This paper explores the relationship between employee behaviour and service brand performance. Current literature emphasizes the importance of employee behaviour in delivering a strong service brand, and suggests that employees can be clustered according to their degree of support for the brand. Twenty in-depth interviews were undertaken with HR and Marketing managers in financial services and grocery firms. In the context of employees as brand builders, we explore whether managers have recognized variations in the level of employee support for the brand. Specifically, we surface managers' views about negative performers, or 'Brand Saboteurs'