When Jason Bronstad took over as CEO of MALK Organics, the brand was in 1,200 stores. Today, they’re in more than 15,000—and still expanding. But Jason doesn’t chalk that success up to product strategy or distribution tactics alone. For him, the real catalyst has been people.
On this episode of Beyond the Bottom Line, host Bert Miller sits down with Bronstad to unpack how purpose-driven leadership, culture clarity, and extreme ownership have turned MALK into one of the most compelling players in the plant-based milk space.
“The team’s doing the work. There’s guidance and direction, but when the results come, and consumers come our way—it’s a beautiful marriage.”
— Jason Bronstad, CEO, MALK Organics
Jason doesn’t wear a mask—and he doesn’t expect his team to either.
Early in his career, he compartmentalized. “Work Jason. Husband Jason. Father Jason.” But eventually, the energy it took to switch personas started pulling him away from his priorities.
Now, authenticity is non-negotiable.
“There’s power in just being Jason 24/7 without that wasted energy. And that’s where a lot of our success at MALK comes from. People show up without the mask.”
Bronstad leads by example—literally. He blocks off his kids’ events before scheduling company meetings. He checks in with teammates before setting all-hands. His calendar reflects his values, and his team knows he expects the same from them.
At MALK, you don’t earn your way into the culture—you enter it. From the first day, every new hire is expected to live the company’s core values:
That value alignment shows up in how feedback is delivered, how teams communicate across functions, and how they adapt to different retailer demographics with tailored strategies.
“We’re not waiting 90 days to invite people in. We say: you’re here, you’re in. Let’s go.”
One of the most compelling parts of the conversation was Jason’s take on accountability. While many companies talk about it, MALK lives it. Bronstad encourages extreme ownership—not just among senior leaders, but across the entire organization.
When a mistake happens, the default isn’t blame—it’s ownership.
“When even the most junior person takes extreme ownership, it shifts the mindset. If they can take responsibility, so can I.”
That’s how trust is built. That’s how difficult conversations become learning moments. And that’s how leadership permeates every level—not just the top.
Bert posed the question many growth-stage leaders wrestle with: How do you scale culture without losing intimacy?
Jason’s answer: accountability at every layer.
As MALK grows, skip-level meetings, small group conversations, and ongoing culture modeling from department heads are non-negotiable. Vulnerability starts at the top—but it only sticks if it’s echoed throughout.
“It can’t just live with me. Our leaders have to own it and pass it on.”
Jason’s leadership philosophy is rooted in transparency and consistency—whether with his board, his team, or his family.
He’s built systems that allow for flexibility, while still meeting hard expectations. Whether it’s attending his son’s school presentation or handling a manufacturing crisis, he shows up—fully.
“The best way I can show up is when I do have time blocked for my family or my team, I’m fully present. That presence is everything.”
That presence has translated into measurable outcomes:
In one of the most memorable moments of the episode, Jason shared the person who had the greatest impact on his leadership journey: Brian Smith, SVP at Protis Global.
“Brian showed up as Brian every day. No mask. Whether he was in a boardroom or making an anniversary video for his wife—he was just Brian. That gave me permission to be Jason.”
It’s a full-circle moment. MALK’s culture today—the vulnerability, the ownership, the performance—was sparked by a leader who simply modeled what authenticity looks like.
Jason Bronstad isn’t just scaling a brand. He’s building a blueprint for what modern leadership can be: vulnerable, present, and relentlessly people-first.
Because in a world where culture is often relegated to slogans, MALK is proving it can be a system. A growth driver. And most of all, a competitive advantage.