Leading With Intention: How Jeff Shardell Built Humble Brands With Simplicity, Curiosity, and Purpose

From Google to a Kitchen Counter in Taos, Shardell’s Journey Proves That Clear Values—and a Bit of Surf Wax—Can Build Something Truly Lasting

In a global personal care industry saturated with synthetic ingredients, overblown marketing, and billion-dollar blitzscaling, Jeff Shardell is doing something radically different—and it’s working.

Shardell is the founder and CEO of Humble Brands, a naturally derived personal care company based in Taos, New Mexico. Since its inception, Humble has challenged industry norms, growing steadily without flashy ads, outside investment, or compromises in product integrity. The company’s secret? A deeply held belief in clarity, curiosity, and the power of keeping things simple.

A Personal Problem Sparked a Purpose-Driven Brand

After a successful career in tech—at places like Netscape and Google (where he joined when the company had only 100 employees)—Shardell left Silicon Valley to pursue a healthier, more intentional life. But as he detoxed his diet and lifestyle, he noticed something odd: his deodorant didn’t match his new values.

The so-called “natural” options were filled with hard-to-pronounce ingredients—and most of them didn’t work. So he did what any curious mind might do: he went to his kitchen and started mixing his own.

That early formula, made with just four clean, recognizable ingredients, still forms the backbone of Humble’s deodorant line today. No preservatives, no synthetic additives, no greenwashing. Just products that reflect the company’s name: humble.

Simplicity Isn’t Easy—But It Builds Trust

In a world that often equates complexity with innovation, Shardell took the opposite approach. He stripped away the excess and focused on transparency and functionality. That commitment to doing one thing well—without shortcuts or gimmicks—has earned Humble Brands something far more valuable than venture capital: consumer trust.

Lessons From Google: Patience Over Pace

Shardell’s time at Google influenced how he built Humble. “For a long time, we didn’t build a browser or OS,” he recalls. “The focus was to do one thing better than anyone else.” At Humble, he followed the same path—perfect the deodorant before branching out to other products.

That kind of discipline is rare in today’s rush-to-scale startup culture. But for Shardell, credibility and consistency come first. “You don’t need to be everything to everyone,” he says. “Just be exceptional at something—and build from there.”

When Jason Momoa Reaches Out, You Answer

Humble’s most high-profile partnership came not from a strategic pitch, but a spontaneous message. Actor and environmental advocate Jason Momoa discovered Humble deodorant at a local shop while filming in New Mexico. Impressed, he reached out directly via Instagram, not looking for a celebrity endorsement, but a creative collaboration.

Momoa helped co-create Rockrose & Cedar, a best-selling scent that launched in fully biodegradable paperboard tubes—cementing Humble’s reputation as a brand that’s both cool and conscientious. “It wasn’t a licensing deal,” Shardell notes. “It was authentic—and our audience could tell.”

Hire for Curiosity, Not Just Credentials

Operating out of Taos doesn’t offer access to a dense talent pool of CPG veterans. But Shardell sees that as a strength. He draws inspiration from his days at Google, where he worked alongside philosophy majors, artists, and athletes.

“At Humble, we hire for mindset,” he says. “Curiosity, ethics, and a willingness to ask the right questions matter more than the perfect résumé.” The result is a team that’s agile, mission-driven, and unafraid to do things differently.

Leadership From Two Islands: Taos and Hawaii

Shardell splits his time between Taos and Hawaii—one for building, one for reflecting. This bi-location lifestyle isn’t just aesthetic; it’s strategic. “Taos is where I build. Hawaii is where I reflect,” he says.

This separation helps him stay focused on high-impact areas—product innovation, sales strategy, and brand storytelling—while trusting his team to manage the day-to-day. By stepping back, he avoids burnout and fosters resilience within the company.

Why the Future Is Biodegradable

When asked what excites him most about Humble’s next chapter, Shardell doesn’t point to a new product launch—he points to packaging. The company is pushing aggressively toward eliminating single-use plastics and embracing materials like paperboard, post-consumer recycled content, and bioplastics.

“Packaging is often the first interaction a customer has with a product,” he explains. “It needs to align with your values. If it doesn’t, you’ve already lost trust before they even try what’s inside.”

A Business That Feels Good to Run

Shardell isn’t chasing unicorn status or Silicon Valley headlines. His goal is simpler—and maybe more profound. “I want to build a company that feels good to run,” he says. That means creating a workplace people love, a product people believe in, and a brand that earns its growth the honest way.

In an era that celebrates scale above all else, Jeff Shardell’s story is a refreshing reminder that you don’t need to move fast and break things. Sometimes, the companies that endure are the ones that move slow—on purpose.