Beyond the Algorithm:  Dukin’ it out from the corner of Fourth and Colorado

 Interview by Bryan Welker 

As President of Backbone Media, Greg Williams helps lead one of the nation’s leading outdoor and lifestyle marketing agencies, but his drive has always gone deeper than business. Over the past two decades, he’s helped build something rare: a national force grounded in Carbondale values. 

In this conversation, Greg shares what it really takes to grow without losing your soul. From trade shows to the basketball court, he reflects on the lessons that have kept the business evolving while staying grounded. 

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Q: So, more than 20 years of ‘dukin it out from the corner of Fourth and Colorado.’ What does it mean to build a marketing agency from Carbondale? 

Greg: When Penn Newhard co-founded Backbone in 1997, and then Nate Simmons joined the next year, it was kind of a social experiment: Can we create meaningful work in a beautiful place with real work-life balance? Sounds like marketing mumbo jumbo, but that was the original hypothesis, and that ideal has stuck with us till today. 

 Q: How did you balance that ideal with the growth you’ve experienced over the past two decades? 

Greg: The ideal became our strength. From the start, we leaned into that “work hard, play hard” ethos — you’re jamming at your job, skiing on the weekends, hitting the trails after work. That wasn’t a marketing line; it was how we lived. And when your team lives the lifestyle your clients are selling, it gives you an edge. At the same time, we had to prove we weren’t just a bunch of mountain folks living in tents. So we showed up, running events in New York lofts and working the big media rooms. 

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Q: That ability to battle it out in LA and NY while based in Carbondale, do you ever step back and just think, “How lucky are we?” 

Greg: Absolutely. I feel that every single day. It’s a privilege to be able to do meaningful, creative work at a high level while living in a place like this. And it’s not just me, it’s the people I get to work with. Watching careers develop here has been one of the most rewarding parts. We’ve had folks start as interns and grow into directors, buy homes, and start families. Some have gone on to lead client-side teams or even start their own businesses. 

Q: How have you implemented hiring practices that stay true to your ethos, even with challenges like the rising cost of living in the valley? 

Greg: There’s incredible talent in this valley, and we’ve always tapped into that. But as housing and cost-of-living pressures made local recruiting harder, we widened our net. Today, our team is split about a third, a third, a third between our mountain office here in Carbondale, our city office in Denver, and remote staff across 20 states. 

Q: You mentioned how COVID was a turning point. How did that period shape Backbone’s approach to hybrid work? 

Greg: During COVID, we saw record participation on trails and ski areas. People were buying kayaks, coolers, rooftop tents — everything that drives the economy we’re part of. Even before this boom, we were on the verge of breaking ground on a new space, but COVID halted that and simultaneously proved that the hybrid model was viable. 

Q: When you’re working with brands like YETI and La Sportiva, how do you compete in your weight class? 

Greg: People hate me saying it, but I’m always asking, are we meeting the market? Are we evolving our services? We’re constantly innovating the business and diversifying our services across many different clients and categories. That’s across Backbone and our sister agency, rygr, which is completely autonomous but benefits from shared services, including strategy, analytics, and HR. 

To compete, we must continue to push, embracing change, operationalizing AI, and not being afraid to cannibalize parts of our own business when it helps our clients grow. That’s the real measure — not just the financials, but whether we’re breaking through and creating buzz. Because when you’re the digital agency of record for brands like Smartwool, Icebreaker, or Altra Running, the feedback loop is fast and loud. 

Bryan: Because if they’re not making money… 

Greg: …they want you to fix it in 36 hours. 

Q: If it’s not that feedback loop, what keeps you up at night these days? 

Greg: After 20 years, it’s shifted. But right now, it’s the team. Are we rowing in the same direction? A few years back, we expanded leadership beyond the core partners to include a director team — 29 people across both agencies with authority, financial transparency, and accountability. 

They lead everything from paid and earned media to SEO and analytics. That collective leadership has elevated our business far beyond what one or two people can do. And when the work aligns with personal passion, it becomes something more. 

One of our longtime team members, John, has been the PR lead for Black Diamond for over a decade. He’s so deeply embedded that, in many ways, he is Black Diamond. That kind of consistency, internally and with our clients, is a huge part of what makes Backbone tick. 

Q: On the topic of expanding the leadership network, when did you realize just being good at marketing wasn’t the only thing? 

Greg: It took a minute, and part of that shift has been me learning to slow down. I used to be the guy sprinting through trade shows, hair on fire. Now, I focus on making a few meaningful connections and giving real, honest feedback. That kind of growth, both personal and organizational, is what keeps the whole thing moving forward. 

Q: How has modern media changed the outdoor industry from what it used to be? 

Greg: You used to have to know the secret handshake to get into some outdoor culture. Now? You can learn to belay from a YouTube video on your way to the climbing gym. The barriers to entry have dropped, and that’s opened the door to millions of new participants. That’s a big opportunity, but also a responsibility. The casual participant might discover your brand through an app or a lifestyle post, but it’s the core — the ones who live and breathe it — who validate that experience. They set the tone. If you lose them, you lose authenticity. And in this space, authenticity is everything. 

Q: Every business hits turbulence at some point. What’s been Backbone’s biggest setback, and how did you overcome it? 

Greg: Losing Polartec was a big one. They were really central to growing our network, an ingredient brand tied to nearly every major apparel company in the outdoor space. When that relationship ended, it shook us a bit. However, since we’d already built a diversified client base across multiple industries, categories, and sales cycles, we had the foundation to remain steady. We’ve always made sure no single client makes up more than 20% of the business. That discipline paid off. And when Polartec ended, we landed New Belgium Brewing almost immediately — an incredible brand that kicked off a whole new chapter. 

Bryan: I remember that! New Belgium was huge in Carbondale. People used to go crazy for those bikes! 

Greg: It was our first million-dollar ad buy, actually. And their CMO at the time, Greg Owsley, became a real mentor to me. 

Q: Speaking of mentorship, let’s talk about your time coaching high school basketball. 

Greg: I coached my son in basketball for a bit, and for the last three years, I was the assistant varsity coach at Basalt High. Our head coach, Clint Hunter, has become a kind of business mentor through his consistency and effective communication. I really value the lessons I took from that part of my life. At practice, I never knew where my phone was; I was just there with the guys. 

Q: Do you believe that being a youth sports coach made you a better businessman? 

Greg: No question — 100%. Absolutely. Coaching that team, and especially working with Clint and the coaching team, including my son, was more immersive than even my own experience as a player. 

It meant a lot. I just learned so much from being present with those guys every day. 

Q: What do you think is the most important lesson you’ve learned over the last 15 years? 

Greg: That fun and work don’t have to be mutually exclusive. Even on hard days — even when I find out I need a crown — I still try to bring good energy to the team. We’re winning. We’re duking it out. And keeping that sense of optimism, even when we lose a pitch or face a tough moment, is something I really value. 

Q: What’s the next chapter for Backbone? Where do you see the agency going over the next five years? 

Greg: We’re not in harvest mode. We’re pushing, evolving, and creating. And if we stay focused on doing great work and having fun, the financials will take care of themselves. 

Q: What’s one piece of advice you’d give to a young entrepreneur looking to start an agency here or in a place like this? 

Greg: The agency model is being disrupted, and that’s a good thing. Tech and social have leveled the playing field. You don’t need a huge budget to make an impact anymore, but you do need a clear point of difference. Learn how to get brands’ attention. Get good at telling your story. Figure out what makes you different and leverage it. 

Bryan Welker lives and breathes business and marketing in the Roaring Fork Valley and beyond. He is President, Co-founder, and CRO of WDR Aspen, a boutique marketing agency that develops tailored marketing solutions. Who should we interview next? Reach out and let us know.