Oct 9, 2026 · 48 min · 11 segments
With decades of experience across CPG, private equity, and board leadership, Keith Bearden, CEO of Alter Eco Foods explains how he turned a great impact brand profitable. Great for: –Impact CEOS…
Keith BeardenGuest
Kevin EdwardsHost
[laughs] Um, I, I would say one of the things that really shaped the way I approach leading companies and working with, with my teams in, in the various organizations that I've been in is when I was actually in an organization that was kind of a toxic environment.
Um, I was the CEO, but I was a regional CEO reporting to a global CEO, and it was all about the money.
And shortcuts would be taken, and quality would be compromised, and, you know, it was really drive to the maximum amount of revenue, maximum amount of profitability at all costs.
And I was making a lot of money in that position, but I was conflicted every day, and I finally had to just walk away from it.
And when I walked away from it, it made me stop and think a lot about what success really means and how I lead and operate as a CEO.
I led with my values at this company, but I was overridden a lot of times on the way that customers were treated or even the way employees were treated.
Um, a- and being a values-driven leader, uh, means a lot of different things to a lot of different people, and oftentimes it's kind of seen as woo-woo, you know? And, you know, we, we have these expectations as leaders, and everyone's looking up to us, and it's all about growth, and that's all that matters at the end of the day.
Where have you kind of landed on values-driven leadership, and how do you incorporate it into AlterEco Foods, let's say?
Well, I think the th- the thing that has inspired me the most a- and kept me passionate about what I do is that the company that I'm involved with, whether it be AlterEco or companies where I'm on the board or, or, you know, outside of AlterEco, is that they're doing something that has an impact much larger than just the company itself.
Um, I've become quite the spokesperson and advocate for regenerative farming.
Um, AlterEco has stood for that from the beginning, and so I can align my personal goals and passion to AlterEco because I know we're living that manifestation of, of helping farmers to become successful, but also restoring the planet.
I tell people all the time, "You buy an AlterEco chocolate bar, you're restoring the planet one bar at a time."
And for, for leaders that are, you know, listening to this and going, "I love the, the story, the mission behind it.
How do I integrate that into my business?" You know, do you have a, a guide or any tips for how I can incorporate this maybe storytelling aspect or this values-driven leadership into the, the company to also make it, you know, more, more profitable?
And, and, you know, not everybody is, is in the consumer packaged goods or food and beverage, uh, so regenerative farming doesn't necessarily fit into their portfolio.
Maybe it's a service-driven organization and, and your goal is to enrich your employees thr- through the methods of enriching your company, you know, but to share the wealth, so to speak.
Um, I think you really have to understand what your mission is as an organization and then figure out what your impact can be to align to that mission.
[laughs] Um, I, I would say one of the things that really shaped the way I approach leading companies and working with, with my teams in, in the various organizations that I've been in is when I was actually in an organization that was kind of a toxic environment.
Um, I was the CEO, but I was a regional CEO reporting to a global CEO, and it was all about the money.
And shortcuts would be taken, and quality would be compromised, and, you know, it was really drive to the maximum amount of revenue, maximum amount of profitability at all costs.
And I was making a lot of money in that position, but I was conflicted every day, and I finally had to just walk away from it.
And when I walked away from it, it made me stop and think a lot about what success really means and how I lead and operate as a CEO.
I led with my values at this company, but I was overridden a lot of times on the way that customers were treated or even the way employees were treated.
Um, a- and being a values-driven leader, uh, means a lot of different things to a lot of different people, and oftentimes it's kind of seen as woo-woo, you know? And, you know, we, we have these expectations as leaders, and everyone's looking up to us, and it's all about growth, and that's all that matters at the end of the day.
Where have you kind of landed on values-driven leadership, and how do you incorporate it into AlterEco Foods, let's say?
Well, I think the th- the thing that has inspired me the most a- and kept me passionate about what I do is that the company that I'm involved with, whether it be AlterEco or companies where I'm on the board or, or, you know, outside of AlterEco, is that they're doing something that has an impact much larger than just the company itself.
Um, I've become quite the spokesperson and advocate for regenerative farming.
Um, AlterEco has stood for that from the beginning, and so I can align my personal goals and passion to AlterEco because I know we're living that manifestation of, of helping farmers to become successful, but also restoring the planet.
I tell people all the time, "You buy an AlterEco chocolate bar, you're restoring the planet one bar at a time."
And for, for leaders that are, you know, listening to this and going, "I love the, the story, the mission behind it.
How do I integrate that into my business?" You know, do you have a, a guide or any tips for how I can incorporate this maybe storytelling aspect or this values-driven leadership into the, the company to also make it, you know, more, more profitable?
And, and, you know, not everybody is, is in the consumer packaged goods or food and beverage, uh, so regenerative farming doesn't necessarily fit into their portfolio.
Maybe it's a service-driven organization and, and your goal is to enrich your employees thr- through the methods of enriching your company, you know, but to share the wealth, so to speak.
Um, I think you really have to understand what your mission is as an organization and then figure out what your impact can be to align to that mission.
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