Interview

As the leader of DAS, a company specializing in promotional products and branding solutions, Andrew has redefined how businesses connect with their audiences. With over two decades of experience, he has transformed DAS into a nationwide leader, helping clients craft memorable branding experiences that foster deeper connections with teams, customers, and stakeholders alike.

A graduate of American University’s Kogod School of Business, Andrew combines academic rigor with entrepreneurial ingenuity. His leadership philosophy emphasizes incremental progress, accountability, and empathy—principles that have not only propelled DAS to new heights but also made him a respected figure in the industry.

In this exclusive interview, Andrew shares insights into his journey, the challenges of adapting to changing markets, and his innovative approach to empowering his team and clients.

Q: What is Dynamic Advertising Solutions (DAS)? How would you describe the company’s mission? 

Andrew Langsam: At DAS, we do more than just produce swag—we help people create meaningful connections with the people that matter most. Whether it’s with your team, customers, or potential clients, our goal is to foster those relationships through thoughtful branding. It’s about making those interactions memorable and impactful.

Q: What challenges did you encounter in the past years, and how did they influence your leadership approach?

Andrew Langsam: The years leading up to 2023 were exceptional for us, but in 2023, we realized we had lost sight of what our team truly needed to thrive. Our organization had a motto: “We’ll treat you like an adult until it’s time not to.” However, we came to understand that even adults don’t always know exactly what’s expected of them.

We assumed that hiring talented people, equipping them with the right tools, and letting them take off would be enough—but we learned the hard way that it wasn’t. That year, we made excuses for ourselves—blaming everything from the economy to external factors. But the reality is, that we operate in a $25 billion industry, and we’re just a small part of it. There was no legitimate reason why we couldn’t grow in 2023. It wasn’t about what clients were or weren’t spending; it was about what we weren’t doing to seize new opportunities

“Our goal was to help team members progress through the categories we created–emerging, emerging plus, proficient, and excelling.”

Q: How did you realign your team to address those challenges and improve performance? 

Andrew Langsam: Our goal was to help team members progress through the categories we created—emerging, emerging plus, proficient, and excelling. Each category outlines specific tasks and expectations. This was new for us, and I’ll admit, I didn’t realize how crucial it was.

Many team members didn’t even know what sales-supporting activities entailed. So, we created a clear list, including cold calling, attending networking events, researching potential clients, and asking for referrals. We also introduced a 30-60-90 plan, something we had used at the executive level but hadn’t applied to our sales team. We showed them how to set SMART goals—specific, measurable, actionable, realistic, and time-bound

Q: How has breaking goals into smaller steps impacted your team’s performance?

Andrew Langsam: It’s been a game-changer. I’m a big fan of Atomic Habits by James Clear—it’s an incredible book about making 1% incremental changes in daily activities. The idea is to start small, like putting on your running shoes, and build momentum.

For our team, it’s about manageable actions like making a set number of calls each day or attending a networking event. The key is to step slightly outside of your comfort zone to make meaningful progress. We also rely on our accountability coach to keep the team focused, helping them connect their daily activities to larger goals.

Q: Can you explain the role of the accountability coach at DAS?

Andrew Langsam: Absolutely. Our operations manager doubles as an accountability coach. She isn’t part of the sales team, which is intentional, but her role is to hold people accountable.

For example, if a team member commits to making 20 calls a day, she follows up to ensure they meet their goal. It’s not about micromanaging but supporting them in achieving what they set out to do.

Q: What drives your passion and commitment in both your personal and professional life?

Andrew Langsam: My family is my ultimate motivation—my wife and three kids are everything to me. They’re the reason I get out of bed every morning and do what I do. I want to provide them with a better life, and that passion translates into how I approach my work and lead my team.

Q: What’s the most valuable leadership lesson you’ve learned during challenging times?

Andrew Langsam: The most valuable lesson I’ve learned is not to rely on past successes. At one point, we had to completely reevaluate everything—from team dynamics to the way we set expectations.

I realized how critical it is to provide clarity, foster accountability, and remove obstacles that hinder my team’s progress. Ultimately, leadership is about cultivating an environment where everyone can thrive and play a meaningful role in driving the company’s growth.

Q: What advice would you give to other leaders facing similar challenges?

Andrew Langsam: Don’t make assumptions. Take the time to listen to your team, provide them with clear guidance, and support them in reaching their goals. Small, consistent improvements can lead to transformative results.

Most importantly, remember your “why” and let that drive everything you do.