To get a glimpse of the culture at SnugZ USA, go to the “About Us” page on the company website and scroll down.

You’ll see the COO blowing fire, the vice president of sales auditioning for American Idol and the procurement director lathered in shaving cream. It’s a wacky cadre of promo pros embracing their creativity and putting their personalities on full display. You can feel the camaraderie through the screen, likely enticing some to click on “Careers” and join the fun.

And chances are, if you do land a job at the No. 6 supplier in the 2025 PPAI 100, you’ll stick around.

Built On Trust

The West Jordan, Utah-based company, which has just under 1,000 employees, has once again earned PPAI 100 High Marks in Employee Happiness, reporting a turnover rate of less than 1% over the past year.

Brandon Mackay, MAS, president, CEO and owner of SnugZ USA, credits empowerment for the firm’s impressive retention. “We’ve fostered a holacracy environment,” Mackay says. “People know what their role and duties are – they don’t need to be babysat.”

After 30 years in the promo industry, more than half of which has been spent at the helm of SnugZ, Mackay has surrounded himself with executives who are crystal clear on their objectives and responsibilities. Although he’s always available to give his two cents, he’s provided them with the autonomy to run their departments as they wish.

People know what their role and duties are – they don’t need to be babysat.”

Brandon Mackay

President, CEO & Owner, SnugZ USA

“I’m there to help or guide them if they have a question, but really you’re paying for their expertise and talent,” Mackay says. “So, I try to stay out of their way.”  

That mentality trickles down the ranks of the company. Of course, with such freedom, mistakes are bound to happen. When employees offer a discount or credit to distributors or try to rush something through that SnugZ doesn’t have the ability to pull off, Mackay chalks that up to “continuing education.”

“As they say, the problem with education is it’s never free,” he says. “Whether you take a hit on your P&L or go out and register for a course, it’s always expensive, but always worthwhile.”

Elevate Your Workforce  

Mackay says that SnugZ was immune to turnover during the Great Resignation and even further back.

Surely, the company must offer some kind of lavish perks – gym memberships, pet insurance, a four-day work week, etc. – that employees can’t live without?

But when pressed for more details, Mackay responded with the basic benefits package: competitive wages, healthcare and a 401(k). However, he did expand upon the practice of “continuing education,” adding that the company offers many “lunch and learns” as well as courses on financial management and ESL.

“A handful of employees came in with Spanish-only skills,” Mackay says. “Ten years later, their English is now equal to their Spanish, and they’re running very large teams. Part of our ethos is we try to meet people where they are and then elevate them from there.”

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Mackay has the utmost confidence in the appeal of his firm. If a production worker, for example, stays with the company for somewhere between 45 to 60 days, the boss knows they’re not leaving unless they really mess up or have a life event.

“It takes that long for people to gain trust,” Mackay says. “We say what we’re going to do, but it takes about that long to prove that we’re going to do it.”

If other companies want to match SnugZ’s penchant for employee happiness or join it on PPAI’s Greatest Companies To Work For list, Mackay recommends that business leaders work with, listen to and encourage their people.

“If you’re not willing to do those jobs, whether it’s marketing, boxing and shipping, assembly or standing in the trade show booth for multiple days, it’s going to be hard for you to have perspective and be valuable to your employees,” Mackay says.

“When you show you value your employees, they know you’ll help them get to where they want to go.”