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Speaker 1: You know, when we look at our Shea Moisture business,

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Speaker 1: we look at our Dove business, these are all brands

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Speaker 1: that are really, the DNA is inclusive. And those are

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Speaker 1: the brands that are growing the fastest. Those are the

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Speaker 1: brands that have the strongest brand power because of that impact.

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Speaker 1: So you start with the business case and wire your

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Speaker 1: business to address needs. It’s not a non-for-profit endeavor. And

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Speaker 1: it’s the belief in community commerce. You invest in the

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Speaker 1: community where you earn your profits and you can do

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Speaker 1: more in those communities. That’s the cycle. And shareholders are

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Speaker 1: also rewarded.

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

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Speaker 3: I’m Rachel Tippegraph, 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. So Sarah, it’s February,

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Speaker 3: which means it’s Black History Month. And you and I

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Speaker 3: made a pact this year that we were going to

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Speaker 3: get more diverse voices on the show. I actually think

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Speaker 3: historically we’ve done a pretty decent job But the intentionality

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Speaker 3: behind what we’re trying to do to ensure that we

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Speaker 3: have representation across the ecosystem has been a big effort

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Speaker 3: between you and I in the early weeks of this year.

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Speaker 1: Absolutely.

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Speaker 2: The combination of diversity, but also what you see and

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Speaker 2: what you don’t see. Sometimes there are people that are

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Speaker 2: very diverse and you don’t actually realize it because it

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Speaker 2: is not as visible. So here this month, we are

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Speaker 2: recognizing diversity of color. But I also think that as

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Speaker 2: we speak with a lot of our guests, our audience

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Speaker 2: starts peeling back onions a little bit more and seeing

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Speaker 2: that diversity comes in more flavors, if you will. But

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Speaker 2: I think there’s a lot that has to happen for

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Speaker 2: that to come out, whether it’s what you can see

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Speaker 2: as well as what you can’t see.

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Speaker 3: No, absolutely. One of the greatest things about building Micmac

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Speaker 3: is the opportunity to just meet so many phenomenal executives.

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Speaker 3: One of the executives that came into my life a

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Speaker 3: few years ago is A.C. Eggleston Bracey, a key, key

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Speaker 3: leader at Unilever, which is a partner of ours. And

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Speaker 3: from the moment I met her, I was like, wow,

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Speaker 3: this is a woman that is changing the world.

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Speaker 2: She does it in so many ways. And what’s really

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Speaker 2: incredible about her is that she wants to change the world,

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Speaker 2: but she’s figuring out both practical and bold ways to

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Speaker 2: do that. Leveraging the cloud that she brings as a

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Speaker 2: phenomenal businesswoman, the creativity and the She’s just a zagger.

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Speaker 2: Some people zig, she zags. She was one of the

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Speaker 2: OGs of the Febreze idea, which I just love as

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Speaker 2: just a case study for what real R & D

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Speaker 2: innovation means. But she is a zagger as it relates

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Speaker 2: to what it means to stand up for diversity.

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Speaker 3: You talked about her creating Febreze. I think one of

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Speaker 3: her legacies that she’ll continue to build is is really

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Speaker 3: driving the Crown Act, which is to ensure that there’s

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Speaker 3: no anti-hair discrimination. And she’s using Dove as a platform

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Speaker 3: to make that happen.

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Speaker 2: It’s the combination of doing what’s right and staying true

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Speaker 2: to who you are and growing business. They don’t have

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Speaker 2: to be at odds with each other.

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Speaker 3: If you’re a corporation listening, please tune into the whole show.

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Speaker 3: Towards the end, AC talks about a framework that we

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Speaker 3: truly believe can bring more diversity to the workplace. So

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Speaker 3: tune in. You’re in for such a treat. Today, I

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Speaker 3: am so excited to have a marketing legend onto the show, A.C.

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Speaker 3: Eggleston Bracey, the president of Unilever USA, the CEO of

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Speaker 3: Personal Care for their North America business. A.C., so wonderful

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Speaker 3: to see you.

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Speaker 1: Oh, it’s great to be here. Thank you for having me.

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Speaker 3: Of course. So I’ve had the pleasure of getting to

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Speaker 3: know you over the past few years, and I think

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Speaker 3: One of the most interesting things about your background is

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Speaker 3: that you started your career at P & G. We’ve

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Speaker 3: had a few P & G alums onto the show,

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Speaker 3: and all of those people have sort of made it

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Speaker 3: to the C-suite. You spent 25 years there. What is

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Speaker 3: it about P & G that creates the executives of tomorrow?

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Speaker 1: That’s such a good question. I would say P &

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Speaker 1: G has a reputation for being a great place to

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Speaker 1: start your career. but not necessarily a place that you’re

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Speaker 1: trying to stay. It’s built as you get your PhD

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Speaker 1: in brand management and marketing at P & G. So

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Speaker 1: I think it attracts people that are looking for that,

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Speaker 1: looking for that rigorous analysis and really understanding and learning

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Speaker 1: the industry. You have such a broad portfolio in CPG

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Speaker 1: across so many different categories and companies. And the culture,

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Speaker 1: particularly in marketing and brand management is up or out.

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Speaker 1: And that’s what I appreciated about it. I always would

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Speaker 1: know where I would stand and either I was moving

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Speaker 1: up or I was moving out. So you’re not really

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Speaker 1: staying stagnant. And I think about marketing executives and C-suite leaders,

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Speaker 1: they’re like-minded in that way. And the culture and that

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Speaker 1: rigor is attractive.

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Speaker 3: Now, you said people don’t like to stay, but you

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Speaker 3: stayed for 25 years. That’s quite some time.

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Speaker 1: I did. You said up or out. She was up.

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Speaker 4: Right.

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Speaker 1: I was going up. And really, there are two things

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Speaker 1: that I want to say. For me, I had so

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Speaker 1: many different experiences. I was there for 25 years. I

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Speaker 1: probably worked eight or 10 different places. I actually haven’t counted.

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Speaker 1: I should do that. So it just kept changing. And

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Speaker 1: it was a good culture fit for me. I started

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Speaker 1: as an engineer and P & G also had a

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Speaker 1: reputation for being analytical. So I could really connect to

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Speaker 1: that side, but I learned to explore my more creative

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Speaker 1: side because I was around so many like-minded analytical people.

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Speaker 1: The flip side you have with P & G leaders,

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Speaker 1: if you stay too long, you ask yourself, can you

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Speaker 1: be successful in another culture? Because it is a very

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Speaker 1: particular culture. And so I got to a point that

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Speaker 1: I was ready to be in a different culture because

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Speaker 1: At the time I was there, you were more protected

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Speaker 1: kind of from the outside world because there was a

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Speaker 1: P & G way and you had a lot of infrastructure.

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Speaker 1: And so when I left P & G, I saw

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Speaker 1: the real world. It was like exhilarating. I didn’t have

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Speaker 1: as much done for me. I hate to say it.

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Speaker 1: I don’t want to say that you were coddled. You

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Speaker 1: just have a lot of resources. Learning how to work

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Speaker 1: in an environment that doesn’t have as much. is really

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Speaker 1: a great way to test yourself as a leader. So

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Speaker 1: I appreciate very much my P & G foundation and training,

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Speaker 1: all the kinds of experiences. And I was always not

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Speaker 1: in the core side. Like I ran makeup. I was

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Speaker 1: always like more in the entrepreneurial projects. I started for Breeze.

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Speaker 1: I did all these things. I just kept it interesting. So,

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Speaker 1: and when people would hear that I was still at

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Speaker 1: P & G, they’d say, not AC. I can’t believe

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Speaker 1: she’s still at P & G because they didn’t view

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Speaker 1: my spirit as someone that would stay in one company

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Speaker 1: in a corporate America that long, but it worked for me.

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Speaker 1: And I’m happy to be retired from P & G

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Speaker 1: and have explored the world outside of P & G

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Speaker 1: as well.

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Speaker 2: I think that’s fantastic. My grandmother had given me some

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Speaker 2: very good advice when I was a teenager and she

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Speaker 2: was like, standing still is going backwards, which turned out

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Speaker 2: is just something people say. But at the time I

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Speaker 2: thought that was like the most profound thing. But I

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Speaker 2: think the way that you took advantage of what you

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Speaker 2: could within P & G. And did you say you

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Speaker 2: were on the.

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Speaker 1: Launch team for Febreze?

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Speaker 2: Were you like part of the OG?

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Speaker 1: Yeah, I was the original. I was the OG, myself

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Speaker 1: and a few other people. I was in the fabric

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Speaker 1: softener category. And the leader at the time said, how

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Speaker 1: are we going to meet our year 2000 goals? We

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Speaker 1: need new business. And so they asked me to go

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Speaker 1: to this offsite and to represent marketing as a team.

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Speaker 1: And Febreze came out of that. I was young. I

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Speaker 1: was right out of school, didn’t have a lot of money,

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Speaker 1: and I would hate going to bars and that my

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Speaker 1: blazers would get smelly and they weren’t even dirty. So

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Speaker 1: I literally brainstormed this concept around what if there was

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Speaker 1: something that could get odors out of hard to clean

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Speaker 1: fabrics to avoid dry cleaning. And Febreze came out of that.

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Speaker 1: It ranked pretty high in the testing along with a

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Speaker 1: few other ideas. We partnered with R & D, got

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Speaker 1: a prototype, and it was like a game changer. And

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Speaker 1: then Being in the ground, we realized the big opportunity

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Speaker 1: wasn’t clothes because people actually think it’s kind of disgusting

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Speaker 1: to cover up odors on your clothes, that it was

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Speaker 1: in household fabric. So yeah, I named it, but it

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Speaker 1: was Febreze, F-A-B-R-E-Z-E. Then we changed it to an E.

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Speaker 1: So I was in the ground floor, but I never

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Speaker 1: took it national. I took it to a test market

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Speaker 1: and there were people much brighter than myself that made

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Speaker 1: it the billion dollar brand that it is today.

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Speaker 2: It’s not just that you launched a billion dollar brand.

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Speaker 2: it’s the idea of seeing something that people haven’t said

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Speaker 2: they need. And so, you know, I just kind of

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Speaker 2: glommed onto what you said about everything around P & G,

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Speaker 2: but I think people that can see the unseeable and

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Speaker 2: then the rest of the world just says, oh gosh,

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Speaker 2: darn it, why didn’t I think of that? That’s the

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Speaker 2: essence of what makes for great brand builders because you’re

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Speaker 2: not just saying, okay, how do I just take a

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Speaker 2: SharePoint here or SharePoint there? There really is so much

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Speaker 2: movement that happens. And I don’t think people appreciate that

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Speaker 2: nearly as much. They look at it as capitalism, which

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Speaker 2: it is. But I think what you did there is

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Speaker 2: not something that people think can come out of a

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Speaker 2: company as big as a P & G. So I

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Speaker 2: understand you almost were like an entrepreneur, if you will.

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Speaker 1: You said a couple of things that I think are important.

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Speaker 1: I didn’t come into business because of business. I actually

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Speaker 1: came into it to help people and I could see

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Speaker 1: the opportunity. And I’m a big believer in human centricity.

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Speaker 1: You create business when you find what people need and

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Speaker 1: you create solutions to people’s problems. And the first part

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Speaker 1: of my career, I did that through product. And then

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Speaker 1: later I found that you could do so much more

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Speaker 1: than just product. And so the Febreze example is an

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Speaker 1: example of that. When you really looked at people that

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Speaker 1: were struggling with odors in their homes, there were lower

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Speaker 1: income people living in small quarters that maybe had people

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Speaker 1: live with them who were smoking and had pets. And

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Speaker 1: their home was like their castle and their oasis, but

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Speaker 1: they never felt comfortable when people were coming over. Did

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Speaker 1: their home smell funny? And Febreze created a source of confidence,

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Speaker 1: peace with having a tool, control, knowing that their home

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Speaker 1: would be fresh. So, yes, you know, you create business,

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Speaker 1: you have multiple stakeholders, you help people and then you

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Speaker 1: reward it for helping people. And that’s with profit, but

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Speaker 1: it allows you to help people more. And I see

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Speaker 1: it as a virtual cycle. And then later in my

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Speaker 1: career past P & G at Unilever, this is very

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Speaker 1: much why I joined Unilever. And that really this whole

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Speaker 1: idea of human centricity and making impact even beyond the product.

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Speaker 1: And that’s what, you know, when we’re later in our careers,

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Speaker 1: we want to do more. Just sell. We want to

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Speaker 1: make a big impact. But, you know, I started learning

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Speaker 1: that at P & G, but really built upon that.

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Speaker 1: And what I’m doing at Unilever, also at P &

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Speaker 1: G on beauty and cover girl. And, you know, I

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Speaker 1: had the privilege of being the marketing director and general

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Speaker 1: manager of that business over the years and seeing the

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Speaker 1: impact of having people be seen in beauty and what

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Speaker 1: that did not just for the business, but for society

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Speaker 1: at large. And then now with Unilever and championing for

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Speaker 1: the Crown Act on behalf of Dove, you know, whose

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Speaker 1: life work is all about beauty inclusivity. Certainly the product

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Speaker 1: makes a difference, but it really beyond the product. It’s

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Speaker 1: the imagery that’s out in the marketplace and then the

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Speaker 1: programs where you can actually put an end to race-based

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Speaker 1: hair discrimination. So it’s back to what you said very well, Sarah,

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Speaker 1: around solving people problems, human centricity. It’s well beyond capitalism.

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Speaker 1: It’s about using our business and brands as a platform

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Speaker 1: to do good and make an impact.

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Speaker 3: So you said this is why you came to Unilever.

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Speaker 3: Unilever has obviously had really strong DNA in trying to

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Speaker 3: do good and do more for society. For people who

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Speaker 3: perhaps work at organizations where diversity, inclusion, social impact is

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Speaker 3: struggling to tie itself to business results, how do you

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Speaker 3: suggest they can go about building a business case internally

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Speaker 3: to create real change?

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Speaker 1: Rachel, I do think it starts with the business case.

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Speaker 1: And this is what I’ve always done with Unilever. But

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Speaker 1: before Unilever, it is stunning the demographic changes that are

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Speaker 1: happening in the world. You know, I lived in Switzerland

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Speaker 1: for eight years. And I remember when I left the U.S.

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Speaker 1: to live in Switzerland in 2009 and when I came back.

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Speaker 1: it was a noticeable difference in the demographics. You know, 40%

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Speaker 1: of Americans are people of color. If you think about

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Speaker 1: the most influential group, Gen Zs, you know, now one

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Speaker 1: in two babies born are babies of color. I think

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Speaker 1: it’s up to now, up to age eight, it’s 50%.

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Speaker 1: And so we’re really going to drive the business. We

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Speaker 1: have to appeal to the growing demographics of the future.

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Speaker 1: Some of that is the visible diversity, but a lot

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Speaker 1: of it, Gen Zs being influential as the mindset diversity.

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Speaker 1: So the way you’re going to persist as a business

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Speaker 1: is to be, you know, we call it being future fit,

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Speaker 1: is to appeal to those demographics. And so the how

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Speaker 1: to appeal to the demographics are certainly to meet product needs,

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Speaker 1: but it’s also to meet what I call heart or

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Speaker 1: spiritual needs, which really plays in the area of diversity, equity, inclusion,

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Speaker 1: and belonging and purpose and impact. So it does start with,

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Speaker 1: it starts with the business case for impact and the

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Speaker 1: belief that also values that the purpose of business is

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Speaker 1: to do good in the world, but they’re not mutually

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Speaker 1: exclusive because that belief on business is shared with the

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Speaker 1: philosophy of Gen Z. Younger generations and underserved populations also

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Speaker 1: believe that. And so we’ve proved it. You know, when

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Speaker 1: we look at our Shea Moisture business, we look at

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Speaker 1: our Dove business, these are all brands that are really,

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Speaker 1: the DNA is inclusive. And those are the brands that

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Speaker 1: are growing the fastest. Those are the brands that have

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Speaker 1: the strongest brand power because of that impact. So you

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Speaker 1: start with the business case and wire your business to

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Speaker 1: address needs. It’s not a non-for-profit endeavor, right? And it’s

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Speaker 1: the belief in community commerce. You invest in the community

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Speaker 1: where you earn your profits and you can do more

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Speaker 1: in those communities. That’s the cycle. And shareholders are also rewarded.

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Speaker 3: I’m in entire agreement with what you just said.

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Speaker 1: Beyond.

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Speaker 3: race, right? With Gen Z, there’s five times as many

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Speaker 3: that are identifying as non-binary or transgender.

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Speaker 1: Absolutely.

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Speaker 3: And you think about commerce right now, and it’s so static. Like,

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Speaker 3: The level of personalization that’s going to be required to

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Speaker 3: talk to the next generation of shoppers is unprecedented.

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Speaker 1: I can just add three or four exclamation marks to that.

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Speaker 1: It’s a big D. It’s a big D. It’s not

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Speaker 1: about what’s visible in so many ways. And it’s not

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Speaker 1: one size fits all. And that’s what this marketplace enables. Technology,

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Speaker 1: digital commerce enables is that individuality. It’s not typecasting. It’s

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Speaker 1: not pigeonholing. And it’s creating connections still. So while we’re

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Speaker 1: in this VUCA world, even from a technology perspective, people

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Speaker 1: still want to be valued on a human level.

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Speaker 2: Let me kind of bring a couple of these different

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Speaker 2: points together. We talk about the need to, we are

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Speaker 2: business people, we’re here to make money. We talk about

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Speaker 2: human centricity. You basically just explained how they can not

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Speaker 2: just peacefully coexist, but very profitably coexist and grow, that

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Speaker 2: the technology can be much more of an enabler, actually,

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Speaker 2: to understand and be more representative of the big D diversity.

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Speaker 2: So we talk about all these different things. Let’s talk

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Speaker 2: some brass tacks.

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Speaker 1: It is February.

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Speaker 2: It’s Black History Month. There’s certainly at least an opportunity

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Speaker 2: this month to shine a light more on what can

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Speaker 2: you do? You are a phenomenal, person of color leader,

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Speaker 2: what would you say to those who are up and

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Speaker 2: coming and saying, I want to be like AC?

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Speaker 1: What does it take? Yeah, you know, that’s a really

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Speaker 1: compelling question. What does it take? And in the spirit

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Speaker 1: of diversity and the big D, I say what it takes.

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Speaker 1: I give this message to people of color and people

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Speaker 1: not of color. Like, what does it take to be successful?

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Speaker 1: Recognizing that there are so many barriers. for us as

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Speaker 1: people of color and those that are not the majority,

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Speaker 1: all of us who are underrepresented. And so this might

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Speaker 1: sound like a cliche, but I’m going to share with

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Speaker 1: you what my experience has been. It first starts with

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Speaker 1: knowing yourself and who you are. And what I mean

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Speaker 1: by that is your non-negotiables, what your superpowers are, what

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Speaker 1: makes you tick and what ticks you off, what you’re

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Speaker 1: in it for, know yourself. And you will find lots

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Speaker 1: of different answers to that. And it may evolve for

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Speaker 1: you over time. Then the other is when you know yourself,

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Speaker 1: be yourself. Be yourself. Again, easier said than done. It

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Speaker 1: is do you. It’s choosing an organization. It’s choosing colleagues

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Speaker 1: that will allow you to be yourself and not hide yourself.

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Speaker 1: And I can talk about my examples of not knowing myself,

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Speaker 1: not being myself. But when my career started to take

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Speaker 1: off is when I started being myself. Because nobody can

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Speaker 1: do you better than you can. And it takes a

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Speaker 1: whole lot of energy trying to be someone that you’re not.

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Speaker 2: So profound. And you said a lot of things and

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Speaker 2: I wrote down what makes you tick and what ticks

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Speaker 2: you off. I don’t know why I never really like

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Speaker 2: played that game, but I love it. But you noted

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Speaker 2: a very interesting point. It’s the when your career starts

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Speaker 2: taking off, it allows you to come more into your own.

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Speaker 2: I felt like that was my moment. Rach, I don’t

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Speaker 2: know what your moment was, but my moment where I said,

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Speaker 2: I have my non-negotiables and instead of trying to work

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Speaker 2: my life around it, I’m going to actually be much

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Speaker 2: more explicit as to what my non-negotiables are. But at

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Speaker 2: the same time, what AC just said is so strong.

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Speaker 2: Also what your superpower is. You can’t just walk into

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Speaker 2: a room and just be like, well, I’m not going

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Speaker 2: to come into the office because that’s my non-negotiable. It’s like, well,

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Speaker 2: what am I.

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Speaker 3: Going to do for you?

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Speaker 2: What are you going to do for me? And I

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Speaker 2: think that being able to say, Like, okay, so I’m

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Speaker 2: Sarah Hofstetter. I only eat kosher. I observe the Sabbath.

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Speaker 2: And those are my non-negotiables. In exchange, I’m going to

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Speaker 2: show you that I will work harder, smarter than anybody

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Speaker 2: else to overcompensate for all of that and deliver as

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Speaker 2: I go.

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Speaker 1: Rachel, what was yours?

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Speaker 3: I mean, to be honest, I never gave a shit

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Speaker 3: what other people thought of me. And that’s worked for me.

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Speaker 3: I am just always myself. When it doesn’t work for me,

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Speaker 3: I just go, It wasn’t meant to be then. To

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Speaker 3: go back to what we asked AC, we kind of

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Speaker 3: put the question on you, like, what is your advice

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Speaker 3: to others? I’d like to ask the same question, but

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Speaker 3: what is your advice to corporations?

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Speaker 1: That’s a great one. That’s an amazing one. And to

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Speaker 1: complete the thing, my advice before I go to the corporation,

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Speaker 1: there’s a third part. It’s know yourself, be yourself, and

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Speaker 1: then share yourself with others. Because when you just don’t

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Speaker 1: know what you don’t know, and this is, again, been

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Speaker 1: a big part of my experience, are people, when they

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Speaker 1: know me, they know stuff I don’t. And they can say,

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Speaker 1: I think this would be really interesting for, I think

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Speaker 1: you would like to do this. Or I know this

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Speaker 1: person over here. And when you’re not sharing with others,

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Speaker 1: you’re missing out on that whole 360 where you have

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Speaker 1: your blind spot. So it’s all those together. And so

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Speaker 1: then you point on like, what can corporations do? One

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Speaker 1: is commit. Commit to the journey. This is not a

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Speaker 1: quick fix. Commit to the journey. I’m a big believer

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Speaker 1: of committing, setting an intention and setting a goal, a

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Speaker 1: very stretching ambition and And generally, it’s to have a

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Speaker 1: workplace that is reflective of the people that you serve.

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Speaker 1: We all talk about that. Easier said than done.

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Speaker 3: Commit.

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Speaker 1: And then I do. I create mission possibles. You create

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Speaker 1: milestones and goals that are possible but stretching to get

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Speaker 1: to that ambition. Then the other is to have real

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Speaker 1: talk about where you are today, what the gap is

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Speaker 1: from that goal, and what the barriers are in delivering it.

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Speaker 1: And there are numerous ways. Some of them are consistent

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Speaker 1: across different companies and across levels. Some of them are

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Speaker 1: nuanced to your specific industry and area. And then when

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Speaker 1: you do that, do something about it. Because sometimes we

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Speaker 1: do the analysis, but we don’t take action. We might

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Speaker 1: find we’re not recruiting at the right places. We might

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Speaker 1: find that there’s not enough support in terms of affinity

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Speaker 1: groups or mentorships or sponsorships. So I’d say that. And

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Speaker 1: then I use a framework to wrap all that up

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Speaker 1: called GRASP. GRASP be the issue. G is set goals.

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Speaker 1: R is provide recognition. Recognition of your diverse employees. A

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Speaker 1: is active advocacy. S is sponsorship. That’s very different than mentorship.

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Speaker 1: Mentorship is coaching, giving advice. Active advocacy could be a peer.

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Speaker 1: Could be the company that’s advocating for talent. And then

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Speaker 1: P is a plan. Work your plan. So grasp the issue.

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Speaker 1: Those are the ones that I think are generally in

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Speaker 1: common across the different organizations that I’m in that can help.

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Speaker 1: When I say R, it’s recognition. I remember R is

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Speaker 1: actually two R’s. It’s recognition and relationships because it’s cultivating

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Speaker 1: relationship because we’re people.

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Speaker 3: I mean, I love this framework. It’s setting the goal,

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Speaker 3: bringing people together, being champions of them, and then essentially

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Speaker 3: producing results. I have no idea how you’re going to

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Speaker 3: answer our famous last question, which is what’s the bravest

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Speaker 3: thing you’ve ever done?

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Speaker 1: That one is so interesting. One, I would say I

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Speaker 1: like to distinguish being brave from being bold. And I

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Speaker 1: would say when I look at my business examples, people

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Speaker 1: might say, wow, that was really brave, but I think

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00:22:51,140 –> 00:22:54,280
Speaker 1: it was bold. So things like Febreze and bringing Queen

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Speaker 1: Latifah into CoverGirl and doing things like the Crown Act,

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Speaker 1: those are disruptive and bold, but not necessarily brave because

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Speaker 1: they’re helping people. You know, you’re just doing them. But

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Speaker 1: brave are personal things. When I was scared shitless and

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Speaker 1: didn’t know how something was going to work out. There’s

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Speaker 1: two things that come to mind. The first one is

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Speaker 1: when I moved from Baltimore to Switzerland, expecting my second child,

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Speaker 1: taking on a big new role, not knowing how that

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Speaker 1: was going to work. And I was going to have

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Speaker 1: to tell them I was going to have to go

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Speaker 1: on maternity leave and leave this job. I was so scared.

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Speaker 1: I was in near tears when I was telling my

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Speaker 1: family that I was moving and going to Switzerland. I

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Speaker 1: was scared shitless and I just did it. So the

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Speaker 1: second one is when I decided to leave and step

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Speaker 1: down from a really big job and take a sabbatical

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00:23:47,090 –> 00:23:50,010
Speaker 1: on a leave of absence. I had all kinds of

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Speaker 1: questions in my head. What would people think? Will whatever

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Speaker 1: happen to my career again? Will I waste my time

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Speaker 1: and never do anything again? I was scared out of

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Speaker 1: my mind that I was taking a sabbatical, being mommy

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Speaker 1: at school. And I did that. And both of those

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00:24:07,240 –> 00:24:10,820
Speaker 1: turned out incredibly well. You know, going to Switzerland is

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Speaker 1: one of the best things that ever happened in my career.

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Speaker 1: Only second to taking my sabbatical.

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Speaker 3: It’s funny. I noticed on your LinkedIn, you have it listed.

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00:24:18,830 –> 00:24:21,310
Speaker 3: And then the description is like doing life. And I

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00:24:21,350 –> 00:24:24,270
Speaker 3: just smiled. And I actually was like, you know, a

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00:24:24,310 –> 00:24:27,489
Speaker 3: lot of people probably see this and are inspired by

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00:24:27,510 –> 00:24:29,590
Speaker 3: the fact that you’re promoting it and they’ll go do

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Speaker 3: it themselves.

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Speaker 1: It was a game changer. Game changer. I highly recommend it.

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Speaker 1: And when I look back, I’m like, what was I scared?

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Speaker 1: Why was I scared? What was that all about?

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Speaker 3: Well, you’re amazing. Everyone got to witness why today. I

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00:24:42,070 –> 00:24:45,300
Speaker 3: love the GRASP framework. Thank you for your time. Thank

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00:24:45,320 –> 00:24:48,439
Speaker 3: you for being a champion of diversity and showing the

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00:24:48,460 –> 00:24:48,980
Speaker 3: path forward.

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Speaker 1: Thank you for inviting me. What fun it was talking

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00:24:52,070 –> 00:24:56,890
Speaker 1: to you lovely ladies. Wow.

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Speaker 3: Did you grasp that episode? I’m sure you did. I’m inspired.

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00:25:01,619 –> 00:25:04,859
Speaker 3: I still have chills. Our major call to action, Sarah

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00:25:04,940 –> 00:25:08,700
Speaker 3: and I, is take this episode and send it to

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00:25:08,780 –> 00:25:14,300
Speaker 3: whoever leads talent at your organization, as well as the CEO.

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00:25:15,080 –> 00:25:20,260
Speaker 3: Because the big D diversity needs to be a executive

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00:25:20,640 –> 00:25:25,010
Speaker 3: level objective to drive this agenda forward across all of

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00:25:25,070 –> 00:25:28,419
Speaker 3: corporate America, as well as the tech startup ecosystem. If

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00:25:28,440 –> 00:25:31,300
Speaker 3: you enjoyed this episode with AC, we got a bunch

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00:25:31,340 –> 00:25:34,260
Speaker 3: of other episodes you might be interested in, such as

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Speaker 3: Jay Sethi, who also is a P & G alum

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00:25:37,460 –> 00:25:41,320
Speaker 3: now at Diageo, where he talks about changing demographics. And

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00:25:41,500 –> 00:25:45,780
Speaker 3: perhaps you missed last week’s episode with Denise Woodward, an

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00:25:45,840 –> 00:25:51,200
Speaker 3: amazing founder, shaking up the cookie snack space in CPG

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00:25:51,270 –> 00:25:53,940
Speaker 3: and also happens to be a woman of color. Thank

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00:25:53,960 –> 00:25:57,020
Speaker 3: you for your time. Please give us a review on

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00:25:57,080 –> 00:25:59,690
Speaker 3: Apple Podcasts, like it, share it with a friend.

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

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00:26:24,720 –> 00:26:27,480
Speaker 4: and the host of Touch of Truth, a new podcast

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00:26:27,540 –> 00:26:30,980
Speaker 4: launching on the Adweek Podcast Network. My dad gave me

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00:26:31,000 –> 00:26:34,699
Speaker 4: this incredibly smart piece of advice. Meet everyone once. As

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00:26:34,740 –> 00:26:37,040
Speaker 4: a result, I’ve met some of the most fascinating and

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00:26:37,119 –> 00:26:40,220
Speaker 4: inspiring people on the planet. Now on Touch of Truth,

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00:26:40,440 –> 00:26:43,709
Speaker 4: we’re coming centre stage and sharing the mic to experience

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00:26:43,750 –> 00:26:46,619
Speaker 4: stories of truth, insights and visions for the future that

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00:26:46,630 –> 00:26:49,100
Speaker 4: will challenge your way of thinking. Touch of Truth is

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00:26:49,160 –> 00:26:52,679
Speaker 4: available wherever you listen to podcasts. New episodes come out

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00:26:52,880 –> 00:26:54,950
Speaker 4: every Tuesday. I do hope to see you there.