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Speaker 1: This episode of Brave Commerce was originally recorded on July 22nd, 2024.

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Speaker 1: Since then, our guest, Murat, has left his role at Whirlpool. Therefore,

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Speaker 1: throughout this episode, you’ll hear him referencing his time at

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Speaker 1: Whirlpool without mentioning his departure. Thank you and enjoy the episode.

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Speaker 2: AI is shaping humanity. Every part of consumers’ lives and businesses,

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Speaker 2: companies really need to follow a more smart risk-taking approach

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Speaker 2: and strategy. And they should invest and learn fast and

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Speaker 2: kind of creatively disrupt themselves and their processes, their organizations,

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Speaker 2: their business model before someone else does it for them

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Speaker 2: or to them. A combination of really how companies can

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Speaker 2: use technology and adapt it faster than customers, as well

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Speaker 2: as how they can really experiment and do some smart

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Speaker 2: risk-taking with AI and disrupt themselves are two things that

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Speaker 2: keep me awake at night right now.

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Speaker 3: Welcome to today’s episode of Brave Commerce.

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Speaker 4: I’m Rachel Typograph, the founder and CEO of Micmac.

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Speaker 3: I’m Sarah Hofstetter, president of Profitero, and.

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Speaker 4: This is a show that talks about what’s relevant in

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Speaker 4: e-commerce for the world’s biggest brands. Sarah, I know you

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Speaker 4: do yoga, but do you play any other sports?

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Speaker 3: Believe it or not, I played volleyball in high school.

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Speaker 3: And then I coached volleyball when I was in college.

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Speaker 3: I coached high school volleyball when I was in college.

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Speaker 2: Oh, cool. Yeah.

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Speaker 3: Today, I do not play as much sport as I should,

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Speaker 3: but that will be changing when I turn 50.

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Speaker 5: And that’s a conversation for another day. So tell me

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Speaker 5: about you.

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Speaker 4: I played all sports growing up, but tennis was my

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Speaker 4: dominant sport. My athletic claim to fame is that I

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Speaker 4: went to New Jersey State Finals and lost, but I

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Speaker 4: got pretty far.

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Speaker 5: New Jersey State Finals is pretty good.

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Speaker 2: Yeah, yeah.

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Speaker 5: Competition is pretty steep there.

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Speaker 2: Yeah.

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Speaker 4: I ask because I don’t think of you as one

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Speaker 4: of these people, but I also don’t work with you

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Speaker 4: every second of the day. How often do you make

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Speaker 4: sports analogies at work?

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Speaker 3: Oh, you see, there’s, there’s some playing sports and sports analogies,

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Speaker 3: but I actually am the worst at like mixing the metaphors.

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Speaker 3: So I’ll be like, okay, we’re going to kick it

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Speaker 3: to home base or something really stupid. But yeah, actually,

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Speaker 3: when we were working on like some, some revenue targets

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Speaker 3: for last year, we were like, listen, not everything’s going

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Speaker 3: to be a grand slam. So we’re just going to

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Speaker 3: do operation singles right now. And then I had to

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Speaker 3: explain it to the UK team. And then it was like, okay,

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Speaker 3: we’re just going to do a cricket. And somebody had

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Speaker 3: to teach me like this cricket and rounders and I

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Speaker 3: use it all the time, all the time.

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Speaker 4: When you run a global business, you just got to

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Speaker 4: stick to soccer, otherwise known as football.

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Speaker 5: Well, you see, it’s not even called the same thing.

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Speaker 5: So I know, I know, I know. But there are

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Speaker 5: some universal sports, are there not?

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Speaker 4: We’d like to think so. Running, cycling, water polo, a

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Speaker 4: sport I rarely think about, but came up in this podcast.

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Speaker 3: Water polo is an interesting one because we so frequently

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Speaker 3: focus on swimming as a universal global sport. Swimming is

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Speaker 3: all about keeping two, talk about like corporate metaphor, swim lanes.

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Speaker 3: Water polo, the exact opposite.

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Speaker 4: I actually thought it was beautiful when Murat, who is

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Speaker 4: the chief digital officer at Whirlpool, used that as an analogy.

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Speaker 4: I never thought about that sport.

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Speaker 5: Actually, now that I think about it, pool, pool, swim.

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Speaker 4: Wow, he really got into our brain.

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Speaker 5: Yeah, he totally inceptioned us on that one.

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Speaker 2: Yeah.

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Speaker 5: But, you know, we talk about people staying in their

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Speaker 5: swim lanes. We talk about silos.

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Speaker 3: Like, that’s the exact antithesis of what we talk about

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Speaker 3: here in Brave Commerce. In Brave Commerce, we talk about

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Speaker 3: different teams and capabilities working around, coalescing around shared goals.

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Speaker 5: And I think the conversation you guys are about to

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Speaker 5: hear epitomizes that.

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Speaker 3: How high-performing organizations really need to swim the lanes less

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Speaker 3: and play a little bit more water polo.

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Speaker 4: Well, on that note, let’s bring this water polo corporate

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Speaker 4: executive onto the show. Today, we are very excited to

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Speaker 4: have Murat Genç, the Global Chief Technology and Digital Officer

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Speaker 4: of Whirlpool Corporation onto the show.

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Speaker 2: Hello. Hi, Rachel. Hi, Sarah. It’s a pleasure to be

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Speaker 2: part of the show.

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Speaker 4: We’re so excited to have you. And it’s been a

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Speaker 4: little bit since you and I’ve seen each other because

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Speaker 4: I met you when you were at Procter & Gamble

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Speaker 4: and you were there for, I believe, nearly 18 years.

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Speaker 4: And then you made a switch and now you’re at Whirlpool,

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Speaker 4: which I don’t think is anything like selling Tide, though

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Speaker 4: we’ll learn more on the show. What’s it like leaving

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Speaker 4: a job that you spent nearly two decades at?

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Speaker 2: We don’t sell type, but we sell brands like KitchenAid

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Speaker 2: and Whirlpool and Maytag. And indeed, that was a big shift, actually.

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Speaker 6: And really, the stories I’ve always been driven by curiosity,

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Speaker 6: challenging problems and assignments, working with great people and learning

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Speaker 6: from them, building great stories and products and innovations.

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Speaker 2: And P & G gave me all those for nearly

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Speaker 2: two decades. I was never bored. And I kept going

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Speaker 2: and moved across different continents. And I really enjoyed it.

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Speaker 2: But came to a time where I really wanted to

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Speaker 2: move to a new industry and learn a new company

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Speaker 2: and challenge myself in a different way. And Whirlpool’s timing

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Speaker 2: was perfect three years ago. I really learned a couple

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Speaker 2: of things. Firstly, I think companies are really people. When

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Speaker 2: you work for a company like P & G 20 years,

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Speaker 2: I think you attach a lot to the company. But really,

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Speaker 2: companies are people. And it was hard to say goodbye

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Speaker 2: to many friends, but yet I was really happy to

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Speaker 2: carry so many relationships forward. Also, people are similar regardless

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Speaker 2: of the company. I mean, they are driven by an

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Speaker 2: exciting vision. They like to be empowered, you know, regardless

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Speaker 2: of the company they work for. So it was really

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Speaker 2: good to kind of reapply a lot of what I

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Speaker 2: learned at P & G in Whirlpool. But definitely, I

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Speaker 2: needed to shift my leadership skills. Obviously, when you grow

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Speaker 2: from within 20 years in a company like P & G,

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Speaker 2: you know every corner of the company, every business, every

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Speaker 2: leader in the organization. So I needed to really shift

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Speaker 2: and rely a lot more on my team, but also

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Speaker 2: build these kind of reverse mentoring relationships with people in

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Speaker 2: our operations, in the field, in marketing, so that they

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Speaker 2: can reverse mentor me and I can also stay connected

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Speaker 2: and in touch with what’s really happening in the broader organization.

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Speaker 2: And then finally, I needed to work a lot more

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Speaker 2: closely with our CEO and board of directors. So that

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Speaker 2: actually requires to up your game. And I’ve learned a

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Speaker 2: lot from that, but definitely it meant that sometimes I

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Speaker 2: needed to be a lot more prepared to meet the

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Speaker 2: CEO in a phone call or, you know, just be

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Speaker 2: available at that next level. So it was great with

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Speaker 2: that change.

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Speaker 3: It’s very interesting. The number of people that I’ve met

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Speaker 3: in the past kind of three or four years who

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Speaker 3: have either come into CPG later in their career or

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Speaker 3: have walked away from CPG later on in their career. And,

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Speaker 3: you know, it’s the from-to does matter, but the idea of,

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Speaker 3: repeat purchase is very different than the approach to how

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Speaker 3: you get people to buy your portfolio and lifetime value

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Speaker 3: and things like that. But behind the scenes, like once

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Speaker 3: you kind of take the holistic obvious of if a

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Speaker 3: KitchenAid stand mixer is designed to basically outlive you, how

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Speaker 3: much repeat purchasing would you have versus hide? And just

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Speaker 3: in the interest of, as I often do on this podcast,

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Speaker 3: full disclosure, I currently use my grandmother’s KitchenAid stand mixer

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Speaker 3: that she had like from the 70s.

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Speaker 5: Like it’s a two prong. It’s probably illegal, but is

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Speaker 5: that sanitary?

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Speaker 2: I think it’s perfectly good. I’m going to.

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Speaker 3: Take a picture for you because I still use it.

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Speaker 3: I still cook with it. I use it on a

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Speaker 3: regular basis. But anyway, my point is these things are

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Speaker 3: designed to last. They’re not meant to be disposable. How

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Speaker 3: is that learning curve different in terms of even how

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Speaker 3: you approach marketing writ large, and then would love to

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Speaker 3: click deeper into things like your approach to media and

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Speaker 3: tech stack, but just like mentally, how do you get

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Speaker 3: around a very, very different sales process?

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Speaker 2: That’s a great question. And I came across so many

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Speaker 2: people who said they are using their mothers or their grandmothers,

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Speaker 2: Stan Mixer, really KitchenAid is proud. And there is such

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Speaker 2: a fan group in Facebook and Instagram where there are

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Speaker 2: so many people. And sometimes they actually collect it. It

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Speaker 2: becomes collectible, these older versions of KitchenAid. So it’s really great.

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Speaker 2: But you’re right. I mean, in CPG, obviously, you are

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Speaker 2: sometimes selling the same brand to someone who used it

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Speaker 2: again and again, like in-store promotions. or advertising, continuously marketing

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Speaker 2: and finding creative ways to keep your product image fresh

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Speaker 2: and new is really, really important versus when you buy

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Speaker 2: a fridge or an oven, it lasts 10 plus years

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Speaker 2: and the sales cycles are different. But at the same time,

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Speaker 2: the lifetime value becomes quite critical where actually you can

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Speaker 2: sell digital services, solutions, subscriptions, like warranty and so on

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Speaker 2: and so forth. So there are really a lot of

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Speaker 2: different dynamics, but they are adjacent industries. Obviously, big focus

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Speaker 2: on go-to-market, big focus on retail execution, brand building, and

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Speaker 2: so on and so forth. I think that there is,

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Speaker 2: on the appliances side, there is a lot more focus

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Speaker 2: on quality and managing a very complex supply chain and

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Speaker 2: manufacturing operations. It’s almost like you take all the learnings

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Speaker 2: from CPUs and on top, you need to add a

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Speaker 2: complex supply chain and manufacturing operations or like managing your

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Speaker 2: product lifetime with services and so on and so forth.

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Speaker 2: On the other hand, in appliances, products are technology products

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Speaker 2: where tech is not just enabling your sales and marketing,

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Speaker 2: but it’s in the product itself. Like we have connected

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Speaker 2: products and IoT play a big role in product success.

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Speaker 2: The tech stack was different, but over time, I think

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Speaker 2: it kind of became a lot similar as I reapplied

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Speaker 2: some of my learnings from P & G. But let

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Speaker 2: me pause there to see if it makes sense with

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Speaker 2: some of these differences.

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Speaker 5: No, it definitely does.

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Speaker 3: And I wanted to actually go exactly where you’re going

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Speaker 3: now on this whole idea of the product itself having

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Speaker 3: so much technology embedded in it. How do you use

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Speaker 3: that to even uncover, take those signals of how consumers

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Speaker 3: are maybe using some of these new, whether they’re IoT

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Speaker 3: capabilities or other things to help refine your product roadmap?

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Speaker 3: And as the CTO, CBO, how do you navigate that

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Speaker 3: whole tech ownership, but also marketing enablement? I just think

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Speaker 3: there’s so much potential to be unlocked, but you can

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Speaker 3: end up in the unintended consequence of silos of, okay, well,

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Speaker 3: we’re the people that make the product versus we’re the

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Speaker 3: ones who can actually identify new audiences or even new innovations.

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Speaker 2: That’s a great point. I think it was a dream

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Speaker 2: come true where you really have real-time feedback on how

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Speaker 2: people are using your products. You know, in CPG, you

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Speaker 2: need to do these like market research, you know, do

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Speaker 2: consumer home visits or shop along to see how people

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Speaker 2: are buying your products, using your products. Versus when you

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Speaker 2: have an IoT product, a connected oven or a connected

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Speaker 2: laundry machine, you immediately see real time from like millions

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Speaker 2: of homes, what cycles people are running, how frequently they

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Speaker 2: are using your products, what features are really more important

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Speaker 2: versus less. To your point, making sure it’s not siloed

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Speaker 2: is really, really important, i.e. those signals are critical for

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Speaker 2: R & D. Those signals are critical for a quality

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Speaker 2: manufacturing department. Those signals are critical for marketing because it

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Speaker 2: shapes how we communicate our brand. Or like even, for example,

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Speaker 2: I know you bought on Proftero and Micmac, like ratings

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Speaker 2: and reviews, you process a lot of online data on

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Speaker 2: social sentiments and ratings and reviews. That data is critical

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Speaker 2: for quality management, but also for marketing and customer service.

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Speaker 2: So it was really important to make sure that data

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Speaker 2: is democratized, technology is democratized and accessible across all functions,

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Speaker 2: regardless of who potentially owns that data from a governance perspective.

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Speaker 2: So we created a framework called FAIR to make the

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Speaker 2: data findable, accessible, reusable, and so on and so forth.

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Speaker 2: across the organization, but that was really an important point,

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Speaker 2: an important part of my job to come in and

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Speaker 2: democratize the data and make it accessible across multiple functions

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Speaker 2: for different business reasons.

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Speaker 4: To pull on that a little bit further, since you’re

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Speaker 4: a fan of Brave Commerce, you probably noticed we interview

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Speaker 4: a lot of marketers on the show. Here you are

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Speaker 4: in a role that’s very cross-functional. And as marketing becomes

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Speaker 4: more tech-enabled, what silos do you feel need to continue

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Speaker 4: to be broken down between marketing and IT organizations?

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Speaker 2: Yeah, I think this side of breaking silos is a

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Speaker 2: really important topic for me, not just as a professional,

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Speaker 2: but also as a life purpose. I always… look for

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Speaker 2: ways to bridge functions, bridge companies, bridge cultures. I was

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Speaker 2: really lucky to have lived in Europe, Asia, India, Middle East,

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Speaker 2: and Africa, and now in the U.S. On the marketing

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Speaker 2: and technology side, despite being a tech professional, I’ve spent

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Speaker 2: a lot of time in the marketing and advertising space. Rachel,

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Speaker 2: you know this, and that’s how you and I met

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Speaker 2: first time through our common friend Oren and Mic Mac.

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Speaker 2: But during my time at P & G, I worked

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Speaker 2: very closely with Mark Pritchard. He’s the brand officer, chief

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Speaker 2: brand officer there.

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Speaker 5: Never heard of that guy.

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Speaker 2: Yeah, I know.

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Speaker 5: The name, I don’t know. It’s just not rolling off

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Speaker 5: the tongue.

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Speaker 2: Yeah, he’s a great voice. So I still continue to

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Speaker 2: follow him closely. And Mark really understood that we should

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Speaker 2: eliminate scenes between marketing and tech. I was sitting in

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Speaker 2: his leadership team and that really enabled us to work

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Speaker 2: as one. For example, we enabled talent to flow more

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Speaker 2: freely across marketing and technology. Many people in my organization

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Speaker 2: moved on to actually taking marketing roles over time as

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Speaker 2: they grow up as tech and data became such a

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Speaker 2: critical skill in marketing and advertising. Another example is we

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Speaker 2: have done something similar in e-commerce. When I worked closely

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Speaker 2: with one of our presidents for personal beauty care, Freddy Baruccia,

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Speaker 2: we eliminated seams on e-commerce where actually tech people took

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Speaker 2: P & L responsibilities and we had digital marketing and

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Speaker 2: tech report to the same person in the organization because

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Speaker 2: it was so close and it was one and the same.

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Speaker 2: So those were like really examples of silos we eliminated.

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Speaker 2: I think another important silo was, you know how when

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Speaker 2: you do like strategic planning for a brand, you often

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Speaker 2: start like top down. It’s sometimes a one-way street. We

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Speaker 2: made it a two-way street where in strategic planning, tech

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Speaker 2: and data people came and helped with what is really

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Speaker 2: possible and set your media strategy accordingly based on petabytes

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Speaker 2: of data and thousands of audiences, proprietary audiences you can create.

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Speaker 2: I think one theme that we didn’t necessarily fully break

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Speaker 2: was content and creative. I think that’s still there in

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Speaker 2: many companies, but I believe with like generative AI has

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Speaker 2: to be broken, that created and content siloed between different functions.

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Speaker 4: So would you say at Whirlpool, these silos are successfully

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Speaker 4: broken down or you’re still on this journey?

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Speaker 2: I think we are in that journey. We are a

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Speaker 2: company which does not really operate with functions. Functions are

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Speaker 2: a lot more, I would say, a continuum of business,

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Speaker 2: but I think there is still work to be done

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Speaker 2: to eliminate some of those silos.

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Speaker 3: This is a podcast about bravery and commerce. So where

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Speaker 3: does e-commerce sit organizationally for you? Where do you lean

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Speaker 3: in and where do you play the role of a bridge?

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Speaker 3: How does it work behind the scenes?

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Speaker 2: Yeah. My digital role, actually, not just technology, but digital

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Speaker 2: role really closely ties to e-commerce. And especially, we have

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Speaker 2: an even stronger focus on direct-to-consumer settings. And Sarah, you

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Speaker 2: touched on this really well earlier, like growing that lifetime value.

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Speaker 2: And if the next product purchase or an appliance purchase

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Speaker 2: will be 10 years, what do you sell in the meantime?

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Speaker 2: How can you help improve customers’ lives with subscriptions and

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Speaker 2: services and so on and so forth? So direct-to-consumer selling, especially,

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Speaker 2: is really, really important. And direct-to-consumer selling is all powered

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Speaker 2: by technology. How you manage your factory purchase, how you

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Speaker 2: manage your consumer insights, your digital shell, your first party

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Speaker 2: customer data and audiences and targeting and so on and

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Speaker 2: so forth. So I am part of the committee actually,

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Speaker 2: which derives e-commerce and direct to consumer in the company.

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Speaker 2: There is our CEO, there is me, we have an

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Speaker 2: overall strategy officer. So three of us closely work together

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Speaker 2: to derive that e-commerce and direct to consumer strategy and

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Speaker 2: tech and data is a core part of that.

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Speaker 3: Super helpful. It’s hard to run decisions by committee. So

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Speaker 3: this is something that comes up as a perpetual theme here.

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Speaker 3: Great commerce, the whole idea of it’s everyone’s job. But,

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Speaker 3: you know, who grabs the mantle? Who cuts across all

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Speaker 3: the silos? It sounds like you are beautifully positioned to

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Speaker 3: be doing all of.

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Speaker 5: That, you know.

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Speaker 3: As a side hustle to the 8,000 other things you’re

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Speaker 3: currently doing.

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Speaker 2: Yeah, it’s funny you say that because actually our CEO,

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Speaker 2: he has an analogy for my role, which is he

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Speaker 2: calls me a water polo player. So he says like

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Speaker 2: a lot of people in the organization, they swim in

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Speaker 2: their lanes, but you are a water polo player. So

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Speaker 2: you need to go grab the ball wherever it goes

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Speaker 2: across different lanes. So he has this like unique analogy

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Speaker 2: for me, which I thought is just spot on to

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Speaker 2: the point you are making.

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Speaker 5: Oh, I love that.

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Speaker 3: If anybody’s going to be having technology and digital as

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Speaker 3: the air we breathe, I think we had a guest very,

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Speaker 3: very early on in the Brave Commerce of Animals of History,

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Speaker 3: I suppose, who said, you don’t have a cheap electricity officer.

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Speaker 3: Why would you need a cheap e-commerce officer? Like, it’s

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Speaker 3: supposed to be the air you breathe. It’s supposed to

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Speaker 3: be the way it is. So we need more water

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Speaker 3: polo players, I think, is really what.

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Speaker 5: We’re trying to see.

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Speaker 3: So if you’re the captain of the water polo team,

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Speaker 3: go put together your Olympic-winning team.

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Speaker 2: Crew.

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Speaker 3: I guess that’s probably actually not too terrible a segue

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Speaker 3: to a question on other things that become headwinds and

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Speaker 3: tailwinds as you’re thinking about all of the different areas

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Speaker 3: where you have to play a combination of the marketing

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Speaker 3: areas like retail media and cookie-less internet, the product changes

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Speaker 3: like adoption of AI and still IoT continues to be

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Speaker 3: a biggie. What headwinds and tailwinds are you paying attention

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Speaker 3: to as your biggest growth drivers or inhibitors?

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Speaker 2: This could be an an hour discussion by itself, obviously.

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Speaker 2: And certainly I know both of you are very passionate

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Speaker 2: about this. Rachel, I always come across your interviews live

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Speaker 2: on TV where people ask you about this question. Maybe

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Speaker 2: I really stress two things. One is I think like

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Speaker 2: the only essentially strategy customers see is execution. So customers

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Speaker 2: really don’t care about execution. your tech strategy or cookies

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Speaker 2: disappearing and your tech stack and so on and so forth,

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Speaker 2: their expectations are ever-growing as they typically adapt technology a

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Speaker 2: lot faster than companies. They’re like, oh, why can I

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Speaker 2: not get my product in half an hour from a

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Speaker 2: grocery store? Because I can get my door thatched in

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Speaker 2: half an hour. Why can I not return a product

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Speaker 2: I purchased online in store? Because they see the technology

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Speaker 2: can instantly be one and the same. Like I have

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Speaker 2: a famous saying where any technology you deploy in a

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Speaker 2: global public cloud, it’s actually instantly global and instantly available

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Speaker 2: across countries and organizations. I think consumers, customers expect a

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Speaker 2: lot more from companies. Companies need to really like just

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Speaker 2: be obsessed with understanding those raising expectations and what they

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Speaker 2: can do with technology and how they can get these

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Speaker 2: like tech advancements faster as part of their value proposition

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Speaker 2: back to the customers. I think about first party data

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Speaker 2: a lot in that, in terms of like how you

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Speaker 2: can really use first-party data about your customers as a

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Speaker 2: huge competitive advantage. I think it will keep growing in importance.

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Speaker 2: And I know it’s not new, but yet there are

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Speaker 2: so many companies who are just able to use 5%, 10%

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Speaker 2: of their customer data for growth or for product innovation

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Speaker 2: and so on and so forth. I think certainly that

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Speaker 2: problem is not solved. And I think companies who are

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Speaker 2: able to command and use 80, 90% of their customer

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Speaker 2: data will create a significant advantage. The other example I

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Speaker 2: would probably, I spend a lot of time right now

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Speaker 2: is AI, obviously, like many of us, right? AI is

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Speaker 2: shaping every part of consumers’ lives and businesses. So I

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Speaker 2: think companies really need to follow a more like smart

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Speaker 2: risk-taking approach and strategy, and they should invest and learn

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Speaker 2: fast and kind of creatively disrupt themselves and their processes,

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Speaker 2: their organizations, their business model before someone else does it

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Speaker 2: for them or to them. A combination of really how

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Speaker 2: companies can use technology and adapt it faster than customers

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Speaker 2: and as well as how they can really experiment and

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Speaker 2: do some smart risk-taking with AI and disrupt themselves are

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Speaker 2: two things that keep me awake at night right now.

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Speaker 4: First-party data, AI, it feels like you have a unique

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Speaker 4: position at Whirlpool to make that happen. We got to

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Speaker 4: ask you our famous last question, which is, what’s the

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Speaker 4: bravest thing you’ve ever done?

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Speaker 2: I think that’s always my favorite part of this podcast

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Speaker 2: when I listen to it. Mine is, I think it

404
00:23:24,350 –> 00:23:27,490
Speaker 2: was about like 20, 25 years ago, I came face

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Speaker 2: to face with a really serious health situation. And I

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Speaker 2: didn’t know how long I would live, actually. It was,

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Speaker 2: you know, one of these like extreme uncertainties in life.

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Speaker 2: And I really chose to focus deeply on what is

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Speaker 2: in my control and not be scared from that uncertainty.

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Speaker 2: I also kind of built this extreme urgency mindset. Given

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Speaker 2: I didn’t know what lays ahead, I kind of chose

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Speaker 2: a path to accelerate the future, things I dreamed of,

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Speaker 2: things I always wanted, and really focus on what really

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Speaker 2: matters and not the shiny objects. So it kind of

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Speaker 2: gave me an opportunity to reflect deeply. And also, I

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Speaker 2: was really blessed to learn how to enjoy life in

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Speaker 2: a different way and I mean, sometimes there are so

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Speaker 2: many daily worries and they are really, really small when

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Speaker 2: you come face to face with, you know, that kind

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Speaker 2: of an uncertainty. And I think my response was really brave.

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Speaker 2: And obviously, my wife and family helped me a lot

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Speaker 2: to go through that. But it changed me forever. I

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Speaker 2: think probably that would be the bravest things I’m proud of.

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Speaker 4: We appreciate you sharing your story, your perspective on the ecosystem.

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Speaker 4: And we’re excited to watch what Whirlpool does in this space.

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Speaker 2: That’s great. It was a pleasure. And I know we

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Speaker 2: are going to stay in touch. Thanks for hosting me,

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Speaker 2: Rachel and Sarah.

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Speaker 4: If you like what you heard and you want to

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Speaker 4: hear from other P & G alumni, they are out

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Speaker 4: there in the world because they’re quite talented and we’ve

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Speaker 4: had a few on the show. You can go check

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Speaker 4: out Jay Sethi from Diageo or Kevin Shapiro from Cody.

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Speaker 4: If you enjoyed what you heard, tell a friend, write

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Speaker 4: a review.

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Speaker 5: Thanks for listening. Hi, I’m Jackie Cooper, Global Chief Brand

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Speaker 5: Officer at Edelman and the host of Touch of Truth,

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Speaker 5: a new podcast launching on the Adweek Podcast Network. My

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Speaker 5: dad gave me this incredibly smart piece of advice.

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Speaker 3: Meet everyone once. As a result, I’ve met some of

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Speaker 3: the most fascinating and inspiring people on the planet.

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Speaker 4: Now on Touch of Truth, we’re coming centre stage and

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Speaker 4: sharing the mic to experience stories of truth, insights and

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Speaker 4: visions for the future that will challenge your way of thinking.

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Speaker 5: Touch of Truth is available wherever you listen to podcasts.

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Speaker 5: New episodes come out every Tuesday. I do hope to

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Speaker 5: see you there.