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Speaker 1: People love to think about media opportunities and add dollars

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Speaker 1: in this large scale mental model. Linear, I can buy

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Speaker 1: at scale. That’s where all the profits are. Our belief

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Speaker 1: at DoorDash is that if you actually look at the

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Speaker 1: problem or the opportunity locally, half of the dollars sit

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Speaker 1: locally in the trade bucket or the sales generating bucket

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Speaker 1: and half sit in national media. It’s our job to

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Speaker 1: unlock both. provide consistent reporting, and that so over time,

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Speaker 1: we can, yes, build a large, massive business, but also

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Speaker 1: provide outcomes for the customer that are efficient across both.

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Speaker 2: Welcome to today’s episode of Free of Commerce. I’m Sarah Hofstadter.

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Speaker 3: And I’m Rachel Tippegraph. 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. Sarah,

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Speaker 3: at what point can we say that an industry has

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Speaker 3: reached maturation?

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Speaker 4: Ooh, help me.

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Speaker 2: Can you refine that question a little bit?

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Speaker 3: Like what I’m going in my head is there’s pretty

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Speaker 3: much now established players in last mile delivery. Like every

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Speaker 3: single time a new entrant tries to come to bear,

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Speaker 3: it just ends up going out of business. So like

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Speaker 3: the space is mature.

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Speaker 1: Yes.

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Speaker 3: And so literally like what’s going to be next for

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Speaker 3: last mile delivery?

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Speaker 1: Yeah.

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Speaker 2: And has this place become too crowded at this point

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Speaker 2: for a new entrant to realistically show up? Yeah. Or

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Speaker 2: have we solidified what we’ve got? It’s interesting, you know,

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Speaker 2: if we look at even just at the Super Bowl ads,

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Speaker 2: we saw some stuff from Instacart, we saw some stuff

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Speaker 2: from Grubhub last year was a big year for DoorDash.

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Speaker 3: And then Uber Eats, I think also advertised.

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Speaker 2: Uber Eats, absolutely. And Uber Eats was a big sponsor

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Speaker 2: in addition to having a spot in the Super Bowl.

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Speaker 2: So I think you’re starting to see the cream rise

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Speaker 2: to the top. A lot of the smaller companies have

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Speaker 2: either been gobbled up.

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Speaker 1: Or gone away.

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Speaker 2: So the question is, how do they maintain their value proposition,

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Speaker 2: both to consumers and to the suppliers that make them

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Speaker 2: continue to be essential? I think that’s the big question is,

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Speaker 2: what makes one essential when you have so many different

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Speaker 2: choices of where and how to get your stuff? And

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Speaker 2: to me, I think the way I’ve been looking at

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Speaker 2: Last Mile, a lot of it has been about last

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Speaker 2: mile replacing the convenience store. You and I have been

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Speaker 2: going through a pretty cold winter here in the Northeast.

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Speaker 2: If I think about Rachel Typograph, new mom, who needs

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Speaker 2: more diapers, you’re not leaving your house.

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Speaker 1: No.

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Speaker 3: I ordered car washer fluid from DoorDash the other week.

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Speaker 2: Right.

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Speaker 3: Like I’m not going anywhere.

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Speaker 2: Right. So if the idea is that basically last mile

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Speaker 2: is a new convenience. And you know that you’re willing

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Speaker 2: to spend a little bit more. Just like if you

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Speaker 2: went to a 7-Eleven, you would spend a little bit

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Speaker 2: more on those things other than soda. That becomes the

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Speaker 2: big value prop is that basically these last milers are

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Speaker 2: the new convenience store. And therefore you’re willing to pay

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Speaker 2: more and the trade-offs are clearly there. So if somebody

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Speaker 2: new were to come in at this point, they would

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Speaker 2: have to have some other It could be money, but

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Speaker 2: then they’ll probably get run over by the business. But

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Speaker 2: I don’t know. 100%.

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Speaker 3: So, I mean, yeah, the established players are clear. The DoorDashes,

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Speaker 3: the Uber Eats, the Instacarts of the world. And now

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Speaker 3: not only have they won over consumers’ hearts, minds, and wallets,

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Speaker 3: but they’ve now had the opportunity to build massive advertising

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Speaker 3: businesses around that consumer data. And who better to hear

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Speaker 3: the DoorDash news? advertising story than Toby, who has been

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Speaker 3: leading that business unit since day one. So let’s bring

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Speaker 3: Toby onto the show. Today, we are so excited to

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Speaker 3: have Toby Espinoza, the VP of DoorDash Ads, onto the show. Hello, Toby.

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Speaker 1: Hello, hello. Thank you so much, Sarah and Rachel, for

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Speaker 1: having me.

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Speaker 3: Well, I feel like congratulations are in order because you

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Speaker 3: were recently named to AdAges 40 Under 40.

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Speaker 4: Yeah.

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Speaker 1: Thank you.

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Speaker 3: Major congrats. Sarah, were you ever named to that list?

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Speaker 2: Indeed I was.

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Speaker 3: I thought so.

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Speaker 4: Whoa.

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Speaker 1: All right.

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Speaker 2: It’s a really long time ago. Cause like, I don’t know,

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Speaker 2: at this point I feel like I’m in the 50

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Speaker 2: over 50 stick, but yes, I was a 40 under 40.

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Speaker 1: That’s awesome.

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Speaker 3: We’re building the alumni work here. Well, Toby, you were

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Speaker 3: named to the list because you are leading the charge

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Speaker 3: at what I believe is the fastest growing retail media network,

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Speaker 3: DoorDash Ads.

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Speaker 1: Yep. As claimed by all of the large LLMs, Claude,

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Speaker 1: Chachi Petit, Gemini, whichever one you want to do, they

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Speaker 1: confirmed that this is true. Yes, I lead the list.

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Speaker 1: The ads business here at DoorDash have been here for

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Speaker 1: over 10 years. And yes, we announced about this time

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Speaker 1: last year that we were the fastest retail media network

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Speaker 1: to reach a billion dollars in revenue. And we continue

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Speaker 1: that trajectory and we’re very proud of it.

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Speaker 3: I mean, it’s pretty phenomenal. And what is also so

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Speaker 3: fascinating is that you did not grow up in advertising.

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Speaker 2: No.

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Speaker 3: And you essentially have grown up at DoorDash.

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Speaker 1: Yeah, that’s right. I love stories, though. Maybe that helps

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Speaker 1: with the leaning into advertising. advertising over time. But no,

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Speaker 1: I did not grow up in advertising as a category sector.

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Speaker 1: I did not know what a retail media network was

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Speaker 1: or a commerce media network was up until about four

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Speaker 1: years ago when I asked our founder and CEO, Tony Hsu,

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Speaker 1: if I could start our ads business. But I think

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Speaker 1: that naivete kind of helps me a little bit in

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Speaker 1: the sense that most of the systems and structures around

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Speaker 1: us are built by people, what is that quote, built

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Speaker 1: by people no smarter than us. And so I think

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Speaker 1: our approach, my approach has been When I joined DoorDash

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Speaker 1: 10 plus years ago, my entire world and thought process

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Speaker 1: was I joined it because I love small businesses. There’s

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Speaker 1: something so amazing about a person, family that builds something

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Speaker 1: from nothing in this country and others that is running

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Speaker 1: a small business. And so I was obsessed with that.

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Speaker 1: DoorDash’s core founding principle is to help local economies grow.

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Speaker 1: I have always spent my time really on the kind

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Speaker 1: of what we call the merchant side or the customer side.

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Speaker 1: of our ecosystem, first by running our large national brand business,

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Speaker 1: and then by starting our retail media network. And it

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Speaker 1: was all about how do we keep building tools to

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Speaker 1: help people grow within our ecosystem faster. And now with

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Speaker 1: the acquisition of Symbiosis in July, helping people grow outside

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Speaker 1: of our ecosystem faster too.

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Speaker 3: Proud investor. So thanks for doing that.

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Speaker 1: Oh, wow.

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Speaker 2: Amazing.

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Speaker 1: Yeah. Look at that. That’s amazing. Well, Rachel, thank you

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Speaker 1: for investing in such an amazing group of people. They

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Speaker 1: are truly… Truly special folks.

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Speaker 3: I think it also says something about DoorDash that you

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Speaker 3: are at the helm, an industry outsider of the fastest

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Speaker 3: growing ad network, and they continue to bet on you.

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Speaker 4: Yeah.

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Speaker 3: Not a lot of organizations operate that way.

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Speaker 1: Yeah. I think it goes to just arguably my favorite

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Speaker 1: DoorDash internal value, which is truth seek. There’s just a

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Speaker 1: fundamental remaking and reshaping in pursuit of the truth, which…

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Speaker 1: regardless of experience in a specific sector, that sector could

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Speaker 1: be changing radically depending on forces outside of it or

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Speaker 1: within it. And in some sense, experience then kind of

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Speaker 1: goes by the wayside. And what you’re left with is

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Speaker 1: the fundamental truths of what drives outcomes in the moment.

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Speaker 1: And so I think that, again, kind of going back

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Speaker 1: to that naivete, I mean, I look up to folks

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Speaker 1: like like the Symbiosis 2 crew, which was a part

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Speaker 1: of the original HookLogic team that was the technology that

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Speaker 1: powered Criteo’s ad platform. And just kind of with that

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Speaker 1: kind of outside mental model, looking in and realizing that

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Speaker 1: there’s a lot more opportunity than the current world might

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Speaker 1: think there is. And so, yeah, I guess it’s a

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Speaker 1: testament to our organization that we’re all kind of outsiders

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Speaker 1: looking in, just trying to continue to truth-seek and help

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Speaker 1: local economies continue to grow.

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Speaker 2: Can I unpack the local economy thing?

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Speaker 1: Yeah.

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Speaker 2: I think it’s great. How do you reconcile that whole,

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Speaker 2: like the local economy with the fact that you, for

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Speaker 2: the most part, are working with these national chains? And

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Speaker 2: on the one hand, everybody says, you know, even the

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Speaker 2: national guys say, oh yeah, we’re all about the locals,

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Speaker 2: but there’s obviously a lot of tension in that.

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Speaker 1: Yeah. It has about 550,000 merchants on the platform. The

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Speaker 1: majority of those are still small businesses and, And then

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Speaker 1: of the rest, even within the large restaurant category, the

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Speaker 1: vast majority of those folks, the 90 plus percent of

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Speaker 1: restauranteurs in the large restaurant category, so think your McDonald’s,

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Speaker 1: your Chick-fil-A’s, are all owned locally. They’re all local owner operators.

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Speaker 1: So in the restaurant side of our business, and then

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Speaker 1: I’ll touch on the CPG side, in the restaurant side

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Speaker 1: of our business, the opportunity set that we saw was

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Speaker 1: historically franchisor, which is, again, your McDonald’s corporate CMO, And

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Speaker 1: franchisee never were able to really collaborate from a marketing standpoint.

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Speaker 1: They’ve tried historically without technology, right? So you create a

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Speaker 1: local ad fund and they’ll deploy money out of there.

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Speaker 1: We came along, we built a product that we announced

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Speaker 1: last year that allows this sort of collaboration to occur.

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Speaker 1: And so I would say, Sarah, that actually the vast

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Speaker 1: majority of our advertising dollars that we kind of absorb

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Speaker 1: today are local in nature, whether they’re coming from franchisees

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Speaker 1: or small local owner-operated restaurants, merchants, et cetera. When you

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Speaker 1: start to go towards the kind of the CPG business,

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Speaker 1: so these large national, the Campbell’s of the world, the

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Speaker 1: Kennedy’s of the world, et cetera, that think about national

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Speaker 1: scale and want to buy media at a national scale.

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Speaker 1: We start to kind of think about how to decompose

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Speaker 1: the problem or the opportunity and large CPG’s. are first,

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Speaker 1: they have a product innovation, right? So tomato soup, then

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Speaker 1: they become two massive organizations within one. One is your

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Speaker 1: sales organization that works closely with retailers that can be

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Speaker 1: local in nature, your suppliers that can be local in nature,

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Speaker 1: regional in nature, and your large media brand buying dollars.

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Speaker 1: And Retail media networks sit in this weird cross between

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Speaker 1: the two. And depending on the organization, our relationship might

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Speaker 1: exist with these large brand dollars or on the retail

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Speaker 1: side with sales. And so I think this is a

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Speaker 1: really long-winded way of saying, over time, people love to

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Speaker 1: think about media opportunities and add dollars in this large-scale

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Speaker 1: mental model. Linear, I can buy at scale, that’s where

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Speaker 1: all the profits are. Our belief at DoorDash is that

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Speaker 1: if you actually look at the problem or the opportunity locally,

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Speaker 1: half of the dollars sit locally in the trade bucket

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Speaker 1: or the sales generating bucket, and half sit in national media.

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Speaker 1: It’s our job to unlock both, provide consistent reporting, and

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Speaker 1: that so over time, we can, yes, build a large,

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Speaker 1: massive business, but also provide outcomes for the customer that

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Speaker 1: are efficient across both. So really long-winded way of answering

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Speaker 1: that question, but I do think there’s opportunity for both.

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Speaker 2: No, you’re definitely picking at a frequent theme here on

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Speaker 2: Brave Commerce where we talk about the constant reconciliation of

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Speaker 2: who owns the budget, especially when it comes to things

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Speaker 2: like retail media and overall on e-commerce in general, sales

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Speaker 2: and marketing. And I do believe that your outsider perspective

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Speaker 2: I don’t know how you can be an outsider if

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Speaker 2: you’ve been there for so long.

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Speaker 1: Insider to DoorDash, maybe.

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Speaker 2: Yeah, yeah. Have you been in the commerce space since

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Speaker 2: before COVID?

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Speaker 1: Totally.

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Speaker 2: Okay, then I’m sorry because everything started then.

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Speaker 1: I’m a consummate insider now. Thank you. I’ve been rebranded.

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Speaker 2: Don’t get me wrong. It’s fine. I started my career

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Speaker 2: in journalism, but that was 30 years ago, so who

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Speaker 2: gives a shit? But I think, and I’ve only been

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Speaker 2: in commerce for six years. There’s a part of this

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Speaker 2: where we’re relative newcomers to relatively new lines of business. But,

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Speaker 2: We are not beholden to the advertising industrial complex where

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Speaker 2: organizations mirror, media organizations and anybody that supports the supplier

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Speaker 2: mirrors what they’ve seen in the past. Instead, you’re saying,

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Speaker 2: here we are. We understand that what we can do

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Speaker 2: at DoorDash, how we can ultimately help the company be

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Speaker 2: more successful is by bridging those gaps for an ultimate outcome,

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Speaker 2: which I think it’s just harder and harder to do

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Speaker 2: because this isn’t just about building relationships with the CMOs.

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Speaker 2: It really is. So as you think about this, how

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Speaker 2: do you build those, you know, without giving away competitive secrets, obviously,

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Speaker 2: but how do you think about even mapping your relationships

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Speaker 2: across these large organizations? And let’s talk just for now,

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Speaker 2: let’s just talk about CPG. And I’m going to put

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Speaker 2: in a twist at the end. Throw in the complexities

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Speaker 2: of food service. So let’s say you’re Heinz Ketchup. And

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Speaker 2: so you’re not only a supplier that’s getting delivered through

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Speaker 2: all the different networks you’ve got, but Heinz Ketchup’s also

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Speaker 2: a condiment that is served in many establishments that are

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Speaker 2: within the restaurants that you also serve. So let’s unpack

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Speaker 2: that one and then I’ll shut up.

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Speaker 1: Yeah, no, I love these questions. This is like total nerd,

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Speaker 1: deep commerce tracks right now, which is epic. Okay, so-

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Speaker 1: I think, let me start on the second one, which

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Speaker 1: is the food service concept. Food service is fascinating. Just

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Speaker 1: take a step back and look at the business, right?

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Speaker 1: So just think of anybody that sells both products within

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Speaker 1: a restaurant and within a traditional grocery store, retail or

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Speaker 1: convenience store. Some of those brands, like you said, Heinz, Ketchup, Pepsi,

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Speaker 1: obviously Coca-Cola. So the large beverage brands. The interesting thing is,

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Speaker 1: even though there aren’t a lot of, like the food

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Speaker 1: service engines provided us, like if you just look at

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Speaker 1: it in terms of just simple dollars and say to yourselves, like,

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Speaker 1: is there a large opportunity from a food service standpoint

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Speaker 1: to activate this sort of sales within the restaurant? I

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Speaker 1: think the short answer is absolutely yes. Have we done

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Speaker 1: a good job of it? I’d say we’ve gotten, you know,

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Speaker 1: a B minus, C plus B minus on that only

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Speaker 1: because the repeatability of the model is somewhat difficult, right?

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Speaker 1: And like consumer preference is not as simple as I

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Speaker 1: might be trading a very specific type of beverage. I’m

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Speaker 1: grocery shopping and I’m just going to trade Dr. Pepper

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Speaker 1: with something else. I’m in the food service. I’m in

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Speaker 1: a restaurant and my preferences when I want a burger

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Speaker 1: versus I want this might actually be very specific from

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Speaker 1: a consumer standpoint. So I think the massaging of that

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Speaker 1: has actually been harder than folks have imagined because of

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Speaker 1: the consumer preference strength within food service. That all being said,

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Speaker 1: I think the most interesting thing is the food graph.

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Speaker 1: Because even if you’re a consumer package brand and you

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Speaker 1: might not actually sell, you know, Campbell’s isn’t selling a

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Speaker 1: bunch of soup. Well, they might be from a white

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Speaker 1: label food service perspective. I’m not actually sure about that business.

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Speaker 1: But let’s say they’re not the folks behind the soup

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Speaker 1: at Olive Garden. Let’s say that they’re just primarily at 7-Eleven.

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Speaker 1: They still might find that food graph super interesting from

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Speaker 1: a targeting standpoint to drive more efficiencies when they’re trying

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Speaker 1: to build a media plan. And so I think food service…

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Speaker 1: just to be very concise with that, food service has

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Speaker 1: been harder to activate from a consumer standpoint, has been

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Speaker 1: way more interesting from a targeting standpoint to drive efficiencies

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Speaker 1: within the core grocery business for advertisers. So that’s the

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Speaker 1: first one, the food service one. If you go back

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Speaker 1: to just like mapping, you’re absolutely right. I mean, I

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Speaker 1: think if we weren’t at a founder-led, founder-owned and operated

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Speaker 1: business still, I think the longevity for building a really

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Speaker 1: true longstanding business CPG business needs to take a decade plus.

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Speaker 1: And the reason is because, to your point, every organization

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Speaker 1: is in a slightly different place from just a strategic standpoint.

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Speaker 1: For some brands that I’ve met with, they want everything

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Speaker 1: to be done through their agency of record. So they’re

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Speaker 1: much closer to the media organization. For other brands, our

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Speaker 1: top contacts don’t even know who their agency of record is.

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Speaker 1: And these are both top 10 global CPGs. If that’s

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Speaker 1: where we are, I think it’s going to take a

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Speaker 1: lot of like a good sales motion to understand and

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Speaker 1: collect information on where the organization is. But then it’s

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Speaker 1: also up to us to keep activating. We simply want

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Speaker 1: to do two things over the next two, three years,

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Speaker 1: activate more points of dollars, right? So allow dollars to flow.

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Speaker 1: Don’t be myopic. Don’t charge for dollars to flow. Why

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Speaker 1: should we charge? Let them flow and then provide consistent

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Speaker 1: measurement to the extent that we can all have a

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Speaker 1: standard of what does a sponsored product mean when you

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Speaker 1: buy it on Kroger or Dash or Uber, if everybody

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Speaker 1: has a consistent understanding of what that’s driving from a

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Speaker 1: measurement standpoint, I think more dollars will flow. It’s interesting.

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Speaker 3: So it sounds like you’re placing your bets on measurement.

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Speaker 1: Absolutely. Yeah.

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Speaker 3: Do you believe that’s going to become the point of

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Speaker 3: differentiation for DoorDash ads is measurement?

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Speaker 1: So the advantage of retail media is that one has

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Speaker 1: a physical shelf. The disadvantage for us, because we really

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Speaker 1: only have our Dash Mart business, That’s our physical shelf.

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Speaker 1: We are mostly a digital shelf. When you only have

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Speaker 1: a digital shelf, the traditional trade, the sales engine percentage

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Speaker 1: of your business, you don’t actually have access to as much.

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Speaker 1: And so, yes, we should try to activate those dollars

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Speaker 1: within our ecosystem. So how can you bring trade into

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Speaker 1: the digital self that is DoorDash? But then the bigger

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Speaker 1: opportunity that everybody wants us to work on is national media.

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Speaker 1: And so then the question is, who… from a historical

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Speaker 1: perspective in media, has done a really good job activating

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Speaker 1: national media at scale. And then the second question is,

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Speaker 1: has anybody done it without consistent measurement? And the answer

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Speaker 1: to that is, nobody has. So if you really want

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Speaker 1: to go get agency in these national media dollars, we

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Speaker 1: all have to work together on measurements. All of us

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Speaker 1: will benefit. And more importantly, our brands will benefit, which is,

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Speaker 1: I think, the biggest unlock. Okay.

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Speaker 3: Well, you answered the big one, but I would be

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Speaker 3: remiss if I don’t get this question in before we

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Speaker 3: have to ask you our famous last question, which is,

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Speaker 3: if the bet is measurement to go after national digital

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Speaker 3: media dollars, what is your view on how AI is

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Speaker 3: going to impact that for DoorDash ads and the end advertiser?

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Speaker 1: The entire AI CapEx drive is being funded by two sources.

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Speaker 1: One is sovereign wealth dollars. And the second is advertising dollars.

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Speaker 1: If you look at one or two of the others

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Speaker 1: and on the advertising front, the way that folks like

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Speaker 1: Meta and Google have front loaded that is with really

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Speaker 1: enhanced measurement within their kind of closed wall ecosystem. If

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Speaker 1: I’m Google, I have search and YouTube in a bunch

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Speaker 1: of places, enhanced measurement, and then much better targeting that’s automatic.

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Speaker 1: Like I don’t have to be hands on keyboard. I’m

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Speaker 1: getting higher yield from the same dollars. Both of them

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Speaker 1: have done that over the last two, three years. Those

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Speaker 1: incremental profit dollars are going towards building CapEx for AI. Okay. Okay. Wonderful.

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Speaker 1: We need to do what they did, better signaling, so

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Speaker 1: providing the ability for folks to get more out of

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Speaker 1: the same dollar that they invest in our platform. So

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Speaker 1: that’s kind of one. But I think the larger opportunity,

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Speaker 1: going back to the last question, is if it basically

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Speaker 1: costs us zero to build incremental software, and we’re having conversations,

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Speaker 1: live conversations too today with partners in order to do this,

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Speaker 1: there should be no such thing as integration fees. There’s

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Speaker 1: no cost for us to bring our technology stacks together anymore.

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Speaker 1: And so said another way, like if everything is super

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Speaker 1: cheap in order to bring information closer together, data closer together,

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Speaker 1: then what we should be doing is a massive integration sprint.

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Speaker 1: We will pay for it because it will cost us zero,

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Speaker 1: close to zero. And then once you have that, then

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Speaker 1: it goes back to measure.

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Speaker 4: Right?

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Speaker 1: So then you build targeting tools on top and then

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Speaker 1: you measure in a consistent fashion. And if you bring

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Speaker 1: all of that data together into one place, commerce media

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Speaker 1: will benefit from kind of the drop in the cost

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Speaker 1: of SaaS AI tools on top of the ability to

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Speaker 1: do better measurement and return with the same dollar. So

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Speaker 1: we’ll get both.

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Speaker 3: Yeah, it’s a powerful vision. It sounds similar to the

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Speaker 3: path that Google and Shopify and other vendors have taken

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Speaker 3: with UCP. So very excited to see you bring that

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Speaker 3: to life. We got 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: Definitely by a long shot, 100X is proposing to the

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Speaker 1: man I love. And that was a gentleman named Trevor.

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Speaker 1: But the sad story or the inside scoop is that

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Speaker 1: he proposed to me right before I got to propose

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Speaker 1: to him. So it was brave. My guts, the guts

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Speaker 1: were there, but I didn’t actually get to execute, but yeah.

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Speaker 3: Ah, I love that. Did the marriage happen?

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Speaker 1: It’s in progress. Okay. We’re on the way. All right.

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Speaker 3: He might beat you to the altar.

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Speaker 1: He was faster. He’s a runner. I’m a water polo player.

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Speaker 1: It’s a massive disadvantage. So yeah, there you go.

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Speaker 2: Is there a proposal story you can share?

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Speaker 1: Sure. We, you know, we met in San Francisco, but

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Speaker 1: we lived in New York for a while. I was

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Speaker 1: planning on proposing in France on a Thursday. He got

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Speaker 1: in front of it and proposed in New York in

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Speaker 1: Gramercy Park on a Tuesday. So he took the wind

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Speaker 1: slightly out of my sails. But that was by far

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Speaker 1: the bravest thing I’ve ever done. So love is scary.

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Speaker 1: It’s a very scary thing. Absolutely.

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Speaker 3: Well, Toby, thank you so much for sharing. We are

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Speaker 3: excited to see what you continue to build at DoorDash.

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Speaker 3: And if anyone wants to follow the latest, find him

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Speaker 3: on LinkedIn.

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Speaker 2: Hey, and maybe even after he’s 42.

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Speaker 1: Exactly. Exactly. Exactly. Thank you both so much. It was

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Speaker 1: so fun.

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

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Speaker 3: think about convenience as a channel and how it’s being

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Speaker 3: disrupted from a totally different perspective, go check out the

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Speaker 3: episode we did with John Farris, the president of Bosh

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Speaker 3: and Lomb. And please tell your friends on LinkedIn if

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Speaker 3: you’re enjoying 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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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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Speaker 4: we’re coming centre stage and sharing the mic to experience

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Speaker 4: stories of truth, insights and visions for the future that

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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.