Marketing with Meaning: A Conversation with Tracy Liu @ TLV Consulting

Tracy Liu has led sustainability strategy and operational excellence at some of the world’s largest companies, and also some of its smallest. After starting her career in environmental consulting and ESG strategy at leading corporations like Publicis Groupe and The Walt Disney Company, Tracy built sustainable consumer products company, WAYB, from the ground up as part of its founding team and Chief Operating Officer. 

Today, Tracy leads her own consultancy, serving as a Fractional COO for mission-driven startups across CPG, media, technology, and AI, and as a strategic consultant for Fortune 500 companies.

In this Marketing with Meaning interview, Tracy discusses why employees are often a brand’s most influential audience, why establishing identity before chasing cultural relevance is the key to both, and what the jump from Disney to a 20-person startup taught her about communicating with clarity. 

1. How did you end up in your current role?

Like many in this field, my career was a bit of a winding path. While I started my career in acquisitions, I always believed businesses could – and should – create broader societal value. That led me to pursue my MBA, which opened the door to a dream role in sustainability strategy at Disney. After more than half a decade there, I started to wonder what it would be like to build a purpose-driven company from the ground up, rather than inculcating it into an established one. That led me to WAYB, a mission-driven startup founded by a former Patagonia CEO. I’m proud that under my tenure, we were B-Corp certified and one of Inc. Magazine’s Best Places to Work. Today, I love that my work reflects the best of both worlds after all those turning points along the way – shaping strategy at the highest levels for Fortune 500 companies, while scaling startups for long-term impact.

2. Is cultural relevance more about a brand staying true to its own voice and values, or aligning with its audience’s? Where do brands most often get that balance wrong?

I think it’s both/and, not either/or, and from what I’ve seen, I believe there’s an optimal order. Successful companies establish their brand identity first, grounded in their purpose, values, and voice in order to gain credibility and trust. From that position of clarity, they can thoughtfully evolve as they monitor shifting audience expectations. Enduring companies understand this dynamic; they adapt to change, while staying firmly rooted in who they are.

Brands that falter have either mirrored their audience without first defining their own identity, resulting in inauthentic or opportunistic messaging, or they cling too rigidly to tradition and fail to listen and evolve, risking obsolescence. Cultural relevance relies on balancing conviction with curiosity – staying true to a brand’s core, while remaining responsive to the world around it.

3. Can you share a campaign or story that’s really stuck with you, something that’s shaped how you lead or think about your work?

Patagonia’s Don’t Buy This Jacket is often touted in sustainability circles, but it’s for good reason. It authentically leveraged its core brand to challenge convention during one of the most competitive marketing days of the year. It reinforced my belief that purpose is most powerful when it’s embedded in strategy, not layered on as a narrative.

4. How can brands talk about purpose or sustainability in ways that feel real, not performative?

Brands can speak more authentically when their actions lead and their messaging follows. Credibility stems not from what a company says, but from what it consistently does. And in practice, there will inevitably be shortcomings, so being transparent about challenges is important as well. A mentor of mine used to say that sustainability is a journey, and it’s always better to focus on progress over perfection.

5. Please share something you learned about your audience in the last year that completely surprised you or caused you to change your strategy?

Over the last year, I was reminded that employees are often a company’s most influential audience. Internal alignment is just as critical as external messaging, especially when launching purpose-driven initiatives. This prompted me to prioritize internal communications and leadership engagement, ensuring teams understood not just the “what,” but the “why,” leading to stronger adoption and more credible external storytelling.

6. What skill do you wish you’d developed 10 years ago that would have accelerated your career or made you a more effective communicator?

Looking back, I would hone the ability to simplify complexity. Earlier in my career, I equated thoroughness with diligence. Over time, I learned the most effective leaders consistently distill complex ideas into a few, clear insights that inspire action. This realization was even more evident when I transitioned to a fast-paced startup environment, where speedy execution across multiple functions was essential. Leading legal, HR, operations, sustainability, and strategy, I learned to quickly translate nuanced challenges into concise, actionable insights for various teams.

7. When you’re not thinking about marketing or communications, what inspires your creativity or keeps you grounded?

Traveling and connecting with people from different cultures around the world reminds me that while contexts and customs may differ, our shared values – love for family, food, and community – are universal. These experiences broaden my perspective, challenge my assumptions, and inspire me to approach my work with greater empathy and curiosity.

Spending time with my family also keeps me grounded and centered on what truly matters. It provides balance and reminds me that meaningful impact stems from human connection and can begin at home and in the communities closest to us.