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Speaker 1: In my UK role, I always, always sat there and said,

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Speaker 1: but the UK is different. We need something special. And

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Speaker 1: now my perspective is so different going through the journey

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Speaker 1: that I have. Yes, there is something different that is needed,

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Speaker 1: but it is not everything. And there is way more

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Speaker 1: synergy and way more similarity across geographies, across customers, across

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Speaker 1: different categories that we can use. Just go and talk

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Speaker 1: to the people that you’re going to be working with.

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Speaker 1: Find out about them. Understand what makes them tick. Trust me,

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Speaker 1: when you come to those conversations where you’re talking about

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Speaker 1: the content of the work, it will pay back tenfold.

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Speaker 2: Welcome to Great Commerce.

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

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Speaker 2: And I’m Sarah Hofstetter, chairwoman of Profitero Plus.

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

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Speaker 3: in commerce for the world’s biggest brands.

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Speaker 2: Rachel, welcome back. I missed you so much.

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Speaker 3: What is this? I forgot this environment that we’re in.

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Speaker 3: It’s actually, we’ve already flipped the script.

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Speaker 2: I’m doing the opener. Usually you ask me a question first,

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Speaker 2: but I’m like so thrilled that you’re finally back. Guys,

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Speaker 2: we’ve had some really great inter-hosts and we pre-recorded a

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Speaker 2: bunch of episodes, but my gosh, life has not been

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Speaker 2: the same without Rachel Typograph. And I think we are

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Speaker 2: so happy to have her back. How has maternity time

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Speaker 2: off introducing a human being into the world changed your

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Speaker 2: perspective on commerce, my friend?

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Speaker 3: On commerce, I mean, now I understand why the parenting

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Speaker 3: baby industry is a trillion-dollar industry. It is wild, the

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Speaker 3: amount of brands that are out there. And I do

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Speaker 3: think we should get the founder or CEO of Babyless

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Speaker 3: onto the show because that is a goldmine there. But

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Speaker 3: outside of that, I mean, parent leave has been absolutely

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Speaker 3: transformational for me, both personally and professionally. So my wife

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Speaker 3: and I, we had a son. His name is Sidney Drew.

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Speaker 3: And he’s a great little guy. And all the cliches

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Speaker 3: are true. I mean, I fell in love with him

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Speaker 3: the moment I met him. And I feel complete now.

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Speaker 1: As a human.

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Speaker 3: It’s very strange.

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Speaker 2: Wow, you’re getting really worked up here. The first, I

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Speaker 2: don’t know, I guess five years of this podcast, I

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Speaker 2: talk about my kids all the time. And now we’re

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Speaker 2: going to have a more balanced podcast because we’re going

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Speaker 2: to be hearing all the Sid stuff 100%.

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Speaker 3: And then from a work standpoint, I mean, that has

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Speaker 3: been truly eye-opening for me. I had not stepped away

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Speaker 3: from Micmac.

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Speaker 2: In 11 years.

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Speaker 3: And the reality is me stepping away was actually good

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Speaker 3: for the business. The business performed, my leadership team led

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Speaker 3: the day to day, and they really demonstrated how capable

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Speaker 3: they are. And it just became clear that I don’t

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Speaker 3: need to be involved in certain work streams or decisions anymore.

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Speaker 3: It’s allowed me to reorient how I spend my time

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Speaker 3: within the business.

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Speaker 2: Oh, this is very interesting because, A, this will certainly

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Speaker 2: help you achieve a closer modicum of balance, but also

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Speaker 2: will be interesting to see how you use that at home.

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Speaker 2: Because if you don’t need to be involved in everything,

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Speaker 2: whether at home or at work, being able to lift

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Speaker 2: your foot off the accelerator and just observe might change

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Speaker 2: your perspective on a lot of different things. A hundred percent.

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Speaker 3: I think it’s made me a better partner to my wife, Sammy.

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Speaker 3: And I mean, I’m 11 weeks in, so it’s still

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Speaker 3: the honeymoon phase. But we’ll see in the next 200

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Speaker 3: episodes how I do.

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Speaker 2: I think there’s something about the things that happen to

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Speaker 2: you personally and what that does to impact the way

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Speaker 2: people lead. I was a manager before I was a mom,

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Speaker 2: but not for very long. I had kids really young.

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Speaker 2: And I believe that the way that I’ve led over

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Speaker 2: the course of My career has pivoted based on how

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Speaker 2: my children have grown and the age and stages that

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Speaker 2: they’ve been in. My marriage. So much of what we

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Speaker 2: do in our professional lives are molded based on the

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Speaker 2: relationships that we have and the personal stuff that you

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Speaker 2: bring to work. I think people can divorce that. I

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Speaker 2: actually think that’s unhealthy. So there are a lot of

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Speaker 2: learnings that come from people from the things that have

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Speaker 2: been part of their formation and how you bring your

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Speaker 2: work home and how you bring your home to work.

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Speaker 2: And I think Laura Briggs at Philips is a very

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Speaker 2: good example of that because you can listen to the

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Speaker 2: entire podcast episode today and understand what inclusion means to her,

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Speaker 2: what empathy means to her, what strength means to her,

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Speaker 2: what clarity means to her. And then when you get

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Speaker 2: to the bravest thing, a lot of it just kind

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Speaker 2: of ties it all together.

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Speaker 3: Yeah, this one, you got to listen to the end

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Speaker 3: for the whole story to reveal itself. So let’s bring

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Speaker 3: Laura onto the show.

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Speaker 2: Today, after much coercion, we are happy to have Laura Briggs,

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Speaker 2: head of e-commerce excellence at Philips. Welcome to the show, Laura.

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Speaker 2: So happy to have you.

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Speaker 1: Thank you. Thank you so much for having me. I’m

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Speaker 1: really happy to be here. Very excited to be chatting

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Speaker 1: to you both.

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Speaker 2: Well, I’m sure our listeners are excited to hear from

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Speaker 2: you as well. So let’s get in it. Philips spans

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Speaker 2: global markets, product categories, and channels. You guys are everywhere

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Speaker 2: and anywhere. As the head of e-commerce excellence at Philips,

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Speaker 2: it’s going to be difficult to have one, maybe two

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Speaker 2: overarching goals that work no matter what you’re trying to do,

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Speaker 2: that transcends silos, create alignment across such a diverse organization.

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Speaker 2: How did you do that while still maintaining a level

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Speaker 2: of precision?

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Speaker 1: So let me zoom us in a little bit because

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Speaker 1: I think Philips is enormous and consumers see the Philips

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Speaker 1: brand on lots of things out in the public domain.

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Speaker 1: But we have two parts of the organization that’s Royal Philips,

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Speaker 1: which is the piece that I work within. Health systems business,

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Speaker 1: I don’t go near that. I’m very much on the

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Speaker 1: consumer goods, much more relevant to this podcast. And then

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Speaker 1: within the consumer goods piece, we basically have three business

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Speaker 1: units that we work with. So we work across Philips Sonicare,

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Speaker 1: Philips Avent, which is baby, and then also grooming and

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Speaker 1: beauty products. So There’s a lot of things for a

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Speaker 1: start that people see out there for Philips that isn’t

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Speaker 1: directly relevant. So perhaps the task is not quite so enormous,

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Speaker 1: but still for sure, Sarah, a lot of what you

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Speaker 1: say is totally true. I think for us, we have

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Speaker 1: a universal focus on category growth. So that makes it

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Speaker 1: quite simple. We recognize that we need to work in

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Speaker 1: partnership with customers and category growth is obviously the thing

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Speaker 1: that we need to be collectively working towards to deliver

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Speaker 1: that win for everybody. There’s always, and I think there

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Speaker 1: always will be, a need to be choicefulness between top

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Speaker 1: and bottom line. I can imagine in many organizations, and

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Speaker 1: we are not unique in that, that there’s always a

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Speaker 1: desire for both. And I think choices need to be

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Speaker 1: made at different moments on different things with where we

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Speaker 1: get there. But the other way that we tend to

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Speaker 1: work to try to give that focus to everyone in

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Speaker 1: the organization is to look up what we call source

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Speaker 1: of business around any particular product category or business unit area.

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Speaker 1: So really trying to think about what is the shopper?

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Speaker 1: What is the need of that shopper? How do we

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Speaker 1: unlock that? And that can be really varied for us

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Speaker 1: depending on which category we’re working with. So we try

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Speaker 1: to have that category growth focus across everything, working with

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Speaker 1: the win-win with the customer, but also knowing that we

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Speaker 1: need to be clear about that nuance where it applies.

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Speaker 3: If category growth is the main objective, There’s a slew

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Speaker 3: of leading indicators that you probably track as a business

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Speaker 3: to figure out, are you getting even near growth? And

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Speaker 3: it’s not just you who’s probably tracking these things. You

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Speaker 3: also have cross-functional stakeholders. You mentioned your customer, and that’s

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Speaker 3: even an external partner. So if we just focused internally,

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Speaker 3: if the organization wants to drive category growth, what KPIs

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Speaker 3: are you looking at? both within your world of e-commerce

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Speaker 3: and then how are those shared cross-functionally across the organization?

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Speaker 1: Yeah, so I always say I think e-commerce is a

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Speaker 1: team sport. It needs that cross-functional effort to deliver on it,

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Speaker 1: for sure. And therefore, that universal understanding of what we’re

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Speaker 1: trying to do and the KPIs around it are so,

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Speaker 1: so important. We also love to bamboozle ourselves with acronyms,

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Speaker 1: both internally and externally. If anybody would like to pick

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Speaker 1: between geo and AO anytime soon, I would be eternally grateful.

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Speaker 1: Please and thank you. Because I think there is just

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Speaker 1: that complexity around what are we looking at? Why are

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Speaker 1: we looking at it? And also the language that we’re using.

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Speaker 1: So one of the ways that we focus on it

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Speaker 1: within our team, particularly for e-commerce at Philips, is to

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Speaker 1: think about documented frameworks. So actually, let’s decide how we’re

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Speaker 1: going to look at things. Which KPIs are we going

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Speaker 1: to do? Why are they important? And make sure that

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Speaker 1: we at least have that consistently written down somewhere. However,

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Speaker 1: I would heavily caveat that that’s probably about 10% of

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Speaker 1: the job to be done. Because writing it down is great,

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Speaker 1: but you need people to read it. You need people

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Speaker 1: to understand it. You need people to embrace it and

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Speaker 1: work with it. And that’s quite challenging. Like for myself

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Speaker 1: and the team, we’re quite a relatively small team within

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Speaker 1: the scale of the organization and the amount of people

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Speaker 1: that are working within our go-to-market. And as you said, Rachel,

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Speaker 1: across all of those different functions that need to play

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Speaker 1: a role in that team sport. So… There’s lots of

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Speaker 1: tactics I would say that we use to try.

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Speaker 2: To do that.

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Speaker 1: We have communities of practice that we run on various

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Speaker 1: different areas. So that might be one area of e-commerce

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Speaker 1: execution around like, for example, retail media or digital shelf.

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Speaker 1: Those are things where we would bring together people and

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Speaker 1: talk and try to use that to bring that consistent

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Speaker 1: understanding and repetition of the message, I guess. And then

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Speaker 1: the other thing that I feel quite personally passionate about

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Speaker 1: is understanding the perspectives of all of those different stakeholders

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Speaker 1: like everyone shows up to things with a whole different

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Speaker 1: history of how they got to where they’ve got to,

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Speaker 1: a different understanding of what we’re talking about. And I

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Speaker 1: always feel taking a moment to understand that and bring

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Speaker 1: it forward in a way that’s relevant to that person

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Speaker 1: from the job that they’re doing, the things that they’re

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Speaker 1: trying to achieve. That for me is the sort of

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Speaker 1: the magic piece of getting people to come on the

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Speaker 1: journey with you of driving that consistency.

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Speaker 3: I love what you just said in terms of listening

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Speaker 3: and understanding. My executive coach is always like, Rachel, you

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Speaker 3: and I right now are not having one conversation. We’re

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Speaker 3: actually having eight conversations when you multiply all the variations

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Speaker 3: that’s actually happening. And so, you know, in this room

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Speaker 3: right now, we’re actually having 24 conversations.

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Speaker 1: Yeah.

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Speaker 3: And so the change management piece coupled with the metrics

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Speaker 3: is clearly what can help lead to category growth. But

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Speaker 3: I love getting into the details a little bit. What

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Speaker 3: are the handful of KPIs that you actually think are

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Speaker 3: important to measure the effectiveness of the business?

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Speaker 1: As an e-commerce excellence team, we were brand new out

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Speaker 1: of the box about two and a half years ago.

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Speaker 1: It was a global function that didn’t exist before. And

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Speaker 1: we’ve really started with digital shelf. And that’s, I guess,

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Speaker 1: my call because… I’m a marketer at heart. My background

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Speaker 1: is all in consumer marketing. But I firmly believe that

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Speaker 1: all your upper funnel investment can be wasted if you’re

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Speaker 1: just not there visible on the shelf when the shopper

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Speaker 1: wants to shop. And we have to prioritize and start somewhere.

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Speaker 1: So digital shelf has been the big thing that we’ve

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Speaker 1: been working on so far in the journey that we’ve

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Speaker 1: been on. So that’s making sure that we have great availability,

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Speaker 1: great content, strong ratings and reviews, which actually historically we’ve

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Speaker 1: been really good at as an organization. And then obviously

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Speaker 1: that critical visibility piece and how do we play in

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Speaker 1: the organic and the paid space to get there? There’s

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Speaker 1: a whole raft of other things that we can look at.

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Speaker 1: And we do try to bring customer relevant KPIs into

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Speaker 1: that as well. So if we’re working with somebody like Amazon,

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Speaker 1: we will look at what are their KPIs that they’re

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Speaker 1: looking at for availability, not only what we see to

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Speaker 1: really do that in partnership with them. But for me,

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Speaker 1: that’s the foundation and that’s been our focus so far.

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Speaker 1: But there is way, way more than that that would

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Speaker 1: be a longer term vision for me.

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Speaker 2: You and Rachel were just talking about this whole idea

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Speaker 2: of listening and also aligning around these KPIs. But one

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Speaker 2: of the things I’m kind of hearing as a theme

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Speaker 2: is a little bit of empathy and inclusion. You have

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Speaker 2: to be listening to other people and you actually have

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Speaker 2: to empathize with the challenges that they have in their

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Speaker 2: day-to-day jobs and figure out how to include them in that.

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Speaker 2: Because when cross-functional work happens with lots of different voices

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Speaker 2: and lots of different needs, it can often get dominated

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Speaker 2: by one perspective by maybe the louder people and the

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Speaker 2: people with the strong point of view and maybe a

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Speaker 2: higher degree of self-confidence or whatever. How do you lean

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Speaker 2: in to find the quiet ones and ensure that their

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Speaker 2: voices are heard? And maybe some are even leaning out

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Speaker 2: because they don’t understand and they don’t want to look stupid.

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Speaker 2: How do you find those moments or those people that

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Speaker 2: might not necessarily be as engaged, but their involvement is

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Speaker 2: going to ultimately be critical and their inclusion is going

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Speaker 2: to create a better outcome?

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Speaker 1: So I am a big believer in seek first to understand.

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Speaker 1: That’s a big thing for me. And that’s how I

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Speaker 1: encourage our team to show up to conversations. And it’s

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Speaker 1: a strange one because it was a personal learning for me.

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Speaker 1: I used to be very, I’m still quite task focused,

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Speaker 1: but I want to get stuff done. Why do I

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Speaker 1: need to have all of these conversations? Let’s just get

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Speaker 1: on and get things done. But what I’ve learned over

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Speaker 1: my career is that If you take the time upfront

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Speaker 1: to understand those perspectives, understand people’s past experience, understand what

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Speaker 1: they know, what they don’t know. Everyone’s showing up just

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Speaker 1: knowing what they know and not knowing what they don’t know.

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Speaker 1: So my career path at Philips, I joined in a

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Speaker 1: UK role and I will hold my hands up. I

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Speaker 1: came through UK, through region into a global role. But

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Speaker 1: in my UK role, I always, always sat there and said,

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Speaker 1: but the UK is different. We need something special. And

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Speaker 1: now my perspective is so different going through the journey

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Speaker 1: that I have. And yes, there is something that different

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Speaker 1: that is needed, but it is not everything. And there

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Speaker 1: is way more synergy and way more similarity across geographies,

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Speaker 1: across customers, across different categories that we can use. But

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Speaker 1: it’s all about building that shared understanding. And I think

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Speaker 1: those conversations, like they don’t seem like they’re the urgent work.

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Speaker 1: But one of the things I would always say to

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Speaker 1: anyone that’s stepping into one of my teams is just

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Speaker 1: go and talk to the people that you’re going to

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Speaker 1: be working with. Find out about them. Understand what makes

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Speaker 1: them tick. You might not feel like it’s going to

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Speaker 1: pay back. But trust me, when you come to those

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Speaker 1: conversations where you’re talking about the content of the work,

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Speaker 1: it will pay back tenfold. in not having that noise

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Speaker 1: because you know how you need to explain something to

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Speaker 1: that person because you know how they’re showing up to

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Speaker 1: that conversation. And I just think, yeah, it’s underestimated how

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Speaker 1: powerful something like that can be. Equally, there is always

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Speaker 1: going to be like a point in time where somebody

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Speaker 1: does need to step in and make a call on

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Speaker 1: certain things. And not everybody is necessarily going to like

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Speaker 1: those decisions. But again, you use the word empathy, Sarah,

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Speaker 1: and I think that’s exactly right. you have to deliver

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Speaker 1: those decisions with empathy a little bit as well to

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Speaker 1: make sure that you’re not disengaging people equally as you

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Speaker 1: go through something.

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Speaker 3: Just curious, Philips in-office culture or virtual workforce?

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Speaker 1: We are moving back to being a more in-office culture,

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Speaker 1: but it depends on where the team is. Like my

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Speaker 1: team is based in three, four different global locations. So

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Speaker 1: it depends on how you’re working. And I think what

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Speaker 1: works for those teams. Yeah, but there is definitely more

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Speaker 1: of a move back to in-person working. And I think

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Speaker 1: there’s enormous, enormous benefit in situations like this. You know,

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Speaker 1: you cannot be an in-person coffee chat. There’s just something

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Speaker 1: that’s not the same doing those things on teams. It

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Speaker 1: can work, but it’s not the same. Not sounding magic.

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Speaker 3: I ask that because it’s so transactional in this highly

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Speaker 3: virtual world. You know, speaking of transactions and getting work done,

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Speaker 3: because you did say you like to get work done,

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Speaker 3: in your sort of global function, it’s clear you probably

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Speaker 3: have to work with hundreds to potentially thousands of employees

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Speaker 3: across Philips. How do you go about creating processes that

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Speaker 3: can scale for a full team or a full organization

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Speaker 3: as opposed to just the power users?

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Speaker 1: Yeah, not an easy challenge is the first thing I

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Speaker 1: would say. But I think knowing who you are looking

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Speaker 1: to enable is the first really important thing. Like who

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Speaker 1: are the personas that you’re going after? So Sarah and

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Speaker 1: I have met because we have started working with Profitero

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Speaker 1: on Digital Shelf in the last 18 months. And that’s

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Speaker 1: a great example of kind of what we’ve done here.

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Speaker 1: We know that there are those super users. We know

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Speaker 1: there are hands on keyboard people in regions who are

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Speaker 1: looking at how can I influence our performance on the

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Speaker 1: digital shelf. And that’s where everything that we see in

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Speaker 1: the user interface that we have from Profitero is brilliant.

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Speaker 1: Like it works phenomenally for them. There’s alerts set up.

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Speaker 1: It’s just serving those needs. Equally, we found other personas

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Speaker 1: elsewhere in our organization that need something different. And that’s

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Speaker 1: where what we’ve had to do is build kind of

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Speaker 1: parallel solutions and look at how can we provide information

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Speaker 1: at a helicopter level to a business unit globally who

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Speaker 1: wants to understand how are all my regions and all

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Speaker 1: of my customers performing? And is there something that I

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Speaker 1: can do at that helicopter level to try to influence

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Speaker 1: more broadly what’s going on? So I think It’s challenging

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Speaker 1: because it creates almost complexity in what you’re doing, Rachel.

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Speaker 1: But the persona piece and what that person needs and

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Speaker 1: then designing for their needs, I think, is how we

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Speaker 1: tend to approach it.

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Speaker 2: I really appreciate that. And also, I appreciate your channel

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Speaker 2: on Profitero. That was not sponsored. Thank you very much.

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Speaker 2: It wasn’t, I promise. It’s interesting you use the helicopter

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Speaker 2: analogy largely because often when helicopters take off and come down,

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Speaker 2: it creates a lot of dust. Sometimes that actually creates

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Speaker 2: an even bigger fog. So I want to give you

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Speaker 2: a blue sky question. If you were asked to build

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Speaker 2: a brand new commercial operating model from scratch, no legacy baggage,

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Speaker 2: what would be the first thing that you would do

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Speaker 2: to put in place to ensure shared goals, unified language?

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Speaker 2: and the inclusivity that we’ve been talking about? I love

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Speaker 2: this question.

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Speaker 1: It totally plays to my creative brain. And I don’t

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Speaker 1: think I’m going to give a revolutionary answer, but it

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Speaker 1: comes from my history and background. I’ve worked in sales.

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Speaker 1: I’ve worked in marketing. I’ve worked across both of those

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Speaker 1: functions in my time. And I would burn the divide.

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Speaker 1: That’s my big thing that I would do. I just

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Speaker 1: think we’ve seen that there’s organizations that have started to

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Speaker 1: do this by creating like heads of growth and those

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Speaker 1: kind of roles. But I genuinely have experienced where those

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Speaker 1: two functions are kind of at odds with one another.

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Speaker 1: And all that that does, in my opinion, is distract

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Speaker 1: from getting the job done. Because actually, it doesn’t matter

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Speaker 1: if you’re a salesperson or a marketing person, you’re all

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Speaker 1: trying to achieve same goal, that category growth in our case.

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Speaker 1: And I think that coming into e-commerce, that’s what’s been

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Speaker 1: so fascinating because it almost forces this issue because of

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Speaker 1: that team sport, because of that cross-functional need to deliver

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Speaker 1: it well. So that would absolutely be what I would do.

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Speaker 1: But I think, and this will be an analogy lost

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Speaker 1: on anyone that hasn’t seen Taken, it requires a particular

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Speaker 1: set of skills in the world of Liam Neeson. Like,

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Speaker 1: It needs that balance of understanding of brand and customer.

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Speaker 1: And I think that’s the challenging piece. It’s fine to

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Speaker 1: say this is what I would do in theory, but

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Speaker 1: to really truly make it work, you have to have

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Speaker 1: that sort of symbiotic ways of working and that symbiotic

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Speaker 1: experience within the teams and really importantly within the leadership

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Speaker 1: to recognize that actually neither customer nor consumer is more

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Speaker 1: important Otherwise, it just won’t work in reality.

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Speaker 2: Yeah.

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Speaker 1: And I’ve lived through transformations where we’ve been in places

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Speaker 1: where we had very separate teams across sales and marketing

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Speaker 1: working theoretically together, but not really much more against each other.

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Speaker 1: And there’s some super simple things that you can do

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Speaker 1: to just bring them together and and get them both

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Speaker 1: to talk about the big picture and actually just come

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Speaker 1: to a far better outcome when you work like that.

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Speaker 1: So that is my blue sky answer.

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Speaker 3: Well, the beautiful thing, as you said, is that it’s

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Speaker 3: actually starting to happen.

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Speaker 1: Yeah.

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Speaker 3: I would say more often than not, they’re PE-backed organizations,

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Speaker 3: but hopefully we’ll continue to see that trend move into

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Speaker 3: the public sector.

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Speaker 1: Yeah.

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Speaker 3: Laura, we got to ask you our famous last question.

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Speaker 3: What’s the bravest thing you’ve ever done?

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Speaker 1: I’ve reflected on this question. My easy answer is learn

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Speaker 1: to snowboard as an adult, which is no mean feat,

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Speaker 1: because I think learning to do something like that as

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Speaker 1: a child, you just bounce, right? As an adult, you really,

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Speaker 1: really don’t. And it’s come with a fair share of

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Speaker 1: bumps and bruises. But when I reflected a little bit

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Speaker 1: more deeply, actually, I think the bravest thing I ever

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Speaker 1: did was walk away from my marriage. And that’s probably

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Speaker 1: a very deep and very controversial answer. But It allowed

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Speaker 1: me in a way to become the person that I’ve

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Speaker 1: come today. It was super, super scary. It wasn’t something

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Speaker 1: that I thought I would ever do. But actually, it

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Speaker 1: was a moment that gave me the opportunity to go

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Speaker 1: on such a journey of self-discovery. And I think that’s

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Speaker 1: also been something that I consider myself quite brave to do,

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Speaker 1: because I think when you look inwards and you really

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Speaker 1: think about yourself, you have to look at the ugly

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Speaker 1: stuff as well as the nice stuff. And that’s definitely

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Speaker 1: not an easy task.

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Speaker 3: Laura, thank you for sharing being vulnerable. I think there’s

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Speaker 3: a lot of listeners who probably have a same shared story.

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Speaker 3: And that is brave. And we’re happy for you, right?

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Speaker 1: It seems like it’s bringing you joy. Yeah, we got

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Speaker 1: there eventually. Always a rough road. I think these things

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Speaker 1: are not easy. But yeah, the bravest moves tend to

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Speaker 1: work out all right in the end.

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Speaker 2: As a child of divorced parents, sometimes even the kids

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Speaker 2: know when it’s time for things to end. I can

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Speaker 2: say for sure. The decision by both my parents were

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Speaker 2: super brave because in certain cases, it’s just a lot

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Speaker 2: easier to sweep things under the rug. And you trip

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Speaker 2: on the rug one day and you say, oh, crap,

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Speaker 2: I need to do something. And that might be too late.

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Speaker 2: So good for you and bravo to you. And thank

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Speaker 2: you for both vulnerability as well as everything that you’ve

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Speaker 2: shared today. I think you foster a culture that allows

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Speaker 2: people to be vulnerable and allows people to bring their

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Speaker 2: best selves to work. So thank you, Laura.

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Speaker 3: Thank you.

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Speaker 2: Thank you so much for having me.

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Speaker 1: It’s been a delight.

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Speaker 3: If you like what you heard and you want to

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00:23:23,420 –> 00:23:27,300
Speaker 3: think more and hear more about the global local dynamic

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Speaker 3: at large corporations, go check out a recent episode we

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00:23:30,480 –> 00:23:34,850
Speaker 3: did with Mars Wrigley’s Neil Reynolds on global digital commerce.

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00:23:35,480 –> 00:23:37,570
Speaker 3: And if you also like what you heard, please tell

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00:23:37,609 –> 00:23:40,930
Speaker 3: a friend, write a review, share on LinkedIn. Thanks for listening.

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00:23:58,260 –> 00:24:02,240
Speaker 1: Hi, I’m Jackie Cooper, Global Chief Brand Officer at Edelman

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00:24:02,280 –> 00:24:05,040
Speaker 1: and the host of Touch of Truth, a new podcast

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00:24:05,080 –> 00:24:08,540
Speaker 1: launching on the Adweek Podcast Network. My dad gave me

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00:24:08,560 –> 00:24:12,260
Speaker 1: this incredibly smart piece of advice, meet everyone once. As

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Speaker 1: a result, I’ve met some of the most fascinating and

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Speaker 1: inspiring people on the planet. Now on Touch of Truth,

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00:24:18,000 –> 00:24:21,270
Speaker 1: we’re coming centre stage and sharing the mic to experience

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00:24:21,310 –> 00:24:24,169
Speaker 1: stories of truth, insights and visions for the future that

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00:24:24,190 –> 00:24:26,659
Speaker 1: will challenge your way of thinking. Touch of Truth is

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00:24:26,720 –> 00:24:30,239
Speaker 1: available wherever you listen to podcasts. New episodes come out

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Speaker 1: every Tuesday. I do hope to see you there.