Under Pressure: How Leaders Build Stronger Teams When It Matters Most

Join Molly Baker, founder of Indie Consulting, and our guest as they discuss his dynamic career, from the early days of the dotcom boom to the rise of social media and the evolution of influencer marketing. He reflects on the power of curiosity, the importance of team building, and his approach to leading through crisis. Tune in for candid insights on AI, the real impact of the creator economy, and where the industry is headed next.

MB: What’s top of mind for you professionally right now?

KK: Right now, I’m really focused on the rapid changes happening in the marketing and advertising industry. It feels like we’re entering another massive shift—similar to the dotcom boom and the rise of social media, but this time it’s being driven by AI and the growing complexity of influencer marketing. Companies are reorganizing not just for efficiency, but to adapt to how campaigns are executed today. The traditional ways just don’t cut it anymore. It’s a moment of transformation, and the challenge is figuring out how to stay ahead without burning out.

MB: How do you stay on top of all this change?

KK: Curiosity. That’s really the engine behind everything for me. I read constantly, stay active on platforms like Reddit, and even pay attention to how my 17-year-old daughter interacts online. She gives me a lens into digital behavior I wouldn’t get anywhere else. I don’t rely on formal education or traditional upskilling—I stay sharp by being immersed, observant, and open to new trends and tools.

MB: What would you say is your superpower?

KK: Team building, without a doubt. Over the years, I’ve learned that trust is the foundation of great execution. You can assemble a room of highly talented people, but if they don’t trust each other or feel safe communicating honestly, the work falls apart. I focus on fostering camaraderie and creating a culture where people listen and support each other. That starts with patience and truly hearing people out. Emotions often mask valuable ideas, and part of leadership is drawing those ideas out.

MB: What was a pivotal moment in your career?

KK: The rise of social media, hands down. Around 2008 to 2010, everything shifted. Before that, marketing was more siloed. You had your client, your campaign, and your deliverables. Social forced marketers to interact with customer service, legal, HR—every department, really. Suddenly, the platforms we used to promote brands became the same places where customers voiced complaints, asked questions, and shared their experiences. I found myself making recommendations that had nothing to do with marketing: hire more customer service reps, rework internal approval processes, rethink your legal protocols. It pushed me into management consulting territory and forced me to see the full organizational picture.

MB: What do you find most rewarding about working in this space?

KK: Crisis work. It’s the most stressful and the most fulfilling. In a typical campaign, you may wait weeks or months to understand ROI. In a crisis, you see results—positive or negative—in real time. A statement goes out, and five minutes later, you know whether it helped or hurt. That immediate cause-and-effect is powerful. And helping a brand navigate a crisis successfully can reshape its entire trajectory.

MB: What professional relationship had the biggest impact on you?

KK: Not just one. But when I moved into a truly global role, I had incredible mentors who helped me navigate international work with cultural sensitivity. Many Americans flame out in global roles because they apply U.S.-centric thinking. I was lucky to work with people who helped me understand how things actually operate in other countries—from cultural nuances to daily logistical challenges. That awareness changed how I manage global teams and approach leadership in general.

MB: Before this, you were with Edelman and MediaMonks.Tell us more about that journey.

KK: At Edelman, I was the Global Digital Chair, which gave me a front-row seat to some of the world’s biggest brand and reputation challenges. Then I co-founded a boutique agency during COVID that ended up filling fractional CMO roles for several companies. That wasn’t the plan, but there was a demand for experienced leadership during uncertain times. We supported brands like Dole, Meta, and LA28, which led to a partnership with MediaMonks. Eventually, they acquired our agency. Each move taught me something new about agility, leadership, and what companies really need during moments of change.

MB: How do you stay relevant as a leader?

KK: I try to lead with trust and let people do their best work. I used to be more guarded—I built tight circles and was slow to let others in. Over time, I learned that effective digital execution requires cross-functional teams, and I had to open up. I still like to vet things, but I’m better now at welcoming new voices and ideas. Trust is earned both ways, and my job is to create an environment where people feel safe enough to earn it.

MB: What do you think agencies are currently getting right or wrong?

KK: Many are obsessing over AI—and while it’s important, it’s getting too much hype. The real game-changer is the creator economy. Influencer marketing is on track to hit $50 billion this year, and it’s still in its early stages. Most brands haven’t figured out how to execute it at scale. Working with a handful of creators is easy; managing thousands is a logistical and technological challenge. Agencies that understand this—that it requires operational shifts, not just creative ones—will win. AI will play a role, but the bigger opportunity lies in systematizing influencer strategy.

MB: So, you’re saying this is another seismic shift?

KK: Yes. The first was the rise of websites and ecommerce around 1995. The second was the rise of social media in 2008. Now, it’s AI and the creator economy. Most agencies are still treating influencers like side projects when they should be central to strategy.

MB: Let’s talk AI. What’s your take?

KK: I think it’s overhyped. AI will streamline things like drafting press releases or adjusting tone, but it won’t replace core strategy. It reminds me of when content management systems first came out. Useful, but not revolutionary in the way people are claiming AI will be.

MB: Have you personally adopted AI tools?

KK: Definitely. I use ChatGPT to help adapt my writing tone. As I’ve gotten older, I noticed my writing can come off as curt to younger colleagues. ChatGPT helps me modernize the tone, even though I don’t rely on it for content.

MB: What’s something you wish you learned earlier?

KK: To pause before reacting. Earlier in my career, I’d get defensive or fire back quickly—especially via email or Slack. Now, I take a beat. Pick up the phone if needed. You can avoid a lot of self-inflicted drama that way.

MB: Did you ever imagine you’d be doing this when you were 21?

KK: What I do today doesn't exist. You know, my only goal when I was 21, I got out of when I graduated college. My goal was to live in Manhattan. That was it. I had no other goal. The Digital marketing thing kinda came out of left field, but I will say that, like once I got into that space, I had a passion for it and loved it and was pretty good with tech in general…so anyway, once I got into it, then I kinda knew it was the right thing, but I had no idea when I was 20.

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