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Speaker 1: If you think about all of the additional responsibilities that

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Speaker 1: came on during the pandemic, we didn’t have childcare, there

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Speaker 1: was online school, there was caring for aging parents, there

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Speaker 1: was the grief that you had of people getting sick

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Speaker 1: and going to the hospital and being alone.

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Speaker 2: There was a lot of grief, there was a lot

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Speaker 2: of heaviness.

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Speaker 1: And I think what came out of that that was

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Speaker 1: positive is that a strong.

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Speaker 2: Focus on your mental health.

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Speaker 1: What I hope happens coming out of the pandemic is

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Speaker 1: that people are able to be more honest about their

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Speaker 1: mental well-being and prioritizing their mental well-being.

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Speaker 3: Welcome to today’s episode of Brave Commerce. I’m Rachel Tippegraph,

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Speaker 3: the founder and CEO of Micmac.

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Speaker 4: I’m Sarah Hofstetter, president of Profitero.

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

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

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Speaker 3: ever cried at work?

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Speaker 4: I am waterworks. There is not a job I have

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Speaker 4: not cried at. First you start private, you burn your back, whatever. Yeah,

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Speaker 4: I have like my tear ducts just go like nuts.

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Speaker 3: You know why?

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Speaker 4: Because we always say like, I take things very personally.

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Speaker 4: which is good and it’s bad, I feel hard. When

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Speaker 4: things are good, I get really jazzed up. When things

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Speaker 4: are not so good, I just fall to pieces because

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Speaker 4: I take everything that I do so personally. It’s a

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Speaker 4: blessing and a curse. It’s a blessing because I really

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Speaker 4: bring my whole self to work. It is a curse

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Speaker 4: because you lose a piece of business. Somebody resigns and

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Speaker 4: you’re like.

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Speaker 2: Oh my God, what did I do? I’m falling apart.

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Speaker 2: So yeah. How about yourself, my dear?

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Speaker 3: Not often, but I have. And one moment in particular

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Speaker 3: really stands out because I think it’s, it was such

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Speaker 3: a pivotal moment for me as well as for my

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Speaker 3: company last spring. So spring of 2022, I had a

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Speaker 3: board meeting and if you all remember where the market

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Speaker 3: was at that time, stock market declined by 85%. I mean,

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Speaker 3: really brands just like halted spending. They stopped buying technology

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Speaker 3: and it was a, Huge moment in tech. We all

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Speaker 3: experienced it, but it was really tough. Like the whole

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Speaker 3: market changed. And so things did not go exactly as

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Speaker 3: I thought they would for Micmac in that moment. And

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Speaker 3: at a board meeting, I just, I felt like the

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Speaker 3: world was sort of falling on my shoulders or onto me.

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Speaker 3: And I couldn’t handle it in that moment. And I

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Speaker 3: started crying and I got so embarrassed. And after the

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Speaker 3: board meeting, one of my board members, Gary Vaynerchuk, who

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Speaker 3: some of you might know, called me and he said,

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Speaker 3: do you want a hug right now or do you.

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Speaker 2: Want tough love?

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Speaker 3: If you know me, I picked I want tough love

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Speaker 3: because I am all about growth. Gary told me to

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Speaker 3: pull my pants up. He’s like, this is business. Pull

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Speaker 3: your pants up. You’re going to get through it. This

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Speaker 3: is happening to all of us. And it was the

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Speaker 3: tough love that I needed to pull my pants up

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Speaker 3: and get things in order.

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Speaker 4: Wow, that’s heavy stuff. Nobody ever told me to pull

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Speaker 4: my pants up, but that’s because I generally wear dresses

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Speaker 4: and you generally wear pants.

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Speaker 2: But, you know, metaphors are important.

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Speaker 3: Metaphors are memorable. What about a taco?

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Speaker 4: I don’t want to give away the episode, but just

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Speaker 4: as you’re listening to Gabrielle at Mars Wrigley talking about,

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Speaker 4: we’re talking about candies, we’re talking about chocolate, we’re talking

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Speaker 4: about Halloween, but stay tuned for, I don’t want to

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Speaker 4: spoil it, stay tuned for the taco.

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Speaker 3: Well, on that note, let’s bring Gabrielle Wesley, the CMO

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Speaker 3: of Mars Wrigley, onto the show. Hey, how are you?

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Speaker 1: Hi, I’m so excited to be here.

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Speaker 3: Well, we’re happy we could grab you because I feel

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Speaker 3: like you’re about to enter into a crazy season given

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Speaker 3: your role at Mars. You know, thinking about the brands

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Speaker 3: that you get to work on every day, M & M’ s, Snickers, Skittles.

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Speaker 3: These aren’t just brands that sit in a grocery store.

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Speaker 3: They’re really brands that are a part of the cultural zeitgeist.

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Speaker 3: How do you make sure that these brands can play

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Speaker 3: a major role in culture? We obviously are just coming

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Speaker 3: off the heels of Barbie and Mattel and how these

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Speaker 3: brands really can be bigger than we think.

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Speaker 1: Yeah, so first and foremost, I have to have the

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Speaker 1: best job in the entire world because as a marketer,

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Speaker 1: Marketing brands like M & M’ s, Snickers, Twix, Skittles, we

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Speaker 1: don’t necessarily have an awareness problem. The great thing is

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Speaker 1: that our consumers can be consumers of our product.

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Speaker 2: At any point in time, they can decide they want

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Speaker 2: to snack.

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Speaker 1: Snacking is an $ 80 billion industry across sweet, savory, and

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Speaker 1: better for you. And we play in that sweet space.

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Speaker 1: And I think that the biggest thing for us is

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Speaker 1: we try to be any and everywhere anyone ever thinks

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Speaker 1: about treating themselves. And this Halloween is kind of like

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Speaker 1: the pinnacle of everything. It’s candy’s big day because Halloween

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Speaker 1: is all about the candy. And it’s really the entry

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Speaker 1: point that people learn about our brands and how important

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Speaker 1: they are. So I would say in order for us

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Speaker 1: to stay relevant, we have to continue to move and

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Speaker 1: talk and be in culture in the way that every

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Speaker 1: generation experiences treating.

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Speaker 2: And Halloween’s a big part of that.

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Speaker 3: In your mind, does the brand go beyond snacking? Like

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Speaker 3: in your role as CMO, are you thinking about its

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Speaker 3: IP in different ways?

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Speaker 5: Yeah.

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Speaker 1: So M & M’ s is a great example of that.

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Speaker 1: M & M’ s has been around for over 80 years

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Speaker 1: and has really evolved into more than the products.

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Speaker 2: That we sell. M & M’ s we.

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Speaker 1: Launched in on purpose at the beginning of 2022, really

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Speaker 1: creating a world where everyone feels like they belong. I

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Speaker 1: think everyone can see themselves in M & M’ s, in.

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Speaker 2: The characters, and it really unites people through fun.

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Speaker 1: So as we continue to make the brand more relevant

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Speaker 1: and insert ourselves into culture, it’s really important that we

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Speaker 1: create experiences that allow people to have the same feelings

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Speaker 1: that they have when they consume our product, whether that’s

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Speaker 1: the M & M’ s store, whether that’s M & M’ s. com,

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Speaker 1: whether it’s seeing our M & M’ s Sweet Music Tour

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Speaker 1: through the Power Fund.

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Speaker 2: I think M & M’ s is definitely getting there.

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Speaker 1: And you’ll see that also in some of our other

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Speaker 1: brands like Snickers NFL partnership, Snickers as it relates to

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Speaker 1: being one of the best candies that people consume during Halloween.

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Speaker 2: And then with our Skittles partnerships, for sure.

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Speaker 4: I will say there’s a story when my daughter was

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Speaker 4: born and this was 24 years ago, granted. We had

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Speaker 4: just me and my husband, we had this huge stuffed

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Speaker 4: yellow M & M and it was like, the audience

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Speaker 4: can’t see this.

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Speaker 2: It was very large. Life size.

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Speaker 4: Well, it depends on the wife, but yes. And one

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Speaker 4: of the things about this, this huge M & M

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Speaker 4: was that it was plush. It was adorable and whatnot

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Speaker 4: is we would prop my daughter up against it and

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Speaker 4: take pictures of her as she grew relative to the

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Speaker 4: size of this. I still have this 24 years later. Now, granted,

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Speaker 4: my daughter is five foot 10. But every month of

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Speaker 4: her growth was tracked again. So M & M’ s been

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Speaker 4: in the cultural zeitgeist of my family since I started

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Speaker 4: being a mom. So I can definitely concur that there’s

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Speaker 4: something about M & M’ s, whether it’s… Because a lot

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Speaker 4: of companies have been around for 80 years. A lot

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Speaker 4: of brands have been around for 80 years.

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Speaker 2: But there’s something that.

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Speaker 4: Has gotten it into the cultural zeitgeist that definitely you’ve

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Speaker 4: been doing with Snickers, with many of the others. So

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Speaker 4: as we go into Halloween… COVID has mostly subsided, obviously,

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Speaker 4: although a bunch of my friends just got it last week. Inflation,

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Speaker 4: interest rates, a lot of things seem to be getting

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Speaker 4: back to quote unquote normal. What do you think Halloween

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Speaker 4: looks like for the candy industry this season?

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Speaker 1: We are back to pre-pandemic levels of Halloween. So over 90%

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Speaker 1: of people are saying that they’re giving away some type

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Speaker 1: of trick-or-treating candy. And over 60% of people are saying

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Speaker 1: they’ll engage in some type of Halloween-type activity, whether that’s.

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Speaker 2: Consuming candy, trick-or-treating.

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Speaker 1: Or one of the things that has really changed post-pandemic

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Speaker 1: is the onslaught of more pre-Halloween-type activities like trunk-or-treats or

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Speaker 1: At-home Halloween parties with a safe group of individuals or

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Speaker 1: those COVID bubbles have started to expand and become much

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Speaker 1: more of a regular thing. The other thing is that,

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Speaker 1: you know, Halloween movies. So movie nights and those types

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Speaker 1: of things have all started. These are rituals that started

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Speaker 1: within the pandemic that have been additive to to some

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Speaker 1: of the pre-pandemic activities that we saw on Halloween. So

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Speaker 1: I would say Halloween is fully back, even more so

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Speaker 1: than it was in 2022. I think people may have

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Speaker 1: dipped their toe and walked a bit to the beach

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Speaker 1: and put both feet into the ocean last year. They’re

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Speaker 1: full-on swimming in the ocean for Halloween this year.

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Speaker 3: Whoever invented Trunk or Treat also was the inventor of pickleball.

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Speaker 2: It’s like those two.

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Speaker 3: In the pandemic you know that are just like.

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Speaker 5: So silly and so perfect you know yes it’s the

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Speaker 5: naming you’ve got to have an awesome pickleball what are

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Speaker 5: you freaking pickleball it was a curiosity Yeah, I really

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Speaker 5: like pickles.

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Speaker 1: So like I thought that it had something to do

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Speaker 1: with eating pickles. But now it’s a it’s a phenomenon.

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Speaker 2: We see it. We see it all over the place.

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Speaker 3: Just like your candy.

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Speaker 2: Well, just like the candy.

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Speaker 3: Perfect sort of segue. The pandemic in the post pandemic

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Speaker 3: world created this positive tailwind for Halloween.

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Speaker 1: Right.

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Speaker 3: We all want to get out in the world, have experiences,

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Speaker 3: dress up, have fun. But then there are sort of

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Speaker 3: internal tailwinds that you can create with your people. At

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Speaker 3: the end of the day, behind Mars Wrigley is a

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Speaker 3: group of people who are behind a mission to try

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Speaker 3: to achieve great things together under your leadership. How are

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Speaker 3: you fostering internal company culture and talent engagement to drive

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Speaker 3: brand growth?

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Speaker 1: Yeah, so one of the things I love about working

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Speaker 1: at Mars Wrigley is that we’re founded on something called

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Speaker 1: the associate concept. And that is that there’s really not

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Speaker 1: a hierarchy of where ideas can come from. Doesn’t matter

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Speaker 1: whether what level you’re at or what function you come from.

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Speaker 1: Ideas kind of come from everywhere. And so that is

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Speaker 1: deep in the DNA of our Mars Wrigley associates to

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Speaker 1: be able to be outspoken and look for ideas. And

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Speaker 1: we also create an environment where everyone feels like they belong.

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Speaker 2: So we for sure for Halloween, everyone gets involved.

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Speaker 1: We have ideas that come from everywhere. One of the

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Speaker 1: things that we love to do as an organization is

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Speaker 1: we actually go out into retail and set up Halloween

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Speaker 1: displays in store, all associates at all levels to really

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Speaker 1: get into the Halloween spirit.

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Speaker 2: We kick it off.

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Speaker 1: We have our own trunk or treats over several different

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Speaker 1: weeks within all of our offices and plant locations. And

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Speaker 1: so our associates really take a vested interest. and the

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Speaker 1: success of our brands. They’re our best ambassadors. And they

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Speaker 1: will tell us when things are not going great and

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Speaker 1: when they love something. And they’re our first line of

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Speaker 1: defense because at the end of the day, we’re consumers

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Speaker 1: of the product as well. But they also go out

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Speaker 1: and talk with consumers. They talk with retailers from our

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Speaker 1: supply team and our R & D teams to our

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Speaker 1: demand teams. Our consumer obsession lives within our culture. and

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Speaker 1: not just in one function.

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Speaker 4: It really just speaks to the humanity that sits behind

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Speaker 4: the scenes. And I think there’s something so strong about

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Speaker 4: those kinds of cultures that people don’t really take the

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Speaker 4: time to think about when they think about a brand

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Speaker 4: and what that brand represents, unless that’s like something that

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Speaker 4: a brand was like built with, like a Patagonia or

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Speaker 4: something like that. But you’ve been at the company five

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Speaker 4: plus years. There’s decades of history that comes before you.

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Speaker 4: So it’s very hard for the cultural values that you

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Speaker 4: personally espouse to become part of that brand. So there’s

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Speaker 4: a lot that you have to do to get people

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Speaker 4: to really, that the associates really believe in that. And

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Speaker 4: also for your whole team to believe in that and

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Speaker 4: for people to look at Mars Wrigley and say, that

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Speaker 4: is a company that I believe shares my values. That’s

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Speaker 4: a very, very hard thing to do. But the best

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Speaker 4: thing that we’ve seen about you is leading by example.

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Speaker 4: You know, you’ve been at the company for a number

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Speaker 4: of years. You’ve seen women at work balancing the imbalance.

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Speaker 2: I mean, I don’t know. I hate that word balance.

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Speaker 2: I don’t even know why I said that.

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Speaker 4: But you and I also had actually somebody who worked

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Speaker 4: for you and has worked for me growing up and

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Speaker 4: getting married, becoming mothers, these women entering their mid-career. How

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Speaker 4: do you help them grow into these senior leaders? How

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Speaker 4: do you help them address the realities, but give them hope?

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Speaker 2: Yeah, it’s a great question.

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Speaker 1: And as I reflect on my career, I always had

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Speaker 1: really strong female examples that were very honest with me.

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Speaker 1: You talked about the word balance and balance is so

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Speaker 1: subjective and sometimes even unrealistic.

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Speaker 2: And I’ve always.

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Speaker 1: Had mentors who both peer and ahead of me that

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Speaker 1: have been very honest and transparent about the challenges of

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Speaker 1: being a female at work, being a wife and a

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Speaker 1: leader and being a mom and a leader and being

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Speaker 1: a caretaker and friend and sister and all of those things.

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Speaker 1: And so really one of the things that one of

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Speaker 1: my mentors shared with me a long time ago, early

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Speaker 1: in my career is that the question is, can you

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Speaker 1: have it all? And the answer was, you can have

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Speaker 1: it all, but you have to pick priorities of at

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Speaker 1: what time you want to have what.

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Speaker 2: So everything ebbs and flows, right?

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Speaker 1: So sometimes you are leaning more into being a mom.

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Speaker 1: Sometimes you’re leaning more into being a leader. Sometimes you’re

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Speaker 1: leaning more into being a wife. Sometimes you’re leaning more

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Speaker 1: into getting a caregiver. I think the way that I’ve

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Speaker 1: created that space for the women that have worked for

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Speaker 1: me and work around me is to be transparent and vulnerable.

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Speaker 2: There are times where it.

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Speaker 1: Is just a lot and it’s too much and you

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Speaker 1: need to take a break and you need to take

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Speaker 1: a minute. You also have to allow space for what

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Speaker 1: I call righteous indignation.

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Speaker 2: Things are not fair.

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Speaker 1: Things suck and things are too much and you have

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Speaker 1: to give yourself space to mourn the loss of something

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Speaker 1: that you thought that you would have grieve the loss

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Speaker 1: of something that you wanted or something that you wanted

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Speaker 1: to happen that didn’t and give yourself space to do that.

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Speaker 1: I give my teens and the women around me like, yes,

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Speaker 1: that sucked.

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Speaker 2: Let’s take a.

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Speaker 1: Minute, whatever that is, whatever your vice is, whatever that is,

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Speaker 1: give yourself a finite time period for that righteous indignation

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Speaker 1: of whatever it is that you’re dealing with. And then

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Speaker 1: After that time period, it’s done. You’ve grieved it and

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Speaker 1: you have to move on. But you have to give

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Speaker 1: yourself space and grace to be able to do that.

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Speaker 1: And then also know that you’re going to move on.

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Speaker 1: One of the things I tell one of the women

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Speaker 1: that was having a really hard time is to say,

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Speaker 1: it’s my favorite thing that I always say is everybody

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Speaker 1: loves tacos.

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Speaker 2: It’s okay for you to fall apart. Tacos fall apart

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Speaker 2: all the time and we still love them, right?

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Speaker 1: So you never eat a whole taco and it stays

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Speaker 1: in place. We’re like tacos. Sometimes we fall apart, but

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Speaker 1: people will still love us. People will still consume us

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Speaker 1: and we’ll get it together because those parts of the

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Speaker 1: taco is.

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Speaker 2: What makes it good. And so we can love tacos

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Speaker 2: after falling apart. You will be okay after falling apart.

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Speaker 4: Well, first of all, anything that uses taco… as an allegory,

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Speaker 4: I think is absolutely special, especially we’ve already been talking

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Speaker 4: about deliciousness. But I also think that as you say that,

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Speaker 4: I think it’s a great lesson for everything in life.

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Speaker 4: It’s like throw your temper tantrum, your righteous indignation, all

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Speaker 4: that other stuff. But like show’s going on whether you’re

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Speaker 4: on the train or not. So it’s time to get

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Speaker 4: back on the bus. And if you don’t want to

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Speaker 4: get on the bus, like that’s up to you. But

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Speaker 4: that bus is moving.

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Speaker 1: We’re absolutely getting on the bus. Like there’s no mistaking it.

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Speaker 1: If you’re falling apart or like, let’s be clear, we’re

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Speaker 1: getting on the bus. The question is, how long are

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Speaker 1: we going to take to get on the bus? We

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Speaker 1: can take five minutes. We can take 10 minutes, we

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Speaker 1: can take 24 hours, but we’re getting.

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Speaker 2: On the bus.

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Speaker 3: Gabrielle, from your seat, do you feel like things got

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Speaker 3: easier or harder for women in their mid-careers in this

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Speaker 3: sort of post-pandemic hybrid work environment that we’re all playing in?

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Speaker 2: Yeah, it’s a good question. I really think it depends

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Speaker 2: on where you are.

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Speaker 1: If you think about all of the additional responsibilities that

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Speaker 1: came on during the pandemic, We didn’t have childcare. There

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Speaker 1: was online school. There was caring for aging parents. There

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Speaker 1: was the grief that you had of people getting sick

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Speaker 1: and going to the hospital and being alone.

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Speaker 2: There was a lot of grief. There was a lot

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Speaker 2: of heaviness. And I think what.

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Speaker 1: Came out of that that was positive is that a

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Speaker 1: strong focus on your mental health. What I hope happens

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Speaker 1: coming out of the pandemic, and I think that we’re

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Speaker 1: seeing this in culture, is that people are able to

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Speaker 1: be more honest about their mental well-being and prioritizing their

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Speaker 1: mental well-being.

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Speaker 2: So I think that.

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Speaker 1: Part is a positive. I think the thing that comes

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Speaker 1: out that makes me worry is we’re still holding on

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Speaker 1: to a lot of the responsibilities and expectations that happened

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Speaker 1: pre-pandemic and during the pandemic of women feeling the burden.

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Speaker 2: That’s the hard part.

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Speaker 1: Parenting is tough. Some people are the sole caregivers for

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Speaker 1: parents or older relatives, and that’s a lot to have

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Speaker 1: to deal with. And I think people are making choices

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Speaker 1: with the companies that they’re working with, the situations that

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Speaker 1: they’re working with, and prioritizing what serves them the best

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Speaker 1: at their stage in life. Unemployment is still relatively low

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Speaker 1: for the environment that we’re in, so that means people

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Speaker 1: have choices. So employers have to become more attractive and

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Speaker 1: more flexible.

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Speaker 3: You tie all that up and women are out earning

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Speaker 3: men right now, but still have all of these responsibilities

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Speaker 3: that you speak to. Well, we have to ask you

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

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Speaker 3: you’ve ever done?

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Speaker 1: Well, you mean besides having the nerve and the courage

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Speaker 1: to call myself brave in this mixed company of some

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Speaker 1: of the bravest women in business? I would say that’s

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Speaker 1: the first thing that I would say.

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Speaker 2: I’ll give two examples. One, because they’re interconnected.

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Speaker 1: The bravest thing they ever did was cry in a

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Speaker 1: business setting in public. It was a lot going on

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Speaker 1: both personally and professionally at that time.

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Speaker 2: And I just could not hold it in.

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Speaker 1: And this is from someone who didn’t necessarily value feelings

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Speaker 1: and visual expression early in my career. For me to

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Speaker 1: do that in front of folks and say, hey, this

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Speaker 1: is a lot.

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Speaker 2: I’m taking it all in.

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Speaker 1: And it’s really at this moment too much.

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Speaker 2: That to me was brave.

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Speaker 1: Connected to that, that is now the second bravest thing

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Speaker 1: is because I’ve actually, the first.

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Speaker 2: Bravest thing is I’ve actually admitted it on.

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Speaker 1: This podcast that I cried in front of a group

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Speaker 1: of people at work. You know, this lends back to

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Speaker 1: something we talked about of prioritizing your mental health and

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Speaker 1: being vulnerable and being able to recognize when things are

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Speaker 1: too much. I feel like it’s given me a power,

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Speaker 1: a superpower, so to speak, to if I can be

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Speaker 1: that vulnerable and I’m okay, that the folks on my

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Speaker 1: team can be that vulnerable and be okay. Because what

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Speaker 1: it did was drive empathy for me that sometimes in

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Speaker 1: that moment, you just gotta let it go. You gotta

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Speaker 1: feel all the feelings and then pick it back up.

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Speaker 1: And so that’s what I hope that people learn from

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Speaker 1: that brave moment for me. And this brave moment right

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Speaker 1: now of admitting that that actually happened.

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Speaker 3: That is brave and it makes you feel any better.

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Speaker 3: I cried in a board meeting as spring of 2022

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Speaker 3: and I was so embarrassed, but it was a critical

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Speaker 3: turning point for me and the company and I had

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Speaker 3: to cry. I understand the sort of embarrassment that you

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Speaker 3: feel in that moment.

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Speaker 1: Yeah, I’d say embarrassment in the moment, a little twinge

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Speaker 1: of awkwardness going forward, but a tremendous weight lifted.

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Speaker 2: Going forward.

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Speaker 1: I might’ve felt embarrassed in the moment, but I gained

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Speaker 1: a tremendous amount of empathy.

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Speaker 4: I’ll tell you a couple of things. One, I threw

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Speaker 4: up on my entire team once. I got a case

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Speaker 4: of vertigo and I was doing the training and I,

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Speaker 4: just in front of all new hires. If you’re ever

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Speaker 4: thinking you’re in a tough situation, just know it can

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Speaker 4: be worse. Number two, I cry all the time. Number three,

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Speaker 4: I think this just wraps up who you are as

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Speaker 4: a human and as a leader in general. You talked

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Speaker 4: earlier about the importance of vulnerability. The fact that you

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Speaker 4: cried at work, it’s true to who you are. That’s

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Speaker 4: why you are brave. You’re an incredibly brave human being,

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Speaker 4: not because you cried at work or because you’re an

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Speaker 4: empathetic human being. It’s because you’re the whole freaking package.

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Speaker 4: So thank you for sharing, but recognize you’re just on brand.

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Speaker 2: Thank you, Sarah. Thank you, Rachel. This was amazing.

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Speaker 1: I’m in fantastic company and I really appreciate having a

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Speaker 1: chance to.

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Speaker 2: Chat with you guys today.

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Speaker 3: Well, thank you. And let’s all hit the aisles and

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Speaker 3: pick up Mars this Halloween season.

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Speaker 2: That’s right.

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00:23:36,090 –> 00:23:39,220
Speaker 1: Buy M & Ms, buy Snickers, buy Twix, buy Skittles,

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Speaker 1: buy Starbursts.

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Speaker 3: Awesome.

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Speaker 2: Thank you, Gabrielle.

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Speaker 5: Thanks.

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Speaker 2: Bye.

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Speaker 3: Wow, I think we all have permission to be our

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00:23:48,770 –> 00:23:52,320
Speaker 3: authentic selves and cry at work and give ourselves five

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00:23:52,380 –> 00:23:55,169
Speaker 3: minutes or five days to work through things. If you

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00:23:55,210 –> 00:23:58,260
Speaker 3: enjoyed this episode and you want to listen to other

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00:23:58,380 –> 00:24:02,060
Speaker 3: incredible badass women who are leading some of the biggest companies,

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00:24:02,480 –> 00:24:06,500
Speaker 3: check out Diana Frost, the Chief Growth Officer of Crafts episode,

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00:24:07,020 –> 00:24:12,659
Speaker 3: or go listen to Essie Bregelson, the COO and President

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00:24:12,760 –> 00:24:17,990
Speaker 3: of Unilever, or go listen to Diana Hosling, the SVP

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00:24:18,150 –> 00:24:21,889
Speaker 3: of Colgate-Palmolive. Incredible advice from all those women can be

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00:24:21,930 –> 00:24:24,910
Speaker 3: found on those episodes. If you enjoyed this, Tell a friend,

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00:24:24,930 –> 00:24:27,030
Speaker 3: write us a review, give us a like.

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00:24:27,050 –> 00:24:27,830
Speaker 2: Thank you.

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Speaker 6: Hi, I’m Jackie Cooper, Global Chief Brand Officer at Edelman

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00:24:32,260 –> 00:24:35,020
Speaker 6: and the host of Touch of Truth, a new podcast

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00:24:35,080 –> 00:24:38,540
Speaker 6: launching on the Adweek Podcast Network. My dad gave me

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00:24:38,560 –> 00:24:42,260
Speaker 6: this incredibly smart piece of advice. Meet everyone once. As

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Speaker 6: a result, I’ve met some of the most fascinating and

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00:24:44,670 –> 00:24:47,790
Speaker 6: inspiring people on the planet. Now on Touch of Truth,

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00:24:47,990 –> 00:24:51,260
Speaker 6: we’re coming centre stage and sharing the mic to experience

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00:24:51,300 –> 00:24:54,159
Speaker 6: stories of truth, insights and visions for the future that

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00:24:54,180 –> 00:24:56,649
Speaker 6: will challenge your way of thinking. Touch of Truth is

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00:24:56,710 –> 00:25:00,239
Speaker 6: available wherever you listen to podcasts. New episodes come out

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00:25:00,440 –> 00:25:02,500
Speaker 6: every Tuesday. I do hope to see you there.