#710: Empowering Employees to Lead Meaningful Change from Within with Steven Malony, CEO of Belkin

Summary

Podcast Summary: The Agile Brand with Greg Kihlström®
Episode #710: Empowering Employees to Lead Meaningful Change from Within with Steven Maloney, CEO of Belkin
Release Date: July 25, 2025

Introduction

In Episode #710 of The Agile Brand with Greg Kihlström®, host Greg Kilstrom delves into the intricate dynamics of empowering employees to spearhead meaningful change within a global organization. The episode spotlights Steven (Steve) Maloney, CEO of Belkin, who shares his extensive experience and insights into Belkin's transformative journey towards sustainability, innovation, and maintaining agility in a competitive market.

Steve Maloney’s Journey at Belkin

Steve Maloney begins by providing a comprehensive background of his two-decade-long tenure at Belkin. Starting as a sales representative focusing on B2B VAR and distribution accounts in Southern California, Steve highlights his progression through various roles across retail, e-commerce, Europe, and Asia. This diverse experience culminated in his appointment as CEO five years ago.

"Belkin had several brands at the time, but primarily just the Belkin brand. And about five years ago I was appointed to my current position, which is CEO of the company."
[03:26] Steve Maloney

Cultivating a Robust Company Culture

Greg praises Steve's long-standing commitment, underscoring the significance of Belkin's culture in his career growth. Steve attributes Belkin's success to its unique culture, which balances profitability with a family-oriented environment. He emphasizes mentorship under founder Chet Pipkin and the organization's deep consumer understanding, which has been pivotal as Belkin expanded globally.

"It's very much a family oriented place where everybody sort of works arm in arm, shoulder to shoulder together in really kind of a family environment where we're supportive of each other, but also challenging each other too."
[05:19] Steve Maloney

Belkin’s Sustainability Transformation

The conversation shifts to Belkin's remarkable achievement of selling over 1 billion products globally and the company's ongoing sustainability initiatives. Greg introduces the primary focus of the episode: Belkin's employee-driven sustainability transformation, which began with a cross-functional committee in 2020.

Steve elaborates on Belkin's longstanding commitment to sustainability, including the use of solar panels and LEED-certified practices. He explains how employee passion led to formalizing sustainability as a core pillar alongside technology development and community engagement.

"We spent a lot of time thinking about the pillars that we care about at Belkin. We really care about technology and development... the third big pillar that we had established was sustainability and sustainable practices."
[06:35] Steve Maloney

Lessons for Leaders: Balancing Vision with Action

Greg highlights the tangible impact of Belkin's sustainability efforts, referencing the impressive statistics from their 2024 impact report—100% carbon neutrality for certain products and an 89% reduction in single-use plastic packaging. He probes into how leaders can harness both top-down and grassroots enthusiasm to drive such initiatives.

Steve advises that authenticity is crucial. He emphasizes the importance of depth in sustainability efforts, avoiding superficial gestures like mere PowerPoint presentations. By committing to substantive changes, such as increasing post-consumer recycled plastics from 50% to 92%, Belkin demonstrates genuine progress.

"If you really want to make a difference and it really matters to you deep in your DNA and your core, then you can't fake it and you've got to put the work in to really understand what you need to do to make a difference."
[10:32] Steve Maloney

Cross-Functional Collaboration for Measurable Impact

Steve underscores the necessity of alignment across all departments to achieve Belkin's sustainability milestones. From engineering and R&D to procurement and marketing, each team plays a critical role. This cohesive effort ensures that lofty goals are met with practical, actionable steps.

"If everybody isn't rowing in the same direction, you tend to kind of go in a circle. And it's really difficult to advance the cause if you're not all on the same page."
[12:57] Steve Maloney

Innovation in a 40-Year-Old Company

Maintaining agility and innovation in a well-established company like Belkin involves active participation in technology forums, staying attuned to industry standards, and fostering talent. Steve highlights Belkin's involvement in wireless charging standards and their proactive approach to adopting emerging technologies like AI to stay ahead in a competitive market.

"We're in a really competitive space... We stay very, very close to the device and chip makers so we understand what's happening in their spaces."
[21:34] Steve Maloney

Measuring Success: Key Performance Indicators

Steve discusses the multifaceted approach Belkin employs to measure success beyond traditional financial metrics. Key indicators include net promoter scores, brand strength, share of voice, and sell-through performance. These metrics provide a holistic view of Belkin's market position and customer satisfaction, enabling continuous improvement.

"We really closely watch our net promoter score... Our brand strength is certainly one that we look at closely. Share a voice in the market is another one that we look at."
[23:56] Steve Maloney

Staying Agile: Personal and Organizational Strategies

When asked about maintaining agility in his role, Steve shares personal strategies such as exercise and family time, which help him stay grounded. On an organizational level, Belkin fosters an environment where employees feel heard and empowered to contribute ideas, ensuring that the company remains adaptable and forward-thinking.

"I try and spend a lot of time with my family... I'm fortunate in that I'm surrounded by a bunch of great people at work as well."
[25:31] Steve Maloney

Conclusion

Greg wraps up the episode by expressing appreciation for Steve's insights into Belkin's sustainable and innovative practices. He directs listeners to the show notes for more information about Steve and Belkin, encouraging them to engage with future episodes for continued learning on building agile brands.

Final Thoughts

This episode of The Agile Brand offers a profound look into how empowering employees and fostering a strong, collaborative culture can drive meaningful change within a large organization. Steve Maloney's leadership at Belkin exemplifies the synergy between corporate vision and grassroots passion, demonstrating that sustainable success is achievable through dedication, innovation, and collective effort.

Transcript

[Greg Kilstrom]

The Agile Brand.

Welcome to Season seven of the Agile Brand where we discuss the trends and topics marketing leaders need to know. Stay curious, stay agile and join the top enterprise brands and martech platforms as we explore marketing, technology, AI, e commerce, and whatever's next for the omnichannel customer experience. Together we'll discover what it takes to create an agile brand built for today and tomorrow and built for customers, employees and continued business growth. I'm your host Greg Kilstrom, advising Fortune 1000 brands on martech, AI and marketing operations. The Agile Brand podcast is brought to you by Tech Systems, an industry leader in full stack technology services, talent services and real world application. For more information, go to teksystems.com to make sure you always get the latest episodes, please hit subscribe on the app you listen to podcasts on and leave us a rating so others can find us as well. Now onto the show.

How often do big, meaningful shifts inside a company actually start small? And more importantly, how do you avoid squashing them before they have a chance to grow? Agility requires more than vision. It requires giving your team the power to act on that vision. Today we're going to talk about how a global company like Belkin empowered its employees to lead a sustainability transformation from within. To help me discuss this topic, I'd like to welcome Steve Maloney, CEO of Belkin. Steve, welcome to the show.

[Steve Maloney]

Thank you so much, Greg. It's great to be here.

[Greg Kilstrom]

Yeah. Looking forward to talking about this with you. Before we dive in, though, why don't we start with you giving a little background on yourself and your role at Belkin?

[Steve Maloney]

Sure. Thank you for the opportunity to have a chance to talk about Belkin and give you a little bit of background on who I am. I started at Belkin, believe it or not, over two decades ago. I was a sales guy calling on our biggest B2B VAR and distribution accounts, driving around in Southern California at the time, calling on those accounts, really trying to gain a deep understanding of what they needed. What do consumers need? What do those businesses need? And it was really an amazing time for me because I learned a lot about how to position our brand and the products that we made and also how to interface with our organization to get things done to support customer needs. And I think that's been a driving premise for Belkin, who's been in business now for over 40 years. Started off in this kind of B2B space and similar to my trajectory, you know, belkin evolved from B2B into retail to close partnerships with some of the Biggest device manufacturers in the world. And my career here has sort of mirrored that in some ways. I started off in the B2B space. I progressed into working into our retail businesses, calling on some of the largest retail and E commerce partners here in the United States. Then I moved to Europe where I was able to run our European operations, then to Asia where I did a similar role, and then eventually ended up back in the United states just over 11 years ago, working primarily on the Belkin brand. Belkin had several brands at the time, but primarily just the Belkin brand. And about five years ago I was appointed to my current position, which is CEO of the company.

[Greg Kilstrom]

Wow, that's great. I mean, I always, I love to hear, you know, someone like yourself, I mean, 20, you know, 20 plus years in the company, like that's that. I think that speaks to, you know, the company and the culture itself. And I'm sure there's been lots of changes over the years and, and lots of things like that, but I think it's a powerful thing. It's not as common these days to be able to do that.

[Steve Maloney]

I think it's really insightful that you note that. Right. I think the Belkin culture is a special place. And I was very fortunate to have been mentored by the founder of Belkin, a guy named Chet Pipkin. He started the business here, about a mile away from where I sit right now on his mother's kitchen table or graduated to the garage. And I was very fortunate to have an opportunity to learn from him and to be given the opportunities that I described to you to progress my experience and career. There's a deep understanding of the consumer. And as we've grown into a global business, we've leveraged that into how we operate as an organization. And it permeates our culture. The chance that I had to move to the various offices and to get integrated with our teams has paid dividends because being back at corporate now and being in the position that I'm in, I can bring to the table my understanding and my relationships with our teams around the world and our customers around the world. And it's a very serious business environment. We want to drive profitability and we want to be successful. But it's also very much a family oriented place where everybody sort of works arm in arm, shoulder to shoulder together in really kind of a family environment where we're supportive of each other, but also challenging each other too. And I think it's, it's also enabled us to think forward about who do we want to be in the future and it drives a lot of our decision making today.

[Greg Kilstrom]

Yeah, I love it. Well, yeah, let's talk a little bit more about that. And I do want to start by talking about that culture as well as internal leadership that I mentioned briefly in the intro. So you know, Belkin has hit a pretty major milestone, sold over 1 billion products globally. I, I know I have a few myself here. Yeah, definitely, definitely more than a couple and many more over the years. So you know, definitely, you know, that's a huge achievement to sell over 1 billion products. And you know, just as you mentioned in your experience in the company, you know, taken many teams, years and over the, over the, the world, you know, many years to accomplish. Today we're going to talk about another achievement in addition to that. And that's the sustainability strategy that I mentioned at the top of the show. And you know, this is something that grew not from a top down mandate but from a cross functional employee committee that led to some, some pretty amazing outcomes that we'll discuss further. Kind of just to start at the beginning there, what was the original spark that started that committee back in 2020?

[Steve Maloney]

Yeah, first, just to clarify one thing, we're just getting started with that billion. We intend to do billions more products in the future. So our aspirations are quite high for the business and the growth we expect to achieve. When we talk about the sustainability committee and the way that that started. We had been working around sustainable practices and minimizing the impact that we have on the climate and the environment around us for many, many years. Decades in fact, we'd been at the forefront of using solar panels, being LEED certified, doing the basic things that you need to do as a business to minimize your impact. And we saw more and more opportunities emerging around us to take advantage of that. Because as you know, we're shipping a lot of products into the environment. We know it's having an impact. How do we take the things that we find really important, minimizing that impact, trying to do the right thing and how do we scale that? We spent a lot of time thinking about the pillars that we care about at Belkin. We really care about technology and development, the labs that we have here, the spaces we've developed, the engineering design. All, all the things that we do here are a testament to that. We really care about the communities that we serve. In fact, we have an on site campus where we host students who can learn about marketing or design or engineering as part of their education process. And there are a bunch of students that just left my office a few minutes ago that are helping us come up with the next generation of creative ideas that we can bring to market. The third big pillar that we had established was sustainability and sustainable practices. And it, it stemmed from all the work that we had done leading up to that point. It was just, there was a groundswell of people in our organization that were talking about these things and learning about these things and raising questions about these things and elevating them throughout the organization to such a level where, hey, we should get our best minds from all across the organization to help us formulate a real plan that can make a real difference, to be able to tell our story all with the intention of doing just that, making a difference, minimizing our impact, taking real steps and real actions to make that happen. But also we're hoping that everybody comes along that ride with us. You know, we can't do this alone. And we hope that as other people in our industry and the industries around us are seeing what we're doing, that we can help lead the charge to make a difference in this area. So that was the spark. It was, you know, happening already. We just kind of put a little more formality around it as one of, kind of the key pillars of decision making as an organization that we decided to pursue. And you know, quite frankly, around here, Greg, once our teams have something that they're going after, it takes on a life of its own.

[Greg Kilstrom]

Right?

[Steve Maloney]

I mean, we get it going and then everybody just sort of chips in and makes it happen and brings a new idea and has a, a friend that's doing this. Can they come to the party? Like, it just starts to take on its own energy and, and you know, we're doing our best to, to enable that while we're still providing great solutions and product experiences to our customers.

[Greg Kilstrom]

Yeah, yeah. I mean, that's, and that's, that's inspirational because, you know, a lot of, I would say there's a lot of companies out there that have sustainability on some PowerPoint or some about page of their website or something like that. And you know, I guess that's a, that's good, but it's not making the impact that you're talking about here. And so, you know, what, what lessons for leaders? I mean, it sounds like, you know, there certainly there was a, there was a corporate focus on this and some, some attention being paid, but that married with the grassroots component of employees that were passionate about this and wanting to do this. Like, what, what lessons should leaders take from, like, how do you, how do you kind of capture that enthusiasm.

[Steve Maloney]

I think you inferred a little bit about that at the beginning of your statement there. It's really tempting, I think, for organizations to want to put something out of PowerPoint or put something on the website and for it not to have the real depth behind it that you can really stand behind. So if you really want to make a difference and it really matters to you deep in your DNA and your core, then you can't fake it and you've got to put the work in to really understand what you need to do to make a difference. For us, we were really wanting to change the plastic housings of our products. We knew that we were using plastics in a way that were not favorable for the environment and we really wanted to make a difference and we really wanted to get to a certain percentage of post consumer recycled plastics and we really resisted the temptation to bring something to the market that a wasn't going to meet the quality standards that we stand for as a brand or wasn't going to have the percentage of PCR post consumer recycled materials that we wanted to, that we thought would be the right level for our brand. So we waited and we did more research and we did more R and D and we found the one that we thought was right, all with the intention that we would do more. So we brought the first ones to market to get started and we started saving tons of virgin plastic materials and that was great. But we kept going on the R and D process and that R and D process led us to the next milestone which is, I think it's 92% PCR materials that are included in our plastic housings now. So not trying to jump to the end too fast and making sure you're doing it right I think is something that is certainly tempting. We've seen it happen with several of our competitors. It's not a good place to be, it doesn't feel right and it doesn't stand the test of time. And if you're going to do it, make sure you do it right.

[Greg Kilstrom]

Yeah, well, and to that point, in addition to getting kind of both bottom up and top down support for something like this, there's measurable impact and it's action plus impact, you could say. And so your 2024 impact report has some pretty impressive outcomes. I'll just read a couple of the stats here, but 100% carbon neutrality for some items, an 89% reduction in single use plastic packaging. You know, can you talk about the, the cross functional collaboration that's needed to achieve these Types of outcomes.

[Steve Maloney]

It's a really interesting point that you bring up because in my experience working here as long as I have, if everybody isn't rowing in the same direction, you tend to kind of go in a circle. And it's really difficult to advance the cause if you're not all on the same page. And when you've got a lot of passionate people driving towards a common goal, that's how you can really get things done and really make an impact. We're fortunate. We've got incredible technical minds in our organization that want to go deep to understand how to achieve the milestone goals as an executive team, as a communications and marketing team, as a sustainability team that we want to achieve. So there is clear recognition you're not going to be able to achieve those things if the engineering guys are aren't doing the hard work to really understand how to make that happen, and if our procurement folks that are working with some of the closest companies, the most innovative companies around the world to identify materials, if they're not working together, we're not going to be able to hit that milestone. So I can set the most lofty goal in the world. My chances of success to achieve that objective go down every second that I don't have really great alignment between our teams. And we're lucky at Belkin. I think our organization is very much focused on this primary sort of pillar that we've identified. So it's easy because people are leaning in and they're interested and they're engaged and they feel empowered to bring ideas. And that combination leads to magic sometimes, and that's how we're trying to do it. We don't always find the magic, but it's pretty fun when it shows up. And you can see it. It shows up in the results like the ones that you were highlighting from our impact report. And just one comment on that. You read some numbers out there and we're really proud of those numbers, but we're not done. There's a lot of work to be done. There's many more things that we need to achieve if we're going to be able to accomplish what we've set out to do. So just like that billion we've sold, we're just getting started.

[Unknown]

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[Greg Kilstrom]

You know, you've stated that up to 80% of a product's environmental impact is determined in the design phase. So, you know, to the point of the engineers and others collaborating, you know, how has this realization changed the way that teams innovate and prioritize R and D? Knowing that, you know, you're not just a sustainability company, you know, there's, there's the balance too, right? So it's like R and D is, you've got to push lots of limits, right?

[Steve Maloney]

We're in a really competitive space. You know, accessories for consumer products and electronics, Very, very competitive. You can shop on Amazon and find thousands of items that look like Belkin items. And if you're going to be able to thrive and survive in that environment, we think you need to stand for something. We stand for quality and innovation and design and we stand for those pillars that I mentioned to you around community, R and D and sustainability. Right? We stand for those things. Those make a difference. And we're looking every day to find that collaboration, not only ourselves, but with suppliers that are looking to support us in that way. Because we can't do that without great supplier partners to help us find the innovation and the differentiation and the cool design that's going to stand up to the scrutiny of the average consumer, but also the one that really does care about these environmental and climate based issues. So we're always on the lookout. The teams need to collaborate deep into the supply chain to make it happen. Because it can fall apart if any one of the links of the chain isn't fitting together in the right way. And it's a big challenge for us right now, especially with the way that our industry is evolving. It's more competitive than ever and there's more available than there's ever been. So how do you stand out in that environment and how do you stand for something and how do you get credit for it when people are making their buying decisions are all big challenges that we're facing. We're not alone in those challenges either. I think many companies are facing similar challenges. But again, we're not going to give up. We're going to keep fighting for those things and trying to do our best. And we know consumers vote with their minds in their pocketbooks and in spaces like ours. We want them to think of Belkin when they have that choice to make.

[Greg Kilstrom]

Yeah, yeah. So I want to talk a little bit more broadly now about. I mean, I think this is a great case and example of how to take something which is, again, a corporate goal, but also marry it with, you know, some passionate people within. Within an organization. So, you know, certainly, I mean, sustainability, that's something I feel passionately about as well. So I think it's. I love talking about this stuff, but there's a lot of leaders with a lot of different challenges going on right now. How could you, you know, how would you recommend that leaders take this idea and this, this approach to build initiatives within an organization without employees feeling like they're, you know, stuff. More stuff is just being thrown on them and, you know, really kind of build this grassroots initiative within.

[Steve Maloney]

Boy, you're. I mean, you're highlighting such a unique, Such a unique. Such a difficult challenge that we all are facing right now. I think many of us are as busy as we've ever been. You've got economic uncertainty, you've got a lot of people have kids in school. I mean, you've got all these things pulling at you all the time. And how do you motivate people to stay focused on the things that are most important and provide that clarity? One of the ways that we've done it is by really engaging our team members to provide input. So we have frequent meetings where folks have a chance to offer their input on things that we should be doing, initiatives that we should be pursuing. We share the big plans that we've got from a vision perspective and an ideation perspective, and we seek their input. I think when people have a chance to offer their voice into situations like we're facing right now, like most companies are facing right now, I feel they have a deeper level of investment into how things are going to work out. And when they feel more invested, they're more engaged. And I think that everybody performs higher. You know, we've got in our organization several different groups where people have a chance to offer their input. You know, sustainability would be one of those areas, but there's. There's others as well that have, that have cropped up and that we enable and support because that's what's on our. Our employees mind. And at the end of the day, Belkin is driven by the great people that we have here and giving them a voice and an opportunity to be heard and to feel like they're being listened to. That's one of the approaches that we employ to try and keep them engaged and sparking new ideas. Right. The best idea could come from anywhere in our organization and we're constantly looking for that spark.

[Greg Kilstrom]

Yeah, yeah.

And I mean as a 40 year old company as well, you know, how do you look at that? You know, there's. Innovation takes a lot of forms. Right. You know, we've talked about sustainability, we've, you know, you've, you've mentioned just the competitive nature of the products that you make and how quickly and there's price sensitivity, there's all kinds of things. So, you know, innovation takes a lot of different forms. How do you keep a 40 year old company, you know, top of your game, evolving and you know, when, you know, there's, I'm sure there's plenty of startup organizations that they've got, there's downsides to that too, but they've got, you know, they've got some speed on their side as well. So, you know, how do you, how do you maintain that edge?

[Steve Maloney]

Boy, it's not just one thing that we do to try and maintain an edge. We're deeply involved in technology forums and standards. WPC is one of those, it's around wireless charging. We've been there from the start, like we're keeping our ear very close to the ground on the technology changes that are happening in our world to make sure that we're staying right at the forefront of the technology changes that are coming. 25 watt charging is coming soon. We just had an exciting announcement around where we sit in the forefront of the development of that technology. There's more coming. We stay very, very close to the device and chip makers so we understand what's happening in their spaces. And of course there's nothing more important than the people we have here. So enabling training and fresh talent and new ideas from our teams to complement the existing product roadmaps, the things we're doing around the world, that's the combination that we're always looking to refine because over that 40 days, two year plus history, we've had to refine, revise and reinvent ourselves so many times, it's sort of second nature here. Right. We know if we're going to be able to survive that we need to be adapting quickly to the changing environment around us. Those are just some of the tools that we're using to make it happen. And sometimes the tools change a little bit. Right. Everybody's talking about AI right now and how do you Leverage AI tools to help enable your growth and development. Also these are also things that we're exploring to help facilitate that in a cost effective, really fast, really exciting new way. So, yeah, if we're not continuing to change, we're going to get stuck and that's not where we want to be. So we're always on the move trying to find out the next thing that's going to happen.

[Greg Kilstrom]

Yeah, yeah, absolutely. It's never a dull moment. Right. So you know, we talked about some of this, the, the stats from the sustainability and you know, any, any initiative is going to have its own, you know, very specific metrics to that initiative of measures of success. But you know, as, as CEO, you know, how do you look at measuring overall success and innovate? You know, are there KPIs there or like, how do you, how do you make sure that you're maintaining from a, whether it's a numbers perspective or you know, just a measurement perspective?

[Steve Maloney]

Yeah, there's no shortage of reports and data points and everything we have in our organization, of course, we're driven by net sales and gross profit, the typical financial metrics that you would expect. We really closely watch our net promoter score, which is people that are, when they're surveyed as a Belkin customer, are they going to be saying yes, positive about Belkin or are they not? And those leading indicators for us are things that we watch very, very closely. You know, our, our brand strength is certainly one that we look at closely. Share a voice in the market is another one that we look at. I am very curious all the time to monitor our sell through performance. You know, we hear a lot in the world around consumer spending and tariffs and changes and all these sorts of things. If the product is selling through and consumers are grabbing that essential Belkin product at a, at a good rate and, and it's up year over year, that's a leading indicator for me that I really pay close attention to and there's a million other ones. I could go through a long laundry list of things with you. It might put you to sleep, but we find it quite exciting and it helps us not only understand our business, but enable awareness for our employees about how we're performing and the things we're working on to try and improve at the same time.

[Greg Kilstrom]

Love it, Love it. Well, yeah, it's been great talking with you, Steve. Love to hear about these initiatives and just how a company like yours is staying innovative. One last question before we go. What do you do to stay agile in your role and how do you find a way to do it consistently.

[Steve Maloney]

Again, not just one thing I'm trying to do. I try and exercise. That's one that keeps me going. And I like to spend a lot of time with my family. I've got three young kids. They all have their unique interests. I try and stay really grounded by spending time with them and it really helps me keep balanced in my own mind around the things that are really important. So those are some of the tools that I use. I'm fortunate in that I'm surrounded by a bunch of great people at work as well. So I've got sounding boards for ideas to really help make sure that despite the challenges we're facing, we're keeping our eyes and focus on the big tasks at hand so we can make sure that we're doing our part to be successful.

[Greg Kilstrom]

Love it. Love it. Well, again, I'd like to thank Steve Maloney, CEO of Belkin, for joining the show. You can learn more about Steve and Belkin by following the links in the show notes.

Thanks again for listening to the Agile Brand brought to you by Tech Systems. If you enjoyed the show, please take a minute to subscribe and leave us a rating so that others can find the show as well. You can access more episodes of the [e-mail] that's the agile Brand and contact me. If you're interested in consulting or advisory services or are looking for a speaker for your next event, go to www.gregkillstrom.com that's G R E G K I H L s t r o-m.com the Agile brand is produced by Missing Link, a Latina owned, strategy driven, creatively fueled production co. Op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. Until next time, stay curious and stay agile.

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