Driving Impact: Insights from a Leader in ESG Marketing

Join Molly Baker, founder of Indie Consulting, and Andrea Alonso, as they explore her career journey and her current role as an ESG impact leader. They dive into the importance of partnerships, the art of asking questions, and staying grounded in core values. She offers valuable insights on building and nurturing meaningful mentor relationships. Tune in for expert advice on driving impactful change within your business, team, and community!

Molly Baker (MB): What’s top of mind for you professionally today?

Andrea Alonso (AA): It's all about impact. For me, it’s about the impact on the communities the brand serves, the impact on the business, and also on the people who work for the brand. I think of it in a 360-degree way. When you're able to tick those three boxes — business, people, and community — it feels like a home run. That's what drives my focus every day.

MB: That’s a great filter for prioritization, for sure. When you're able to achieve those three, it must feel like you’re doing something right.

AA: Exactly! It’s about balancing all these elements and ensuring everything is aligned.

MB: You mentioned your ability to mobilize and strategize. Can you expand on that? What would you say you're really good at?

AA: I’d say I'm definitely a mobilizer. Years ago, I did a Myers-Briggs test, and I remember when I got "mobilizer," I thought, "That's not exactly a glamorous label!" But now, I realize it’s key to what I do. Bringing people together, getting them on the same mission, and making them understand why it benefits them — that’s where I excel. I’m also a strategist. I thrive when given a struggling part of a business and turning it around, making it valuable and putting it on people’s radars.

MB: Do you think you were always this way, even before your professional career?

AA: Absolutely. Even in my personal life, I was always the one organizing groups, whether for sports or other activities. The strategizer side came a bit later, as I transitioned from being a creative, passionate about fine arts, into understanding how that creativity could fit into the business world.

MB: What would you consider the most pivotal moment in your career?

AA: Definitely my transition from Estee Lauder to LVMH. I started at Estee Lauder in product development, but I wanted to be part of the full cycle of launching products. When I interviewed at LVMH, I went for a product development role, but the interviewers saw more in me as a marketer. They believed I’d be a great fit for their marketing team, and that pivoted my career in a major way. I'm grateful for the foresight they had. It’s rare to encounter that kind of advice in an interview.

MB: That’s incredible. Not everyone gets that kind of feedback during an interview.

AA: It’s definitely a rare experience, and it shaped the way I think when I interview others now — I always want to give people a chance if I believe in them.

MB: Shifting gears a bit, what aspects of brand marketing are you most interested in today?

AA: Two things stand out. First, I’m fascinated by brands in the quick-service restaurant space, like Starbucks and Chipotle, that are going back to their roots when facing challenges. Starbucks’ "Hello Again" campaign and Chipotle’s emphasis on real food during supply chain struggles both show how brands can reconnect with what made them successful. It’s a great strategy.

Second, I'm excited about the rise of women in sports marketing. We’ve gone from equitable pay and sponsorships to now seeing women being truly part of the conversation in sports. E.L.F. Cosmetics did a great job of tapping into this by showing a man wearing makeup in the wrong colors for a sports event. That kind of shift in how women are spoken to in the sports world is exciting. Nike’s all-women ads at the Super Bowl this year were another example of this.

MB: Yes, that Nike ad was groundbreaking! And it's nice to see that beyond the marketing, brands are also investing in female athletes and causes.

AA: Exactly! It’s about walking the walk, not just talking the talk.

MB: With so much happening in the industry, how do you balance staying on top of trends and news while managing your other responsibilities?

AA: It’s a balancing act. I stay informed on trends and what other brands are doing, but I also make sure not to jump on every bandwagon. It’s essential to ensure that trends align with what resonates with your guests. You don’t want to get lost in the noise, especially when it comes to big moments like the Super Bowl. Not every brand can afford to play in those arenas.

MB: How does customer feedback play into your decision-making?

AA: It’s everything. Our guests are at the center of everything we do. Their feedback shapes how we speak about our brand, which products we develop, and how we engage with new markets. Understanding our guests is crucial, and it helps us build a stronger brand by solving their problems — not just creating something that looks good.

MB: I’ve heard before that the best way to build a strong brand is to always be solving a problem for your customer. It sounds simple, but it’s so effective.

AA: Exactly. Sometimes brands try to speak to everyone and end up diluting their message. When you focus on solving specific problems for a specific customer base, it becomes more meaningful.

MB: Let’s talk about relationships. Which professional relationship has been most impactful to you?

AA: It’s hard to pick just one, but there are a few that have shaped my career. First, I have to mention Sarah Curtis Henry, who I worked for at LVMH. She taught me the importance of confidence and owning your business. Then there’s my mentor, Carlos, at Moet Hennessy. I wasn’t afraid to ask for mentorship, and he has provided invaluable guidance. Lastly, the support I get at home, from my partner and family, is irreplaceable. They keep me grounded and motivated every day.

MB: It’s clear that mentorship has been pivotal in your growth. How do you structure those relationships?

AA: Initially, it was very structured. I’d send agendas and be intentional about the time. Over time, as we built a strong rapport, it became more fluid. I still make sure to be proactive, always having a clear goal for each conversation. Mentorship is a two-way relationship, and I want to ensure it remains mutually beneficial.

MB: That’s great advice. Being clear about your goals for mentorship is so important.

MB: So tell us who you are and what your current role is. 

AA: So I am Andrea Alonso, and I lead our ESG initiatives at Shake Shack. 

MB: Awesome! What a fun place to work! It is a fun place to work and dine. Yeah. It's a fantastic, you know, New York City burger, that's nationwide, and it is, you know, a really great experience.

MB: Can you define what ESG means for our listeners?

AA: Of course! ESG stands for Environmental, Social, and Governance. It can also be known by different names depending on the brand—community impact, sustainability, CSR—essentially it’s about how a company operates, the ethical considerations behind what they sell, and the way they contribute to society. In my role, ESG revolves around how we support our people, our communities, and our business, whether it's through sustainable sourcing or charitable giving.

MB: You’ve had quite a journey from luxury goods and beauty to Shake Shack. How did you make that transition?

AA: It was an interesting shift! People often ask, “How do you go from beauty to burgers?” But honestly, it’s all about the ingredients. Whether you’re working with luxury skincare or the food in a burger, it’s about telling the story behind those ingredients. At LVMH, I focused on sourcing ingredients in a bioethical way, which sparked my interest in ESG. That connection to the impact of what we source is something I now bring to Shake Shack.

MB: What does a typical day look like for you in this role?

AA: A typical day is all about staying informed and building relationships. I keep up with the latest news, not just competitively, but globally to understand the environment we're operating in. I also spend a lot of time meeting with potential nonprofit partners and colleagues across departments. I work cross-functionally, collaborating with supply chain, legal, marketing, and the people team—no day is the same, and that keeps it exciting.

MB: How does your role within ESG align with the marketing team, especially given your background?

AA: My role sits within the brand marketing function, so it’s all about making sure our ESG initiatives align with Shake Shack’s brand purpose. For example, we focus a lot on food insecurity and disaster relief, which are key ways we show up in our communities. The work I do in ESG is integrated into our marketing strategy to ensure our purpose and what we care about resonates with our AAs.

MB: Can you talk a bit more about the importance of authenticity in ESG, especially with so many brands jumping on the bandwagon?

AA: Absolutely. It’s crucial to ensure that your ESG work is authentic. A brand’s commitment needs to align with its core purpose and values, not just what’s trendy at the moment. For Shake Shack, we focus on sustainability and the quality of our beef because it’s part of our foundational story. If a brand is simply jumping into the ESG space for the sake of it, customers can tell—it’s all about building trust and making sure the actions back up the words.

MB: What would you say is the high and the low of your role?

AA: The high is the impact I can create. When a project truly affects our communities, people, and the business—it’s incredibly rewarding. The low would be the challenge of getting everyone in a large organization to align with the same mission. It takes constant effort to ensure that everyone is on the same page and pushing toward the same goals.

MB: Speaking of the industry at large, what are some brands doing well in the ESG space?

AA: One standout example is Chipotle. Despite being a fast food brand, they’ve really excelled at communicating their supply chain transparency and sourcing practices. They’ve managed to create a genuine, holistic approach to ESG. Patagonia is also a great example, though that’s not necessarily realistic for every brand. What’s key for any brand entering this space is to stay true to its own purpose and connect with what their customers care about.

MB: For brands just getting started with ESG, what advice would you give?

AA: Start with asking questions: What do your guests care about? What is your brand’s purpose, and how can you align that with your ESG efforts? It’s not about ticking boxes—make sure there’s a deeper, authentic reason behind your ESG strategy. If it doesn’t resonate with your core business, people will see through it.

MB: What’s the most rewarding part of your job?

AA: The impact—seeing tangible results that make a difference in communities, with our people, and for our business. Another rewarding aspect is the relationships I’ve built. Whether it’s with colleagues or nonprofit partners, it’s all about connecting and working together towards a greater purpose.

MB: What’s one thing you wish you’d learned earlier in your career?

AA: I wish I’d learned that it’s okay to disagree and have a point of view. Early in my career, I felt like I needed to agree with everything, but as you grow, having a respectful opinion and standing by it becomes powerful. Being able to challenge ideas and offer your perspective can help move projects forward.

MB: It’s fascinating to hear how you’ve evolved and grown throughout your career. Did you ever think at 21 that you’d be doing what you’re doing today?

AA: Not at all! I was a fine arts major, dreaming of working in television or painting. But over time, I realized that I could still be creative while working in strategic roles. I never envisioned this path, but I’m grateful for where it’s taken me.

MB: It’s clear that your creative background has really informed the work you’re doing today. Thank you so much for sharing your insights with us today

Find Andrea Alonso on Linkedin!

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