Jenn Randall and Dirk Brown Are Building PROOF Hard Ice Cream

Back in the late 1970s, my wife and I sold our brownies frozen. It was the only way an all-natural baked good could survive the trip from our Philadelphia kitchen to a convenience store counter. I quickly learned that frozen is hard. Freezer trucks cost more. Freezer space is tight. And every mile between your plant and the store is another chance for something to go wrong.

When I sat down with Jenn Randall and Dirk Brown, the co-founders of PROOF Hard Ice Cream, I got a sense of the mountain they were climbing. Then I remembered their ice cream also contains real alcohol.

In Olympic diving, judges score every dive on its degree of difficulty. A simple dive done well earns a decent score. A dive full of twists and somersaults earns more, if you can pull it off. PROOF picked one of the hardest dives in the food business. Frozen and alcohol. Two supply chains, two sets of rules, and very few partners who handle both.

And yet here they are, in more than 500 stores across seven states. Their story starts with a hand-crank ice cream maker in the Kentucky mountains.

A Kentucky tradition

Jenn grew up in Mount Sterling, Kentucky, a town of about 5,000 people and a couple of stoplights. Locals call it the gateway to the mountains.

In Kentucky, she told me, people put bourbon in just about everything. Truffles. Chocolates. Marinades. Cakes. Custards. So why not ice cream?

Jenn quickly says she didn’t invent the idea. Generations of mountain families made ice cream with a hand crank. When the ice cream froze too hard and the crank stiffened, someone would pour in a little bourbon or moonshine to loosen it. It didn’t add much of a kick. It just made the ice cream smoother and softer.

That small piece of family know-how became the seed of a business.

Jenn grew up without much. “We didn’t know we were poor, but we were poor,” she said.

She was also a heavily recruited basketball player. She chose the University of South Carolina, played there in the 1990s, and earned a degree in sport management. That degree included many business and marketing classes.

It proved very useful.

A single mom and a proof of concept

About a decade ago, Jenn spotted an opening. South Carolina had an old law, written years earlier for a Spartanburg bakery, that allowed alcohol in baked goods. It gave her a place to test her idea.

So she left a comfortable life in Kentucky and moved her kids to Columbia as a single mom to build a proof of concept. That takes real courage. It also tells you something about Jenn. When she believes in something, she commits.

She started small, running taste demos at restaurants and bars around South Carolina. The same thing kept happening. People tasted it and asked where they could buy it. That question told her she had a business.

The spoon that changed everything

Through one of his former students, Jenn met Dirk Brown. Dirk came to South Carolina from Silicon Valley, recruited by USC to run its entrepreneurship institute. He has a PhD in materials science from Cornell, worked in the semiconductor industry, and built a long string of tech startups. Ice cream was not on his radar.

Jenn handed him a spoon. “I don’t know what it is exactly, but I’m in,” Dirk remembers thinking. He became an early investor, then a board member, and eventually Jenn’s business partner.

Think about what that spoon did. Jenn needed someone who understood how to make alcohol behave inside a frozen product. Alcohol doesn’t freeze at ice cream temperatures. Add too much, and you get a slushy milkshake. The person who tasted her ice cream was a materials scientist.

Together, they figured out how to bind the alcohol to the dairy proteins so the ice cream stays smooth and creamy at 5% alcohol by volume, about the same as beer. Jenn calls it a real technical challenge, and they keep refining it. The binding method is closely guarded. 

Here is the first lesson.

A great product is a magnet. Make something delicious, and the right people will find you.

Jenn has a simple motto. “Just get a spoon in their mouth,” she says. “Once people taste the product, everything else becomes easier.”

She has the proof. At a Kentucky wine and spirits show in late 2024, a four-hour tasting produced 40 new buyers and an opening order of more than $45,000.

Writing the rules

Next came the regulators.

This was a new product for federal regulators, so Jenn and Dirk worked closely with the federal Alcohol and Tobacco Tax and Trade Bureau to create a path. They had to become regulatory experts on top of everything else.

The lineup today reads like a cocktail menu. Sweet Caramel Old Fashioned and Chocolate Cherry Manhattan carry the bourbon flag. Chocolate Espresso Martini, Strawberry Daiquiri Spritz, Tropical Piña Colada, and New York Cheesecake Martini round it out. Three co-branded flavors with Luxardo, the Italian maker of the famous cocktail cherries, are on the way.

Straight to the grocery freezer

Most food startups follow a familiar path—farmers markets, festivals, restaurants, and then grocery. PROOF skipped ahead. In its first year, it landed Lowes Foods, followed by Total Wine & More and Harris Teeter. Florida came next, with Winn-Dixie and Walmart. Then Costco, SmartMart, Lucky’s, Festival Food, and Food Lion joined the list.

Retailers liked it for a simple reason. 

It isn’t quite ice cream, and it isn’t quite alcohol. Shoppers didn’t swap it for a pint of Ben & Jerry’s or a bottle of wine. They added it to the basket.

The results back that up.

One Thanksgiving, PROOF ranked among the top five items in the wine category at Harris Teeter. At Save Mart in California, unit sales have surpassed major brands like  Talenti and Baskin Robbins. A pint sells for $11.99 to $12.99, which Jenn sees as affordable indulgence. And because PROOF is an alcohol product, it can’t pay the slotting fees most food brands pay to get on the shelf. It earned its space.

Too much, too fast

Early success brings attention. PROOF drew interest and participation from seasoned, aggressive investors; senior industry executives; and large grocery chains with demanding service requirements. The focus was on brand building and consumer research, the classic CPG playbook. PROOF’s real bottleneck lay elsewhere. As Jenn put it, they got a little over their skis and spread themselves too thin. 

As the company expanded, Jenn and Dirk recognized the need to prioritize operational efficiency and sustainable growth over rapid expansion. 

Here is the double difficulty again.

Alcohol distributors don’t have freezer trucks. Frozen food distributors usually don’t have alcohol licenses. And the rules change by state. 

PROOF built a patchwork that works. It self-distributes in the Carolinas and Florida. Third-party partners handle California and Wisconsin. Two brokers, one on each coast, help with retail sales.

Dirk was clear with me. PROOF doesn’t have the usual CPG problem of getting shoppers to notice. People buy it. The growth challenge is servicing those accounts well. He also sees a silver lining. The same barriers slowing PROOF down will make it very hard for anyone to follow. In fact, it has opened up several exciting partnerships. 

Choosing focus over footprint

About 30 other states have come calling. It would be easy to chase them all. Instead, Jenn and Dirk are tightening their focus on the states they already serve and growing deeper there.

The next step is what they call model markets.

The idea is to build demand in a few dense areas through paid trials wherever people gather. They have already served 100 ml cups at NASCAR events at Darlington Raceway and at Summerfest in Milwaukee. They have sampled with the Milwaukee Brewers and are sponsoring Barrett-Cope Racing in NASCAR. Picture someone trying PROOF at a ballgame, then spotting it in the freezer at their local grocery store the next week.

They are also exploring food service, cruise lines, and military commissaries. New relationships are opening those doors.

I met Jenn and Dirk through Jonathan Marcus, an investor and strategy and growth expert specializing in emerging CPG brands.  Jonathan believes in the brand and joined the company as its Executive Vice President of Corporate Strategy and Growth, working to open doors in food service and on military bases, among many other expansion initiatives. 

To fund the next stage, PROOF is raising capital through a crowdfunding campaign on Wefunder (wefunder.com/proof.hard.ice.cream), giving fans a chance to own a scoop of the business.

The right helpers at the right time

What strikes me most about PROOF is how the business has grown through people. Each stage needed a different kind of help.

Early on, a scientist could solve chemistry issues.

Then regulators were willing to work through a brand-new category.

The leadership bench has evolved too. Mark Brodeur, a former Nestlé executive, now leads operations. The advisors include Dreyer’s and Diageo alums. In other words, people who know ice cream and people who know spirits. That is exactly the mix a double-difficulty business needs.

Some helpers bring operating experience. 

Others bring a spotlight. R&B artist October London is now an investor, a business partner, and PROOF’s Chief Creative Advisor. He highlights the partnership at his concerts, encouraging fans to support the product with video footage and testimonials on stage.

Earlier this month, he joined the team for a PROOF event and sat with the press and the founders to discuss his passion for this product and this team. He’s now repeating that moment at his shows nationwide. The partnership has caught the attention of Men’s Journal, Yahoo News, and other outlets. 

But this is more than a celebrity endorsement. 

In October, London is rolling up his sleeves on business and corporate development, helping open doors a small company in Columbia, South Carolina, might never reach on its own. 

Jenn believes in failing fast, learning from it, and building on it. That mindset has helped her treat every misstep as tuition rather than defeat.

The common thread is the product.

Nearly every one of these relationships started because someone tasted it.

Three Key Takeaways From My Conversation with Jenn and Dirk

1. Make something worth tasting, then share it generously. One spoonful turned a Silicon Valley scientist into an investor and partner. One four-hour tasting turned into 40 new buyers. Your product can be your best recruiting tool.
2. Match the helper to the problem. Big résumés are impressive, but the most valuable advisors know your exact challenge, whether that’s a channel, a regulation, or a supply chain.
3. Go deep before you go wide. When thirty states want you, the smart move is to say “not yet” and win where you already are.

Back in Mount Sterling, a little bourbon kept the crank turning.

Today, the right people are doing the same for PROOF. Jenn chose one of the board’s hardest dives.

With the right team on the platform, I like her chances of making a big splash. 

Connect with Jeff at The Marketing Sage Consultancy. Interested in setting up a call? Use my calendly to schedule a time to talk. The call is free, and we can discuss your brand, marketing needs, and challenges.

Feel free to email me at jeffslater@themarketingsage.com or text 919 720 0995. Thanks for your interest in working with The Marketing Sage Consultancy.

The post The Proof Is in the Pint appeared first on The Marketing Sage.

How a small team in California turned a juice bar side project into a fast-growing cracker brand by making everything themselves and selling direct.

In the last year, I have used one brand as an example with my clients when we talk about innovation.

Most food founders I meet want to compete inside an existing category. They make better granola, a cleaner protein bar, or a hotter hot sauce. The problem is that the shelf is already crowded, and “better” is hard to prove in three seconds. You can read more about that innovation topic here. 

Kraut Krackers took a different path. They took a cultural trend, fermentation, and brought it somewhere nobody expected. Crackers.

I finally got to talk with Max Breall, one of the people behind the brand, and hear how it all came together. What I learned surprised me. The product was only half the story.

The other half is how fiercely they protect their customer relationships.

A Juice Bar Becomes a Test Kitchen

The story begins with Central Coast Juicery, founded in 2014 by Mark Kaltenbacher. Like many founders, Mark came to food after burning out in the corporate world. He discovered juice, and it changed his life enough that he built a business around it. The juicery eventually had locations in Pacific Grove and Santa Cruz, California.

Max met Mark in 2021 and started working for him. The team was always experimenting with new recipes and products to sell alongside the juice. One of those experiments was a raw, vegan cracker inspired by recipes they already knew.

They made a small batch and sold it to juice customers.

People loved them. The crackers became one of the shop’s best-selling items, and customers kept coming back for more.

“It was kind of our little test market,” Max told me.

That is one of the smartest things an early-stage food brand can do. Before investing in packaging, distribution, or a big launch, they had real customers voting with real dollars. No focus group can match that.

Mark needed help with the digital and marketing side of the business, so Max stepped in. Together they launched Kraut Krackers as a legitimate CPG product. They got into a few stores right away and did demos to spread the word.

Over time, the crackers took over. About a year ago, the company stopped making juice entirely. They sold off the storefront, wound down home deliveries, and went all in on crackers.

“It was always the direction we knew we were headed,” Max said.

Why They Don’t Sell on Amazon or TikTok Shop

This part of the conversation stuck with me most.

When I asked where they sell online, I expected to hear Amazon, TikTok Shop, or both. That is where many young brands chase volume today.

Instead, Max said they sell almost entirely through their own Shopify store. They drive traffic there using paid social ads on Meta’s properties like Facebook and Instagram. 

His reasoning was simple and clear.

“Through Amazon and TikTok, you don’t own the end customer,” he explained. “You don’t get their email. You don’t get their contact. You can’t build a real, solid email list.”

When a customer buys on the Kraut Krackers website, the brand learns who they are. They know what they bought, how often they come back, and what they say in reviews. That information feeds everything else, from remarketing to new product ideas to the next round of ads.

And they keep more of the profit.

I have seen this approach work on a much bigger scale. 

I recently wrote about Wildgrain, which built a $30 million direct-to-consumer business. Their advantage came from the same place. When you own the relationship, you own the data, and the data helps you make smarter decisions faster.

Many brands give that relationship away without realizing what it costs them. A marketplace can bring you sales. It rarely brings you customers you can talk to again.

How Paid Social Actually Works for Them

I asked Max what his theory behind Meta ads was. Why do they work so well for Kraut Krackers when so many brands struggle with rising acquisition costs?

His answer came down to knowing exactly who he was talking to.

“When you’re writing your ads, you need to know who you’re talking to,” he said. “We’re at a point now where we have so much customer data from reviews or just talking to customers. That data is really helpful.”

He also believes the product does some of the work. The ingredients are clean and simple, and the idea of a fermented cracker stands out in a crowded feed. It cuts through the noise.

Max made a distinction I wish more founders understood. Acquisition and retention are two different jobs.

Getting someone to buy for the first time depends on your advertising. How well can you speak to what that person wants or what problem they have?

Getting them to buy again depends on the product and the experience.

“You can have the fanciest email flows in the whole world,” he said. “But at the end of the day, if your product sucks, people are not going to come back and buy it again.”

He is right. Marketing can open the door. Only the product keeps people inside.

Knowing the Product Is Polarizing, and Being Fine With It

Max was honest about something many founders avoid saying out loud. Kraut Krackers is not for everyone.

The original cracker has a strong, sour tang from the sauerkraut. Some people try it once and never come back. That is fine with him.

“The people who really like it, we have super fans, and they buy again and again,” he said. They now have a large number of active subscriptions, and he describes their lifetime value compared to acquisition cost as strong.

The website is also set up to protect the economics of every order. The smallest purchase is three bags for $30. From there, customers can buy five, 10, or 15 bags. With a 12-month shelf life, loyal customers can stock up without worry.

Many small brands miss this detail. Shipping an $8 order is a quick way to lose money. Building a minimum order into the offer solves the problem before it starts.

Trail Salad: Giving Customers More to Love

The second product, Trail Salad, came from listening to customers. It uses the same cracker format but a different recipe, with cabbage, carrots, bell peppers, parsley, pumpkin seeds, and flax seeds.

The goal was broader appeal. Not everyone curious about fermentation is ready for a bold sour flavor.

“We wanted something that had a bit more mass appeal,” Max said.

The launch day was one of the best days in the company’s history. Trail Salad is catching up to the original in popularity, and many customers buy both, even without a bundle offer on the site.

I would push back gently on one thing here. 

Sour is having a big moment. Candy, snacks, and beverages built on sour flavors have grown fast over the past year. See Better Sour, for example. 

The original may have a larger audience than even Max realizes. The tang that turns off some people is exactly what others are hunting for.

The Real Constraint Is the Kitchen

When I asked Max about the challenges ahead, I expected to hear about marketing or retail. His answer was neither.

“Our production capacity is the main thing,” he said. “We just need to make more products.”

Kraut Krackers makes everything in its own kitchen with a five-person team. The team includes Mark, Max, two kitchen staff, and a recently hired operations lead. They sell everything they make. At times, they’ve sold out completely.

The specific bottleneck is dehydration capacity. The company plans to acquire and build out a new facility in 2027, and Max says their growth depends on it.

Making the product itself gives them full control over quality and recipes. The tradeoff is that growth now depends on square footage and equipment, not just demand. 

I shared an idea I have been hearing more often from founders: partnering with a similar-sized brand to share a facility and split overhead. Max’s concern was fair. If both brands need dehydrator time, they could end up competing for the same equipment. It is still an option worth watching, especially as capital is harder to find.

Retail, On Their Terms

Kraut Krackers is sold in about 50 independent specialty grocery stores. I will admit I told Max to stay away from independent specialty retail, other than to test and learn. I have watched too many great products fail in that channel for reasons that have nothing to do with the product itself.

Max’s answer showed he had already thought it through.

They focus only on highly curated natural food stores that buy directly from the brand, not through a distributor like Kehe. That way, they keep a direct relationship with the store, just as they do with online customers. And they are still seeing strong sales velocity in those stores.

The same philosophy applies to a different channel. Stay close. Avoid the middle layer whenever possible.

The Generalist Behind the Brand

Max did not grow up planning to sell crackers. He was into technology and studied video game design in college.

He sees a clear link between the two.

“As a game developer, you have to know how to do a bunch of different things,” he said—coding, design, even music. Video games combine many art forms into one product.

Running a small food brand requires the same thing. On any given day, he is a copywriter, a data analyst, an operations planner, and a salesperson. That generalist mindset may be one of the company’s quiet advantages.

Three Key Takeaways

1. Own the customer relationship whenever you can. Kraut Krackers passed on Amazon and TikTok Shop because those channels keep the customer’s name, email, and buying history. By driving shoppers to their own website and selling directly to stores, they learn from every sale. That knowledge sharpens their ads, improves their products, and strengthens their margins.

2. Let real customers test your idea before you scale it. The crackers started as a side item at a juice bar. Customers bought them, came back, and asked for more before the brand ever existed. Trail Salad followed the same path, built on direct feedback. Listening early saved them from guessing.

3. Know the difference between getting customers and keeping them. Advertising brings people in the door. The product decides whether they return. Max accepts that a bold, tangy flavor will lose some people, because the fans who stay become loyal, repeat buyers. A brand that tries to please everyone often ends up loved by no one.

Great fermentation takes patience. So does building a brand that customers truly care about.

Kraut Krackers seems to have the recipe for both.

Connect with Jeff at The Marketing Sage Consultancy. Interested in setting up a call? Use my calendly to schedule a time to talk. The call is free, and we can discuss your brand, marketing needs, and challenges.

Feel free to email me at jeffslater@themarketing sage.com or text 919 720 0995. Thanks for your interest in working with The Marketing Sage Consultancy.

The post Kraut Krackers Wants a Direct Line to Your Gut appeared first on The Marketing Sage.

How Services Companies Can Effectively Empower Employees on Relevant Social Media at Scale

It is 4:45 in the morning at a regional hospital outside Charlotte.

Marcus has been on site since 2 a.m. The boiler that heats the surgical wing went down overnight, and the first procedure starts at 7. He traces the problem to a failed ignition module, swaps it out, fires the system back up, and checks the pressure twice.

At 6:10, the heat comes back on.

The nurses and doctors walk into a warm building. Nobody knows anything was wrong.

That is a job done perfectly. And nobody saw it.

Marcus works for a company I’ll call Keystone Facility Services. Twelve thousand employees. Commercial cleaning, HVAC, and building maintenance across 30 states. They specialize in hospitals.

Its marketing department has nine people, and every quarter they scramble to find fresh case studies.

Meanwhile, Marcus has a phone in his pocket and a story that would sell Keystone better than anything in the sales deck.

Multiply Marcus by 12,000, and you start to see the problem. You also start to see the opportunity.

The Math Most Leadership Teams Miss

Here is the uncomfortable math. Nine marketers are trying to describe work they rarely witness. Twelve thousand employees witness it every single day and rarely talk about it.

Every facilities company says the same things on its website. Responsive. Reliable. 24/7. Those words have stopped meaning anything because everyone uses them. A prospect evaluating a new facilities partner can’t tell one claim from another.

But a 40-second video of a technician explaining how he got a hospital’s heat back on before the first surgery? That isn’t a claim. That’s proof.

This is what employee-generated content, or EGC, really is. It is not employees reposting corporate press releases. It is the people closest to the work showing what the work actually looks like. Buyers trust people more than they trust brands, and they trust the person holding the wrench more than anyone.

Why Service Companies Need This Now.

I spend most of my time with food and beverage brands, and they have a built-in advantage. They have something to photograph. A package. A shelf. A plate. A customer can see the product before they buy it. Employee-generated content can help them – but it is a bigger need in the service industry.

Service companies often work behind locked doors, after hours, in mechanical rooms, and on rooftops. Clients often only notice the service when it fails.

That changes what EGC does for you. For a product company, employee content is usually about culture and behind-the-scenes color. It’s nice to have, and most CPG firms can improve it.

But for a service company, employee content is the product demo. It makes invisible work visible.

In a service business, your employees are your packaging.

They need to show their work so the world can see the value they deliver and the benefit of reliable maintenance.

Training at Three Levels

You can’t train 12,000 people the same way. The CEO, the account executive, and the night-shift technician each have a different role, so each needs a different kind of training.

Executive and HQ: Go First

Nothing happens until leadership models it. A memo encouraging employees to share content gets ignored. A CEO who rides along with a technician for a morning and posts a 60-second clip about what she learned sends a signal no memo can match.

The executive team has three jobs. First, explain the why in plain language: we want the world to see the work you already do. Second, align legal, HR, and communications on one set of guardrails, approved once, not post by post. Third, show up. If senior leaders aren’t willing to share, nobody else will believe it’s safe.

It also helps to name one owner at HQ. Usually that’s marketing, paired with a field operations leader who knows which stories are worth telling.

Sales: Turn Field Proof Into Pipeline

Sales teams are the connectors. They hear about great work from clients, and they need proof to win new ones.

Train them to ask two questions after every strong client moment: “Who on our team made this happen?” and “Would you be comfortable with us sharing it?” Then give them a simple shared library of approved clips they can drop into follow-up emails, proposals, and LinkedIn posts. A rep who sends a prospect a real video from a similar building is having a very different conversation than one who sends a brochure.

Over time, that library becomes one of the most valuable sales assets the company owns.

Field: Make It Easy and Safe

Field employees don’t need marketing training. They need permission and a simple routine. At Keystone, it might be three steps: capture, explain, share.

Capture a before and after. Explain in 30 seconds, in your own words, what the problem was and how you fixed it. Then choose your path. Post it to your own LinkedIn, or submit it to an internal channel so marketing can use it. Some people love being on camera. Some never will. Both should have a way to participate.

Give them a few prompts so the blank screen isn’t intimidating. What was broken? What did you do? What would have happened if you hadn’t?

Video Is the Training Tool That Scales

You can’t fly trainers to 400 job sites. And nobody in the field is going to read a 22-page social media policy.

Short training videos solve both problems. Three to five minutes each, shot on a phone, featuring real employees rather than actors. Practice what you preach. If you want people to create authentic phone video, train them with authentic phone video.

Keystone could build a starter series of five: why we’re doing this, how to shoot a good 30-second clip, what to keep out of the frame, how to ask a client for permission, and where to submit. Each one is short enough to watch in the truck between jobs. Add a three-question check at the end of the guardrails video, and you have a record that everyone posting has been trained. That’s exactly what legal will want to see.

Video is especially powerful for teaching the guardrails a senior leadership team cares about. Show a clip with a client’s logo clearly visible on the wall, then show the same clip reframed to avoid it. That five-second comparison teaches more than a paragraph of policy ever will. Here is what a solid set of guardrails might cover.

The dos:

• Show the work and explain the problem and the fix in plain language.
• Give credit to your teammates.
• Wear your safety gear on camera, every time.
• Ask permission before filming at any client site.
• Be yourself. Polish is optional. Honesty isn’t.

The don’ts:

• No client names or logos without written approval.
• No faces of client staff, patients, tenants, or the public.
• No screens, badges, documents, or addresses in the frame.
• No pricing, contracts, or complaints about clients or competitors.
• Nothing from sensitive areas, like patient floors or secure facilities, without clearance.

Notice what isn’t on that list: pre-approval for every post. The goal is guardrails, not gates. If every clip needs three sign-offs, the program will die in a week. Train people well, trust them, and handle the rare mistake when it happens.

Voluntary Is the Whole Point

I’ll admit I was skeptical of employee advocacy programs for a long time. Most of the ones I saw amounted to HR emailing pre-written posts and asking everyone to share them. That isn’t employee content. That’s a press release with more signatures.

Mandate this work, and you get compliance content. Stiff, forced, and easy to spot. Make it voluntary, and you get pride content. That’s the kind people actually stop scrolling for.

So recognize it instead of requiring it. Play the best clips at company meetings. Name the technician. Feature a story of the month. Let people see that leadership notices.

And don’t worry about participation rates. If just 5 percent of Keystone’s employees take part, that’s 600 storytellers. That’s more than 60 times the size of the marketing department, and each one has firsthand proof.

There’s a bonus most leaders don’t expect. This content recruits. The next great technician is far more likely to apply after seeing Marcus explain his work with real pride than after reading a job posting.

Three Key Takeaways

1. Your workforce is your proof. Every service company makes the same promises. Employee-generated content replaces claims with evidence from the people who actually do the work.
2. Train by level, and train with video. Executives model it, sales turns it into pipeline, and the field captures it. Short phone-shot training videos teach the dos and don’ts faster and better than any written policy.
3. Guardrails, not gates, and always voluntary. Approve the rules once, then trust your people to follow them. Recognition builds momentum. Mandates build eye rolls.

Marcus will keep fixing boilers at 4:45 in the morning whether anyone notices or not. That’s who he is.

The only question is whether your company lets the world see it.

Connect with Jeff at The Marketing Sage Consultancy. Interested in setting up a call? Use my calendly to schedule a time to talk. The call is free, and we can discuss your brand, marketing needs, and challenges.

Feel free to email me at jeffslater@themarketing sage.com or text 919 720 0995. Thanks for your interest in working with The Marketing Sage Consultancy.

The post Employee-Generated Content: How to Train Your Workforce to Become Your Best Marketing Team on LinkedIn appeared first on The Marketing Sage.