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Speaker 1: In a curious mind, typically uncovers things that they’re not

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Speaker 1: so comfortable with. But again, the curiosity gives you a

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Speaker 1: level of confidence that anything that you uncover.

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Speaker 2: Would be interesting to you.

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Speaker 1: And I think that drives who I am as a

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Speaker 1: person in the technology field, heavily complex technology field, or

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Speaker 1: even places where I had to develop a product that

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Speaker 1: was a software product that I’ve never really done before.

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Speaker 2: Or now innovation in the.

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Speaker 1: CPG space, which could be quite complex in the regulatory environment.

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Speaker 3: And so on.

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Speaker 1: So I think all of those areas, if you go

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Speaker 1: with a curious mind, it’s much easier for you to

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Speaker 1: face the difficulties that come with it.

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

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

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

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Speaker 4: And this is a show that talks about what’s relevant

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

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Speaker 4: have anyone who worked at Amazon who’s now a Profitero employee?

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Speaker 3: Yeah. It’s always interesting when we have people come to

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Speaker 3: us from Amazon versus like any other retailer or platform.

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Speaker 4: But yeah, you? No, I’ve had the opposite happen. I’ve

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Speaker 4: had Micmac employees go to Amazon. But, you know, you’re

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Speaker 4: just keeping it in the family.

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Speaker 3: I think I have more clients that used to work

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Speaker 3: at Amazon than I do employees at Profitero who used

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Speaker 3: to work at Amazon. That was my guess.

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Speaker 4: Yeah, agreed. And it’s actually amazing. You see that if

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Speaker 4: you have Amazon on your resume, like that’s a ticket

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Speaker 4: to a board seat sometimes.

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Speaker 3: Oh, there you go. You got the advice right here.

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Speaker 4: What’s so interesting is that you can definitely tell when

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Speaker 4: someone’s gone through the Amazon system that The culture there

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Speaker 4: is very strong. Strong’s a good word.

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Speaker 3: Strong’s a good word. I think also depends on like

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Speaker 3: which chapter of Amazon you’ve been through. You know, certainly

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Speaker 3: if you came up in the early, early days, the

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Speaker 3: scrappy nature is certainly a part of it. But there

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Speaker 3: is the day one mindset. But I think more than

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Speaker 3: anything else is a scrappy resilience and curiosity. What’s your take?

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Speaker 4: Everything that you say. Also, the idea of working in

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Speaker 4: small teams. being data-driven, per your point, just being simply relentless,

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Speaker 4: which we learn later in this episode that Amazon’s original

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Speaker 4: name was Relentless.com, which I never knew that fact.

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Speaker 3: I don’t think that was in Brad Stone’s book. When

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Speaker 3: we had Brad Stone, gosh, a couple of years ago,

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Speaker 3: the author of The Everything Store. I don’t remember reading

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Speaker 3: that part. I’m going to have to go back. But

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Speaker 3: that’s what Mir tells us. So we’re going to take

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Speaker 3: it as is.

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Speaker 2: Yeah.

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Speaker 4: So on that note, we’re about to bring Mir onto

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Speaker 4: the show, who you’ll see has a very fascinating career.

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Speaker 4: Started at NASA, moved to Amazon, and now he’s leading

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Speaker 4: the digital business at Spectrum Brands. Let’s bring Mir onto

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Speaker 4: the show where he talks about what he learned at

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Speaker 4: Amazon and how he applies it to his day-to-day work today. Mir, hi.

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Speaker 2: Hello, how are you? Good, good.

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Speaker 4: Before we get into everything… Can you share what is

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Speaker 4: Spectrum Brands? What brands might be in that portfolio that

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Speaker 4: we’d all be aware of?

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Speaker 1: Very nice to be here. Thanks for inviting me. Spectrum

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Speaker 1: Brands kind of operates in three different industries. So we

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Speaker 1: are in home and personal care, in home and garden,

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Speaker 1: and also pet care. So we have brands such as Remington,

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Speaker 1: Black & Decker. small appliances and hair appliances products. Russell Hobbs,

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Speaker 1: which is big in Europe for coffee machines and coffee

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Speaker 1: pots and so on. We also have Dreamborn brand, which

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Speaker 1: is a big brand, good and fun in the US

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Speaker 1: for the dog treats in space. We just recently launched

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Speaker 1: Cat Treats Meowie, which is a new brand we just launched.

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Speaker 1: It used to be from Europe, but we brought it

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Speaker 1: into the U.S. And in the home and garden side,

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Speaker 1: we have Spectracide, Cutter, Repel, some of these brands that

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Speaker 1: you see during the busy season starting in home and garden.

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Speaker 1: So we play in these three areas, but mostly innovations

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Speaker 1: are around the consumer brands that we bring to market

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Speaker 1: through different retailers and online and e-commerce.

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Speaker 4: You had me at Black & Decker. You have a

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Speaker 4: really interesting background for someone who’s working at a big

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Speaker 4: consumer products portfolio. In getting to know you, your story’s fascinating,

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Speaker 4: but you really started working at Boeing and NASA. And

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Speaker 4: now you’re at Spectrum Brands. I have a feeling that’s

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Speaker 4: like not a normal progression. So can you share how

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Speaker 4: you essentially went from NASA to, you know, CPG?

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Speaker 1: It’s an interesting story for sure, I would say, because

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Speaker 1: it is not a linear path that I took.

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Speaker 2: I grew up in Bangladesh.

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Speaker 1: So when I was growing up, I used to watch

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Speaker 1: space shuttle launches on TV, doing news and so on.

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Speaker 1: And my lifelong dream was to become an aerospace engineer

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Speaker 1: and work on space shuttle. But in Bangladesh at that time,

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Speaker 1: there was no aerospace engineering program. So I had to

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Speaker 1: go overseas. So I went to Australia. I got a

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Speaker 1: scholarship there. And I went to Australia to study aerospace engineering.

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Speaker 1: Then eventually I moved to US. I went to Purdue

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Speaker 1: University there. And then when I finished my engineering program,

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Speaker 1: I got a job in the space shuttle program as

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Speaker 1: an engineer after the Columbia accident. So it was kind

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Speaker 1: of coincidental in how it worked, but I happened to

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Speaker 1: just get into the program that I wanted to be

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Speaker 1: part of. So I did that after 20, 30 some launches.

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Speaker 1: I was pretty much an ingrained engineer there for many years.

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Speaker 1: And then the program ended. So when the program ended,

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Speaker 1: because US government decided that it wanted to commercialize most

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Speaker 1: of the space program through SpaceX and others. So I

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Speaker 1: decided that, hey, maybe I reached the goal of my

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Speaker 1: career that I wanted to be part of. And now

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Speaker 1: what should I do next? What should I find next

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Speaker 1: that’s interesting? So I went to business school and I

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Speaker 1: went into consulting. I did strategy and operations consulting for

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Speaker 1: about five years. And then Amazon out of the blue

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Speaker 1: reached out to recruit me in Amazon. running a marketplace

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Speaker 1: business for jewelry and watches. So that’s kind of how

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Speaker 1: I got into the e-commerce world, which was accidental almost

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Speaker 1: because I actually tried to convince the recruiter that I

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Speaker 1: was not the right person for this role. I had

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Speaker 1: no experience in retail at all. But they were like, no,

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Speaker 1: we hire unconventional people. That’s what we do. So I

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Speaker 1: kind of started there and I had a one year plan,

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Speaker 1: but I stayed almost seven years there. I kind of

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Speaker 1: liked it, I guess. And then I ended up in

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Speaker 1: Spectrum Brands. So it’s a journey, but the common thread

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Speaker 1: in that is it’s problem solving. So whether you’re solving

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Speaker 1: a space problem or engineering problem that’s complex, I think

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Speaker 1: e-commerce has quite a parallel there because it’s evolving constantly.

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Speaker 1: It’s changing a lot. You have to continuously find new

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Speaker 1: ways to compete in the market. And I think that’s consistent.

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Speaker 2: In my career.

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Speaker 4: You brought up business school. A lot of people struggle

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Speaker 4: around that decision of whether to go or not. What’s

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Speaker 4: your perspective based on your history?

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Speaker 2: It made me a better consumer.

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Speaker 1: That’s how I kind of summarize my experience in business school.

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Speaker 1: And I think obviously it’s needed to transition a career

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Speaker 1: because if you’re an engineer and applying for a business

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Speaker 1: role or e-commerce role, it’d be hard for you to

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Speaker 1: convince them otherwise, unless they’re Amazon and feels really okay

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Speaker 1: to hire anyone that has the skills that they need.

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Speaker 1: But Business school kind of made me a better consumer. Also,

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Speaker 1: let me understand how to think about overall strategy to execution.

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Speaker 1: In engineering, you’re given a problem and you work on

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Speaker 1: that problem. The strategy doesn’t really play a role so much,

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Speaker 1: but in business, that’s consistent. And I think that was

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Speaker 1: a good framework for me to use. Consistently showed up

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Speaker 1: in consulting when I went there and as well as Amazon.

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Speaker 1: So definitely made me a much smarter consumer and understanding

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Speaker 1: of the business part. And I think that was necessary.

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Speaker 1: Was it difficult in terms of learning and executing?

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Speaker 2: No, it wasn’t. But it was absolutely needed for my

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Speaker 2: current role.

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Speaker 3: Yeah, I’m not here to tell your career story per se,

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Speaker 3: but you know, you talk about Problem solving. I actually

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Speaker 3: think a big part of your career progression sounds like

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Speaker 3: a curiosity element. You talk about watching these space launches

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Speaker 3: and saying, you know, give me one of those. I

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Speaker 3: want to learn more about how it works. It sounds

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Speaker 3: like you’re the kind of person that likes breaking things down,

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Speaker 3: asking more questions. And yes, maybe earlier in your career

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Speaker 3: as an engineer or even, you know, in business school,

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Speaker 3: you’re actually getting in. but it sounds like you’ve actually

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Speaker 3: amassed some very strong leadership skills around curiosity that has

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Speaker 3: gotten you there. Again, I’m not an executive recruiter or.

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Speaker 2: Anything like that.

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Speaker 3: It just feels to me like you’ve got this really

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Speaker 3: insatiable curiosity, which is so critical for the job that

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Speaker 3: you’re in today, certainly.

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Speaker 1: Absolutely, you hit the nail on the head. If somebody

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Speaker 1: asked me what’s the single word that defines you, I

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Speaker 1: would say curiosity.

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Speaker 2: Because in my opinion, in.

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Speaker 1: A curious mind, typically uncovers things that they’re not so

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Speaker 1: comfortable with. But again, the curiosity gives you a level

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Speaker 1: of confidence that anything that you uncover would be interesting

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Speaker 1: to you. And I think that drives who I am

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Speaker 1: as a person in the technology field, heavily complex technology field,

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Speaker 1: or even places where I have to develop a product

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Speaker 1: that was a software product that I’ve never really done before.

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Speaker 1: Or now innovation in the CPG space, which could be

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Speaker 1: quite complex in the regulatory environment and so on.

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Speaker 2: So I think all of.

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Speaker 1: Those areas, if you go with a curious mind, it’s

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Speaker 1: much easier for you to face the difficulties that come

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Speaker 1: with it. And perhaps look at this Rubik’s Cube in

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Speaker 1: a different way and try to solve that problem, right?

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Speaker 2: That others will gloss over. So it actually helps me. Yeah.

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Speaker 3: I think that’s fantastic. I would love to to almost

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Speaker 3: see if and where we can find some parallels and

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Speaker 3: unpack this a little bit more as we think about

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Speaker 3: your most recent transition, obviously, the transition was a couple

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Speaker 3: of years back, but from your last job to your

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Speaker 3: current job, from your Amazon job to your Spectrum job,

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Speaker 3: what is it that you took from your Amazon experience?

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Speaker 3: So you went from retail to CPG, which we’ve seen

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Speaker 3: happen before, but not with the kind of precursors that

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Speaker 3: you’ve had. What are the curiosity elements that you took

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Speaker 3: from Amazon that you then brought, either it’s in mindset

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Speaker 3: or behaviors or just basic practices?

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Speaker 2: We talked about business school.

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Speaker 1: I think Amazon is really one of the greatest training

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Speaker 1: grounds for management. So as I was managing different categories

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Speaker 1: or businesses in Amazon, What I learned is that the

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Speaker 1: biggest element that I had is the leadership principles that

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Speaker 1: Amazon had. And I still subscribe to those leadership principles

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Speaker 1: in a way that I operate my current business in

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Speaker 1: Spectrum Benz. That is not to say that I influenced

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Speaker 1: the culture, but I didn’t change the culture of Spectrum Benz.

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Speaker 1: I’m very aware of that, and I try not to

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Speaker 1: do that. On the other hand, that enhances the way

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Speaker 1: I operate. The second part is data. Amazon teaches you

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Speaker 1: how to use data as an arbiter in decision making.

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Speaker 1: You actually circumvent levels or expertise or certain biases and

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Speaker 1: use data to guide your decision making. When I came

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Speaker 1: to Spectrum Brands, that was not an inherent part of

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Speaker 1: the culture, but I brought that perspective with a curious mind,

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Speaker 1: of course, but then using data to really help us

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Speaker 1: arrive at a conclusion. And test and learn the experimentation,

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Speaker 1: because in the field that I’m in, experimentation is key,

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Speaker 1: perhaps because there’s no 100% solution.

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Speaker 2: In many cases, you have 80% of the data.

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Speaker 1: So that ambiguity of 20%, you do have to open

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Speaker 1: your mind to test something. in a small scale, and

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Speaker 1: then use the results to scale from there. So that

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Speaker 1: is something that’s very inherent in the culture and spectrum

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Speaker 1: now after two years. And I’m very proud to say

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Speaker 1: that I have some part to play in it because

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Speaker 1: of the mentality that I brought in from Amazon. So

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Speaker 1: it’s not going somewhere and take your mindset of that

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Speaker 1: place and transform the other place, terraform the other place.

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Speaker 1: It’s more to do with how you augment it to

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Speaker 1: the best of that place and then find something hybrid

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Speaker 1: that’s going to be really be the recipe for success.

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Speaker 4: What are some of those Amazon leadership principles that you’ve

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Speaker 4: held on to? I think we all know the famous,

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Speaker 4: you can’t have a meeting larger than the size of

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Speaker 4: a pizza box. But like, what are those principles that

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Speaker 4: you’re carrying forward?

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Speaker 1: One thing I think Sarah brought up earlier that I

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Speaker 1: ask a lot of questions. So deep is a big

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Speaker 1: one where you must ask why’s many times to really

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Speaker 1: understand the layers of the onion in what’s going on

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Speaker 1: as a manager. I have to audit my team that

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Speaker 1: is a few layers deep. So if I don’t ask

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Speaker 1: many why’s, it’s hard for me to really understand, are

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Speaker 1: they on the right track or not?

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Speaker 2: So I would always be surprised otherwise.

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Speaker 1: So there’s a mechanism I use, which is weekly business

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Speaker 1: review in our organization, where that’s the rigor that I

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Speaker 1: used in Amazon. And we talk about the details of

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Speaker 1: the business, what’s working, what’s not working, how to look

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Speaker 1: around the corner, and actually accepting the fact that some

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Speaker 1: things are not working. That’s okay because it’s an open

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Speaker 1: and transparent forum. And all the team members are there

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Speaker 1: to have an open discussion as well and take the

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Speaker 1: next move. So I think that creates this sense of ownership,

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Speaker 1: which is another leadership principle, and delivering results. Because above all,

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Speaker 1: all the ideas are great, but they’re not great enough

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Speaker 1: if you’re not delivering.

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Speaker 2: Results, right?

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Speaker 1: So So people have to have this short-term and long-term view.

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Speaker 1: And then the pizza team idea that you brought up,

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Speaker 1: which is a big one that works really well with

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Speaker 1: tech teams in Amazon, as well as business teams, because

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Speaker 1: you are not having too many people focus.

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Speaker 2: On the same thing.

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Speaker 1: But a small amount of people focus on a very

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Speaker 1: focused area, a particular problem that is difficult to crack.

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Speaker 1: but they wouldn’t come out of the room until they

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Speaker 1: had some ideas to operate on, right? And I think

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Speaker 1: that works really well. It’s the transparency and then the

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Speaker 1: ability to kind of dig into the details of the problem.

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Speaker 2: Whiteboarding is quite common. in Amazon.

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Speaker 1: And we try to do the same thing in spectrum

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Speaker 1: brands because a lot of things in supply chain and

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Speaker 1: especially forecasting and demand planning, as you know, for e-commerce

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Speaker 1: businesses are very difficult to really achieve accuracy. So we

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Speaker 1: have to do a lot of experimentation and learn how

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Speaker 1: it actually works. So a lot of those elements are

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Speaker 1: coming from these pizza teams. We don’t really call it

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Speaker 1: Pizza Team because I don’t want it to be sounding

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Speaker 1: like I’m Amazonified everything, but I want to make sure

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Speaker 1: that people have a way, means to approach these problems

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Speaker 1: that are difficult.

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Speaker 4: You’re now around year three at Spectrum Brands, and you’ve

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Speaker 4: been a part of this transformation to really make digital

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Speaker 4: a growth engine to the business. What are you working

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Speaker 4: towards and how do you motivate the team to get

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Speaker 4: towards that North Star?

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Speaker 2: It’s a great question.

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Speaker 1: When I came into this company, I operate a central

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Speaker 1: organization and it supports the business units and other functions.

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Speaker 2: So it was looked at as a cost center.

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Speaker 1: And I had to kind of change that paradigm because

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Speaker 1: my team has a direct input on a sizable chunk

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Speaker 1: of our commercial business. I had to build a shadow

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Speaker 1: P & L to show them, like, how do we

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Speaker 1: help with revenues? How do we help with cost and efficiency?

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Speaker 1: How we run media, for example. I had to change that.

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Speaker 1: So in that regard, I had to build a year-long,

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Speaker 1: like a yearly plan and a three-year plan. So three-year

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Speaker 1: plan had some visions where it needed to not only

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Speaker 1: introduce new products to market and test and learn how

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Speaker 1: we do innovation, because commercialization is the big aspect of

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Speaker 1: how you drive success in the market. But we changed

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Speaker 1: that through our business model where we actually would commercialize

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Speaker 1: first on some of the digital first channels and then

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Speaker 1: test there to see what needs to be perfected and

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Speaker 1: then go for broader commercialization elsewhere. which gives us a

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Speaker 1: lot more higher success rate. Also, we’re able to manage

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Speaker 1: the economics better.

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Speaker 2: That’s one innovation.

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Speaker 1: The second thing is, I would say that we’re able

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Speaker 1: to drive consumer perception of our products through ratings and reviews.

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Speaker 1: For example, the sentiment analysis at the product level across

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Speaker 1: different platforms, which is a great way for people to know,

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Speaker 1: is the product actually resonating? Is there something else going

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Speaker 1: on here that consumers don’t know how to use? So,

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Speaker 1: We could address those through content or sometimes through our

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Speaker 1: innovation roadmap. So all of those are direct input to

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Speaker 1: how the company actually innovates, would innovate the products. And

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Speaker 1: then the media part, which is the biggest one that

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Speaker 1: we have, a sizable portion of our media is run internally.

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Speaker 1: So we have a content development team as well as

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Speaker 1: the media strategy and execution and measurement team. So they

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Speaker 1: actually took more and more work out of the agencies

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Speaker 1: and drove through internally. The key operating principle here is

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Speaker 1: quality and speed. So we want to drive speed and

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Speaker 1: we want to make sure that we can optimize as

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Speaker 1: often as quickly as possible so we can drive the

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Speaker 1: KPIs on the media. And it’s a connected media, full funnel.

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Speaker 1: I was saying earlier that if I wasn’t setting those

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Speaker 1: visions and changing, then probably I’m not doing my role up.

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Speaker 1: And since this area is changing, you know, I was earlier,

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Speaker 1: I met you, Rachel, in Las Vegas in ShopTalk.

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Speaker 2: And one of the emerging.

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Speaker 1: Part of this industry right now is AI, generative AI,

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Speaker 1: in how we use AI to actually be more efficient

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Speaker 1: in what we do. So there is an opportunity there

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Speaker 1: that I’m trying to explore and learn about at the moment.

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Speaker 1: I’m not a big practitioner of it yet, but I

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Speaker 1: intend to make best use of it as soon as

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Speaker 1: I uncover some diamonds.

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Speaker 2: And also, I think that’s kind of what’s working for.

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Speaker 3: Us at the Let me ask you a question that

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Speaker 3: kind of ties what you just said with some of

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Speaker 3: the stuff we were talking about earlier. You’re almost like

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Speaker 3: an executive chef. You’ve got all the ingredients and now

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Speaker 3: you’ve got to figure out your menu and your recipe.

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Speaker 3: But even if we’re just looking at a singular recipe,

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Speaker 3: you’re saying you can’t sacrifice speed or quality. So now

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Speaker 3: you’ve got to make this delicious recipe from the ingredients

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Speaker 3: that you have with specific parameters. How do you decide

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Speaker 3: your next best action? How do you think through that sequencing? Like,

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Speaker 3: how do you take that engineering mind and that curiosity

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Speaker 3: to go from various disparate teams that might be like,

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Speaker 3: let’s just say your ingredients in your pantry to a

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Speaker 3: well-oiled ways of working?

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Speaker 1: The greatest equalizer for any business is the P &

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Speaker 1: L mindset. So in the P & L, you have

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Speaker 1: inputs and outputs, which is something how I learned to

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Speaker 1: operate in Amazon.

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Speaker 2: And I take that mindset here.

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Speaker 1: So I lay out all the inputs, inputs to market share,

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Speaker 1: Organic share of voice, paid share of voice, profitability, top line.

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Speaker 1: Take all of those, what inputs drive those? And then

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Speaker 1: after you analyze, after you kind of determine the inputs,

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Speaker 1: then you have to see which team owns those inputs.

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Speaker 1: And you have to kind of figure out how those

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Speaker 1: team really work together to get the best input possible.

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Speaker 1: And the outputs are really something that you can’t really

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Speaker 1: control that much unless you control the inputs. So that

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Speaker 1: is the equivalency that helps us kind of come to

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Speaker 1: the same level. of our working mode between the business

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Speaker 1: unit and my organization, because that’s where the collaboration comes in.

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Speaker 1: And if we’re using agencies, the same thing applies. So

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Speaker 1: you can use the same set of languages and inputs

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Speaker 1: to talk to the agency to make sure that the

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Speaker 1: agency is also on the same page in how we

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Speaker 1: want to drive efficiency. I think that’s what helps us.

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Speaker 1: And I think that’s more of an engineering way of

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Speaker 1: thinking versus just sporadically trying.

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Speaker 2: To achieve something.

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Speaker 4: Well, Mir, we have to ask you our famous last question,

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Speaker 4: which is what’s the bravest thing you’ve ever done?

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Speaker 2: I have two examples.

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Speaker 1: One is probably more professional, which is pivoting from engineering

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Speaker 1: to business was very scary for me because engineering mindset

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Speaker 1: and the way you do things is, It’s pretty specific

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Speaker 1: and you know your tools and you know how to

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Speaker 1: use them. So when I went into business, it became

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Speaker 1: much more ambiguous. So it was like ambiguity was something

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Speaker 1: that I had to get used to. So it was

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Speaker 1: one of the biggest things that I had to grapple

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Speaker 1: with before I made that plunge. Ambiguity actually is something

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Speaker 1: that I got used to and I enjoyed because of

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Speaker 1: my curious mind. So that was probably one of the

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Speaker 1: most scariest things that I’ve done in my life. On

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Speaker 1: a personal level, when I went to Australia, I had

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Speaker 1: a 50% scholarship. So my other 50% of my tuition

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Speaker 1: and living expenses, I had to source for myself. So

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Speaker 1: I actually did something very daring. I took a cash

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Speaker 1: advance on my credit card, $ 21, 000, I still remember, and

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Speaker 1: I bought a cab. And I analyzed that if I

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Speaker 1: worked nonstop for three months during summer, I would be

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Speaker 1: able to pay off this cab. So I paid off

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Speaker 1: this cab. After three months, I did exactly what I

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Speaker 1: thought I would do because the cash advance was pretty expensive.

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Speaker 1: And then I had these two drivers that drove the

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Speaker 1: cab day and night. And I drove sometimes on the weekends.

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Speaker 1: That’s how I actually paid for my education. So it

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Speaker 1: was very scary when I did it. But looking back

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Speaker 1: at it now, I’m very happy that I did.

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Speaker 4: That is so awesome. Where was this cab? In Australia

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Speaker 4: or in India?

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Speaker 2: In Melbourne, Australia.

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Speaker 1: If you ever went to Melbourne and you got lost

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Speaker 1: and you called me up, I would be able to

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Speaker 1: tell you how to get to Melbourne.

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Speaker 2: Point A to point B because I know.

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Speaker 4: Oh my gosh. I love that story. And talk about

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Speaker 4: investing in yourself.

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Speaker 1: Yeah. I mean, look, end of the day, you know,

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Speaker 1: it’s the challenges you take, but you have to be relentless.

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Speaker 1: I don’t know if you know this. Amazon used to

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Speaker 1: be called relentless.com at the beginning. And I actually felt

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Speaker 1: that very well when I worked there is that people

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Speaker 1: there are constantly driving something in a very relentless way.

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Speaker 1: I think that’s a big takeaway for me is that

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Speaker 1: if you really believe in something, you just don’t know

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Speaker 1: how to say no.

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Speaker 2: You don’t know how to just stop. That’s a great

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Speaker 2: way to achieve something.

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Speaker 4: Yeah, you’re speaking to a successful quality in any employee

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Speaker 4: or entrepreneur. So I totally agree. Well, Mir, thank you

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Speaker 4: for all your lessons. I really personally have enjoyed getting

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Speaker 4: to know you over recent times. So give them a

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Speaker 4: follow and we’re appreciative for your time.

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Speaker 2: Thank you so much, Rachel. Very nice meeting you guys.

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Speaker 2: Appreciate it.

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Speaker 4: If you enjoyed listening to this episode and you want

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Speaker 4: to go down a journey of other people who’ve had

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Speaker 4: stints at Amazon that we’ve had on the show, you

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00:22:41,210 –> 00:22:44,710
Speaker 4: can go check out our episode with Vinnie Rinaldi from Hershey’s.

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Speaker 4: He had a stint at Amazon. You can also go

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00:22:48,210 –> 00:22:51,639
Speaker 4: way back into the archives and check out Dave Glick,

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00:22:51,720 –> 00:22:56,740
Speaker 4: who was an original, like real original Amazon employee. And

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Speaker 4: we believe that Dave is now at Walmart. Or go

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00:22:59,119 –> 00:23:02,139
Speaker 4: check out a dear old friend of ours, Elizabeth Bennett,

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Speaker 4: who also was an original Amazon employee and then made

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Speaker 4: her way to CPG. If you’re enjoying what you’re hearing,

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00:23:08,690 –> 00:23:11,470
Speaker 4: tell a friend. Give us a shout on LinkedIn. Write

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Speaker 4: us a review. Thanks for listening.

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Speaker 1: Hi, I’m Jackie Cooper, Global Chief Brand Officer at Edelman

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Speaker 1: and the host of Touch of Truth, a new podcast

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Speaker 1: launching on the Adweek Podcast Network.

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Speaker 3: My dad gave me this incredibly smart piece of advice,

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

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

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Speaker 1: Now on Touch of Truth, we’re coming centre stage and

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00:23:55,030 –> 00:23:58,359
Speaker 1: sharing the mic to experience stories of truth, insights and

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00:23:58,400 –> 00:23:59,840
Speaker 1: visions for the future that will.

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00:23:59,720 –> 00:24:01,120
Speaker 3: Challenge your way of thinking.

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Speaker 1: Touch of Truth is available wherever you listen to podcasts.

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Speaker 1: New episodes come out every Tuesday. I do hope to

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Speaker 1: see you there.