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Speaker 1: The way I lead and operate is true transparency as

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Speaker 1: much as I possibly can give. Making sure communication is regular, authentic,

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Speaker 1: genuine and keeping people updated with how we’re going. And

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Speaker 1: also allowing people to be part of that change. So

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Speaker 1: contributing to it, bringing their ideas in. We’ve got a

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Speaker 1: lot of forums in the organisation where.

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Speaker 2: We encourage this. As I say, we’re trying to build

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Speaker 2: a culture where it really fosters that input.

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Speaker 1: And then we’ve got a fantastic team around us, helping

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Speaker 1: us with the narratives, the storytelling, the specifics, the FAQs.

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Speaker 1: We’ve all got that natural change curve.

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Speaker 2: It’s just how quickly we can come out of it.

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Speaker 2: It’s exciting.

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

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

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

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Speaker 5: And this is a show that talks about what’s relevant

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Speaker 5: in e-commerce for the world’s biggest brands.

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Speaker 2: Welcome to Brave Commerce.

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Speaker 5: We’re super excited to be recording live from Barcelona. As

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Speaker 5: many of you know, normally Sarah and I are recording

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Speaker 5: via Zoom and then we get distributed on the airways

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Speaker 5: thanks to our partners at Adweek.

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Speaker 4: And this episode will be released there.

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Speaker 3: Super excited to get started. So today’s guest is actually

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Speaker 3: one of the speakers here at Shop Talk and we’re

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Speaker 3: able to snag her for a quick podcast recording. And

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Speaker 3: so this is a little bit more of the behind

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Speaker 3: the scenes. We are super thankful to have Loretta Franks,

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Speaker 3: who is the, let’s see if I can do this

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Speaker 3: without my card.

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Speaker 4: Yeah, let’s see. She doesn’t have a card right now.

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Speaker 3: I have no cards. Global Chief Data Analytics Officer at Kelanova. Close?

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Speaker 2: That’s it.

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Speaker 4: Close?

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Speaker 2: All right.

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Speaker 3: Did I miss anything? No.

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Speaker 4: All right. What’s very important is you got the company

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Speaker 4: name right.

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Speaker 3: At Kelanova? Yeah.

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Speaker 2: It’s been a year. We’re all learning that.

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Speaker 3: I’m good.

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Speaker 2: I’m good.

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Speaker 3: We’re so thrilled to have you. So just to kind

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Speaker 3: of kick us off, Titles are awesome. What the hell

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Speaker 3: does that mean?

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Speaker 2: So it’s a good question. Global.

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Speaker 1: So cover and support are four regions and are five

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Speaker 1: global functions. So my team is spread globally as well.

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Speaker 1: So I’ve got team members all over the globe, including

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Speaker 1: the US, India, Mexico. The data analytics part is I

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Speaker 1: have a team ranging from Experts in data science, data engineering, governance,

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Speaker 1: data literacy, platform technologists. And then we support the organization

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Speaker 1: to get the data they need to be able to

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Speaker 1: make the decisions they need.

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Speaker 3: I’m noticing something. This has nothing to do with what

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Speaker 3: you just said. Just to be clear.

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Speaker 4: She did listen, I promise. She’ll circle back.

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Speaker 3: My brain goes all over the place. I am noticing

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Speaker 3: that the stage is entirely female, and I’m also noticing

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Speaker 3: that the attendees are predominantly female. Thank you, gentlemen.

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Speaker 5: This is an inclusive podcast.

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Speaker 3: This is a very inclusive podcast. But I will say,

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Speaker 3: having walked by this Tech Talk section for quite some

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Speaker 3: time over the course of the past couple of days,

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Speaker 3: it’s a little nice to see a little diversity here,

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Speaker 3: just saying.

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Speaker 4: Just saying.

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Speaker 5: Well, speaking of diversity, your background was not in IT.

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Speaker 1: No.

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Speaker 5: You know, when we were researching you for this podcast,

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Speaker 5: and I went way back in the LinkedIn archives, you

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Speaker 5: started your career in finance.

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Speaker 2: I did, yeah.

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Speaker 1: I studied economics at university, mostly because I just found

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Speaker 1: it interesting, didn’t really know what I was going to do,

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Speaker 1: like I think a lot of people do at that age.

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Speaker 1: And then, yeah, started in finance. at Kellogg’s 17 years ago.

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Speaker 1: And then I’ve been through multiple different functions and different

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Speaker 1: areas of the business since then.

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Speaker 5: So 17 years is an enormous amount of time to

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Speaker 5: stay at one company, though we’ll get to the twist

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Speaker 5: that it’s become.

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Speaker 4: Two, really three. But what has kept you within that

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Speaker 4: family for 17 years?

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Speaker 2: Well, a number of things.

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Speaker 1: Firstly, as what everyone says, but it is genuinely true,

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Speaker 1: is the people in the culture at Kellogg, Kelanova is incredible.

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Speaker 1: I wouldn’t be here for 17 years and planning to

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Speaker 1: be here for as long as they’ll keep me for

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Speaker 1: a lot longer.

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Speaker 2: It’s just got an incredible… family feeling.

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Speaker 1: For such a global company everyone has each other’s backs

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Speaker 1: we operate with great integrity and the brands are fun

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Speaker 1: right you know how many people do I get to

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Speaker 1: say to people I work for Kelanova or Kellogg’s and

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Speaker 1: say we own Pringles we own all these Frosties all

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Speaker 1: these products that everyone can relate to and has got

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Speaker 1: nostalgia memories about like it puts a smile on people’s

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Speaker 1: face so that’s a big part of it and then

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Speaker 1: just I’ve had from a personal perspective my career I’ve

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Speaker 1: just had Lots of opportunity.

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Speaker 2: I’ve worked in regional roles, market roles, global roles.

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Speaker 1: I’ve managed big teams, small teams, and I’ve been in

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Speaker 1: three or four different functions. So as long as that

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Speaker 1: keeps happening and I keep learning, then that combination is amazing.

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Speaker 5: And I mentioned the last 24 months were pretty wild.

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Speaker 5: So for not everyone here might not know what happened

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Speaker 5: at Kellogg’s. So what happened and why is it now

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Speaker 5: called Kellanova?

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Speaker 2: Yeah.

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Speaker 1: So in October, 2023, which seems like a long time ago,

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Speaker 1: we spun from the Kellogg company, which is probably, you know,

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Speaker 1: the name and the brand that you all know into

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Speaker 1: two separate companies. So we spun it into Kellanova, which

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Speaker 1: is a global snacks led organization. And then we have,

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Speaker 1: which is what I’m part of still. And then we

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Speaker 1: had a North American cereal company that spun off and

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Speaker 1: that’s called WK Kellogg Co.

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Speaker 5: And when you do these types of spinoffs and you’re

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Speaker 5: leading digital and IT, in my mind, I’m just trying

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Speaker 5: to figure.

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Speaker 4: Out how did you begin to unwind all of that?

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Speaker 2: It was a massive undertaking.

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Speaker 1: And I think from a personal perspective, it was incredible

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Speaker 1: to be able to go through that and take all

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Speaker 1: the learnings from it.

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Speaker 2: You learn a lot about yourself. You learn a lot

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Speaker 2: about the processes.

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Speaker 1: It’s almost just been chucked in at the deep end

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Speaker 1: because very few people in their career get an opportunity

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Speaker 1: to be part of such a significant change for such

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Speaker 1: a large organization. And then being part of a company

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Speaker 1: that’s effectively got a 118-year legacy that’s a startup and

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Speaker 1: rings the bell in New York. So that was amazing.

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Speaker 1: technical perspective, IT, along with a couple of other functions

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Speaker 1: like supply chain being obviously the other one, is a

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Speaker 1: huge undertaking to manage the cutover. I think we had

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Speaker 1: 300 different systems that we needed to cut over and separate.

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Speaker 1: Unbelievable amounts of data to separate and from.

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Speaker 2: An access point of view.

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Speaker 1: I think we had something like over 7,000 individual user

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Speaker 1: IDs to create and unbelievable amount of laptops to be,

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Speaker 1: you know, so it was just a huge, huge undertaking.

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Speaker 1: You know, we were so hugely successful and I think

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Speaker 1: that’s all down to the way that the organisation, one,

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Speaker 1: focused and two, just worked as a team. I think,

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Speaker 1: you know, all bets were off in terms of silos

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Speaker 1: and functional loyalties that you might have, we had a

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Speaker 1: job to do. And that was to make sure that

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Speaker 1: we continued to supply our customers, continue to delight our consumers,

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Speaker 1: continue to keep running the business, collect cash, pay bills,

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Speaker 1: but then also execute that spin so that we had

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Speaker 1: the credibility going into those two new companies with a

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Speaker 1: great base.

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Speaker 2: And we did that. We pulled it off.

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Speaker 3: So the name itself is Kela Nova. Nova, obviously, it’s

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Speaker 3: the new. And so you’ve got this, like you said,

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Speaker 3: startup-like mentality. So what’s different in your ways of working

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Speaker 3: now than it was before, now that you’ve got that

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Speaker 3: fresh beginning, if you will, albeit unpacking all of those

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Speaker 3: 300 work streams and data sets and such?

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Speaker 2: So it’s certainly not an overnight thing.

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Speaker 1: So, you know, we’ve done a couple of things that

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Speaker 1: have started to indicate that change that we’re going to

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Speaker 1: head on.

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Speaker 2: One is we’ve got a new culture of bests.

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Speaker 1: The three cultures and behaviors that we’re launching are courage, accountability,

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Speaker 1: and integrity. Two of them are very consistent with what

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Speaker 1: we’ve always had, accountability, integrity. The courage one, I think,

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Speaker 1: is really starting to lean into that startup mentality and

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Speaker 1: much more bold ambitions. We’ve got a new strategy, so

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Speaker 1: you’ll start to see a lot of threes coming in.

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Speaker 2: Differentiate, drive, and deliver.

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Speaker 1: And that strategy is very intentional about the choices we’re

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Speaker 1: making and the categories that we operate in and the

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Speaker 1: brands that we are getting behind. So they’re two kind

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Speaker 1: of more macro pieces for the organization. And then on

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Speaker 1: the ground, you’re just starting to really see this excitement

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Speaker 1: of the organization and our talent, our people feeling like

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Speaker 1: we’re part of this new thing and this is in

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Speaker 1: our control and this is something we’re all part of.

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Speaker 1: And I think honestly and certainly from my perspective, being

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Speaker 1: part of the organization when we rang that bell and we.

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Speaker 2: You know, we all were there at the start.

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Speaker 1: I think you get this, I want to be part

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Speaker 1: of making sure we hit what we’ve achieved too. So

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Speaker 1: I think that momentum we’ve got to now keep moving on.

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Speaker 1: We have got a lot of legacy and some of

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Speaker 1: that is brilliant legacy we want to carry forward. Some

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Speaker 1: of it needs to adapt and change based on where

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Speaker 1: we’re heading.

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Speaker 3: Well, you have so many icons. You’ve got brand icons

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Speaker 3: in Pringles, for example. There’s nothing quite like a Pringle.

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Speaker 3: You’ve got Cheez-It. You’ve got so many just beloved brands,

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Speaker 3: but At the same time, the clay is still wet.

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Speaker 3: And I think that for a job like yours to

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Speaker 3: be able to take advantage of the iconic nature of

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Speaker 3: the brands that you have, take some other brands and

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Speaker 3: be able to play a little bit. I mean, I

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Speaker 3: had seen a presentation from your leadership at Cagney back

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Speaker 3: in February, and they were talking about all the phenomenal

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Speaker 3: work that’s being done in Africa. And I’m like, holy moly,

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Speaker 3: I did not expect to hear that from Kalanova. How

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Speaker 3: does it feel to balance the combination of the strength

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Speaker 3: of the icon with the nimbleness of the clay still

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Speaker 3: being wet?

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Speaker 1: Like you said, we operate in over 180 countries globally.

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Speaker 1: And the brands that we operate in, obviously there’s some

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Speaker 1: truly global brands that everyone recognizes, like you said, Pringles.

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Speaker 1: But there’s some really exciting stuff happening in some of

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Speaker 1: our regions and in some of our markets that have

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Speaker 1: got incredible potential.

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Speaker 4: It was noodles, right?

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Speaker 1: Right?

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Speaker 2: Noodles in Africa?

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Speaker 5: Yeah.

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Speaker 2: I was like, I didn’t even know they did that.

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Speaker 1: But even on the Pringles brand, right, the flavors that

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Speaker 1: we’ve got that are adjusted to cultural taste and differences,

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Speaker 1: you know, we’ve got everything from seaweed flavor to obviously

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Speaker 1: the ones that we’re used to more in Europe and

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Speaker 1: paprika and salt and vinegar. And then In the US,

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Speaker 1: all the cheese, kind of heavy cheese flavors. So the

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Speaker 1: adaptability we’ve got with our brands and the fun that

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Speaker 1: we can have with them really scales and really translates.

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Speaker 1: The agility piece, and this is part of the talk

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Speaker 1: that I’m actually doing tomorrow, is all around agility in

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Speaker 1: an organization where you’ve got this 118-year legacy with a

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Speaker 1: startup mentality.

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Speaker 2: It’s a tough game, but I think we’ve got incredible

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Speaker 2: potential to get there.

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Speaker 4: Not on the scale of Kelanova, but last year I

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Speaker 4: did two acquisitions. I’m now integrating the companies.

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Speaker 3: And you have an iconic brand.

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Speaker 4: I have an iconic brand. Yeah, it can really sit

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Speaker 4: next to Kelanova. But I ask this even for me

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Speaker 4: and all of our listeners.

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Speaker 5: It’s not for everyone to go through this type of

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Speaker 5: change and integration. Like sometimes it’s just not what someone

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Speaker 5: signed up for. So in terms of change management and

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Speaker 5: how you either kept your people motivated or maybe you

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Speaker 5: had some honest conversations that it might be time to leave.

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Speaker 4: How did you approach that?

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Speaker 2: I completely agree. Change isn’t for everyone. Personally, I get

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Speaker 2: really motivated by driving positive change.

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Speaker 1: And being able to influence it. But it can be

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Speaker 1: really overwhelming. It can be quite daunting. Everyone’s got completely

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Speaker 1: different personal situations which can affect that.

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Speaker 2: So the way I lead and operate is… true.

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Speaker 1: Transparency as much as I possibly can give, making sure

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Speaker 1: communication is regular, authentic, genuine, and keeping people updated with

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Speaker 1: how we’re going. And also allowing people to be part

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Speaker 1: of that change. So contributing to it, bringing their ideas in.

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Speaker 1: We’ve got a lot of forums in the organization where

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Speaker 1: we encourage this. As I say, we’re trying to build

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Speaker 1: a culture where it really fosters that input. And then

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Speaker 1: we’ve got a fantastic team around us, helping us with

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Speaker 1: the narratives, the storytelling, the specifics, the FAQs. So I

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Speaker 1: think At a time of such significant change, and as

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Speaker 1: you can imagine, certainly me, you know, I was with

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Speaker 1: the company 17 years and we’re like, what, we’re going

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Speaker 1: to change the name of the company?

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Speaker 2: And, you know, I’m not sure about that.

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Speaker 1: But as you go through it, you know, we’ve all

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Speaker 1: got that natural change curve.

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Speaker 2: It’s just how quickly we can come out of it.

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Speaker 2: It’s exciting.

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Speaker 5: Whoever was behind the two names, I think it’s brilliant

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Speaker 5: because you still have the brand recall around Kellogg’s.

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Speaker 4: So your role. It’s really cross-functional.

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Speaker 5: It touches finance, marketing, supply chain, sales. I’m sure the

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Speaker 5: list goes on and on. How do you define where

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Speaker 5: your role starts, stops, and finishes?

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Speaker 2: I don’t really like.

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Speaker 1: To think of it as stopping or finishing everywhere, really,

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Speaker 1: because I think The partnership and the collaboration.

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Speaker 3: But you can’t keep adding things.

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Speaker 2: No.

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Speaker 1: I mean, just how many times have you heard the

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Speaker 1: data referred to? I mean, I only arrived this morning and,

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Speaker 1: you know, it’s come up in every conversation. So the

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Speaker 1: partnerships are really key. I mean, everything from compliance and

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Speaker 1: regulations and policies. So the partnerships with legal and privacy

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Speaker 1: and security, big part of my role.

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Speaker 2: The other side of it which is around talent.

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Speaker 1: So career paths for digital and DNA talent so partnerships

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Speaker 1: with HR and the functions often you’ve got them depending

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Speaker 1: on the operating model you have whether it’s centralized or

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Speaker 1: decentralized you’ve still got to look after that talent and

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Speaker 1: make sure that they feel like they’ve got a career

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Speaker 1: path and then of course the the value-driving element with

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Speaker 1: all the functions and trying to support the business decisions.

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Speaker 1: So yes, focus and prioritization is critical, but I also

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Speaker 1: believe the partnership across.

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Speaker 2: Is the only way that you’re successful in roles like mine.

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Speaker 1: And working just in one area and closing out the boundaries,

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Speaker 1: I mean, business isn’t, isn’t like that. You haven’t got

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Speaker 1: the luxury to be saying that this is the hard lines.

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Speaker 1: I mean, that doesn’t negate you from having clear accountabilities,

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Speaker 1: but when you’re trying to solve business problems, it’s hats

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Speaker 1: off and focused on that problem versus who’s from which function.

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Speaker 3: Let me just deconstruct that a little bit with you,

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Speaker 3: because I think one of the challenges you said, people

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Speaker 3: are talking about data everywhere, which of course, you know,

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Speaker 3: we’re a freaking shop talk.

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Speaker 2: It should.

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Speaker 3: But at the same time, one of the things about data,

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Speaker 3: it’s kind of like water. If you don’t have enough

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Speaker 3: of it, you get very thirsty. You have too much

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Speaker 3: of it, you have a flood. So how do you

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Speaker 3: figure out how to irrigate the organization? How do you

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Speaker 3: think about, okay, I think the sales team can handle,

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Speaker 3: or sales teams in different markets can handle different things

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Speaker 3: because your role is global in nature. So the way

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Speaker 3: that you might work in a GDPR environment might be

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Speaker 3: different than the states, might be different than sections of APAC,

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Speaker 3: for example.

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Speaker 2: Yeah, and it absolutely is the case. So we’ve got

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Speaker 2: a couple of elements.

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Speaker 1: One is we’ve got a fantastic framework called Bigger Data,

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Speaker 1: Better Possibilities. And we love a little, you know, a

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Speaker 1: hashtag or a strap line. It just helps people remember.

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Speaker 4: That bigger data, better possibilities, better possibilities.

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Speaker 1: So underneath that is really just a framework to help

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Speaker 1: the organization think through four components.

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Speaker 2: Transparency, accessibility, accuracy, and protection and privacy. So that’s a

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Speaker 2: big part of it. And within that, how we operate.

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Speaker 3: You need to reorder it because we’re in Spain. You

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Speaker 3: make a tapa. Okay.

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Speaker 2: Like a tapa.

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Speaker 3: Okay.

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Speaker 2: I’ll take that away.

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Speaker 3: Take that under advisement.

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Speaker 2: So that’s one component.

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Speaker 1: I think really as well, we’ve got to take the

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Speaker 1: lead from the business, right? This is not about telling people,

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Speaker 1: I mean, yes, there is some compliance and there’s some

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Speaker 1: non-negotiables and there’s some policies.

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Speaker 2: And there’s how we operate. and the security element.

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Speaker 1: But the vast majority of what we’re doing, once those

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Speaker 1: hygiene factors are in place, is understanding what are the

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Speaker 1: business trying to solve, and we back into that. Because otherwise,

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Speaker 1: like you say, it’s never ending, it’s overwhelming, you don’t

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Speaker 1: know where to start. And actually, what happens is you

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Speaker 1: don’t really move forward, because you get stuck in trying

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Speaker 1: to get everything perfectly wrong versus directionally right and enough

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Speaker 1: to solve a business problem. So the framework really helps,

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Speaker 1: and it gets those key components in place for us

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Speaker 1: to operate.

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Speaker 2: And then it’s all about prioritization.

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Speaker 5: Sarah and I were just talking about this before we

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Speaker 5: got on stage. The ability to not be so hands-on

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Speaker 5: and focus on directionally pushing your team in the right

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Speaker 5: north star, as you’re operating at the scale that you’re

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Speaker 5: operating at, where do you draw the line with that

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Speaker 5: 80-20 rule? How do you decide what’s important that the

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Speaker 5: team gets right and the 20% that can sort of

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Speaker 5: just drop by the waist?

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Speaker 2: It’s really about value.

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Speaker 1: I think, you know, again, talking about the agility reference

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Speaker 1: for tomorrow, it’s balancing speed, risk.

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Speaker 2: And value in those orders.

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Speaker 1: And I think assessing what risk level is going to

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Speaker 1: really direct you as to how important it is to

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Speaker 1: get right. If we think about all of the, you know,

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Speaker 1: the things that are happening now with Gen AI and

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Speaker 1: unstructured data and how we operate as an organization and

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Speaker 1: what our risk appetite, I mean, that’s relative, it’s quite

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Speaker 1: personal to different businesses, what their risk appetite is.

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Speaker 2: And we decide that as an organization.

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Speaker 1: And then it’s balancing that with, well, how fast do

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Speaker 1: we need to get there? So if there’s an opportunity

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Speaker 1: that’s going to come up to us in six weeks’ time,

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Speaker 1: if we sit on it for three months’ time, well,

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Speaker 1: we’ve missed that opportunity in the market. So speed to

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Speaker 1: get there is a component. And then the value, the

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Speaker 1: size of the prize. So if we’re directionally right, can

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Speaker 1: we still reap the value? So it’s the balance equation

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Speaker 1: between those three things, I think.

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Speaker 2: And I don’t.

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Speaker 1: Have a rule book on it, but we work through

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Speaker 1: that as an organization.

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Speaker 4: I think that’s a great filter.

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Speaker 3: I think it’s fantastic. I think especially very valuable to

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Speaker 3: the audience as you walk through the halls and there

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Speaker 3: are so many companies with so many funky names and bright,

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Speaker 3: shiny objects and everybody’s dropping buzzwords like to the point

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Speaker 3: that you don’t know if you’re stupid or somebody’s just

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Speaker 3: pulling one over you. And being able to have that

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Speaker 3: value system and judgment on, okay, what is actually going

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Speaker 3: to be directionally right versus perfectly wrong, I think is

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Speaker 3: a really helpful filter as we wind down.

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Speaker 2: The rest of Shop Talk.

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Speaker 3: So I think as everybody walks the floor, just thinking

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Speaker 3: through that filter will be super duper helpful.

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Speaker 4: Speaking of buzzwords, you mentioned data.

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Speaker 5: Maybe you’re also going to hear retail media, AI, supply chain.

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Speaker 4: Microservices, like.

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Speaker 5: How do you decide what’s worth doing versus shiny object?

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Speaker 1: I mean, everyone loves the shiny object, but I think

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Speaker 1: the balance is again, just getting back to what are

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Speaker 1: you trying to achieve and then finding the right solution

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Speaker 1: for it. It still doesn’t mean that you can’t have

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Speaker 1: your team having some level of curiosity and, you know,

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Speaker 1: having a look at what’s available and learning from it

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Speaker 1: and bringing the, you might not buy that tool, but

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Speaker 1: you might learn from what it’s trying to do to

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Speaker 1: be applied elsewhere. And I think, again, depending on what

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Speaker 1: size company you’re from and what industry or what area

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Speaker 1: you’re from, it’ll depend how that kind of sustainable value,

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Speaker 1: how important that is versus how that kind of quick

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Speaker 1: and ins and outs and what your funding model is.

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Speaker 1: So I think there’s a lot of components. But for me,

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Speaker 1: I think it’s back down to there’s loads out there

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Speaker 1: to choose from and there’s likely 10 options for what

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Speaker 1: you’re trying to solve for. But I think sometimes you’ve

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Speaker 1: got to leverage on, for us, what could scale, for example,

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Speaker 1: versus solve a quick need.

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Speaker 2: What partnerships have we already got that we can leverage?

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Speaker 1: And what’s the plans for those partners to grow in

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Speaker 1: that space? What’s the longevity? What’s the values of that organization?

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Speaker 1: And they align to ours. And so I think, you know,

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Speaker 1: there’s a lot of assessments to do, but still, I

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Speaker 1: think still being curious with new tech and all the

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Speaker 1: shiny tools and being able to allow your teams to,

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Speaker 1: you know, play in a safe space around them, I

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Speaker 1: think it can build a huge amount of capability. So

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Speaker 1: as long as it’s safe and secure and how we’re

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Speaker 1: operating is managed, I think I would.

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Speaker 2: Always say go and explore.

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Speaker 3: Before we get to our famous last question, if I

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Speaker 3: look at the audience, I recognize a lot of faces.

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Speaker 3: You’ve got a lot of brands in the audience. You’ve

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Speaker 3: got a lot of people that are responsible for global

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00:20:07,840 –> 00:20:12,189
Speaker 3: responsibility for multi-brands. some of your competitors maybe, but we

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00:20:12,250 –> 00:20:15,320
Speaker 3: also have a number of tech players in the audience,

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Speaker 3: and I’m sure they’re trying to figure out how to

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00:20:17,859 –> 00:20:21,960
Speaker 3: better connect with you. What advice do you have for

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00:20:22,119 –> 00:20:26,090
Speaker 3: all these companies that are so desperately trying to get

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00:20:26,109 –> 00:20:29,910
Speaker 3: your attention? What should they start, stop, continue?

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Speaker 1: I think for me, the big thing that I really

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00:20:33,020 –> 00:20:35,960
Speaker 1: value in a partner conversation or from a technology firm

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00:20:35,980 –> 00:20:40,000
Speaker 1: is really around them understanding our industry and what we

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00:20:40,160 –> 00:20:43,369
Speaker 1: are likely to be looking for. I think, you know,

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00:20:43,450 –> 00:20:46,230
Speaker 1: just the sell for the sake of the sell versus,

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00:20:46,570 –> 00:20:49,070
Speaker 1: I mean, there’s plenty of information out there around all

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00:20:49,090 –> 00:20:52,170
Speaker 1: of these brands, you know, retailers or big brands like Calanova.

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00:20:52,790 –> 00:20:55,770
Speaker 1: And I think just taking the time to learn a

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00:20:55,790 –> 00:20:59,469
Speaker 1: little about our organization, what our strategy is.

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Speaker 2: Like you say, we’ve been at Cagney.

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00:21:00,850 –> 00:21:03,120
Speaker 1: We talk about what we’re looking to do and then

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00:21:03,190 –> 00:21:06,600
Speaker 1: tailor that pitch or that reach out to make it

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00:21:06,640 –> 00:21:07,480
Speaker 1: a bit more personal.

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00:21:07,520 –> 00:21:09,820
Speaker 2: And then I think just adding that human element.

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Speaker 1: I think there’s a big part from a skills perspective

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00:21:12,640 –> 00:21:15,590
Speaker 1: and being successful now is around soft skills and being

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Speaker 1: able to relate to someone, being able to build that rapport.

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Speaker 1: And I think, again, thinking about how you’re going to

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00:21:21,270 –> 00:21:23,949
Speaker 1: do that, I think makes a big difference.

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Speaker 5: Well, Loretta, we got to ask you our famous last question.

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Speaker 5: What’s the bravest thing you’ve ever done?

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Speaker 1: Just on a fun side, I think it’s probably when

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00:21:33,740 –> 00:21:36,870
Speaker 1: I bungee jumped in New Zealand at night.

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00:21:38,030 –> 00:21:39,030
Speaker 2: At night? At night.

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00:21:39,090 –> 00:21:40,710
Speaker 4: You just really wanted to up the ante.

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00:21:41,190 –> 00:21:43,570
Speaker 1: Yeah, well in my head I thought it would be

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00:21:43,950 –> 00:21:45,989
Speaker 1: a better thing to do because you couldn’t see the

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00:21:46,530 –> 00:21:50,070
Speaker 1: floor that you might hit. But actually it wasn’t and

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00:21:50,109 –> 00:21:53,449
Speaker 1: it was awful. It goes against every part of your

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00:21:53,490 –> 00:21:55,889
Speaker 1: body that is telling you don’t jump off the cliff

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00:21:55,970 –> 00:21:59,119
Speaker 1: and you do. And then when I dropped, then they

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00:21:59,160 –> 00:22:02,340
Speaker 1: actually said, whoever’s done a bungee jump before, take this

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00:22:02,400 –> 00:22:03,920
Speaker 1: other clip and clip it on and they can pull

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00:22:03,940 –> 00:22:09,070
Speaker 1: you back up. Well that clip unhooked and I dropped again. So, yeah,

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00:22:09,310 –> 00:22:11,189
Speaker 1: it was a brave thing to do in the first place. And,

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00:22:11,750 –> 00:22:13,109
Speaker 1: you know, when they say, oh, but I bet you’d

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00:22:13,130 –> 00:22:13,510
Speaker 1: do it again.

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Speaker 3: I wouldn’t.

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00:22:14,230 –> 00:22:17,040
Speaker 2: I definitely wouldn’t. I’m going to stay without.

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Speaker 4: Was this a recent thing that you did?

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Speaker 1: No, I went traveling around the world on my own

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00:22:21,340 –> 00:22:23,720
Speaker 1: when I was about 20. And, yeah, it’s one of

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00:22:23,740 –> 00:22:25,100
Speaker 1: those tough things you think is a good idea.

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Speaker 4: Well, you live to tell the tale.

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Speaker 2: Yes, fortunately.

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Speaker 3: And Kellogg and Kellanova is very thankful for that, as

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Speaker 3: are we. So thank you so much for joining us today.

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Speaker 3: Can we get a round of applause for Loretta? Well,

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Speaker 3: if you like what you heard today, there are 180

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Speaker 3: other episodes of Brave Commerce that I would encourage you

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00:22:45,710 –> 00:22:47,889
Speaker 3: to listen to, including, I’ll just give a shout out

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Speaker 3: in the audience, Ji Chang, Global Head of E-Commerce at Mondelez.

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00:22:52,270 –> 00:22:55,210
Speaker 3: We’ve got the Global Head of E-Commerce at Henkel. Boris

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00:22:55,250 –> 00:22:57,389
Speaker 3: hiding out in the back. So just major props.

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Speaker 5: And we’ve also had Julie Bowerman, CMO, Kelenova, North America

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Speaker 5: on the show. So go check out those episodes and

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00:23:03,960 –> 00:23:04,780
Speaker 5: thanks for listening.

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Speaker 2: Thank you. Thank you.

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Speaker 1: Thank you.

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Speaker 3: Hi, I’m Jackie Cooper, Global Chief Brand Officer at Edelman

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00:23:31,470 –> 00:23:34,230
Speaker 3: and the host of Touch of Truth, a new podcast

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00:23:34,290 –> 00:23:37,750
Speaker 3: launching on the Adweek Podcast Network. My dad gave me

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00:23:37,770 –> 00:23:41,459
Speaker 3: this incredibly smart piece of advice. Meet everyone once. As

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00:23:41,500 –> 00:23:43,820
Speaker 3: a result, I’ve met some of the most fascinating and

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00:23:43,880 –> 00:23:45,419
Speaker 3: inspiring people on the planet.

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00:23:45,800 –> 00:23:48,810
Speaker 1: Now on Touch of Truth, we’re coming centre stage and

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00:23:48,869 –> 00:23:52,189
Speaker 1: sharing the mic to experience stories of truth, insights and

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00:23:52,230 –> 00:23:54,940
Speaker 1: visions for the future that will challenge your way of thinking.

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00:23:55,060 –> 00:23:58,000
Speaker 2: Touch of Truth is available wherever you listen to podcasts.

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00:23:58,320 –> 00:24:01,149
Speaker 2: New episodes come out every Tuesday. I do hope to

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00:24:01,210 –> 00:24:01,710
Speaker 2: see you there.