Building Inspirational Brands: The Secret to Attracting and Retaining Top Talent – interview with Maureen Baas

A recent poll by Pacific International[1] revealed that 60% of executives and senior professionals consider a company’s brand crucial or a significant influence in their career decisions, with only 11% stating it has no impact. This underscores the vital role of a strong brand in attracting and retaining talent.

In this Leadership Insider interview, Margaret Jaouadi talks with Maureen Baas, an award-winning, commercially driven marketing leader with a track record of driving business growth and innovation, and most recently a Director of Integrated Marketing and E-commerce DTC at BISSELL Homecare, Inc.

Maureen shares her diverse career journey across iconic brands like L’Oréal, Philips, and Nespresso, emphasizing the importance of brand strength in shaping her career choices. She discusses how branding impacts talent attraction and retention, the evolution of marketing strategies in response to technological and cultural shifts, and the critical role of authenticity, purpose, and leadership in building inspiring brands. Maureen Baas advocates for storytelling, customer-centricity, and consistent brand experiences as essential for long-term success.

Special thanks go to Rupert Haffenden, Associate Director and Head of the Renewable Energy & Cleantech Sector at Pacific International Executive Search, for introducing Maureen Baas to Margaret Jaouadi.

Margaret Jaouadi
Maureen, thank you for joining me today. Could you tell us about your career journey so far? Feel free to mention George Clooney.

Maureen Baas
Of course, we’ll get to George eventually—working with him was special!

My experience spans marketing, business development, communication, e-commerce, and more. I’ve worked in global, regional, and local roles, covering both B2C and B2B. Over time, my roles evolved from being purely marketing-focused to taking on more commercial responsibilities, including e-commerce and management team positions.

Reflecting on the most formative moments in my career, I’d start with my early years at L’Oréal. It was an incredible marketing school that sharpened my eye for detail and appreciation for aesthetics. From there, Philips was a key stepping stone. It was my first global role and a particularly exciting one—launching a whole new skincare category in a startup environment. This involved everything from defining the commercial positioning to planning the geographical rollout, new distribution channels, and even exploring touchpoints like social media and customer care.

And of course, Nespresso. That was a standout experience for me because it introduced me to the world of data-driven decision-making. Nespresso’s direct-to-consumer model gave me access to a wealth of insights, and I became deeply involved in overseeing day-to-day commercial performance.

What I’ve loved throughout my career is being able to combine what I call the ‘art and science’ of marketing. On one side, there’s the storytelling, the beauty of the brand, and customer excellence. On the other side, there’s the data-driven approach with CRM, performance media, and e-commerce.

Margaret Jaouadi
What attracted you to join respective companies and have their brands play a role in your decision?

Maureen Baas
Yes, absolutely. Moving between these companies might seem like a significant transition—going from L’Oréal to Philips, for instance, or from Philips to Nespresso. And in many ways, they were. But what tied all three together, and what initially drew me to each, was the central importance of the brand. That focus was a big part of their appeal for me at the time.

Back then, I was very attracted to the strength of the brands themselves. Today, I’m more focused on opportunities that can enhance my career overall—experiences that could be equally rewarding but different in scale or focus. For instance, I might now consider becoming a managing director for a smaller company with smaller brands but with the challenge of leading them into their next stage of growth.

When I reflect on L’Oréal, there was a saying back then that resonated: ‘You don’t work at L’Oréal for the money; you work at L’Oréal for the brands.’ And it was true. The work was demanding, but the rewards were intangible—you worked with beautiful brands, products, and campaigns. The passion for the brands was unmistakable. People lived and breathed them. On weekends, for example, it wasn’t uncommon to stop by a store just to check how our products looked on the shelves—adjusting and mirroring them to ensure they stood out against the competition. Decisions were often instinctive, rooted in what felt right for the brand and its success. That level of passion was something I admired.

Then came Philips. The brand was a big factor in my decision to join. As a Dutch person, Philips was an icon—it held a special place in Dutch households, and almost everyone owned its products. Of course, beyond the brand, I wanted to take on a more strategic, headquarters-level role, which was the primary motivation. But while I joined partly for the brand, it was also the brand—or rather, the lack of passion for it—that led me to leave earlier than I might have otherwise.

Philips was a place where you could easily build a lifelong career, and I stayed for almost six years. But I always felt the brand was missing the kind of emotional connection I’d seen at L’Oréal. That might be because Philips is a much larger, technology-driven company—very rational and innovation-led, but with less passion for the brand themselves.

This contrast was one of the reasons Nespresso appealed to me so strongly. Joining felt like a return to that instinctive love for a brand. I’ll admit now—I didn’t even drink coffee at the time! I had to bluff my way through the interview. But the draw was undeniable: the beautiful campaigns with George Clooney (yes, I did meet him twice—he’s wonderful), the exceptional retail experience, and the elegant products.

What made it even more exciting was that I immediately had ideas about how the brand could evolve and what I could contribute. For all of Nespresso’s strengths, we were missing a tangible story around the quality of the coffee—from cherry to cup—and the sustainability story, which was increasingly important. Working on a brand that already had a strong foundation and loyal fans but still had room to grow was incredibly fulfilling.

Margaret Jaouadi
You mentioned sustainability. Why did it catch your attention?

Maureen Baas
I think Nespresso was relatively ahead of its time in terms of recognizing the importance of sustainability. This was about 11 or 12 years ago, a period when people were starting to ask more questions about where products come from and their broader impact. Working with a natural product like coffee brought these questions into sharper focus.

On one hand, there was a growing curiosity about how coffee is produced—whether it’s done with respect for people and nature. At the same time, there were emerging concerns about the environmental impact of using aluminum capsules. Consumers were starting to wonder: What happens to these capsules after I use them? Aren’t they just waste?

At that point, Nespresso had a great sustainability story—it just wasn’t being told as openly as it could have been. For instance, the capsules were already fully recyclable, and there was a robust system in place for managing this. But it wasn’t widely communicated, and many consumers didn’t know how they could contribute to the process.

My role wasn’t about creating sustainability initiatives from scratch—those efforts were already well underway. Instead, it was about finding ways to be proud of those achievements and communicate them openly and effectively. There were so many great stories within the brand that hadn’t yet been shared. My focus was to bring those stories to life, showing not just what the brand was doing but how customers could play a part in it.

It was incredibly rewarding to help position the brand as more transparent and authentic, especially at a time when these topics were becoming increasingly important to consumers.

Margaret Jaouadi
Brands are often considered intangible assets. What role does a brand play in the company’s success and why is it important? I wonder whether you have your definition of a brand.

Maureen Baas
For me, a brand encompasses everything. It’s not just about the campaigns or the visual identity; it touches every single interaction a company has with its customers. That’s why, when I work for a company, I don’t limit myself to the traditional marketing responsibilities for the brand. I make it a priority to think holistically. For example, during my time at Nespresso, I looked beyond marketing and asked questions like, What does customer care do? How do they treat people? And does that align with our overall philosophy?

To me, it’s about understanding the brand’s purpose—what we want to convey—and ensuring that it comes through in every detail. Yes, big campaigns matter, but it’s the smaller, unexpected moments that often leave a lasting impression. Whether it’s through the customer journey, the way a problem is handled, or an interaction with the brand, every touchpoint must reflect that purpose.

I’ve observed that management teams often underestimate the role of the brand in driving sustainable success. This has become even more challenging in a world where marketing is so measurable. We now have countless metrics—CPC, ROAS, and so on—that allow us to measure performance. I love that marketing has become more data-driven and fact-based. I want to see the impact of my work on the business. I don’t believe in simply spending money and hoping for results.

The increasing accountability has also elevated the role of CMOs as business leaders. But it’s critical to ensure that this performance-driven mindset doesn’t overshadow the importance of brand building. While metrics are invaluable, the creation and nurturing of a strong brand remain the biggest predictors of long-term success. A strong brand fosters loyalty, creates ‘brand champions,’ and helps companies avoid getting trapped in fierce price and promotional competition.

In today’s landscape, where consumers are often faced with over-promising, AI-generated content, and even online scams, a strong and trustworthy brand is priceless. As a CMO, it’s essential to advocate within the management team for balanced investments. The focus should not just be on those that yield immediate ROI, like performance media, but also those that build brand equity for the future. Sustainable success requires both.

Margaret Jaouadi
Ultimately, people vote for brands with their wallets and the choices they make. When faced with quick decisions—like in a store while traveling abroad—the brand often takes center stage and you instinctively reach for the product you trust.

What are the core principles or elements that you believe are essential for building a strong and authentic brand and brand trust we discussed?

Maureen Baas
I think one of the most important factors is purpose. It’s a term that gets used a lot, but for me, it truly radiates across everything a brand does. A clearly defined mission, vision, and set of core values form the foundation of a brand, guiding every decision. And that purpose isn’t just about shaping your marketing campaigns—it’s about how you treat people when they have a problem, how you handle product delivery, how seamless it is to order online, or even how someone is greeted in-store or over the phone.

Purpose should be at the heart of a brand, something you can feel in every interaction. It’s what ensures that everything a brand does is cohesive and meaningful.

Another crucial element, especially today, is authenticity. In an era of AI and technology, people are naturally more skeptical and question whether what they see is genuine. That makes it even more essential for brands to be transparent and true to themselves. Authenticity allows a brand to connect with audiences on a personal level, building long-lasting relationships.

But authenticity is also tricky because as marketing becomes more polished, there’s a risk it will come across as calculated or insincere. I remember during my early days at Nespresso, when conducting focus groups, participants often complimented the brand by saying, ‘Their marketing is amazing.’ While it was flattering, it also highlighted a challenge—it sometimes felt like the stories were viewed as ‘just great marketing.’ Finding the balance is key: creating a strong, authentic brand that feels genuine and not overly engineered.

The last point I’d add is consistency. Consistently delivering your brand message, maintaining visual elements, tone of voice, and overall experience helps people recognize and trust your brand over time. Consistency doesn’t mean being rigid—you still need to adapt to market changes and evolving consumer preferences. But even as you evolve, the brand should remain recognizably you. That’s what creates trust and longevity.

Margaret Jaouadi
How important is storytelling in shaping an inspirational brand? How to develop a winning story and how do you ensure it resonates with all the stakeholders?

Maureen Baas
I think storytelling is incredibly important in shaping an inspirational brand because, on one hand, it humanizes the brand—it makes it more relatable and memorable. At Nespresso, but also more recently at BISSELL, one of my major tasks was to redefine the brand, and in both cases, I did this by validating or defining the brand purpose. So, there we are again—defining the brand purpose: What does the brand stand for? What are its values, its vision?

The interesting challenge at BISSELL was that, on the one hand, it’s a brand that’s been available in the US for over 145 years. It’s a brand that most people in the US have owned at some point, but as the brand expanded outside of North America, it became crucial to build the BISSELL brand in other regions—especially Europe. With my team, we tried to understand how to approach a market that already had a lot of competition—established brands and many new Chinese brands entering the market. BISSELL had some unique products, but its brand name wasn’t well known in Europe, so we had to build it from the ground up.

We needed to figure out what aspect of the brand would resonate with people the most. Of course, product performance and uniqueness were important, but we also focused on a deeper story of purpose. BISSELL’s purpose revolved around the love for pets. If BISSELL’s products could clean up after pets, they could clean up any mess. This was something people could relate to emotionally. It was also connected to the broader cause of the BISSELL Pet Foundation, ending pet homelessness. We picked up that part of the story and developed it into the BISSELL brand’s purpose.

From there, we translated that purpose into campaigns, including partnerships with local animal welfare organizations. This helped create a unique, authentic experience and story around the brand. And we were able to measure its impact. The results were clear: this unique angle helped us quickly gain traction in the European market, which is notoriously tough, especially if you’re trying to enter the electronics sector.

What’s interesting about ensuring the story resonates with all stakeholders is that it’s not just about external communication, but not forgetting the employees who are very important brand ambassadors. At BISSELL, we had a policy where employees were allowed to bring their dogs to the office. This may still be relatively rare in the Netherlands, but for a lot of employees, it was a huge draw. I know people who specifically got their first dog after receiving their job offer, simply because they were excited about the opportunity to have their best friend with them at the office.

It also helped create a very positive and welcoming atmosphere in the workplace. So, this is a great example of how you need to live and breathe the brand’s values, not just tell them to the outside world. It’s about bringing that purpose to life in everything you do, and it starts with making sure your employees are connected to the brand’s story in a meaningful way. This kind of internal alignment strengthens the authenticity of the brand and makes the story much more impactful when it reaches external stakeholders.

Margaret Jaouadi
Are you a pet owner?

Maureen Baas
Yes, I have two lovely cats.

Margaret Jaouadi
I have two English Springer Spaniels, so maybe I should look at the BISSELL products!
How do companies you worked for communicate their values internally and externally to build an authentic brand image? What role does the leadership play in supporting these messages?

Maureen Baas
Internally, it’s crucial to make sure everyone understands the company’s values and purpose. To do this, we held sessions to introduce and celebrate our new purpose and values, along with workshops to help translate these into key business areas. We also made sure the values were prominently displayed around the office, so as you walked in every day, you’d see them and be reminded of what we stand for. It became part of the everyday experience. Sharing them with key business partners was also key, and for leadership, it’s especially important to integrate these values into your presentations and conversations. As I mentioned with BISSELL, it’s about living and breathing the brand’s purpose—ideally, even bringing your pets to the office or supporting pet-related initiatives.

Externally, the approach varies depending on the organization. Often, a company’s purpose and values are more of an internal guide. They drive what you do, but they’re not always part of the outward-facing communication. However, it can still be helpful to actively communicate your purpose, especially on platforms like your website or in job postings. If the company is still growing its recognition, sharing what you stand for helps attract employees who align with those values.

It’s essential that the leadership team fully supports these messages. It’s not just something marketing owns; it needs to be something the entire organization feels and understands. Leadership should lead by example and be part of the conversation about what these values mean for them. It’s not just a marketing story—it’s the essence of the company. For example, at Nespresso, we would often do coffee-related activities like tastings and competitions, always tying it back to the core of our brand. At BISSELL, we organized a team volunteer day where we cleaned up a pet shelter together. This not only fit the brand’s mission but also brought the team together around a shared purpose. Leadership should be front and center in these activities, showing the team how the values live beyond just words.

Margaret Jaouadi
Did you ever face any resistance, particularly from the leadership team, when it came to being at the forefront of these messages? How did you overcome it?

Maureen Baas
There are always leaders who claim they’re too busy or have other priorities, and team activities might be seen as something for the team, not for leadership. But for me, it’s really important to be involved in those moments. I’m always there—I love participating in the fun, but also in those moments where you can connect differently, outside of the usual business meetings.

That said, I’ve also experienced some resistance in the past, especially when it comes to changes. For example, when I first started to tell the sustainability story at Nespresso, it was a local initiative. I had the research and the conviction, and I knew we needed to share more about the coffee growers—their dedication, their passion, and the quality of the coffee they produced. But leadership at headquarters in Switzerland was hesitant. Nespresso is a premium brand, and they were unsure about showing the ‘dirty hands of coffee growers.’ They worried it would clash with the polished image we had built.

It took some time to convince them, and I had to take smaller steps to get them on board, but eventually, they saw that telling this story could enhance the brand rather than detract from it. It’s a process, but the important thing is to keep moving forward.

Margaret Jaouadi
How does a company’s brand influence its ability to attract top talent? Are there specific brand attributes or values that resonate with potential hires?

Maureen Baas
Yeah, I’ve mentioned it a few times before, but I think it’s crucial to recognize that a company’s brand plays a significant role in attracting top talent. A strong, reputable brand promises a positive workplace, growth opportunities, and shared values—things that draw in candidates who want to be associated with that brand.

One key factor today is corporate social responsibility and sustainability. The younger generation, in particular, is looking for validation that a brand is not only doing well but also respecting these values. If sustainability isn’t part of your core promise, you simply won’t be considered by many of the top candidates.

Margaret Jaouadi
How do you measure the impact of the brand on talent retention and attraction?

Maureen Baas
I think the direct correlation between brand strength and employee engagement is often undervalued. While I don’t think it was explicitly measured at the companies I worked for at the time, we regularly conducted employee engagement surveys. These surveys would show if employees were proud to work for the company, and while many factors contributed to the response, brand appreciation played a role.

We also ran brand tracker studies with large consumer groups, which measured brand strength and its development. The trends we saw in consumer perception likely mirrored employee sentiment as well.

Margaret Jaouadi
And in the face of rapid technological and cultural shifts, what trends do you see affecting brand strategies in the future?

Maureen Baas
Things are moving fast today, so brands must evolve quickly to adapt to new consumer behaviors, emerging technologies, and shifting values. Many companies still haven’t fully cracked this. Brands need to prioritize a seamless experience, both online and offline. AI will play a bigger role in enhancing customer experience, offering personalized recommendations, chatbots for instant support, and improved data analysis to better meet customer needs. AI can also boost creativity in marketing campaigns if used correctly.

Brands must become more agile in their strategies to respond to rapidly changing market conditions and trends. Flexibility is key to maintaining authenticity. On social media, brands can gain admiration for quickly adapting to current events, showing they’re in tune with consumer concerns or interests.

While technology plays a large part, it’s crucial not to forget the physical connection. Combining digital and physical experiences—like experiential marketing or in-store interactions—creates more immersive, memorable brand connections. The goal is a seamless brand experience across all touchpoints, both online and offline, to build brand loyalty.

Margaret Jaouadi
And the final question, what advice would you give to other marketing leaders looking to strengthen their company brands? Are there any key lessons or guiding principles you would like to share?

Maureen Baas

First, invest in building the brand’s equity by focusing on storytelling and creating emotional connections. Stay authentic and don’t shy away from brand-building activities that may not yield immediate ROI—strong brands are long-term assets.

Second, stay relentlessly customer-centric. Always put the customer at the heart of your strategy and understand their needs and desires. Be consistent but flexible enough to stay fresh and relevant.

Measure what truly matters, not just what’s easy to track, to enhance performance. Finally, empower the entire organization—the brand building isn’t just a marketing job. Every employee should embody the brand’s values.

Margaret Jaouadi
Thank you, Maureen, for your time, insights and invaluable advice.

[1] Building Inspirational Brands: Pacific International LinkedIn Poll Results

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