Liquid Death & Private Sector Lesson 2: What If We Could Experience Government Differently?

by Yvonna Cázares

This excerpt is from a chapter in my forthcoming book, Mirrored Engagement, which explores how government can adopt private-sector trust-building practices to strengthen civic engagement and community partnership. Over the coming weeks, I’ll be breaking down this chapter into digestible posts, each highlighting a different private-sector lesson government can learn. In this second installment, I touch on experiential engagement and a way to apply it in the public sector.

I just watched Mayor Aftab Pureval, Cincinnati’s 70th mayor, join Ronny Chieng on The Daily Show and describe how residents across political lines feel frustrated with government and the “same people going into Washington” or getting elected. People are frustrated not only by declining trust in public institutions, but by broken feedback loops that fail to deliver tangible benefits or meaningful experiences.

What if we could help create new experiences for residents, not just in how we show up in their communities, but in how we follow through and deliver programs and services that actually change their day‑to‑day lives?

You might have heard of “pop up” events before, pop-ups are fun, intuitive, and low stakes events created by organizations, especially the private sector for marketing and customer-engagement purposes. The best ones are designed not to require a login, a survey, or a three-hour meeting. They require curiosity. And that’s enough.

When done well, experiential marketing through pop up engagement builds:

• Brand loyalty across product lines
• Market expansion by reaching new demographics
• Feedback loops that inform future campaigns and product design

And most importantly, trust.

Give Me Liquid Death and KILL My Thirst

Figure 1 Screenshot of Liquid Death “Sell Your Soul” experiential marketing pop up (BrandCredential, 2023).

I remember the first time I saw a Liquid Death pop-up. It was at BottleRock, a festival in Northern CA. I didn’t even notice the activation until I heard a younger festival-goer giggle behind me and say, “Omg Liquid Death! But they are a water brand!” as she bounced over to it with her friends. I then marveled at its ingenuity and inviting fun take on festival refreshment.

The pop up stood out in a sea of alcoholic substitutes for thirsty festival-goers.

As a water beverage brand that sought to satisfy non-plastic bottle loving consumers, Liquid Death has done many things right in its successful marketing growth strategy, and experiential pop-ups like the one I experienced were no exception.

Senior Reporter at MarketingDrive.com, Chris Kelly says that “since its founding in 2018, Liquid Death has worked to help consumers “murder” their thirst with irreverent, outré marketing” (Kelly, 2024).

Figure 2 Screenshot of Liquid Death video of soda and sugar from Marketing Dive interview with Andy Pearson (Marketing Drive, 2024).

Refraining from big media buys and choosing not to chase social media viral video trends, Liquid Death charts its own advertising and storytelling path and still kills in terms of sales. “The beverage brand has, among other things, summoned demons, embraced its haters, fought off zombies and pranked taste testers on the way to a $1.4 billion dollar valuation and potential IPO” (Kelly, 2024).

Andy Pearson, VP of Creative at Liquid Death says, “it really comes from the way that we see and hear people using Liquid Death. Initially, a lot of people were talking about how it is a great replacement for alcohol. Now, we get notes from parents that will email us and say, “Thank you, my high schooler was addicted to energy drinks and now he loves Liquid Death,” which is really cool (What The Luxe, 2026).

This type of trust-building with consumers is a result of unorthodox and creative means such as experiential marketing, pop ups, data-backed messaging, but also, creative collaborations (Langsworthy, 2024)*.

Figure 3 Screenshot of a Liquid Death and Elf Cosmetics product collaboration photo from Andy Pearson interview on unconventional collaborations (BrandsUntapped.com, 2024).

The good news is that many government agency departments do engage in pop-ups including booths with Spin-the-Wheel prizes and dunk tanks for Transportation Directors (fun to watch, even when you like the Director and feel bad for them).

Public Sector Parallel: Pop-Ups that Actually Work

At the City of Oakland, we piloted a pop-up engagement approach called Mobile Mayor. Residents were invited via social media to co-create the pilot by sharing where we should “pop-up” in their neighborhood. We took all their suggestions seriously, especially those we found fun and helped us meet the community where they were — OktoberFest, the bike parking section of a BART rail transit station, outside a local barbershop, at a soul food restaurant, at a weekend farmers market, at the Pride Festival, and more than 30 other locations.

Figure 4 Screenshot photo of former Oakland Mayor Libby Schaaf’s van with Mobile Mayor Decal, (left), Photo of Mobile Mayor event with Spanish translators for residents in the Fruitvale District of Oakland, CA (right). From Cazares, Y. (2018). [Photograph]. Author’s personal collection.

We held Mobile Mayor pop-up events in different languages with local trusted community partners and interpreters in tow. We carried professionally translated materials regarding the City and Mayor’s Office services , a (very heavy) and endearing mobile Mayor desk that looked like something out of Mr. Smith Goes to Washington (Capra, 1939), as well as volunteers, and city staff equipped with laptops and tablets to log concerns, assist residents with library cards, and provide whatever information residents needed. The pop up was the brainchild of the Mayor herself, but the research, operations, and execution was supported by my first intern at the City of Oakland at the time, Knigi Glee and myself and many other beloved staff, interns, fellows, community leaders and volunteers. In effect, the Mayor was made mobile by many hands.

Public Engagement with a Feedback Loop (Not Just a Headline Event)

It was all hands on deck when we had protesters from the political left and from the political right and from out of town sometimes who showed up to protest the Mayor. We weren’t angry about their right to demonstrate, so much as trash that was left behind at the site or intrusive live feeds on Facebook that they used to intimidate and surround all of us. Because the pop-up was a community effort and for the community in that it provided unparalleled access to local elected leadership as well as hands-on support with government bureaucracy, these protests felt slightly more personal. Especially since they took precious time away from local residents at times. I’ll never forget one elderly gentleman who cried when he saw his Mayor just outside his grocery store in Deep East Oakland.

“I’ve never seen a Mayor in my side of town before,” he said.

Figure 5 Screenshot photos of Mobile Mayor in front of local barbershop (left), Staff helping residents on their laptop (right), staff answering resident questions (bottom left). From Cazares, Y. (2018). [Photographs]. Author’s personal collection.

The strategy engaged roughly 30 people per three-hour event. With 20 events per year, we reached over 500 residents annually while I managed the effort over four years and across multiple languages. To me, the pop-up engagement was just one approach in numerous strategies to listen for and lift up different priorities from various neighborhoods per Council District.

Figure 6 Screenshots of Mobile Mayor pop ups across Oakland in first year, (left), Mobile Mayor flyers in English, (right), Mobile Mayor flyers in Arabic, (bottom left), Mobile Mayor staff sharing text SMS reminders during pandemic, (bottom right). From Cazares, Y. (2018). [Photographs]. Author’s personal collection.

Even when the pandemic hit, we pivoted Mobile Mayor online, and we experimented with text message/SMS notifications, phone calls, and appointment setting (even though appointments were never required to meet with the Mayor or receive assistance at an event). People loved it, and the approach became a valuable learning tool for not just other cities, but various departments throughout the entire city (Viridian Management Group, 2026).

Even Pop-Ups And Experiential Marketing Installations Are Not a One-Size Fits All

It is important to note that pop-ups serve different purposes. For example, with Liquid Death, the goal is to increase market share and brand introduction. When they choose places where folks are seeking substitutes such as alcohol or energy drinks, this move is especially daring and strategic.

There are incredible pop-up experiential marketing efforts whose sole purpose is to provide creative art and healing spaces that highlight local designers and artists such as 29Rooms in New York City, which transformed a large warehouse and continues to secure ongoing funding.

Then there are long-term installations that provide community economic development, such as Area15 in Las Vegas, NV (offering 600,000 square feet of unique shopping, shows, games, and dining) and Sensorio immersive arts experience in Paso Robles, CA, the latter which also works with the city to provide place-making installations in their city hall towns square.

Figure 7 Screenshots of experiential art installation pop ups both short-term and long-term, “Passage” by Serge Maheu with Creos.io and NYDOT (top left), “ArtWorks”by Pelle Cas with LA Metro, (top right), “Area15” by multiple artists in Las Vegas, NV, (bottom left), and “Sensorio” by Ken and Bobbi Hunter (visionary artists and lighting engineers) and resident volunteers in Paso Robles, CA (bottom right). From Cazares, Y. (2018). [Photographs]. Author’s personal collection.

When executed well, with innovative partners like Creos.io, cities and departments who take art-driven approaches to reach local residents in engaging, unexpected ways, provide public spaces that inspire such as Passage in New York City’s Garment District (led by the New York Department of Transportation). Another example led by LA Metro, is for commuters and visitors in Los Angeles who get to experience a sense of play through the 36 illuminated lightboxes called “Artworks” created by Pelle Cass to reflect and engage the constant flow of passengers in the station.

With Mobile Mayor, the key was not just having a presence in communities across town, especially disenfranchised or historically disinvested communities, but critically, the follow up after the pop-up event.

We needed to know whether residents were better off after meeting with us that day? And if not, then were they better off later that week? Or that year?

The real work happened in the follow up. Evaluations suggested yes: we closed many of our service tickets or requests, and achieved a 93% satisfaction rate, or residents sharing that they were “better off” after the engagement.

Participation That Produces Decisions

Again, we’re not just asking how different types of stakeholder engagement works, we’re asking how it builds trust, opens markets, and reshapes power dynamics. We are not just asking you to “think like a marketer” although that is also helpful. We are saying that the effectiveness is in the follow through, not just the hook to engage residents.

It is what we do after receiving information from residents in a particular council district where illegal dumping is an issue that NEEDS to be addressed or more stop signs and speed bumps. In most cases, we would follow through with specific departmental actions or targeted budget decisions and personal follow up.

Discovering Core Memories at the Discovery Cube Museum

Figure 8 Screenshot of the Organics Waste Lab website with translated exhibit titles for “guardians of the earth” and three young girls interacting with the exhibit. From Discovery Cube Orange County. (2026), https://www.discoverycube.org/orange-county/exhibits/organics-waste-lab/

Over the weekend I visited the Discovery Cube museum of Orange County here in Santa Ana, CA. I had been to these types of museums before and recall with fondness the children’s museum of Los Angeles which helped me “try on” different uniforms for different careers and the children’s museum of Rancho Mirage (back when it was in a small house like building south of Hwy 111) gave me the chance to dig for worms in soil and play with plants with abandon. It was tactile. Invited curiosity. Non-judgmental (unless I tried to eat the worms). I also loved the science museum in San Diego, CA. Two hours away from my desert upbringing, it was worth it every time, we got to learn about space, rockets, planets, stars, how gravity works, various physics-based exhibits, and it held the I-Max experience in a full 360 degree visual dome where we could watch nature films about the ocean or wildlife in other countries. And don’t get me started on the La Brea Tar Pits in Los Angeles or the San Bernardino County museum where there were fossil exhibits.

Needless to say, I was just as excited to visit the Discovery Cube museum as my nephew. To my surprise, the first exhibit we entered was the Organics Waste Lab by Orange County Waste & Recycling — what fun!

The exhibit involved play household hazardous waste products you’d find in a kitchen (these were stationary items pegged to the wall) and it asked you to scan them with a SKU gun you see at the check out stand as you answered a quiz game on the computer screen before you about which products to safely dispose. Having worked for Cal EPA’s Department of Toxics Substances Control as part of their Executive Team, the game made me realize I had a lot left to learn!

Figure 9 Screenshot of the Hazardous Household Waste interactive game at the Discovery Cube Museum Orange County. From Cazares, Y. (2026). [Photographs]. Author’s personal collection.

He was excited by the next stage in the exhibit, a giant wing (at least 2,000 square feet) with bright colors resembling a play super market. Here the objective was to grab your shopping cart and go around scanning items like poultry, dairy, condiments, cereal, fresh produce and learning about the health ingredients of these foods. My nephew really got into this one but we were bested by a young man and his mom who were let’s just say over eager to be in first place. The shopping carts were quite heavy, but I appreciated the energy it made him expend.

The next part of the exhibit was a large compactor truck and a conveyor belt in which you had to pick up items of trash and decide which were recyclable or compost as they came by. It felt a little bit like that I Love Lucy chocolate factory all time favorite show, but every kid and their guardian was super into it and would take forever to leave this game! My nephew grew impatient after waiting 7 minutes and we moved on to the area with rockets and geology, but he later tried to return to it (to find it still busy) and then mentioned via phone today that we ought to start recycling more.

Figure 10 Screenshot of the Healthy Shopper and How to Recycle experiential games at the Discovery Cube Museum Orange County. From Cazares, Y. (2026). [Photographs]. Author’s personal collection.

We spend hundreds of thousands on marketing mailers, letters, websites, and here was one playful exhibit that truly took the message home for families.

I kept thinking why can’t government be more like this?

I became curious about the cost of this experiential exhibit at Discovery Cube vs. our environmentally focused public meetings and communications.

How many diverse families did we touch between the options?

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“In 2025, Discovery Cube served 515,831 general visitors across both campuses” (Discovery Cube, 2025). Meanwhile at the six forums held by OC Waste & Recycling for their Climate Action Plan posted for public comment from August 1–22, 2024, they gathered “approximately 22 comments letters/emails were received on the Draft CAP from private residents, non-governmental organizations, and public agencies. An additional 12 forum attendees spoke at the August 6th event” (County of Orange, 2024).

Despite reporting an amazing count of “29,574,151Media & Educational Outreach Touchpoints”(Orange County Board of Supervisors, 2024) the climate action plan received only 22 comments and 12 forum attendees.

Let’s just say it was 12 attendees per two-hour forum and they had six forums total, that is still less than 100 attendees on a critical future forming plan! And yet, there were over 100 kids and families visiting the OC recycling exhibit in just a three-hour period. Imagine if that had been the public meeting instead? With interactive and fun opportunities for input for parents and children?

What if open-ended questions (and specific ones) were discussed at the Discovery Cube or weaved into a new mini exhibit with all those families? How much more would the diversity of comments and suggestions be? We have the technology now to quickly theme these comments, so what’s our excuse?

This is not a critique of the OC Waste & Recycling (OCWR), if anything, I am extremely grateful for OCWR’s fantastic pro-type of how to do experiential engagement well and brilliantly hosted at the Discovery Cube Museum!

What I am questioning is why we don’t marry public input opportunities with experiential engagement?

I could not easily locate (after viewing at least seven OCWR budget websites and documents) the cost paid for marketing and communications or public information and the cost of the exhibit.

However, total FY 2024–2025 Fund 299 (Enterprise/Operating) was $199,763,239 (OCWR, 2024). If even 1% of that was dedicated to public information and engagement, we are still looking at about $1M per year, perhaps including $75-$115K for the climate action plan public forums (not including staff salaries and translation services).

The typical children’s museum exhibit build costs between $20,000 and $1M depending on square feet and cost of exhibition designers (Museum Planning, LLC, 2026}. Long term exhibit maintenance costs as exhibits get refreshed (Alger, 2026).

Figure 11 Screenshot of exhibit-cost planning for museums that considers long-term costs. [Table] (Museum Planning, LLC, 2026).

Here is the sharper comparison: Discovery Cube reported 515,831 general visitors and 2,066,236 STEM interactions across its two campuses in FY 2025, while OC Waste & Recycling reported 29,574,151 media and educational outreach touchpoints in 2024. Yet when the County’s Preliminary Climate Plan was posted for public comment, the process produced roughly 22 written comment letters or emails and 12 speakers at the August 6 forum. In other words, the question is not whether agencies are reaching people. The question is whether outreach is producing meaningful participation, learning, and decision-shaping input.

This sounds expensive until we compare it with the cost of traditional outreach, delayed public buy-in, public controversy, or even one avoidable pricey lawsuit. Interactive galleries and pop-up learning environments should not be treated as extras.

When designed with feedback loops, translation, staff follow-up, and clear pathways into policy decisions, they can become civic infrastructure: places where residents learn, test ideas, ask questions, and see how their input travels back into government action.

A useful way to read the data is this: mass communication and public meetings may create awareness, but experiential engagement can create memory, trust, and behavior change. The Discovery Cube example shows families interacting with public-interest information in real time, through play, repetition, and shared problem-solving. That is a very different civic experience than asking residents to attend a two-hour meeting, decipher technical language, and deliver comments into a formal record.

How much time do we spend seeing the same advocates, the ones I call perennials, at public meetings, many of whom are nonprofit staff or business lobbyists paid to be there?

How much time do we spend stuck in us-versus-them circular arguments?

And when new ideas or new voices do show up, how often do they go unacknowledged because of protocol, or worse, because the input is unwanted and ignored?

One thing I did NOT hear at the museum was a child screaming at a volunteer. No one was wagging a finger at staff or leadership, adult or child.

Staff, volunteers, kids, and families were happy, laughing, squealing, and learning.

The only complaint was not being able to stay longer and engage more. We hear that in government too, but usually for different reasons: people feel unheard, dismissed, or exhausted, not joyful and excited.

So many of the interactions and conversations at the Discovery museum were about exactly that: learning and fun.

That is how community engagement and public participation should look and feel. In this way, we can look at challenges together and solve them side-by-side. The discussion is rich, not antagonistic.

We can, of course, still offer ways for advocates to have their say, but catering only to those who can speak eloquently into a mic should not dominate our public policy decisions or implementation.

What would happen if we opened the door to more experiential engagement and education so that new voices, like the families at the Discovery Museum, could also chime in on hazardous waste, public health, zoning decisions, and more? They are, after all, “sensitive receptors,” the very people we seek to protect from harm.

Indeed, the value of experiential engagement isn’t the “hook,” it’s the conversion of resident input into outcomes (tickets closed, satisfaction, departmental actions, budget decisions). The experience we create for residents is fundamental to the trust we build and the participation we see in our plans and programs.

Career Memories After the Discovery OCWR Exhibit

In 2017, the International Rescue Committee created an experiential exhibit for World Refugee Day with various stations representing a refugee’s journey to freedom. The nonprofit held it in the parking lot of a community college near downtown Oakland, and when the Mayor of Oakland and I attended, we walked through each station and read signs on the floor or examined faux items typically used by refugees.

Figure 12 Screenshot of nearly 20 refugees on a single life raft. [Photograph] (IRC.org, 2017).

I will never forget the lifeboat or raft stage. We did not have life jackets, but they described choppy seas, traveling by night, and too many people on the boat as you attempted to flee violence, war, and political mayhem in your home country. My heart sank thinking of those who might not know how to swim or were too weak to do so. That’s empathy building right there. But Oakland did more than just have empathy; we ensured funding, partnerships, and dialogue increased between the city and various refugee family relocation service groups. On our soil, we provided solid ground and shelter with culturally competent families.

Second, environmental justice toxics tours anywhere. The idea is simple: take residents, health care professionals, agency heads, environmental scientists, lawyers, teachers, youth, and faith leaders through areas of environmental injustice so they can smell the difference in the air, taste the heavier smog or pollutants, and breathe it in like low-income residents do daily. These are led by community members and advocates (typically, but not always, from the impacted community). And every tour I’ve taken as a special district, local, and state government representative did not end in protest. When done well, the tour brought those impacted and decision-makers together to look at how to solve problems collectively. Air monitoring, cross-sector collaborations, and many environmental health policies have been borne of such efforts, but most importantly, so have stronger relationships between government and the public.

What Government Could Learn From Experiential Engagement

Rather than rely on endless, expensive meetings for a public that cannot always show up,** or has given up sharing its voice, why not build experiential engagement around learning, empathy, and most importantly, problem-solving together?

If Liquid Death’s silly pop-ups can open sugar-addicted teens to water that is healthier for them, and if the Discovery Cube museum and the OC Waste Management & Recycling agency can create a kinetic and fun approach that effectively teaches families what to recycle, then why can’t we direct more resources toward these kinds of experiences for side-by-side, joyful, collective learning?

I know government already does “open house” style engagement. To me, though, it can still feel lame when the teams are stretched, the budget is thin, the content arrives at the last minute, and the public is left with something inaccessible, too jargony, and reduced to overdone colorful sticky-note posting.

Hands-On, Not Just Open House

When I was a Public Information Officer at the Air District, and even now as a “business consultant who solves problems” (South Carolina U.S. Senator, Thom Tillis, C-SPAN, July 15, 2026), I still believe we can do better.

I believe we can create experiences that lead to residents feeling protected and at play as they voice they engage with us instead of fear and mistrust.

We can create HANDS-ON experiences that are fun, safe, and exploratory spaces for dialogue, co-creation, and solving our most vexing problems.

Stakeholders shape products, culture, and policy in the private sector, meanwhile the public sector still fears it or tries to control where people can co-create.

Engaging with government can feel different for residents if public servants act now to engage and empower residents where and as they are now.

Finally, engagement isn’t transformed by the moment we show up, but by the commitment we make to keep showing up after the moment ends.

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Next in this series: Private Sector Lessons: Co-Creation as both a strategy and a commitment to building organizations with the people they serve, not around them.

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Footnotes:

*Some of some of the top creative collaborations have been:
• Liquid Death x Martha Stewart Dismembered Moments Candles
• Liquid Death x Nixon Death Clock (for three years in a row)
• Liquid Death x Burton Death Trap
• Liquid Death x e.l.f. Corpse Paint
• Liquid Death x Van Leewuen Hot Fudge Sundae Sparkling Water
• Liquid Death x Yeti Casket Cooler (Langsworthy, 2024).

**I have worked for state agencies where the average attendance was 14 people for a public meeting that cost $8,000-$10,000 a pop! After showing this data, I was able to direct the agency to instead focus resources on meetings co-hosted with community partners including EJ tours and site visits.

References:

Alger, J. (2026, February 22). Exhibition costs, post-pandemic. https://www.makingthemuseum.com/newsletter/exhibition-costs-post-pandemic

Behind the curtain — 29Rooms art exhibition. (n.d.). Little Kid Big City. https://littlekidbigcity.com/behind-curtain-29-rooms-art-exhibition/

BrandCredential. (2023). Liquid Death marketing [Figure 1 Photograph]. Liquid Death Marketing. https://www.brandcredential.com/post/liquid-death-marketing-strategy-case-study-slaying-the-beverage-industry-with-killer-branding-and-marketing

BrandsUntapped (2024). Liquid Death marketing [Figure 3 Photograph]. https://www.brandsuntapped.com/we-dont-see-any-category-as-off-limits-andy-pearson-vp-of-creative-at-liquid-death-on-embracing-unconventional-collaborations/

Capra, F. (Director). (1939). Mr. Smith goes to Washington [Film]. Columbia Pictures.

Cazares, Y. (2018). [Figure 4 Screenshot photos of former Oakland Mayor Libby Schaaf’s van with Mobile Mayor Decal, (left), Photo of Mobile Mayor event with Spanish translators for residents in the Fruitvale District of Oakland, CA (right).] From Cazares, Y. (2018). [Photographs]. Author’s personal collection.

Cazares, Y. (2018). [Figure 5 Screenshot Mobile Mayor in front of local barbershop (left), Staff helping residents on their laptop (right), staff answering resident questions (bottom left).] From Cazares, Y. (2018). [Photographs]. Author’s personal collection.

Cazares, Y. (2018). [Figure 6 Screenshots of Mobile Mayor pop ups across Oakland in first year, (left), Mobile Mayor flyers in English, (right), Mobile Mayor flyers in Arabic, (bottom left), Mobile Mayor staff sharing localized text SMS reminders during the pandemic (bottom right).] From Cazares, Y. (2018). [Photographs]. Author’s personal collection.

Cazares, Y. (2026). [Figure 7 Screenshots of experiential art installation pop ups both short-term and long-term, “Passage” by Serge Maheu with Creos.io and NYDOT (top left), “ArtWorks” by Pelle Cas with LA Metro, (top right), “Area15” by multiple artists in Las Vegas, NV, (bottom left), and “Sensorio” by Ken and Bobbi Hunter (visionary artists and lighting engineers) and resident volunteers in Paso Robles, CA (bottom right).] From Cazares, Y. (2026). [Photographs]. Author’s personal collection.

Cazares, Y. (2026). [Figure 9 Screenshot of the Hazardous Household Waste interactive game at the Discovery Cube Museum Orange County.] [Photographs]. Author’s personal collection.

Cazares, Y. (2026). [Figure 10 Screenshot of the Healthy Shopper and How to Recycle experiential games at the Discovery Cube Museum Orange County.] [Photographs]. Author’s personal collection.

MuseumPlanning.com (2026). [Figure 11 Screenshot of exhibit-cost planning for museums that considers long-term costs.] [Table] (Museum Planning, LLC, 2026).

International Rescue Committee (2017). [Figure 12 Screenshot of nearly 20 refugees on a single life raft.] [Photograph] rescue.org

County of Orange Waste & Recycling. (2024) Financial Report. https://bos.ocgov.com/ocwr/2024/assets/pdf/OCWR_2024_Financial_Report_DIGITAL.pdf

County of Orange. (2024). Preliminary climate action plan 2024. https://oclandfills.com/sites/ocwr/files/2024-09/Final\_Preliminary\_CAP.pdf

C-SPAN. (2026, July 15). Attorney general nominee Todd Blanche testifies at confirmation hearing [Video]. https://www.c-span.org/event/senate-committee/attorney-general-nominee-todd-blanche-testifies-at-confirmation-hearing/444207

Discovery Cube. (2025). 2025 impact snapshot. https://www.discoverycube.org/cube-impact/

DiscoveryCube (2026). Screenshot of the Organic Waste Lab website photo of an exhibit [Figure 8 Photograph]. https://www.discoverycube.org/orange-county/exhibits/organics-waste-lab/

Kelly, C. (2024, August 5). How Liquid Death cuts through marketing noise without big media buys. Marketing Dive. https://www.marketingdive.com/news/liquid-death-creative-beverage-category-brand-interview/723142/

Langsworthy, B. (2024, October 15). “We don’t see any category as off limits”: Andy Pearson, VP of creative at Liquid Death, on embracing unconventional collaborations. Brands Untapped. https://www.brandsuntapped.com/we-dont-see-any-category-as-off-limits-andy-pearson-vp-of-creative-at-liquid-death-on-embracing-unconventional-collaborations/

Liquid Death Marketing. (n.d.). Photos [@liquiddeath]. TikTok.

Lowe, R. (2026, April 16). Liquid Death and Pop-Tarts team up to ruin boring adulthood: Two brands that don’t take adulting seriously prove you don’t have to either. Adweek.
https://www.adweek.com/creativity/liquid-death-and-pop-tarts-team-up-to-ruin-boring-adulthood/

Maheu, S. (2017). Passage [Video]. Vimeo. https://vimeo.com/209817265

MarketingDrive. (2024). Liquid Death marketing [Figure 2 Photograph]. https://www.marketingdive.com/news/liquid-death-creative-beverage-category-brand-interview/723142/

Museum Planning LLC. (2026). How much do buildings and exhibits cost? https://museumplanning.com/museum-school/how-much-do-museum-exhibits-cost.html

Orange County Board of Supervisors. (2024). OCWR 2024 operational highlights. https://bos.ocgov.com/ocwr/2024/operational-highlights.html

Paramount Plus. (2022). I Love Lucy chocolate factory scene [Video]. YouTube. https://www.youtube.com/watch?v=AnHiAWlrYQc

Play [Exhibition]. (n.d.). Metro Art. https://art.metro.net/artworks/exhibitions/play/

Tadayon, A. (2018, February 2). Oakland ‘mobile mayor’ coming to a neighborhood near you. East Bay Times. https://www.eastbaytimes.com/2018/02/02/oakland-mobile-mayor-coming-to-a-neighborhood-near-you/

The Daily Show. (2026, July 8). Mayor Aftab Pureval — leading Cincinnati with a politics of understanding [Video]. YouTube. https://www.youtube.com/watch?v=admmSESBNl4

The Tribune (SLO Sunday). (2026, January 18). A sample of Sensorio is coming to Paso Robles’ Downtown City Park. PressReader. https://www.pressreader.com/usa/the-tribune-slo-sunday/20260118/281625311702040

What The Luxe. (2026, March 27). Liquid Death on a strange consumer contradiction [Video]. YouTube. https://www.youtube.com/watch?v=Dhm6bOHfzNo

Viridian Management Group. (2026, July 9). City of Oakland “Mobile Mayor” (pop-up engagement): Case study. Retrieved from https://drive.google.com/file/d/14qNrKot6lPy0u9a-3phANFkrWBLgwJvR/view?usp=sharing

Yvonna Cázares is a writer, civic leader, and public engagement strategist. She leads two ventures: Viridian Management Group and Helios Media Group. Her thoughts are her own and don’t represent her clients nor organizations she works with in a personal or professional capacity.

All concepts, materials, and ideas shared by Viridian Management Group remain proprietary to the firm unless otherwise agreed in writing. Shared for collaboration, please credit to Viridian if shared and or implemented.