Content doesn't always have to target buyers. A CTO writing about AI infrastructure might not attract customers, but it builds a powerful employer brand that attracts top engineering talent, a valid business goal.

Instead of starting from scratch, buying a dormant brand for $5,000 with a storied past (Hunter S. Thompson, Edward Abbey) provided an immediate foundation of history and cultural significance that attracted writers and readers.

Golden intentionally defines and maintains its culture, which acts as a recruiting magnet for highly aligned talent. This 'gravitational pull' attracts unusually skilled subject matter experts who are already motivated to do this specific work, making culture a primary tool for acquiring top-tier employees who are a natural fit.

William Randolph Hearst built his media empire by "collecting" top talent. His strategy was to personally recruit promising writers, pay them significantly above market rate, and take institutional responsibility for their controversial work, thereby earning their loyalty and empowering them to be bold.

Way's future CEO joined the scrappy startup not for the haircare, but because founder Jen Atkin had a brand vision that transcended the category, drawing inspiration from Range Rover and New Balance. This shows that a powerful, category-agnostic brand identity is a primary tool for attracting key early-stage talent.

The New York Times competes for talent not on salary, but on the promise of doing the "most impactful work of your career." It provides an unmatched ecosystem of editors, lawyers, and security that enables ambitious, risky journalism that individual creators on Substack cannot undertake alone.

Gus Wenner views personality-driven creators as the modern embodiment of legendary journalists like Hunter S. Thompson. This talent-first approach, once central to iconic media brands, has been lost by many traditional publishers but is key to winning in the current landscape where personalities build the brand.

At the beginning, a startup is just an idea. A strong brand provides a clear narrative that resonates with potential hires, helping them make a decision based on identity and shared values. This attracts a cohesive team from day one.

Chef Alison Roman suggests The New York Times had a "don't get too famous" culture, feeling threatened when a creator's personal brand grew too large. This highlights the conflict legacy media faces in cultivating talent they need but cannot fully control.