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Speaker 1: Marzetti as a company really roots back to a restaurant

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Speaker 1: that was opened here in Columbus, Ohio by Teresa Marzetti

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Speaker 1: in 1896. So along the way, she started doing the

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Speaker 1: dressings and the upstairs and things like that. But the

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Speaker 1: origins of Marzetti’s restaurant here in Columbus, Ohio date back

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Speaker 1: to 1896. And then the journey kind of goes along

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Speaker 1: the way from there. Yeah, it’s pretty awesome. We’ve only

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Speaker 1: scratched the surface on telling our stories. New York Bankery

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Speaker 1: has a founder-led story as does Sister Schubert’s amongst others.

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Speaker 1: And so I think activation-wise is really trying to hone

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Speaker 1: in on What are the reasons that we stand out

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Speaker 1: and what are the stories that we want to tell

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Speaker 1: to align with the products and try to break through

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Speaker 1: and ensure that we’re on lists and getting.

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Speaker 2: In front of people? Welcome to today’s episode of Brave Commerce.

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Speaker 2: I’m Sarah Hofstadter.

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Speaker 3: And I’m Rachel Tippegraff. And this is a show that

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Speaker 3: talks about what’s relevant in commerce for the world’s biggest brands.

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Speaker 2: Welcome to Brave Commerce.

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Speaker 3: Sarah, what’s your opinion? Is it better to be first, second,

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Speaker 3: or last when it comes to business?

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Speaker 2: I’d like to start second and come in first.

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Speaker 3: Okay, explain further.

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Speaker 2: Listen, I always love a good underdog story, a good

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Speaker 2: David and Goliath story, catch them when they’re sleeping story.

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Speaker 2: I don’t mind even starting last and getting my way

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Speaker 2: out there. But once I get to first, babe, I

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Speaker 2: am like, then the pressure’s really on. Because I feel

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Speaker 2: like if I’m chasing something, I can do something. But

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Speaker 2: if I don’t see something ahead of me, And I

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Speaker 2: got to, you know, get getting further out. That’s always

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Speaker 2: a challenge. What about yourself?

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Speaker 3: I mean, I thrive in being first, but I’ve learned

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Speaker 3: that it’s not always the best position in business.

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Speaker 2: Say more.

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Speaker 3: I’ll think about my own business, right? Like we created

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Speaker 3: a space and I’ll never forget in 2020 when Wavecrest,

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Speaker 3: at the time I made investor invested money, they said, Rachel,

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Speaker 3: you created a space. People are going to see your

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Speaker 3: growth and start copying you. And so there is something

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Speaker 3: to being in second, third, fourth, because you have the

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Speaker 3: opportunity to learn from number one and then figure out

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Speaker 3: what’s going to be your strategy to steal market share.

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Speaker 3: And there’s nothing wrong with being second, third or fourth

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Speaker 3: if you can then put yourself in a position to

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Speaker 3: become first. So then inevitably, as you said, pressure raised

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Speaker 3: and we had to keep innovating to remain in the

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Speaker 3: number one position.

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Speaker 2: Yeah, I think there’s something interesting to that. And then

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Speaker 2: just kind of keeping in mind, there are those who

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Speaker 2: just leapfrog where you don’t see them coming. Yep.

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Speaker 3: A hundred percent.

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Speaker 2: Where you’re like, wait, one second. I didn’t really take

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Speaker 2: that one particularly seriously. And then all of a sudden

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Speaker 2: they’ve either done a roll up or something like that,

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Speaker 2: that kind of gets you there.

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Speaker 3: Yeah. CPG, I feel like you and I spend a

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Speaker 3: lot of time bringing people onto the show in some

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Speaker 3: core categories, like general snacks, beverage, alcohol, protein. We haven’t

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Speaker 3: spent a lot of time in some of the more

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Speaker 3: ancillary categories. And Upon self-reflection, I’m trying to ask myself, why?

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Speaker 3: Is it because they have smaller budgets? They’re just categories

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Speaker 3: that haven’t won general mindshare? Like, what do you think

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Speaker 3: it is about our guest selection?

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Speaker 2: Don’t sell yourself short. I think Campbell’s plays in a

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Speaker 2: similar space. In fact, when you look at their Thanksgiving campaign,

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Speaker 2: it’s always about the state of the sides. And the

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Speaker 2: inside is people like the sides more than they like

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Speaker 2: the mains. And so sometimes, yeah, you do focus on

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Speaker 2: the main event, but, or so we’ve definitely had people

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Speaker 2: from Campbell’s obviously, but even when we had Diego from Miscon,

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Speaker 2: that’s never about the host. It’s always about the compliment,

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Speaker 2: whether it’s the bitters, the rice vinegar, there’s plenty that

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Speaker 2: goes along to it. We may not be paying as

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Speaker 2: much attention to it. So the question for them becomes,

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Speaker 2: how do they get wine share when people are always

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Speaker 2: thinking about, okay, well, what should I make for dinner?

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Speaker 2: They’re not going to say, oh, I’m going to make

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Speaker 2: salad dressing.

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Speaker 3: A hundred percent. the Marzetti company, which we’re about to

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Speaker 3: bring on, their strategy is literally to not be the

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Speaker 3: host food, is to be the additional item that really

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Speaker 3: perfects a meal or completes a meal. And that strategy

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Speaker 3: has led them to doing over $ 500 million in revenue.

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Speaker 3: So that’s nothing to sneeze at.

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Speaker 2: Hey, look, you offer me a garlic bread or you

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Speaker 2: offer me something else, garlic bread’s still going on the table.

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Speaker 2: Just saying. I think Michael really brings that idea to life.

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Speaker 3: Well, on that note, let’s bring Michael onto the show. Today,

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Speaker 3: we are super excited to have Michael Retta, the Vice

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Speaker 3: President of Omnichannel Marketing at the Marzetti Company, onto the show. Hello, Michael.

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Speaker 4: Hello.

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Speaker 1: Thank you for having me.

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Speaker 3: Absolutely. So Marzetti has a lot of brands within the portfolio,

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Speaker 3: but maybe not some that everyone knows. And you guys

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Speaker 3: have a really interesting strategy. You often play in categories

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Speaker 3: that aren’t the most talked about, like frozen bread, refrigerated dressings.

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Speaker 3: From the company’s perspective, what makes these types of categories

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Speaker 3: such compelling growth opportunities?

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Speaker 1: Yeah, I mean, you hit the nail on the head initially, right?

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Speaker 1: We’ve got some brands that aren’t necessarily household names, but

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Speaker 1: I think once people engage and interact and try them,

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Speaker 1: we feel really confident that they’re going to be pleased

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Speaker 1: with their experience. And those categories that you mentioned, refrigerated dressings,

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Speaker 1: the smaller portion of dressings versus the bigger center store category,

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Speaker 1: frozen bread, frozen dinner rolls, things like that, they’re not

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Speaker 1: the sexiest, the biggest, the most exciting, the categories that

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Speaker 1: you’d expect to see advertising in things like the Super Bowl,

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Speaker 1: et cetera, like snacks, beverages, et cetera. But what makes

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Speaker 1: it exciting for us, and I think flips the script

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Speaker 1: and makes it far less limiting, is the mantra that

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Speaker 1: we have to make every meal better. We are not

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Speaker 1: the host food, as we would say. And so as

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Speaker 1: you think about your salads or your related occasions where

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Speaker 1: dressings or dips can be a part of that, we

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Speaker 1: believe that Marzetti is a superior product. You think about

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Speaker 1: pasta dinner at home, whether you have kids or you

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Speaker 1: just love pasta. You add garlic bread, garlic toast, New

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Speaker 1: York bakery, Texas toast to that occasion. It elevates that experience.

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Speaker 1: And similarly with Sister Schubert’s, our other main owned brand

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Speaker 1: in the portfolio, those are dinner rolls that came from

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Speaker 1: a homemade recipe. They’re easy to make and they really

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Speaker 1: elevate the experience, whether it’s the core dinner roll, a

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Speaker 1: Parker house roll, the cinnamon rolls, and they provide really

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Speaker 1: a homemade like experience. that elevates that. And additionally, we’re

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Speaker 1: able to then highlight alternative usages for those products as well,

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Speaker 1: which makes it exciting and extends the relevancy of both

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Speaker 1: the categories and the products.

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Speaker 2: So you talk about this whole thing about not being

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Speaker 2: the host food. I think it depends on how you

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Speaker 2: divide up your plate, but, you know, it’s each its own.

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Speaker 2: But granted, you’re not, you know, just taking spoonfuls of dressing.

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Speaker 2: That’s probably not the fault. Yeah. But, you know, so

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Speaker 2: much about shopping now, at least outside of the store world,

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Speaker 2: is about discovery. So you already have something in mind

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Speaker 2: that you want to buy. So when you’re not the

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Speaker 2: host food, how do you think about demand capture discovery differently?

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Speaker 2: And particularly when you think through the role of innovation? Yeah, absolutely.

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Speaker 1: So we are predominantly frozen and refrigerated portfolio and absolutely

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Speaker 1: rely on stores for a large part of the business.

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Speaker 1: And so You know, it’s interesting. I think, you know,

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Speaker 1: when I started in marketing, there was the first moment

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Speaker 1: of truth and then it became the zero moment of truth.

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Speaker 1: And it was a different way that people shopped. And

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Speaker 1: now I think that there’s so much discovery going on

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Speaker 1: in so many different places with social and list building

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Speaker 1: and recipes and things of that nature. And so I

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Speaker 1: think we’re trying to be more proactive and deliberate about

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Speaker 1: telling stories in an engaging and culturally relevant way that

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Speaker 1: can stand out for folks in the areas in which

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Speaker 1: they’re engaging. And then reinforce that story through retail media

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Speaker 1: type advertising that’s going to hit them at the lower funnel.

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Speaker 1: You know, I think of it as digitally influenced sales

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Speaker 1: and we don’t have a perfect way of tracking that,

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Speaker 1: but there’s so much engagement going on in advance of

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Speaker 1: the store if that’s where someone is converting. And so

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Speaker 1: if we can find ways to be relevant, whether it’s

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Speaker 1: more tactical with the product, its inclusion in addition to

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Speaker 1: recipes or other ways that we can stand out with content,

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Speaker 1: we’re going to try to do that and certainly focus

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Speaker 1: on that as we move forward.

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Speaker 2: Do you think about brand partnerships in that regard? When

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Speaker 2: I say brand partnerships, I really mean that in the

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Speaker 2: context of other possibly host foods, because getting into the recipe,

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Speaker 2: I don’t know, that goes back to the days of

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Speaker 2: the Betty Parker cookbooks and stuff like that. And by

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Speaker 2: the way, tried and true and your version of it

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Speaker 2: is modernized for sure. I think one of the first

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Speaker 2: things I did when I started working on, gosh, on

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Speaker 2: food back in 2008 or something like that was like

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Speaker 2: just doing partnerships with allrecipes.com. So obviously there’s more modern

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Speaker 2: versions of it, but how do you think through the

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Speaker 2: partnerships with other food brands to elevate that? Yeah, we

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Speaker 2: love them.

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Speaker 1: We’ve certainly done that over the last couple of years.

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Speaker 1: It’s a more recent thing. Instacart’s been a great partner

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Speaker 1: in helping connect the dots there. And so certainly, if

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Speaker 1: you look at a brand like New York Bakery, core

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Speaker 1: eating occasion would be with pasta meals, but we see

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Speaker 1: a lot of opportunity to continue to reinforce that. And

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Speaker 1: so we’ve seen partnerships with other brands that would be

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Speaker 1: more of a standard host food in that occasion. We’ve

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Speaker 1: also seen success in just more general partnerships where it’s

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Speaker 1: just more of a basket building type thing where you

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Speaker 1: might buy, you know, household items, you might buy food

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Speaker 1: and seeing it with less of a strategic fit. But

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Speaker 1: certainly for brands like ours that are smaller and in

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Speaker 1: smaller categories, but we feel like have relevancy to stand

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Speaker 1: out and we’re just trying to get them in front

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Speaker 1: of people and in the carts, you know, leveraging the

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Speaker 1: weight and relevance of larger partners can certainly play a role.

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Speaker 1: And it’s been a beneficial one for us in certain

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Speaker 1: circumstances over the last two Jewish years.

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Speaker 3: You mentioned Instacart being a great partner. And so when

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Speaker 3: you think about digital commerce for the portfolio, looking at

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Speaker 3: your LinkedIn, it looks like you joined in the middle

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Speaker 3: of the pandemic. And so I have to guess that

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Speaker 3: for the company, e-commerce was probably a small part of

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Speaker 3: total revenue. And now I believe public data cites that

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Speaker 3: it’s at 16% of total revenue. So Do you correlate

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Speaker 3: all that to the pandemic? Were there other strategic decisions

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Speaker 3: that were made within the business? Tell us about that

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Speaker 3: inflection and growth.

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Speaker 1: Yeah, so I started in May of 2021. I don’t

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Speaker 1: know that I fully thought all that through until a

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Speaker 1: box showed up at my doorstep in early May with

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Speaker 1: my computer and stuff. And then it was like, oh, wait, okay,

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Speaker 1: this is real. And we’re still not open and whatnot.

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Speaker 1: And kids were still home and that kind of thing.

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Speaker 1: But You know, in looking back, yeah, our business in

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Speaker 1: e-commerce and digital commerce had no focus prior to early

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Speaker 1: March of 2020. If we had sales, they were just

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Speaker 1: kind of trickling in and not a focus whatsoever. And

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Speaker 1: so credit to the organization that as COVID started, they

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Speaker 1: started to pivot funds towards some of those areas. And

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Speaker 1: over that year plus before I started, the wheels were

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Speaker 1: in motion. You know, a lot of things that I’ve

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Speaker 1: been a part of and seen and had visibility to

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Speaker 1: that seem really innovative and amazing in the end generally

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Speaker 1: start with really basic fundamentals. And that was the case

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Speaker 1: for us in our e-commerce, digital commerce journey. Our content

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Speaker 1: was in dire need of update. We had, if you

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Speaker 1: needed an angle of a bottle, we had it. If

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Speaker 1: you needed an angle of a box, we had it.

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Speaker 1: If you needed the text kind of transposed oddly from

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Speaker 1: the back of the package, we had that. And so

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Speaker 1: We really focused on getting our content right, getting our

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Speaker 1: ratings and reviews situated, looking at our search strategies. You know,

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Speaker 1: we had a really committed organization and we still do

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Speaker 1: to see this through, which makes a big difference as

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Speaker 1: we’re trying things and there’s a comfortability where every step

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Speaker 1: doesn’t have to be perfect. And then we circle that

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Speaker 1: with people and partners. We made a partnership shift about

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Speaker 1: a year into my tenure, which has been really beneficial.

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Speaker 1: They play a critical role in a lot of the

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Speaker 1: work that we do. We’ve added people on the team.

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Speaker 1: And then it’s collaboration with our sales folks, with our

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Speaker 1: retail partners, with our retail media partners. And that’s kind

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Speaker 1: of the journey that we’ve been on. And we’ve grown

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Speaker 1: a lot. And I think there’s a lot of runway

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Speaker 1: to continue to grow and expand as we think about

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Speaker 1: the future.

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Speaker 2: I want to just take a step because we’re recording

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Speaker 2: shortly after the Super Bowl. And I’m just curious, as

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Speaker 2: you looked at so many different brands that were advertising

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Speaker 2: during the Super Bowl, to me, one thing that stood

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Speaker 2: out was for the CPG Brands, there wasn’t a lot

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Speaker 2: of connectivity to the Omnichannel experience. You know, there was

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Speaker 2: the Instacart bananas and the Uber Eats and the Grubhub,

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Speaker 2: but the brands themselves, whether it was, you know, Pepsi or,

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Speaker 2: you know, some of the others just didn’t seem to

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Speaker 2: make that connection in the same way that they had

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Speaker 2: in years past. What’s your take on that? Although I

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Speaker 2: will say I did love the liquid IV toilets. I mean,

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Speaker 2: that was, that might’ve been my favorite CBD one.

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Speaker 3: Yeah, it’s interesting.

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Speaker 1: I think Liquid Death seemed like they had a little

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Speaker 1: bit more of their stuff together from like an Amazon

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Speaker 1: in terms of their energy drink. But I agree. I

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Speaker 1: think if you’re going to spend that amount of money,

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Speaker 1: you certainly are in a room with smart people trying

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Speaker 1: to think through the best ways to do it. I

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Speaker 1: don’t know if they’re thinking through, hey, people are going

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Speaker 1: to find us and we know how this works, if

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Speaker 1: they feel more comfortable in the data that they have

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Speaker 1: around the journey and then searching and things of that

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Speaker 1: nature and don’t need to be as deliberate with it.

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Speaker 1: But I definitely feel like in past years, you would

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Speaker 1: have expected to see more of that, the QR code,

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Speaker 1: click here type of a thing that you end up

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Speaker 1: seeing on like Thursday Night Football a lot when it’s

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Speaker 1: on Amazon and things like that. And so I think

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Speaker 1: certainly they’re confident in the way that they’re going to

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Speaker 1: move people through the funnel.

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Speaker 2: That’s a very generous interpretation. You may be right.

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Speaker 4: I don’t know.

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Speaker 2: I haven’t spoken to the CMOs. This is pretty, you know,

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Speaker 2: fresh hot off the presses versus, let’s say, you know,

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Speaker 2: looking at Squarespace or AI.com, who is just like, you know,

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Speaker 2: QR code all the way. Not that I’m saying QR

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Speaker 2: code is a means to him, but the connectivity to

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Speaker 2: me seems a little bit falling short. So either to

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Speaker 2: your point, they’re making an assumption that people know how

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Speaker 2: to go buy their stuff, which of course people know

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Speaker 2: how to go shopping for sure. But what creates the

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Speaker 2: sense of urgency to do so or have marketers moved

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Speaker 2: on and said, okay, I’m getting distracted by that AI

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Speaker 2: bright shiny object. Maybe commerce is my number one priority

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Speaker 2: these days.

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Speaker 4: I hope not.

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Speaker 2: I hope not, but I don’t know.

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Speaker 1: Yeah, it’s interesting. I’m going to give marketers the benefit

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Speaker 1: of the doubt and say it’s a data-driven expectation of

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Speaker 1: how people are shopping, but the time will tell, I guess.

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Speaker 3: Well, talking about the future, especially the future of Marzetti’s

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Speaker 3: growth strategy, a few days ago, you guys announced a

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Speaker 3: new acquisition of a Japanese hot sauce that I use

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Speaker 3: in my house. When you guys think about what’s the

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Speaker 3: future portfolio that’s going to win with American consumers, Because

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Speaker 3: taste preferences are changing, demographics are changing. What is the

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Speaker 3: big bet?

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Speaker 1: Yeah, I think certainly flavors are going to continue to evolve,

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Speaker 1: and we want to be at the forefront of that.

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Speaker 1: We’ve done a number of things that are related to that,

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Speaker 1: and I feel really confident in the innovation pipeline that

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Speaker 1: our teams are building. We have an incredibly strong culinary

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Speaker 1: research and development arm and an innovation center here in

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Speaker 1: Columbus that’s always kind of partnering with that. And we

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Speaker 1: have a large food service arm to our org as

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Speaker 1: well that I think is tapped into things that are

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Speaker 1: going on in a way that an organization that didn’t

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Speaker 1: have that may not be. So I think at its core,

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Speaker 1: we’re going to continue to focus on making every meal

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Speaker 1: better and looking at foods and flavors that continue to

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Speaker 1: do that. Obviously, we’re looking at alternative acquisitions and trying

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Speaker 1: to grow the portfolio in that way, while also looking

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Speaker 1: at license relationships. So we work with a number of

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Speaker 1: partners on the license side and sauces like Buffalo Wild

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Speaker 1: Wings and Arby’s, Subway, Olive Garden, amongst a few. And

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Speaker 1: then obviously within our own brands like Marzetti, New York Bakery,

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Speaker 1: Sister Schubert’s looking for occasions that we can continue to

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Speaker 1: expand that really center around that idea of making every

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Speaker 1: meal better and trying to stay true to who we

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Speaker 1: are and really bring that to life. You know, as

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Speaker 1: I mentioned before, activation wise, I think we’ve only scratched

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Speaker 1: the surface on telling our stories. Marzetti as a company

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Speaker 1: really roots back to a restaurant that was opened here

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Speaker 1: in Columbus, Ohio by Teresa Marzetti in 1896. And she

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Speaker 1: started making dressings in the upstairs. And that’s kind of

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Speaker 1: the beginnings of it. New York Bakery has a founder-led

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Speaker 1: story as does Sister Schubert’s amongst others. And so I

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Speaker 1: think activation-wise is really trying to hone in on what

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Speaker 1: are the reasons that we stand out and what are

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Speaker 1: the stories that we want to tell to align with

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Speaker 1: the products and try to break through and ensure that

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Speaker 1: we’re on lists and getting in front of people.

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Speaker 3: That’s incredible about the founder story of Marzetti. I had

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Speaker 3: no idea that the company went that far back.

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Speaker 1: Yeah, the restaurant does. So along the way, she started

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Speaker 1: doing the dressings and the upstairs and things like that.

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Speaker 1: But the origins of Marzetti’s restaurant here in Columbus, Ohio,

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Speaker 1: date back to 1896. And then the journey kind of

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Speaker 1: goes along the way from there.

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Speaker 2: Yeah, it’s pretty awesome.

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Speaker 3: Well, talking about founder stories, let’s turn the tables on you.

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Speaker 3: If you take a look at your LinkedIn, you don’t

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Speaker 3: have a traditional CPG sort of trajectory.

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Speaker 2: Yeah.

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Speaker 3: By design, happenstance, like what… Tell us about it.

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Speaker 1: You know, it’s certainly worked out in a way that

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Speaker 1: I can talk to it as a very thoughtful design.

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Speaker 1: I heard on another episode of your podcast, I think

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Speaker 1: it’s a Sheryl Sandberg quote about careers are not ladders,

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Speaker 1: they’re jungle gyms. And that really resonates with me. I

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Speaker 1: think some of my choices were driven by a genuine

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Speaker 1: lack of not being sure what I wanted and others

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Speaker 1: were very thoughtful. But getting into brand was a thoughtful

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Speaker 1: decision and trying to be more on the forefront of

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Speaker 1: organizations and leading organizations. work and change and driving the

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Speaker 1: business forward. Evolving into digital and then working at agencies

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Speaker 1: and in sales were thoughtful along the way, but I

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Speaker 1: think for me, it was really trying to kind of

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Speaker 1: hone experience, gain knowledge, and also the filter of everything

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Speaker 1: is to some level is this complimentary experience, right? So

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Speaker 1: going to an agency, maybe it wasn’t gonna be the

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Speaker 1: future for me forever, and it may not have been

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Speaker 1: a full step forward, but I certainly didn’t believe it

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Speaker 1: to be a step back. And so as I’ve thought

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Speaker 1: through the different steps along the way, Are they complimentary?

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Speaker 1: Are they additive? And if so, then I felt comfortable

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Speaker 1: stepping in without complete clarity about what was next. And,

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Speaker 1: you know, either by thought, by luck or happenstance or

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Speaker 1: what have you, it’s worked out to put me in

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Speaker 1: a position where now I’m in a role where, you know,

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Speaker 1: all those pieces come together in a way that’s really beneficial.

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Speaker 2: As you’ve accumulated those skills throughout, and I’m a big

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Speaker 2: fan of doing a stint or two at an agency.

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Speaker 2: I feel like that in and of itself is a

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Speaker 2: jungle gym. It is. Forget about the career. I’m not

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Speaker 2: going back, but been there, done that. As you think

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Speaker 2: about what informed those different decisions, there’s probably a lot

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Speaker 2: of either people or sources that you’ve gone to or

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Speaker 2: that you continue to go to for information. I think

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Speaker 2: whoever’s listening to this podcast already listens to Brave Commerce.

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Speaker 2: So obviously outside of Brave Commerce, where else do you

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Speaker 2: go to get your inspiration? Are there conferences that you

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Speaker 2: really rely on? things that you read, like where do

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Speaker 2: you get your inspiration?

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Speaker 1: Yeah, I think, you know, certainly listening to podcasts like

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Speaker 1: this and others that give me exposure to other folks

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Speaker 1: in the industry, sharing their understanding, their experiences. I’ve definitely

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Speaker 1: felt like, you know, the great thing with digital and

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Speaker 1: I think marketing in general, but for me, it’s been

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Speaker 1: more on the digital and e-commerce leg of my career

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Speaker 1: is that when you get to conferences, people are really

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Speaker 1: open about sharing their time and experiences and understanding and

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Speaker 1: whether it’s their own experience with making a jump from

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Speaker 1: the client side to the agency side or sales side

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Speaker 1: and things like that. And those are always been. So

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Speaker 1: I’ve been a lot of A & A conferences over

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Speaker 1: the years that have been hugely resourceful. Grocery shop is one.

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Speaker 1: In my earlier days with Heinz, there was a thing

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Speaker 1: called iMedia, which some folks may remember. I think the

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Speaker 1: initial conference where they.

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Speaker 2: Gave- Love the shout out to iMedia.

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Speaker 4: Yeah, right?

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Speaker 1: It was like Coronado and you got the kind of

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Speaker 1: the free ride as a marketer, but then you did

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Speaker 1: the meetings, which grocery shop is, has kind of adapted,

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Speaker 1: but there were, you know, folks back then that were

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Speaker 1: available and thoughtful and helpful to think through things like

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Speaker 1: moving away from brand and digital stuff like that. So,

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Speaker 1: and then other people within the networks that generally I,

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Speaker 1: you know, I think if, if you’re willing and able

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Speaker 1: to ask, people are very generous with their time. And

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Speaker 1: I felt like I also try to reciprocate that as

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Speaker 1: well in terms of people kind of making their way

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Speaker 1: through their own journeys.

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Speaker 3: Well, Michael, so appreciative of you sharing your career story.

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Speaker 3: We now have to ask you our famous last question,

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Speaker 3: which is what’s the bravest thing you’ve ever done?

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Speaker 1: Yeah, that’s a tough one. I think as I think back,

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Speaker 1: I’ll focus more professionally and I don’t know if there’s bravery, recklessness,

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Speaker 1: or ignorance as I think back to some of the decisions.

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Speaker 1: I would say from an overarching perspective, the bravest thing

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Speaker 1: that I think I’ve been willing to do in my

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Speaker 1: career is take a path less traveled. And the starting

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Speaker 1: point for that would have been the first step out

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Speaker 1: of the more traditional track at Heinz when I was

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Speaker 1: in brand. And so- It was like 2010 or so.

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Speaker 1: Facebook was really new and shiny and you could reach

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Speaker 1: your likes or your followers without a ton of media

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Speaker 1: and all the fun things going on, I think, pre-Instagram.

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Speaker 1: And so I stepped out of kind of what would

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Speaker 1: have been the next phase of a brand track there

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Speaker 1: to create a digital role within that org. And they

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Speaker 1: were hugely supportive of that. And that kind of paved

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Speaker 1: the way. to the agency role and then the other

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Speaker 1: steps that we’ve discussed. And so, and hindsight doesn’t feel

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Speaker 1: that brave, but I think at the time it was

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Speaker 1: a very unique decision that wasn’t, you know, in line

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Speaker 1: with what others were doing. And I look back at

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Speaker 1: that as feeling like the opening of the door for

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Speaker 1: the track that I’ve been on and really sticks out.

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Speaker 4: In my own head.

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Speaker 3: It starts with Heinz. Isn’t that the tagline?

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Speaker 2: Yeah. It has to be Heinz.

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Speaker 3: Oh, it has to be Heinz.

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Speaker 2: Nevermind.

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Speaker 3: Well, Michael, so appreciative for all the insights. We’ll be

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Speaker 3: continuing to look at the growth of the Marzetti portfolio

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Speaker 3: and folks can find you on LinkedIn.

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Speaker 4: Awesome.

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Speaker 1: Thanks so much for having me.

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Speaker 3: If you like what you heard and you want to

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Speaker 3: keep thinking about some of these more ancillary categories that

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00:21:31,470 –> 00:21:34,590
Speaker 3: become very big businesses, go check out episodes that we’ve

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Speaker 3: done with various executives over the year at MizCan, but

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Speaker 3: especially Diego Palmari. If, again, you like what you heard,

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00:21:41,680 –> 00:21:43,919
Speaker 3: tell a friend, write a review. Thanks for listening.

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Speaker 2: Thank you.

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Speaker 4: Hi, I’m Jackie Cooper, Global Chief Brand Officer at Edelman

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Speaker 4: and the host of Touch of Truth, a new podcast

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00:22:15,660 –> 00:22:19,100
Speaker 4: launching on the Adweek Podcast Network. My dad gave me

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Speaker 4: this incredibly smart piece of advice. Meet everyone once. As

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Speaker 4: a result, I’ve met some of the most fascinating and

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Speaker 4: inspiring people on the planet. Now on Touch of Truth,

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00:22:28,570 –> 00:22:31,840
Speaker 4: we’re coming centre stage and sharing the mic to experience

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00:22:31,880 –> 00:22:34,750
Speaker 4: stories of truth, insights and visions for the future that

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00:22:34,770 –> 00:22:37,240
Speaker 4: will challenge your way of thinking. Touch of Truth is

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Speaker 4: available wherever you listen to podcasts. New episodes come out

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Speaker 4: every Tuesday. I do hope to see you there.