Building Inspirational Company Brands and Brand Turnaround in the Era of AI: Interview with Stephan Meyer

Welcome to the first interview of 2025! This instalment of our Leadership Insider series explores the nuanced art of rebuilding brand reputation and its critical role in attracting and retaining top talent.

Stephan Meyer, most recently a Director of Corporate Marketing and Communications at BayWa r.e. AG, draws on his extensive experience in renewable energy and corporate branding to share his journey and invaluable insights. He highlights the pivotal roles of trust, storytelling, leadership, and the growing influence of AI-driven solutions in shaping resilient, authentic brands.

In this conversation with Margaret Jaouadi, Stephan Meyer offers compelling examples of how AI transforms brand management, from personalizing customer experiences to enhancing crisis response strategies. He also advises brand marketers on aligning with core values, maintaining authenticity in communication, and leveraging technology to drive engagement and innovation.

This dialogue highlights the strategies essential for maintaining relevance, fostering connection, and building a brand that inspires employees, customers, and investors alike.

Margaret Jaouadi
Could you tell me about your career journey so far? What attracted you to the companies you’ve joined, and how did their brand or values influence your decision? We recently conducted a poll through Pacific to gauge how important a company’s brand is to senior leaders when making career decisions. The results revealed that only 11% of executives said a company’s brand had no impact, while over 60% stated it was either a key or a significant factor in their decision-making process. What are your thoughts on these numbers?

Stephan Meyer
The brand is critical. It’s essentially the identity of who you’re dealing with, and it’s natural to want to know who you’re engaging with. Even those 11% who claimed a brand doesn’t influence them are likely impacted—perhaps unconsciously—by what a brand represents. You can’t ignore it; it’s always present.

As for my career journey, I come from a business administration background. Early on, I ventured into brand consulting and advertising, where I gained the tools and mindset that propelled me to roles within larger organizations. Over time, I gravitated towards the energy sector, particularly during the rise of renewables. It was the right moment when my company began investing in renewable energy, and I was eager to be part of that transformation.

At the time, I was the Head of Brand Management for a major company, and we decided to create a sub-brand dedicated to our renewable energy business. That marked the beginning of the most exciting chapter in my career. 13 years ago, I had the rare opportunity as a marketer to build a brand—not entirely from scratch, as it was tied to a parent brand, but with the autonomy to develop and manage it independently. Leading that project, and later transitioning into the organization managing renewables, allowed me to grow the brand globally. It became a journey of scaling, innovating, and building up an exceptional marketing and communications team that evolved with the company.

I’ve now been with BayWa for 17 years, with 13 of those focused on renewables. Throughout that time, I wasn’t swayed significantly by other opportunities. Reflecting on my earlier career choices, I see how the brand’s reputation shaped those decisions. For instance, in my advertising days, I joined the Serviceplan Group because of its strong market presence and innovative communication approach. They were known for impactful campaigns—the kind of work you’d see on TV and recognize instantly. That was exciting and a clear indicator of success, attracting clients and employees alike.

When I made the move to BayWa, my decision was influenced not only by career progression but also by where I was in life. BayWa, with its Bavarian agricultural roots, represented strength and stability at the time. On the one hand, the company’s steady and grounded approach was appealing. On the other hand, it seemed like I could contribute a lot to moving their brand and marketing approach ahead.

Margaret Jaouadi
You mentioned that perhaps the brand wasn’t the initial attraction, but it played a role in your retention. The work you and your team are doing must be both satisfying and impactful enough to keep you engaged. I’m sure it also aligns with your values, as you mentioned that moving into renewables was a deliberate choice for you.

Stephan Meyer
That’s one perspective. I think there are two main approaches. Not all employees’ mindsets are alike. So it depends on the person—you usually want to work for a brand that aligns with your values and enhances your attractiveness as an employee, but some also might look to move to a company where there’s still a broad range of opportunities to shape things and drive them in a certain direction. In that case, you could step in and say, ‘Here’s what we can do to unlock the potential still within the brand.’ Ultimately, I think it comes down to the individual—the type of employee you are and what aspects of a company and its brand appeal to you.

Margaret Jaouadi
Brands are often considered intangible assets. From your experience, what role does a brand play in a company’s overall success particularly during challenging periods?

Stephan Meyer

Even intangible assets, like a brand, can be assigned a monetary value, though there are different theories on determining it. One approach measures the value as the effort required to generate business if the brand didn’t exist. Based upon this approach brands are also used in licensing models and for controlling purposes.

Today, it’s relatively straightforward to map out a brand’s value from a business perspective. While you can claim a brand is worth billions, it’s not something you can sell outright—although, in certain situations, particularly during crises, a CEO might consider leveraging it in some way.

A strong brand has significant value, especially during crises when tangible assets might falter. A well-established brand builds on its past successes and the strong relationships it has cultivated, offering a foundation of trust that can help a company weather difficult times and emerge stronger.

In times of crisis, a strong brand becomes synonymous with trust and resilience. Even when numbers falter and trust seems at risk, the question becomes: Do I want to engage with this company in the future? Do I believe in their ability to succeed again? A good brand should evoke confidence, not just in its current state but in its potential for future success. This forward-looking trust is the essence of what a strong brand represents.

Margaret Jaouadi
In turbulent times, brands can face challenges to their trust and relevance. What key principles or strategies do you believe are essential for rebuilding a strong, authentic brand?

Stephan Meyer
I think the most important step is to analytically and objectively define the situation. Start by assessing the facts and then establish regular, as honest as possible, communication with all stakeholders. While not all information may be shared in such situations, it is critical to have a clear communication plan.

Flexibility is equally important, especially during crises, as situations can change rapidly—sometimes overnight with the release of a single press statement. It’s crucial to stay ahead of rumours, both inside and outside the company. Anticipate what might come to light and be prepared to respond, even to things you’d prefer not to disclose, if necessary.

Another key point is to avoid becoming entirely consumed by the crisis. Even when a company is in trouble, there are usually areas of the business that continue to function and succeed. Don’t overlook these successes—highlight them and present them concerning the broader situation. This balance is essential to maintaining morale and trust.

Clearly defining stakeholder groups and tailoring communication to their specific needs is also vital. Different groups, even within the company, require different types of communication. For instance, the information shared with management may differ from what is relevant to the broader employee base. While metrics and details may vary, uniting all stakeholders with a shared vision or narrative about where the company is headed is essential for rebuilding trust and focus.

Margaret Jaouadi
You mentioned the importance of transparency and truthfulness in communication. Do you support openly acknowledging mistakes, admitting where things went wrong, and presenting a clear improvement plan? Or do you believe it’s better to minimize focus on what happened and move forward?

Stephan Meyer
You can try to avoid addressing mistakes, but in the long run, it will come back to you. People aren’t unaware—they notice when issues are being discussed behind closed doors, even if no one confronts the CEO directly. Instead, they’ll talk among themselves, questioning why things happened and if they could have been handled differently.

To maintain trust in leadership, it’s essential to openly acknowledge what went wrong. Of course, there are different levels and ways to communicate such issues, but it needs to be clear to everyone that the problems are recognized and actively being addressed.

Margaret Jaouadi
Could you share some examples of how you would address brand challenges whether through redefining brand positioning, winning back customer trust or re-engaging stakeholders?

Stephan Meyer
Let me share an example to illustrate this. When we were building our brand as a growing, Europe-focused company, we developed a value proposition with the claim ‘Responsible for Your Success.’ The idea was to communicate to customers that their success was our success and vice versa and that they were dealing with a company that really “cared”.

When we expanded to the US, we put significant effort into implementing the brand, educating local management, and ensuring the roll-out went smoothly. However, over time, we began to notice a disconnect. The brand messaging wasn’t resonating the way we had hoped. While we believed in its potential and were confident in its effectiveness from our success in Europe, it wasn’t gaining traction in the US market.

It became clear why: the claim ‘Responsible for Your Success’ simply didn’t translate culturally. In the US, the mindset is that everyone is responsible for their success. The concept of a company being responsible for someone else’s success didn’t resonate at all with the local management.

This realization prompted us to take the issue seriously. We held extensive discussions with our American colleagues to reassess our positioning and explore an angle that would work globally. This collaborative effort led us to develop our new approach: ‘R.e.think Energy.’

I find this approach very strong and fitting for our industry and the direction the world should be taking. It’s still in place today and has been embraced throughout the company as a unifying message.

Margaret Jaouadi
How important is storytelling in shaping a brand, especially when attempting to repair its image?

Stephan Meyer
It’s crucial, especially in times of crisis. When a brand is in trouble, it often creates a lot of uncertainty among stakeholders. In times of uncertainty, what people need most is guidance—something we often refer to as a ‘North Star,’ a way for them to find direction. What are we working toward? Where are we going?

A compelling, emotional story is much more effective than a dry business plan only in these situations. Of course, the business plan needs to be in place, but it must be packaged in a way that resonates with people, that makes them want to listen. The emotional connection and the ability to relate to the story is what truly drives engagement and helps people navigate through difficult times.

Margaret Jaouadi
What steps do you take to craft a winning narrative that resonates with employees, customers and investors?

Stephan Meyer
It’s important to make it clear that there are different stakeholder groups, that share common ground, but also have unique needs, both in terms of details and broader objectives. However, all of them ultimately require a strong partner—someone they can work with, invest in, and work for.

Once you’ve identified that core value and the best way to deliver it, you also need to assess the situation and map out your path forward, your way out. Then, bring together the perspectives of your various stakeholder groups. This often involves iterations—back-and-forth discussions, and gathering feedback.

In every company, some individuals deeply understand the business and have a strong intuition about its dynamics. It’s valuable to have a kind of peer group or focus group to help guide the process. These groups can provide constructive feedback and help you navigate through those iterations.

Margaret Jaouadi
What role does leadership play in reinforcing and championing brand values, particularly during a turnaround?

Stephan Meyer
Communication and behaviour start at the top and filter down to the rest of the organization, so leadership plays a crucial role.

When the brand becomes embedded in the relationships between employees, it can create a strong bond within the company. This is a positive sign that the brand and the values it represents are truly part of the company culture. When this happens, it fosters resilience, even if leadership makes mistakes early on.

However, there is a limit. If leadership fails to promote the company’s values or consistently communicates that they have something more important to focus on, the trust in those values will begin to erode. At some point, employees will lose faith in how seriously those values are taken within the company.

These values are the foundation of daily relationships and the reason people enjoy coming to work and collaborating with their colleagues. And we’re not only talking about soft facts – ultimately, we’re talking about money worth retention and productivity. Leadership has the power to either reinforce the brand, using it to guide the company toward its goals or to destroy it.

Margaret Jaouadi
Do you have any examples from your experience of how you’ve overcome resistance in such situations? Sometimes, you face resistance from certain leaders, and when it comes to brand and values, everyone must be on board and aligned with the message. Could you share an example of how you managed to overcome that kind of resistance?

Stephan Meyer
When we started, we were 11 different companies, each with its unique brand. We then implemented a unified brand across all of them, and it went much smoother than I expected. Everyone quickly saw the benefit of combining our strengths.

The key is to continually convey that message to the team and ensure they understand why and how a strong, unified brand works. Of course, there are always some differing opinions on how to implement it. When you consistently emphasize the benefits and reinforce that message through regular communication—whether through forums, management summits, or other internal channels—it helps. Especially when the leadership team, including the board, is aligned and represents the same vision, it fosters receptiveness and sets the stage for success.

Margaret Jaouadi
Yes, but credit must also go to the preparation that took place even before the transition. Communicating the new values and presenting how the company—and all of its stakeholders—would benefit from the change must have required a huge amount of preparation to get all 11 brands on board. Transitioning them smoothly is not an easy task. It’s truly impressive. Do you have any particular tips or strategies for achieving such a successful transition?

Stephan Meyer
We were very successful in that process because we carefully developed a strategy that brought all employees along with us. We also ensured management was actively involved. Whenever we rebranded one of the companies, it wasn’t just about replacing a sign—it was a real event. Management took the opportunity to show how much they valued what had been accomplished in the past and how we planned to transfer the unique legacy of that company into the future of the entire group.

That approach worked well. The concept is based on the German word, ‘Wertschätzung,’ which I like a lot – it translates to more or less ‘appreciation.’ In our case it’s about showing appreciation for the past, not dismissing it. The message we communicated was that ‘our future needs a heritage,’ emphasizing that the past wasn’t being discarded but integrated into the future.

Once again, this highlights the power of storytelling.

Margaret Jaouadi
How does a strong brand help attract and retain top talent, especially when the company is facing challenges?

Stephan Meyer
We’re back to the core of trust. Essentially, you draw on the strength of your past when you’re in trouble. If you have a strong brand, people will associate you with the ability to deliver success and shape a positive future. If they’ve seen enough of this in the past, they will trust you to reorganize the company and make it successful again. That’s how you retain people—by leveraging that trust.

There are two sides to this: retaining newcomers and long-term employees. For the new hires, it’s all about keeping promises. If you tell them that you have a solid plan and will restructure things, but they walk into pure chaos, they won’t stay long.

For long-term employees, it’s different. They can endure a lot if they still like the company, especially if, despite the hardships of the crisis, the brand values remain intact and are reflected in the way they work with their colleagues. As long as they see that, there’s a good chance you can retain them. Also, if you provide them with a clear vision—the ‘North Star’—of where the company is headed, you’re more likely to keep them on board.

Margaret Jaouadi
The business landscape is shifting rapidly, especially in renewable energy. We’ve seen significant growth, followed by sudden impacts from external factors that have greatly affected the growth of companies in this sector—and continue to do so. What trends do you see as most critical in influencing brand strategies moving forward?

Stephan Meyer
If we focus on the renewable energy sector, the political discussion surrounding it is critical. There’s no doubt that the industry will continue to move forward, but the question remains: In what direction? At what pace? And which players will emerge as key players?

If we broaden the discussion to brand strategy in general – it is not a secret anymore – but I think AI and its influence are key. Not just AI as a technology itself, but also how people will use it. We’re just at the beginning. For example, those who already use AI may find its recommendations more valuable than a traditional brand campaign when deciding whether or not to buy a product.

Understanding these new decision-making mechanics and the factors influencing them is crucial. It’s no longer just about influencing the individual; now, you have to ensure that AI speaks positively about your brand. This shifts how you transfer your strategy into action, requiring new methodologies and tools. We’re still in the early stages of fully understanding this, but brand strategy—particularly in execution—now requires a more technical view of mechanics and communications in addition to traditional brand-building techniques.

Margaret Jaouadi
It struck me recently that the way people search for information is fundamentally shifting. People are no longer typing in a search engine, “What are the top 10 executive search firms for renewable energy?” They’re likely to turn to AI tools like ChatGPT or Claude. For us marketers, this presents a major challenge. It forces us to rethink everything—clear the deck and ask: how do we ensure these tools “know” about us, our stories, and our company?

Of course, this isn’t something that can happen overnight, but I think it’s critical. We need to figure out how to educate and influence these tools, ensuring they accurately represent our brand. It’s about maintaining a presence in this new information ecosystem and considering what AI might present about our companies. That’s where people may increasingly get their information, and it’s both an opportunity and a potential risk.

Have you been thinking about this for your company?

Stephan Meyer
It’s a relatively new topic for us as well, but it’s on our agenda. We’re planning to run an AI workshop with the entire marketing team to encourage everyone to reflect on how AI could be applied in their specific disciplines. The idea is to brainstorm how we can use AI more effectively or determine how we may need to adapt to it. So, yes, that’s already in motion.

There are also broader considerations regarding execution, which is fascinating. For example, in renewable energy—let’s take wind projects as an illustration—success often hinges on community acceptance. In Europe especially, this is a critical factor, as it can make or break the profitability of a project. AI can also help to understand those dynamics and help to assess risk and put the right measures in place.

There are countless opportunities like this, way beyond of automated creation of ads. I believe it’s part of the marketing and communications role to think cross-functionally, connect these threads, and leverage AI strategically for our advantage.

Margaret Jaouadi
Reflecting on your experience, what advice would you give to other brand or marketing leaders working to strengthen a brand?

Stephan Meyer
As much as the Outside In perspective should drive the Strategy – one thing that stands out to me, because strategy is nothing without good implementation – is the often underestimated impact of a company’s organizational structure on brand strategy.

In discussions about brand strategy, it’s easy to focus on the creative aspects or the end goal without fully considering the internal dynamics of the organization. CMOs, for example, may not always have the ability to reshape the structure of the company to make it ideal for brand management. Yet, understanding how a company operates—how information flows, where resistance might arise, and the internal momentum—is essential.

Creating a polished brand presentation is important, but the real challenge begins with implementation. Crafting a brand strategy should always include planning how it will be executed. The hard work truly starts when the strategy needs to come to life within the organization. That’s why understanding your organization—its dynamics, structure, and culture—is critical to successfully implementing a brand strategy.

Margaret Jaouadi
Thank you, Stephan, for this insightful conversation and I wish you every success in the future.

For a confidential chat about how Pacific International can assist you with your Talent Acquisitions and Diversity challenges in the Renewable Energy sector, please contact Rupert Haffenden or one of our Executive Search Consultants specialising in your sector.