really takes to lead people through change.
But why change the name of a company approaching $1 billion in annual revenue? What does it take to bring employees, customers, and partners along when the business is already thriving? And how do you know when it's time to redefine not only your brand, but your vision for the future? We discuss the strategy behind the transformation from City Furniture to City Home, reflecting the company's evolution from a furniture retailer to a complete home destination. And, As Chairman of the Florida Chapter of CEOs Against Cancer, Andrew also shares why the fight against cancer has become one of his greatest leadership priorities.
Key takeaway: How do you inspire people to embrace change—not because they have to, but because they believe in where you're going?
Chapter 1: Introducing the Success Triangle
00:00:02 – 00:00:40 Dave Mattson introduces the How to Succeed podcast, which explores how accomplished individuals reach and maintain peak performance. The discussion centers on the success triangle of attitudes, behaviors, and techniques.
Chapter 2: City Furniture's Transformation into City Home
00:00:40 – 00:02:02 Jim Marshall introduces Andrew Koenig, CEO of City Home, and frames the episode around brand reinvention, leadership, and community impact. City Furniture's decision to become City Home represents a broader effort to transform the customer experience and expand beyond traditional furniture retail.
Chapter 3: Why the Company Changed Its Name
00:02:02 – 00:04:01 Koenig explains that the rebrand reflects a long-term vision of becoming a comprehensive provider for customers furnishing and improving their homes. City Home aims to offer more categories, services, speed, affordability, and convenience while addressing the frustrations of coordinating multiple home-related vendors.
Chapter 4: The Company's History and Earlier Reinvention
00:04:01 – 00:06:56 Koenig recounts how his father and uncle started with waterbed shops in 1971 before transitioning to City Furniture in the early 1990s as the waterbed market declined. He joined the business in 2005 and describes how the company's current leadership team, systems, and operational discipline made the latest transformation more manageable than the first.
Chapter 5: What the City Home Brand Represents
00:06:56 – 00:10:16 City Home's positioning is summarized by its tagline, "your first stop for all things home." The company is expanding into categories such as appliances, home entertainment, security, flooring, kitchens, closets, and other home solutions, with a curated selection and a single point of contact designed to simplify the customer journey.
Chapter 6: Leading a Customer-Centered Rebrand
00:10:16 – 00:13:36 Koenig says the main challenge was not internal fear, but the time required for customers to recognize and understand the new brand. The company is emphasizing trust, word-of-mouth referrals, customer satisfaction, and a commitment to correcting mistakes as it works toward becoming the "Chick-fil-A of home furnishings."
Chapter 7: Building Alignment Among Employees and Vendors
00:13:36 – 00:15:23 City Home helped employees understand the new strategy by exposing them to competitors and broader home-industry categories. Although some furniture vendors initially had concerns about losing showroom space, confidence in the leadership team and the expanded stores helped build support for the transformation.
Chapter 8: From Business Leadership to Cancer Advocacy
00:15:23 – 00:20:03 Koenig discusses his role as chairman of Florida's CEOs Against Cancer chapter and the personal loss of his mother to cancer. Her legacy inspired City Home's Pink Pumpkins campaign, while the CEO network has expanded its reach, fundraising capacity, and influence in supporting the American Cancer Society.
Chapter 9: The Responsibility to Give Back
00:20:03 – 00:22:09 Koenig describes giving back as a core City Home value and argues that successful business leaders should contribute time and energy to causes that matter to them. He believes philanthropy strengthens communities, expands professional networks, improves employee engagement, and creates a deeper sense of personal fulfillment.
Chapter 10: How Advocacy Has Shaped Koenig's Leadership
00:22:09 – 00:24:37 Serving with CEOs Against Cancer has increased Koenig's credibility with employees and helped attract and motivate talented people. His priorities have shifted slightly, with more time devoted to cancer advocacy and community service while maintaining clear business goals and performance metrics.
Chapter 11: Continuous Improvement as a Leadership Principle
00:24:37 – 00:27:13 Koenig recommends that business leaders study Toyota's production system and apply its continuous-improvement philosophy to their organizations. He credits this approach with helping City Home build strong operations and execute its rebrand effectively, emphasizing that sustainable success depends on collective discipline rather than one individual.
Chapter 12: Connecting Better Homes with Healthier Lives
00:27:13 – 00:29:32 Koenig reflects on the connection between City Home's mission to improve living spaces and the American Cancer Society's mission to help families spend more healthy time together. He closes by inviting listeners to support cancer advocacy through cancer.org and to explore City Home's services across its Florida showrooms and delivery network.