Bradley Keenan has never been one to follow the traditional path. From starting in sales to becoming the Co-Founder & CEO of DSMN8, his journey is defined by a relentless drive for autonomy, a no-nonsense leadership approach, and a deep belief in the power of employee advocacy. What started as a mission to challenge outdated corporate marketing strategies has now positioned DSMN8 at the forefront of the employee advocacy movement.
In this Q&A, Bradley shares insights on his leadership evolution, the pivotal moments that shaped his career, and his vision for the future of the industry.
Tell us about your career journey and key transitions.
I started in sales, quickly realizing I wasn’t cut out for working under someone else. I wanted more control over decisions, over my time, and yes, over the commission. My first real entrepreneurial venture came when I negotiated for equity in a company where I was driving the revenue. When that didn’t pan out the way I wanted, I left and started my own thing. That pattern repeated until DSMN8 was born. The biggest transitions? Moving from sales to founder, from founder to CEO, and from someone who had to convince the world that employee advocacy mattered to leading a company at the forefront of it.
How would you describe your current leadership style, and how has it developed over time?
Direct, no-nonsense, and pragmatic. I don’t micromanage, and I don’t believe in fluff. Over time, I’ve learned that leadership isn’t about having all the answers. It’s about creating an environment where the best ideas win. I’ve also realized that the best leaders aren’t afraid to be wrong.
Who or what has inspired your career path and leadership approach?
I’ve always been fascinated by people who challenge the status quo. Mark Ritson and Scott Galloway are two who stand out as blunt, insightful, and not afraid to call out nonsense. Also, my own experiences in corporate environments shaped what I didn’t want in a business. I wanted to build something where employees weren’t just numbers, where people had autonomy, and where the focus was on results, not politics.
How do you integrate lessons from your role models into your leadership philosophy?
I take the best parts… the honesty, the strategic thinking, the ability to cut through the noise and apply them to how I lead DSMN8. But I also make sure I keep it authentic to me. You can learn from others, but leadership isn’t copy-paste.
Could you share an experience that shaped you as a leader?
When I was first trying to grow DSMN8, I spent more time educating people on why employee advocacy mattered than actually selling the product. It was frustrating. Then COVID happened, and suddenly, companies realized they needed new ways to reach their audience. That shift reinforced that timing in business is everything, and sometimes, you just have to hold your nerve and wait for the market to catch up.
What major challenges have you faced in leadership, and how did you overcome them?
Too many to count. One of the biggest was navigating a startup in a category that barely existed. In the early days, we were selling the idea of employee advocacy before we even got to selling our product. The way through? Relentless persistence and focusing on solving real problems rather than chasing trends.
How do the company’s vision and values resonate with your personal beliefs and leadership style?
DSMN8 exists to make advocacy easy because the best marketing comes from real people, not brand accounts. That philosophy aligns with how I lead. Cut the fluff, focus on impact, and empower people to do their best work.
Our culture is built on trust, autonomy, and ownership. People at DSMN8 don’t need permission to have an idea and run with it. We don’t do unnecessary meetings, and we don’t believe in processes for the sake of it. If something isn’t adding value, we change it.
How do you invest in growth, and what advice do you have for aspiring leaders?
Growth comes from two things: constantly learning and making uncomfortable decisions. My advice? Get good at being uncomfortable. Make the big bets, even when they don’t seem obvious. And don’t wait for validation. If you know something is right, act on it.
Can you describe initiatives or programs that support leadership development within your company?
We don’t have a rigid leadership program because we believe leadership isn’t about titles. If someone at DSMN8 shows initiative, they get more responsibility. Growth happens by doing, not always by sitting in training sessions.
Looking ahead, what excites you about the future of the industry and the company?
Employee advocacy is finally getting the recognition it deserves. The best brands are no longer relying on corporate social media accounts. They’re investing in their people. DSMN8 is at the center of that shift. The future isn’t brands shouting at people. It’s people sharing stories. That’s exciting.
Leading DSMN8
As employee advocacy continues to gain traction, Bradley Keenan and DSMN8 are leading the charge, proving that the most powerful marketing comes not from brand accounts but from the people behind them. His journey from sales to CEO underscores the importance of persistence, adaptability, and a willingness to challenge the status quo.
With DSMN8 empowering companies to harness the voices of their employees, the future of brand engagement is personal, authentic, and, as Bradley puts it, free of unnecessary fluff.
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