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Speaker 1: You cannot win on the digital shelf if you don’t

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Speaker 1: have the right assortment, if you don’t have the right pricing,

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Speaker 1: if you don’t have the right service levels from a

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Speaker 1: fulfillment standpoint, and you have to have the right technology solutions.

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Speaker 1: And so that’s really the wicked challenge of this whole

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Speaker 1: thing is how do you connect all these different disconnected pieces,

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Speaker 1: align them toward a common set of outcomes and goals,

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Speaker 1: and enable… teams to work in a semi-autonomous way towards

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Speaker 1: those results. And that’s been the approach that we’ve tried

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Speaker 1: to build. There’s different ways organizations try to tackle complexity.

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Speaker 1: The reality with connected commerce and e-commerce and the evolving

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Speaker 1: landscape around retail and CPG in general is that that

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Speaker 1: way doesn’t work anymore. There’s too many inefficiencies from operating

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Speaker 1: in silos.

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Speaker 2: Welcome to today’s episode of Brave Commerce.

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Speaker 3: I’m Rachel Tippegraff, the founder and CEO of Micmac.

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Speaker 2: I’m Sarah Hofstetter, president of Profitero.

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Speaker 3: And this is a show that talks about what’s relevant

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Speaker 3: in e-commerce for the world’s biggest brands. Sarah, what’s your

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Speaker 3: definition of change management?

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Speaker 1: That’s a good question.

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Speaker 2: When I think about change management, the first thing I

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Speaker 2: think about is how resisting humanity is to change in

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Speaker 2: any way. And I know that that’s not you or

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Speaker 2: me or actually many of our listeners. I think our

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Speaker 2: listeners probably lean into change. Change is constant. And we,

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Speaker 2: as people in the combination of commerce and tech and bravery,

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Speaker 2: we’re changed people. But humans?

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Speaker 4: No.

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Speaker 2: Immediately resistant to change. The fences go up. So when

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Speaker 2: I think about change management is how do you lower

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Speaker 2: the temperature to invite an opportunity for change? I don’t know,

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Speaker 2: how about you?

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Speaker 3: I think I completely agree with you that humans are

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Speaker 3: resistant to change. And then I would say change management

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Speaker 3: is really an exercise of over-communication. You need to bring

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Speaker 3: people along to the journey and you gotta do it

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Speaker 3: every single day.

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Speaker 2: And how do you make it stick?

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Speaker 3: In a company, I think it has to be directly

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Speaker 3: connected to the business strategy that you’re driving. It can’t

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Speaker 3: sit in its own island. It needs to be core

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Speaker 3: to the strategy. You need to incentivize people with a

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Speaker 3: comp plan that actually encourages them to change because compensation

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Speaker 3: drives behaviors. And then you need to over-communicate. And you

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Speaker 3: gotta be honest with people If you mislead them in

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Speaker 3: any way or you’re silent, they will come up with

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Speaker 3: their own narrative and being so transparent and say, hey,

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Speaker 3: I understand like you may not like this for X, Y,

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Speaker 3: and Z reasons, but this is the plan. And ultimately

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Speaker 3: either convince them to be a part of it or

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Speaker 3: get them to opt out.

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Speaker 2: That’s a really good point. And our next guest, Eric Karnowski,

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Speaker 2: breaks it down into some very critical themes. There’s trust,

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Speaker 2: there’s common purpose, there’s shared consciousness, and there’s empowered execution.

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Speaker 2: Everybody understands what that common purpose is. And it gets

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Speaker 2: reiterated to your point that repetition is so key. But

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Speaker 2: their shared consciousness of what needs to be true for

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Speaker 2: all of these different things to happen so that we

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Speaker 2: are aligned to that common purpose.

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Speaker 1: If we all.

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Speaker 2: Trust each other that this is the right path, like

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Speaker 2: you said, people have to opt in. There’s a big

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Speaker 2: critical component to it. And then everybody’s empowered to do

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Speaker 2: it at the edge and compensated itself. so that you’re

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Speaker 2: measuring what matters and it all ladders back up to

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Speaker 2: that common purpose. And I think that’s something really special

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Speaker 2: that Eric has built at Kenview in going through not

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Speaker 2: one element of change management, but two. The spinoff of

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Speaker 2: J & J Consumer into Kenview, as well as him

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Speaker 2: taking on a new responsibility around that same time as

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Speaker 2: the VP of Connected Commerce, Also, something new.

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

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Speaker 2: We are happy to have Eric Tarnowski, VP of Connected

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Speaker 2: Commerce at ChemView, here with us today. This has been…

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Speaker 2: a scheduling nightmare, but a dream come true in so

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Speaker 2: many other ways. Eric, thank you so much for joining

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Speaker 2: us today.

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Speaker 1: Thank you for having me and thank you for accommodating

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Speaker 1: the scheduling challenges. I’m really looking forward to the conversation.

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Speaker 2: Same, same. And if it’s anything like the conversations we

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Speaker 2: have when we’re not recording, I’m confident our audience is

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Speaker 2: going to be over the moon. So let’s kind of

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Speaker 2: dive into it. One of the things that I found

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Speaker 2: most fascinating the first time we spoke was learning both

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Speaker 2: how long you had been with the company, which for

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Speaker 2: those of you who, I don’t know, Have your head

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Speaker 2: in the sand. Kenview is the artist formerly known as

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Speaker 2: J & J Consumer. So think Band-Aids, baby care. We’re

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Speaker 2: going to end up using different examples throughout. So bottom line,

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Speaker 2: iconic brands from all over. In your bathroom, you’re going

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Speaker 2: to find something in there. But so Eric, you’ve been

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Speaker 2: at the company 18 years now. You’ve had a lot

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Speaker 2: of different roles and they have all played a role

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Speaker 2: in preparing you for the role that you have taken

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Speaker 2: on most recently as a head of connected commerce. Tell

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Speaker 2: us a little bit about that.

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Speaker 1: Yeah, absolutely. And just to kind of highlight the point

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Speaker 1: you started there, we’re in this really exciting moment here

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Speaker 1: at Kenview, which we have the opportunity to create a

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Speaker 1: new business, but built on the foundation of our iconic brands, Band-Aid, Neutrogena, Tylenol, Aveeno, Zyrtec, right?

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Speaker 1: So many of these incredible brands with a great history,

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Speaker 1: but getting to build a new company around it. And

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Speaker 1: it’s just an incredible challenge and opportunity and a great

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Speaker 1: chance to step back and look at things with fresh

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Speaker 1: eyes and challenge our thinking and try new things. And

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Speaker 1: to the question around where I’ve come from and how

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Speaker 1: I’ve ended up in this role, I spent a long

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Speaker 1: time in J & J across all of our different

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Speaker 1: sectors and primarily on the technology and data side of things.

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Speaker 1: And that’s where I grew up, working across our pharmaceutical

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Speaker 1: supply chain business, working a little bit in information security,

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Speaker 1: moving over to the consumer products business with a focus

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Speaker 1: around program management, and then moving to our diabetes business

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Speaker 1: where I really started to make the shift into digital, right?

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Speaker 1: We had a digital product platform there with our OneTouch

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Speaker 1: Reveal app that paired with our physical products and then

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Speaker 1: moved over to our vision business where we were working

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Speaker 1: on a digital transformation agenda there and came back to

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Speaker 1: the consumer business at the end of 2018. into a

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Speaker 1: role on the technology side across commercial and R &

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Speaker 1: D and really looking at how we can use technology

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Speaker 1: to drive our digital first agenda. And it’s in that

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Speaker 1: context that I started to then look at where we

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Speaker 1: saw the organization changing and adapting, where there were critical

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Speaker 1: needs that we needed to really rethink how we were

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Speaker 1: going to market and driving our organization and recognized the

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Speaker 1: emerging priority around e-commerce and digital marketing and really shifted

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Speaker 1: my emphasis into that area and made the transition fully

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Speaker 1: over there a couple of years ago. And it’s been

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Speaker 1: a really incredible journey. I think the thing that’s been

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Speaker 1: useful for me as I made that transition is when

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Speaker 1: you work in a technology context, right, you’re really looking

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Speaker 1: at the way things are done and how work is

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Speaker 1: produced in a little bit of a removed perspective. And

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Speaker 1: it gives you that chance to understand the underlying processes

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Speaker 1: and systems and behaviors that drive those outcomes, right? And

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Speaker 1: so it’s been those skill sets that focus around kind

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Speaker 1: of unpacking how teams accomplish work and bringing some of

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Speaker 1: the principles around agile and those types of things into

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Speaker 1: the organization and building a way of working that’s engineered

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Speaker 1: to drive the outcomes that you need to drive. And

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Speaker 1: I think we’re just at this really incredible moment with

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Speaker 1: commerce in general, right, as you see the convergence of

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Speaker 1: marketing and sales and technology kind of all coming together.

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Speaker 1: And it requires new skills, new patterns, new behaviors. And

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Speaker 1: that background in technology really oriented around bringing change to

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Speaker 1: organizations has translated really well into that environment.

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Speaker 3: Eric, I remember when you entered your new role and

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Speaker 3: Connected Commerce started to become this language at Kenview. The

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Speaker 3: company was at the point called J & J. And

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Speaker 3: there was this enormous change happening within the company, which

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Speaker 3: is that you were spinning off businesses. You were going

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Speaker 3: through a rebranding. That feels like a lot of change

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Speaker 3: for an employee to endure. on top of probably joining

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Speaker 3: a new function within a company. So when it comes

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Speaker 3: to bringing people along the journey and navigating change management

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Speaker 3: and standing up this new discipline, how’d you do it?

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Speaker 1: It’s been an incredible amount of change in all of

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Speaker 1: the contexts across our teams. And it starts first with

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Speaker 1: the fact that we have incredible people in our organization

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Speaker 1: who are resilient and adaptive and really motivated to serve

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Speaker 1: the consumer and to make sure that they can drive

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Speaker 1: the impact that they want to drive through their careers.

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Speaker 1: And so that’s a great place to start. As we’ve

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Speaker 1: navigated it, the other thing that we tried to take

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Speaker 1: advantage of is the fact that this is a new

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Speaker 1: moment and this is a moment of change. And the

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Speaker 1: analogy I use a lot with the team is that

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Speaker 1: there’s no set cement. All of the cement is wet.

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Speaker 1: It’s a great chance. We’re rethinking so many different aspects

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Speaker 1: of our business. We’re redesigning processes. We’re standing up new

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Speaker 1: capabilities that we had leveraged from the enterprise previously. How

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Speaker 1: do we take advantage of that moment? How do we

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Speaker 1: make sure that we challenge thinking that we don’t accept

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Speaker 1: the status quo and that we use the fact that

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Speaker 1: we have to change anyway to be really thoughtful and

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Speaker 1: intentional around where we want to drive change now. And

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Speaker 1: so that’s been the emphasis. How do we capture that

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Speaker 1: energy and that momentum, but direct it in a really

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Speaker 1: thoughtful and intentional way, focused on outcomes and focused on

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Speaker 1: putting the consumer at the center and then realizing that

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Speaker 1: there’s so much that we get tied up in, in

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Speaker 1: the way that we’ve organized and built structures and built

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Speaker 1: processes that that we take as fixed, immutable. And the

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Speaker 1: reality is most of this stuff we make up for ourselves.

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Speaker 1: And so really just trying to empower the teams to

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Speaker 1: step back, sort of unencumber themselves from business as usual, thinking,

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Speaker 1: focus on the outcomes we’re trying to drive and figure

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Speaker 1: out how to engineer the work that we need to

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Speaker 1: do to create those results.

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Speaker 2: It’s so true. And we see it in the battle rhythm,

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Speaker 2: if you will, of the way that teams work. And

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Speaker 2: I think the resilience is a fantastic word to use

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Speaker 2: to describe your teams. As you’ve gone through a lot

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Speaker 2: of these iterations, both the spinoff of Kenview, as well

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Speaker 2: as the continued evolution of the cement is still wet

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Speaker 2: connected commerce environment. I almost would rather even call it

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Speaker 2: like the clay being still wet because cement eventually solidified.

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Speaker 2: After talking to you so much, you’re in a state

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Speaker 2: of never being finished. There’s always continuous improvement that kind

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Speaker 2: of happens. One of the things that you know, and

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Speaker 2: I have spoken about is the matrices of an organizational design.

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Speaker 2: And you’ve just talked about putting consumers at the center

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Speaker 2: of the work, but at the same time, you also

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Speaker 2: have to get a lot of cross-functional teams working together.

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Speaker 2: You got to get media, the whole thing with the

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Speaker 2: retail media and like the other media and all those

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Speaker 2: other kinds of communications points, the consumer experience, shopper marketing,

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Speaker 2: customer development. There’s so many different pieces and every company

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Speaker 2: has their own flavor of how they handle it What

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Speaker 2: is the mindset that you bring to the team to

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Speaker 2: help them figure out how to navigate what’s critical versus important,

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Speaker 2: role sort, fluidity, all that fun stuff?

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Speaker 1: That’s what makes this space such a fun and engaging

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Speaker 1: and interesting place to work. It is a constantly adapting discipline.

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Speaker 1: New capabilities are being rolled out every single day. New

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Speaker 1: best practices are being continuously developed. And so it’s incredibly

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Speaker 1: challenging from that standpoint. It’s one where there is no finish.

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Speaker 1: It’s not done. We’ve discussed it from the start as

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Speaker 1: we embarked on this as a continuous journey of development.

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Speaker 1: learning and development and iterating our way towards the model

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Speaker 1: that we want to have to drive results for our

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Speaker 1: consumers in the marketplace, it’s really multidisciplinary. And it requires

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Speaker 1: that you connect all of the parts of the organization

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Speaker 1: to get them working together, right? You cannot win on

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Speaker 1: the digital shelf if you don’t have the right assortment,

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Speaker 1: if you don’t have the right pricing, if you don’t

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Speaker 1: have the right service levels from a fulfillment standpoint. It

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Speaker 1: touches all of the organization. You have to have the

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Speaker 1: right technology solutions. And so That’s really the wicked challenge

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Speaker 1: of this whole thing is how do you connect all

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Speaker 1: these different disconnected pieces, align them toward a common set

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Speaker 1: of outcomes and goals, and enable teams to work in

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Speaker 1: a semi-autonomous way towards those results, right? And that’s been

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Speaker 1: the approach that we’ve tried to build. There’s different ways

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Speaker 1: organizations try to tackle complexity. You can try to simplify it.

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Speaker 1: You can carve off chunks and just tackle it in

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Speaker 1: individual pieces. The reality with connected commerce and e-commerce and

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Speaker 1: the evolving landscape around retail and CPG in general is

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Speaker 1: that that way doesn’t work anymore. There’s too many inefficiencies

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Speaker 1: from operating in silos. And so we had to tackle

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Speaker 1: the silos. That’s the approach that we took to it.

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Speaker 1: How do you align folks around a common set of outcomes,

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Speaker 1: enroll people on a shared mission, give everybody a shared

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Speaker 1: set of kind of understanding and collective consciousness, and then

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Speaker 1: empower people to operate their piece of that towards their objectives, right?

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Speaker 1: And we talked a lot when we designed the work.

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Speaker 1: The handoffs have to shift from task-based handoffs to outcome-based handoffs.

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Speaker 1: You have to build trust in the organization between different teams.

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Speaker 1: You have to build that connectivity. You’ve got to have

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Speaker 1: that autonomy and that empowerment at a team level to

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Speaker 1: create the sort of lubricant you need to make work

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Speaker 1: move through the system.

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Speaker 3: Your team is so large and there’s such significant scale

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Speaker 3: to obviously the Kenview business. At what frequency are you

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Speaker 3: guys checking in on how you’re tracking towards goal?

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Speaker 4: Yeah.

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Speaker 3: Across the Connected Commerce organization?

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Speaker 4: Yeah.

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Speaker 1: Oh, I mean, it’s a continuous cadence. We spend a

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Speaker 1: lot of time and energy really thinking about that cadence.

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Speaker 1: What are the data points that we need to be measuring?

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Speaker 1: What’s the frequency we need to measure them? And how

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Speaker 1: do you move beyond sort of thinking about data and

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Speaker 1: metrics and reporting into thinking about how do you ritualize

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Speaker 1: the behaviors of how those things are used and adapted?

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Speaker 1: And so, you know, we have a frequency and a

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Speaker 1: framework that we lay out across all the different dimensions

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Speaker 1: of our teams that’s very prescriptive in that lens. What

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Speaker 1: do we do on an annual planning cycle? What do

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Speaker 1: we look at on a quarterly basis? What do you

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Speaker 1: look at on a monthly basis? What do you look

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Speaker 1: at every single day when you come into work? And

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Speaker 1: try to get really prescriptive with the teams around doing that.

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Speaker 1: And so it is a continuous and ongoing basis that

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Speaker 1: we’re building that. And the key piece there is it’s

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Speaker 1: thoughtfully designed in an intentional way around trying to make

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Speaker 1: sure that we’re building the connections that we need to

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Speaker 1: have between teams. And that we’re making sure that we’re

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Speaker 1: always anchored towards this common set of aligned outcomes within

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Speaker 1: our own team, but also with the stakeholder groups. We

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Speaker 1: live embedded with our brand marketing teams. We live embedded

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Speaker 1: with our sales and customer teams. And so both understanding

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Speaker 1: what do we need to own in our own domain,

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Speaker 1: but what are those touch points out across the end-to-end

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Speaker 1: organization as well? And continuously working on defining and refining those.

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Speaker 1: And really trying to bring this framework of thoughtful alliteration

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Speaker 1: and intentional design, right? We talk a lot about how

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Speaker 1: do you think like a scientist? How do you work

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Speaker 1: in a hypothesis-driven way? How do you make sure that

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Speaker 1: every action you have, you’ve defined an intended outcome? You’ve

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Speaker 1: determined how you’re going to measure that. And then what’s

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Speaker 1: the frequency on which you’re going to go back and

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Speaker 1: check that? And then when you do, most importantly, what’s

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Speaker 1: the actions you’re going to drive based on what you

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Speaker 1: see when you measure? And we spend a lot of

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Speaker 1: time making sure that all of those things are thoughtfully designed.

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Speaker 3: Is there a KPI in your mind that represents we

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Speaker 3: connected with the consumer? Like, is it lifetime value? Is

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Speaker 3: there that North Star to really demonstrate how connected Canview

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Speaker 3: is to the consumer?

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Speaker 1: Fundamentally, it’s share and household penetration. Are we building our

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Speaker 1: relevancy with our consumer community? Are we reaching new consumers

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Speaker 1: and bringing them in? Are we growing our categories? Are

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Speaker 1: we growing our position in the categories? That’s ultimately what

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Speaker 1: all this anchors up to. And I think as we

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Speaker 1: think about what we’ve constructed as connected commerce, and we

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Speaker 1: haven’t really defined that on this call, but what we

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Speaker 1: brought together is we brought together integrated media, so national

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Speaker 1: and retail media, consumer experience, shopper marketing, e-commerce, all those

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Speaker 1: touch points where we touch the consumer, all brought together

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Speaker 1: and really made sure that what we’re clear on is

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Speaker 1: our goal is to drive our total business performance, right?

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Speaker 1: It’s to make sure that all of those things line up,

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Speaker 1: that we can meet the consumer wherever they are in

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Speaker 1: their journey, and we can drive them through that journey

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Speaker 1: towards purchase, wherever that purchase happens, in-store or online, ensure

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Speaker 1: that we’re delivering that seamless experience in the process. And

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Speaker 1: so the ultimate outcome we’re anchored to is our total

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Speaker 1: business performance, is our total relevancy with consumers as demonstrated

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Speaker 1: by whether they choose us at the shelf relative to

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Speaker 1: our competition.

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Speaker 2: I would love, if you’re comfortable, if you could provide

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Speaker 2: an example of how you’ve mobilized that end-to-end to e-commerce,

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Speaker 2: because what you have been able to achieve organizationally with

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Speaker 2: this connected commerce framework really creates almost like a Rube

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Speaker 2: Goldberg type scenario where like there’s so many different things

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Speaker 2: that kind of impact each other and make it work.

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Speaker 2: Is there a way you could break it to life

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Speaker 2: for us?

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Speaker 1: An example, and look, we’re getting better at this every

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Speaker 1: single day. And some of the cycle times for things

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Speaker 1: that we do are long, right? So if you think

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Speaker 1: about innovation cycle times, that work starts a couple of

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Speaker 1: years in advance in a lot of cases. And so

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Speaker 1: a place where There’s still room for improvement, but where

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Speaker 1: we’re really proud of the progress we’ve made that brings

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Speaker 1: some of this to life is with our recent Listerine

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Speaker 1: Clinical Solutions launch. And we’re in the middle of scaling

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Speaker 1: that to a national ship to trade right now. And

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Speaker 1: as you look at how we’ve focused on making sure

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Speaker 1: that we have the right assortment to win with the

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Speaker 1: consumer the right claims to drive against that both online

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Speaker 1: and in-store. We started with an exclusive launch at Walmart.

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Speaker 1: We’ve built a surround sound plan that talks about how

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Speaker 1: do we drive demand to this and awareness of these

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Speaker 1: new products online, in-store, across the entire ecosystem first at Walmart.

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Speaker 1: And now as we scale to other retailers, how do

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Speaker 1: we bring on the national media in a complimentary way?

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Speaker 1: How do we think about how that gets launched at

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Speaker 1: each retailer from a in-store presence perspective, from a retail

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Speaker 1: media perspective to support those things. It’s really making sure

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Speaker 1: that that is fully designed, fully articulated, and fully coordinated

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Speaker 1: across all of those different touch points to land not

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Speaker 1: just kind of in the individual parts, but really as

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Speaker 1: a holistic whole, right? And that all the different pieces

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Speaker 1: are singing in harmony there as we bring that to market. And,

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Speaker 1: you know, the early results have been really exciting and promising,

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Speaker 1: and we’re looking forward to continuing to build momentum there.

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Speaker 2: What do you think made this so much stronger? Was

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Speaker 2: it because the brand teams really have that consumer-first, commerce-holistic mindset?

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Speaker 2: Was it the first representation of things going through the

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Speaker 2: system the right way? What were the key ingredients to

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Speaker 2: making this a successful end-to-end connected commerce launch?

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Speaker 1: Yeah, it starts on the brand side with having really

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Speaker 1: great consumer insights around what consumers are looking for in

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Speaker 1: the marketplace, how their preferences are changing, where new entrants

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Speaker 1: are focused, right? What’s the category prototype and how is

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Speaker 1: it evolving and how do we develop innovation that advances

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Speaker 1: that prototype? With that great foundation, then it becomes how

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Speaker 1: do we bring this to market? How do we introduce

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Speaker 1: it to new consumers? How do we bring it through

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Speaker 1: from a retail and a demand generation perspective? And really

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Speaker 1: making sure that all of those pieces are connected and

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Speaker 1: constructed in a really coordinated and synchronized way, right? I

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Speaker 1: think a lot of times if you think about how

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Speaker 1: traditionally we’ve approached some of this work, you have a

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Speaker 1: brand team that’s thinking about sort of that innovation and

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Speaker 1: then the national media branding and messaging, right? They’re putting

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Speaker 1: together a retail playbook, but then you’re bringing that light

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Speaker 1: to life at each retailer with your shopper marketing teams

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Speaker 1: and agencies in an individual way. It’s really now making

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Speaker 1: sure that we’re designing all of the pieces as parts

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Speaker 1: of a coordinated holistic whole. We’re thinking about how we play.

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Speaker 1: We know what the strategy is from a brand positioning perspective.

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Speaker 1: We’re designing our search strategies online to steer into that.

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Speaker 1: We’re thinking about the digital shelf content in a way

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Speaker 1: that pulls through those client We’re making sure that all

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Speaker 1: of the pieces look the same, match up, whether you’re

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Speaker 1: finding out about this product through our national media campaigns,

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Speaker 1: whether you’re finding about it when you’re in store, whether

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Speaker 1: you’re looking online, you’ll see that consistency in how we

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Speaker 1: show up everywhere. And then we’re applying the learnings that

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Speaker 1: we get in each of those different touch points back

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Speaker 1: into the process. So, you know, as we see which

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Speaker 1: of the claims are working and where we drive kind

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Speaker 1: of through our AB testing and our digital shelf content,

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Speaker 1: how we pull that back into then the later parts

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Speaker 1: of our launch and make sure that we’re bringing the

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Speaker 1: most impactful learnings into the marketplace as we go there. So,

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Speaker 1: you know, there’s no magic to it. That’s the thing that’s,

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Speaker 1: I think, really fascinating about all of this stuff, right?

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Speaker 1: Is like fundamentally, It’s just around really tight, focused execution

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Speaker 1: and being on top of the details and making sure

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Speaker 1: that you’re connecting all of these different parts. And to

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Speaker 1: your point, what I think is really interesting from just

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Speaker 1: a thought exercise standpoint as you approach this is most

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Speaker 1: of this stuff is really easy to think about how

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Speaker 1: to do on a single use case, right? For a

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Speaker 1: single brand or at a single retailer across. But when

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Speaker 1: you have this complexity of trying to bring together, how

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Speaker 1: do we execute in a consistent, excellent way across categories,

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Speaker 1: across brands, across retailers?

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Speaker 2: Right?

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Speaker 1: That’s when it starts to get complex and challenging, right?

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Speaker 1: And that’s where the easy path off is to carve

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Speaker 1: off those chunks and to manage them individually. When you

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Speaker 1: do that, you just lose that continuity and you lose

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Speaker 1: the ability to really amplify and complement the whole. And

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Speaker 1: so it’s continuing to focus on just how do you

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Speaker 1: make sure that all of the vectors point in the

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Speaker 1: same direction across every single touch point towards the result

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Speaker 1: you’re trying to drive.

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Speaker 3: Eric, how do you think about balancing how the consumer

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Speaker 3: wants to shop various Canview categories and then pushing the portfolio,

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Speaker 3: even though the consumer may not want to shop the

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Speaker 3: entire Canview portfolio at once when they visit, let’s say,

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Speaker 3: a Walmart?

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Speaker 1: I think it’s a couple of different things, right? One,

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Speaker 1: we try to put the consumer at the center in

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Speaker 1: how we operate entirely, and that’s the principle of our

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Speaker 1: model fundamentally. Number two, we generally aim to show up

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Speaker 1: in the voice of our brands in a primary way.

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Speaker 1: So you’ll see us run some retail execution in a

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Speaker 1: portfolio level, but generally speaking, we We live in the

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Speaker 1: voice of our brands and activate from that perspective. But

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Speaker 1: what we’re looking for and where we’re challenging and pushing

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Speaker 1: and trying to drive our partners, whether they’re retail partners,

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Speaker 1: media partners, technology partners, is how do we start to

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Speaker 1: bring online these capabilities that let us understand the consumer journey,

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Speaker 1: intercept that consumer journey, and create those opportunities for clear adjacencies,

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Speaker 1: basket building, creating new usage occasions. It’s starting from the core,

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Speaker 1: making sure that the fundamental thing you’re doing is organized

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Speaker 1: and designed to meet consumer needs, but then really starting

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Speaker 1: to think about how do we use the power of data,

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00:22:33,160 –> 00:22:37,260
Speaker 1: the power of customization and personalization to kind of bring

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00:22:37,320 –> 00:22:39,619
Speaker 1: in the relevant information to relevant audiences at the right

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Speaker 1: times to drive some of these additive outcomes, whether that’s

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Speaker 1: promotional or media or shaping from a consumer experience perspective.

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Speaker 3: Makes sense. Well, we have to ask you our famous

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

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Speaker 1: I’ve done a lot of stupid things. I don’t know

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Speaker 1: that those are relevant or appropriate for this kind of conversation.

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Speaker 3: Well, let’s see how stupid.

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Speaker 1: So I’ll focus on one that’s maybe a little more

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00:23:04,680 –> 00:23:07,300
Speaker 1: closer here, right? And I think From a work standpoint,

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Speaker 1: the switch that I made to have kind of grown

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Speaker 1: up from a career standpoint in technology, to have developed

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Speaker 1: a degree of subject matter expertise and domain expertise there,

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Speaker 1: and then at a pretty developed point in my career,

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00:23:20,570 –> 00:23:23,909
Speaker 1: switched over entirely to a different domain, I think qualifies

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Speaker 1: from that standpoint. I deal every single day with managing

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Speaker 1: through imposter syndrome and trying to make sure that I

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Speaker 1: feel qualified to represent the teams that I represent and

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Speaker 1: do the work that I do. But it’s been an

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Speaker 1: incredible learning journey. And I think that’s always at the core, right?

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Speaker 1: When you think about growth and development, it happens when

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00:23:40,630 –> 00:23:42,369
Speaker 1: you step outside of your comfort zone. And this has

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Speaker 1: been one of the most engaging and exciting and challenging

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Speaker 1: examples of that in my career.

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Speaker 3: Well, you wear the pinstripes well. We wouldn’t know that

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00:23:51,130 –> 00:23:54,630
Speaker 3: you were feeling like an imposter. And we’re so appreciative

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Speaker 3: for your time.

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Speaker 1: Thanks so much for having me. And thanks for all

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Speaker 1: that you guys do for the industry.

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Speaker 3: If you enjoyed this episode and you want more examples

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00:24:04,470 –> 00:24:08,000
Speaker 3: of change management and getting a company to be a

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00:24:08,040 –> 00:24:10,740
Speaker 3: part of a mission, you can go listen to two

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00:24:10,800 –> 00:24:15,820
Speaker 3: great episodes from two mission-driven CEOs. One is from Seth

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00:24:15,840 –> 00:24:19,320
Speaker 3: Kaufman for when he was at Moet Hennessy, and then

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00:24:19,340 –> 00:24:22,420
Speaker 3: a more recent episode with Mark Klaus, the CEO of Campbell’s.

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Speaker 3: If you’re enjoying what you’re hearing, write a review, give

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00:24:26,180 –> 00:24:27,719
Speaker 3: us a like. Thanks for listening.

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

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00:24:51,720 –> 00:24:54,480
Speaker 4: and the host of Touch of Truth, a new podcast

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00:24:54,540 –> 00:24:57,980
Speaker 4: launching on the Adweek Podcast Network. My dad gave me

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00:24:58,020 –> 00:25:01,699
Speaker 4: this incredibly smart piece of advice. Meet everyone once. As

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00:25:01,740 –> 00:25:04,060
Speaker 4: a result, I’ve met some of the most fascinating and

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00:25:04,119 –> 00:25:07,220
Speaker 4: inspiring people on the planet. Now on Touch of Truth,

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00:25:07,450 –> 00:25:10,709
Speaker 4: we’re coming centre stage and sharing the mic to experience

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00:25:10,750 –> 00:25:13,609
Speaker 4: stories of truth, insights and visions for the future that

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00:25:13,630 –> 00:25:16,090
Speaker 4: will challenge your way of thinking. Touch of Truth is

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00:25:16,150 –> 00:25:19,679
Speaker 4: available wherever you listen to podcasts. New episodes come out

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00:25:19,880 –> 00:25:21,940
Speaker 4: every Tuesday. I do hope to see you there.