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Speaker 1: For us, a lot of it is what’s the content

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Speaker 1: you create and engagement you have in your feed. But

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Speaker 1: it’s beyond that, too. You know, I think today our customers,

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Speaker 1: we know, want not just, you know, great products. They

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Speaker 1: want value. They want convenience. They want experiences. So we

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Speaker 1: think about this and it manifests in a lot of

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Speaker 1: different ways. You know, we have a really strong personalization program.

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Speaker 1: that we take a lot of great signals that we

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Speaker 1: get from our clients to give them the data and

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Speaker 1: the things that they want to see when they want

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Speaker 1: to see it.

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Speaker 2: Welcome to today’s episode of Brave Commerce. I’m Sarah Hofstadter.

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Speaker 3: And I’m Rachel Tippegraph. And this is a show that

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Speaker 3: talks about what’s relevant in commerce for the world’s biggest brands.

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Speaker 3: Welcome to Brave Commerce. Sarah, despite so many different changes

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Speaker 3: in the industry, you spend a lot of time with CMOs.

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Speaker 3: What do you think are the core traits that make

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Speaker 3: a great CMO?

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Speaker 2: I mean, number one is curiosity. I didn’t know where

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Speaker 2: this question was going, but hand down curiosity. The CMOs

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Speaker 2: sometimes that you see jump from job to job to job,

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Speaker 2: it’s like you’re wondering, are they just running the same play?

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Speaker 2: But when you see them in action, you can tell

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Speaker 2: whether or not they’re curious. And whether or not they’re

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Speaker 2: actually just asking the right questions about not just the brand,

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Speaker 2: but the category they play in and culture.

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Speaker 3: 100%. Literally, when I’m sometimes asked to evaluate CMOs for

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Speaker 3: whatever reason, my conversation, I’m just trying to sniff out

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Speaker 3: how curious they are.

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Speaker 2: You can kind of see, not to get nasty, and

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Speaker 2: this is nothing about our guest. Actually, she’s the exact

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Speaker 2: opposite of it. but you see some of these CMOs

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Speaker 2: that are just like hogging the spotlight, living their best

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Speaker 2: lives on LinkedIn and on, you know, and on the

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Speaker 2: main stage in cam, you know, on the 50 year

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Speaker 2: old line at the super bowl. And they started out

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Speaker 2: curious and then things get in the way and you

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Speaker 2: stop asking questions and you start, you know, just enjoy

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Speaker 2: being adored. And then there are those who really truly

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Speaker 2: stayed curious and they, are in this relentless pursuit of

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Speaker 2: finding tension, relentless pursuit of finding, you know, making sure

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Speaker 2: that they have their finger on the pulse of what’s

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Speaker 2: coming and how relevant it is.

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Speaker 3: If you think about a business that has been able

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Speaker 3: to remain at the center of culture, and it has to,

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Speaker 3: to be able to thrive in the categories it plays in,

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Speaker 3: it’s Sephora. I mean, I shopped at Sephora as a

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Speaker 3: young girl with my mother. And today, young girls are

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Speaker 3: there shopping with their mothers or their fathers or their sons.

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Speaker 3: It’s funny.

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Speaker 2: I’m like, as a young girl, I’m like, I don’t

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Speaker 2: think they had Sephora then, but maybe they did. If

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Speaker 2: you think about what it was like to walk into

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Speaker 2: Sephora as a kid versus now, how does it feel

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Speaker 2: different to you?

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Speaker 3: It honestly doesn’t. I mean, Sephora was one of the

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Speaker 3: first businesses that I remember engaging with that had a CRM.

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Speaker 3: where you could walk in the store and they knew

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Speaker 3: who you were and what you bought last time. It

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Speaker 3: was one of my first experiences, and I guess data-driven

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Speaker 3: marketing and loyalty.

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Speaker 2: And so as you look at them today, is it

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Speaker 2: that they just continue to modernize it? Were they onto

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Speaker 2: a timeless classic that they adapted? Like, how do you

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Speaker 2: see it?

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Speaker 3: I think they continue to be quarter their values, but

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Speaker 3: figure out ways to reinvent itself with the ever-changing consumer.

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Speaker 2: Other than they really picked a smart CMO a couple

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Speaker 2: of years back that you and I have been following

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Speaker 2: and friends with for quite some time.

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Speaker 3: Absolutely. And so on that note, who better to hear

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Speaker 3: from on Sephora’s strategy than Zena, the CMO of Sephora?

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Speaker 2: I don’t think the word beauty can be used without

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Speaker 2: the word Sephora.

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Speaker 4: Anymore.

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Speaker 2: And today we are happy to have Zena Arnold, Chief

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Speaker 2: Marketing Officer at Sephora US, here with us on the show. Now,

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Speaker 2: Zena is a longtime friend of Rachel and mine, so

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Speaker 2: we are so happy to finally have you as a guest.

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Speaker 2: So welcome, Zena.

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Speaker 1: Thank you so much for having me. It’s great to

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Speaker 1: be here with you both.

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Speaker 2: There’s a lot for us to unpack. We’ve had so

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Speaker 2: many guests this on the podcast that are more on

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Speaker 2: the supplier side. We have had folks from big, you know,

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Speaker 2: enormous companies like L’Oreal and Estee Lauder and small startups,

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Speaker 2: some of which have since been bought. Some who are

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Speaker 2: just going from insurgents to main stage players. This is

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Speaker 2: a space that is ever changing and the trends keep

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Speaker 2: like changing so fast. You sitting in your CMO role,

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Speaker 2: have to decide what are these trends that are actually

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Speaker 2: going to take off. But there’s probably a ton of

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Speaker 2: misleading signals as well. So what do you think is

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Speaker 2: the most misleading signal that CMOs are chasing right now

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Speaker 2: in beauty?

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Speaker 1: I think that maybe it’s not one misleading signal, but

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Speaker 1: it’s the thought that brands have to respond to everything

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Speaker 1: and show up everywhere. There are so many trends and

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Speaker 1: beauty especially, I think that’s what makes it fun. But

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Speaker 1: it’s important to have a filter on how and what

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Speaker 1: you want to engage with. And for us, the filter

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Speaker 1: is pretty simple. We look at, does it reflect how

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Speaker 1: our clients are genuinely engaging with beauty? And does it

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Speaker 1: align with who Sephora is, our values, our differentiators as

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Speaker 1: a retailer? So we spend a lot of time listening

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Speaker 1: through our community of clients, our teams, especially the front

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Speaker 1: lines of our store folks, our beauty advisors, and what

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Speaker 1: we see in culture. And we try to understand, is

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Speaker 1: something a real behavior shift, a deep insight, or is

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Speaker 1: it just a moment that’s getting a lot of attention?

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Speaker 1: I think why we’ve been so successful is we’ve developed

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Speaker 1: a system where we kind of respond in kind to

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Speaker 1: things along that spectrum. So sometimes it’s fun to do

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Speaker 1: a quick comment on social for something that’s just popping

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Speaker 1: in the moment and then disappears. But then if it’s

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Speaker 1: truly a long lasting shift in behavior, we incorporate it

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Speaker 1: into our briefs and more of our work. So I

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Speaker 1: think the key is just having the system in place

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Speaker 1: to kind of categorize the things you respond to, what

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Speaker 1: the appropriate response is, and ultimately just making sure that

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Speaker 1: it’s a conversation that it makes sense for your brand

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Speaker 1: to be participating in.

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Speaker 3: Operationally, how does that all come together? Is there a

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Speaker 3: meeting every week? Is there a dashboard? I’m just so curious.

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Speaker 1: No, I think it’s really because we have built the

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Speaker 1: expertise in our teams. Like, again, if you really want

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Speaker 1: to be a brand that is in culture and responding

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Speaker 1: to things in the moment, you can’t have a 10-step

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Speaker 1: approval process or you really got to build the expertise

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Speaker 1: in the team. And I’ve got such a phenomenal team

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Speaker 1: that we have built over time that knows our values

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Speaker 1: and our differentiators so well. and knows kind of culture

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Speaker 1: and can kind of match the two. And we put

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Speaker 1: a lot of trust in them to be at the

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Speaker 1: front line of engaging and we’ve been doing it really well.

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Speaker 3: It’s about people.

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Speaker 4: 100%.

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Speaker 1: That’s awesome.

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Speaker 3: Talking about changes and how people operate, you know, if

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Speaker 3: we went back 20 years ago, beauty would have these

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Speaker 3: big product launches. There’d be like one big product launch

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Speaker 3: per quarter and You put all of your energy and

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Speaker 3: resources behind it. And that no longer works. Like if

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Speaker 3: I opened up TikTok at 11 a.m. versus 3 p.m.,

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Speaker 3: I would see eight new products. And so how have

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Speaker 3: you seen not just Sephora shift, but some of the

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Speaker 3: beauty brands shift to this idea that you need to

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Speaker 3: be constantly launching?

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Speaker 4: Mm-hmm.

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Speaker 1: Yeah, discovery today is continuous. And it’s not just driven

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Speaker 1: by a brand narrative or product narrative. It’s driven by creators, community,

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Speaker 1: cultural moments that are just appearing in people’s feeds every day,

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Speaker 1: every minute. I think this means you have to be

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Speaker 1: very intentional about building your story over time. You have

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Speaker 1: to show up consistently. You have to show up authentically.

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Speaker 1: you know, I mentioned it earlier, we really start with

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Speaker 1: listening super closely to our clients, whether it’s through social

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Speaker 1: and store, our teams, and then using those signals to

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Speaker 1: really guide, you know, where and how we show up.

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Speaker 1: For us, a lot of it is what’s the content

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Speaker 1: you create and engagement you have in your feed, but

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Speaker 1: it’s beyond that too. You know, I think today our customers,

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Speaker 1: we know want not just, you know, great products, they

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Speaker 1: want value, they want convenience, they want experiences. So we

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Speaker 1: think about this and it manifests in a lot of

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Speaker 1: different ways. You know, we have a really strong personalization

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Speaker 1: program that we take a lot of great signals that

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Speaker 1: we get from our clients to give them the data

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Speaker 1: and the things that they want to see when they

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Speaker 1: want to see it. But then I’d also say it’s

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Speaker 1: kind of the opposite side of the spectrum as well.

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Speaker 1: People want to engage more with IRL experiences. We have

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Speaker 1: our Sephora, which is our biggest consumer experience where we

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Speaker 1: have many, many of our brands and a lot of

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Speaker 1: great Sephora experiences we bring together that people come to

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Speaker 1: in person. We were just commenting about this. We had

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Speaker 1: the tickets on sale late last year and We sold

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Speaker 1: out in like minutes, hours versus the weeks and months

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Speaker 1: that we did for previous years. Like people are just

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Speaker 1: hungering for that. It’s both of those things. You have

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Speaker 1: to really think about what’s the consistency in showing up

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Speaker 1: every day and in kind of personalized, relevant ways. And

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Speaker 1: what do you do that kind of are tentpole moments

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Speaker 1: when you activate that drive that kind of energy and

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Speaker 1: the experiences that people are really looking for?

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Speaker 2: So you are talking about moving at a different kind

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Speaker 2: of a pace here. And what’s interesting is this is

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Speaker 2: your first retail job, although you and I met many

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Speaker 2: years ago when you were at Google, talking about a

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Speaker 2: company moving at, you know, lightning speed. But then we

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Speaker 2: have been touched through your roles at Kimberly-Clark and PepsiCo.

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Speaker 2: What is unique about being on the retail side and

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Speaker 2: what do you miss about CPG?

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Speaker 1: You know, people laugh when I say Sephora is more

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Speaker 1: like Google than traditional CPG, but You said it, the

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Speaker 1: pace and the quantity of things that we are always

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Speaker 1: bringing to market is more like tech than traditional kind

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Speaker 1: of brand calendars and activities. We run thousands of campaigns

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Speaker 1: a year since we launched so many products. I’d say

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Speaker 1: we’re also a bit unique in the retail world in

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Speaker 1: that we put so much time and effort into brand

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Speaker 1: building with the brands that we carry.

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Speaker 4: And, you know, a.

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Speaker 1: Lot of retailers, they call it vendor marketing, which is,

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Speaker 1: you know, working with the CPG companies.

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Speaker 2: But doesn’t it make everybody feel so warm and fuzzy

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Speaker 2: to be called a vendor?

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Speaker 4: Awesome.

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Speaker 3: I never feel so small when someone calls me a vendor.

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Speaker 2: The V word.

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Speaker 3: Right.

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Speaker 1: But we, do you know what we call it? We

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Speaker 1: call it brand marketing because for us, you know, marketing

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Speaker 1: the brands that we sell builds not only their brand,

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Speaker 1: but ours as well. So- We just, we put a

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Speaker 1: lot into that. We know it is one of our

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Speaker 1: differentiators is we are the ones who find and help build,

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Speaker 1: you know, the hottest new brands in beauty, in addition

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Speaker 1: to having all of the, you know, big, wonderful ones

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Speaker 1: that exist. And we have that full spectrum of support

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Speaker 1: that we provide to all of those brands. And it’s

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Speaker 1: a conscious differentiator of ours and why brands want to

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Speaker 1: come to Sephora and kind of why we do what

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Speaker 1: we do.

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Speaker 3: Thinking about the different ways that Sephora is now engaging

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Speaker 3: with consumers, obviously there’s been the shift to social. Then

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Speaker 3: there’s been the resurgence of IRL in real life experiences, communities, experts.

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Speaker 3: And now we’re sitting at a precipice moment as a

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Speaker 3: global economy with AI impacting every aspect of how we

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Speaker 3: are thinking about work. and engaging with consumers and driving

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Speaker 3: the economy forward. So given Sephora’s role in culture, how

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Speaker 3: are you guys thinking about adopting AI or how are

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Speaker 3: you already adopting AI?

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Speaker 1: It’s a fascinating new era in marketing. I would love

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Speaker 1: to say that we have figured it all out, but

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Speaker 1: I don’t think anyone has. Ultimately, our goal is to

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Speaker 1: use AI as a complement to our people and ultimately

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Speaker 1: in service of how do we have and deliver a

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Speaker 1: better client experience. So we look at it in both

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Speaker 1: of those lenses. We’ve got a number of things that

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Speaker 1: we are doing that we do with and for our clients.

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Speaker 1: We have like beauty scan in store. You know, our

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Speaker 1: advisors in store can scan your skin and find your

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Speaker 1: perfect foundation shade match because that’s one of the biggest

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Speaker 1: frustrations of shoppers that come to Sephora. We can help

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Speaker 1: you with your skincare, you know, based on what we

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Speaker 1: read of your skin being dry, oily, etc., And AI powers,

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Speaker 1: you know, all of that. We’ve got an AI beauty

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Speaker 1: chat on our site in our app that’s proprietary and there,

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Speaker 1: you know, it helps clients navigate our assortment. There’s a

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Speaker 1: lot of great products we carry and they need help

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Speaker 1: kind of doing that. And we can’t do that one-to-one

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Speaker 1: in the site and app experience like we can do

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Speaker 1: it in the store. So we’re doing a lot of

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Speaker 1: those things and that’s kind of where we really lead

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Speaker 1: the thinking. And then Behind the scenes, we think about

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Speaker 1: how do we help the team operate more effectively? How

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Speaker 1: do we do and deliver things at scale that we

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Speaker 1: couldn’t do before? Because we don’t have enough people, we

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Speaker 1: can’t do the level of personalization. And what are the

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Speaker 1: tools that we can use to do that? So we’re

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Speaker 1: early on our journey. We’re testing with a lot of

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Speaker 1: different things right now. I’ll say we have taken the

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Speaker 1: stance of being really thoughtful about how we use especially

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Speaker 1: generative AI, you know, back to what I mentioned at

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Speaker 1: the beginning about our values. You know, for us, we’ve

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Speaker 1: decided that we want to make sure that we are

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Speaker 1: are doing things in a way that supports clients, that

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Speaker 1: supports our people and isn’t just about how do we create,

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Speaker 1: you know, a ton of AI slop stuff that we

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Speaker 1: put out there. So we’re doing it carefully. We’re seeing

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Speaker 1: how does it help enhance the experience rather than dilute

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Speaker 1: it and just testing and trying our way there.

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Speaker 2: I mean, that’s extremely prudent and especially in the beauty space.

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Speaker 2: There’s obviously going to be plenty of trial and error

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Speaker 2: in AI, but especially when you start looking at it

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Speaker 2: from the consumer experience. That’s why I think Rachel’s question

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Speaker 2: was so poignant because it was really talking about specifically

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Speaker 2: like how you’re bringing it to life, perhaps in the

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Speaker 2: guts of the ecosystem. You talked about personalization and automation

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Speaker 2: and doing a lot of testing. Is there a moment

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Speaker 2: where you’re like, okay, I’ve tested this thing. Or is

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Speaker 2: there something that you’re looking for that you say, OK,

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Speaker 2: I’ve tested this thing. It’s helped me maybe get my

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Speaker 2: campaigns launched faster. It’s helped me improve my workflows at

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Speaker 2: some point that you say, OK, now I’m going to

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Speaker 2: put a little fuel on the fire. Like, is there

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Speaker 2: like a moment that hits you on the head and says, OK,

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Speaker 2: I’m ready to go from trial to mean? Or are

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Speaker 2: you still in that trial of like, OK, we got

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Speaker 2: to test a lot of things because we want to

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Speaker 2: proceed quickly but cautiously?

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Speaker 4: Both.

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Speaker 1: There are a number of things that we have scaled,

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Speaker 1: especially in personalization that we’ve seen have been super effective.

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Speaker 1: You know, once again, when I I get the relevant

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Speaker 1: signals from people who are shopping with us and visiting

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Speaker 1: with us, and I can give them exactly what they

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Speaker 1: are looking for. We see the business results. And so,

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Speaker 1: you know, it’s really that. We look at are things

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Speaker 1: delivering business results and or are they saving time? And

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Speaker 1: the magical ones that we scale are both of those.

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Speaker 1: So Yeah, we’ve had several of those. But again, I

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Speaker 1: would say not everything we’ve tried has been successful. And

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Speaker 1: that’s why we’re in the test and learn mode where

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Speaker 1: we want to make sure that we are trying things

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Speaker 1: and scaling the ones that are truly effective.

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Speaker 3: On this topic of AI, we’re recording this in early February.

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Speaker 3: And about a month ago, there was NRF, the big

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Speaker 3: retail conference that was in New York. And that’s when

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Speaker 3: Google came out and announced their UCP. And it was

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Speaker 3: this consortium of a bunch of different players in commerce

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Speaker 3: and retail coming together to create standardization. So I’m just curious, like,

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Speaker 3: how is Sephora thinking about the greater ecosystem? Is the stance,

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Speaker 3: let’s build things ourselves or let’s work together, even with

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Speaker 3: a competitor, to create standardization?

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Speaker 1: Yeah, I think it’s still such early days that no

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Speaker 1: one really knows where the industry is going to end up.

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Speaker 1: And what I love about Sephora is we are always

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Speaker 1: at the forefront because we have that kind of innovator’s

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Speaker 1: mindset of, okay, we can’t just wait it out until

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Speaker 1: everything’s decided, then it’ll be too late. So what can

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Speaker 1: we do? Where are the partnerships we can form to test,

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Speaker 1: to try things? Because ultimately, we want to be in

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Speaker 1: service of our clients. Where are they shopping? Where do

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Speaker 1: they want to engage, learn about products? And we’ve got

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Speaker 1: to be in those places to make sure that we

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Speaker 1: maintain our relevance. Yeah, we’re excited about all the things

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Speaker 1: that are coming. We’re up for it. I think in

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Speaker 1: any big change and shift in how industries work, you’ve

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Speaker 1: got to be leaning in and trying and knowing that

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Speaker 1: many of the things that you try are not going

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Speaker 1: to work. But that’s just part of the journey and

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Speaker 1: what you need to do to kind of stay at

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Speaker 1: the forefront of it.

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Speaker 3: Well, before we get to our famous last question, we.

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Speaker 3: Talked about vendor marketing a few minutes ago, and we

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Speaker 3: have a lot of brands listening in on the show,

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Speaker 3: brands that either are selling at Sephora or want to

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Speaker 3: sell at Sephora. So for all of our brand listeners

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Speaker 3: right now, what recommendations do you have on the best

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Speaker 3: way to work with Sephora and maximize the opportunity together?

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Speaker 1: Yeah, I mentioned it earlier. You know, we have been

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Speaker 1: built on as one of our differentiators is brand incubation,

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Speaker 1: you know, long before it was really even a buzzword.

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Speaker 1: And that mindset really guides, you know, how we work

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Speaker 1: with our brand partners today. And I think last year

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Speaker 1: in 2025, we welcomed 35 new brands to Sephora, which

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Speaker 1: was a 30% increase over our recent average. So we

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Speaker 1: have this continued commitment to identifying, supporting these upcoming brands.

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Speaker 1: I’ll say the market has gotten even more crowded. It’s

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Speaker 1: been crowded, but even more so. And I would say

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Speaker 1: the things that we look for when we’re looking at

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Speaker 1: brands to work with us is having a really clear

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Speaker 1: point of view on the vision for your brand. The

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Speaker 1: ones that really stand out are those that have a

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Speaker 1: strong core identity and whether that’s based on a person

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Speaker 1: and their kind of vision for beauty, whether it’s based

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Speaker 1: on a certain type of ingredient, whether it’s based on

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Speaker 1: a formulation, a texture, but really having something that’s strong, core, differentiated,

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Speaker 1: and a product that really fills a white space for

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Speaker 1: our clients. Everyone’s routines have gotten a lot more complicated

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Speaker 1: and I’m a beauty junkie. So I’ve always had a

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Speaker 1: complicated routine, but now it’s just exponential. There’s so many

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Speaker 1: interesting products to try. How do you stand out and

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Speaker 1: say that this is a white space that’s going to

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Speaker 1: provide a real benefit and know your end customer? We’ve

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Speaker 1: got a gamut of brands. It’s where if you really

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Speaker 1: want to, like me, get into a a primer for

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Speaker 1: your mascara, we’ve got that for you. And if you’re

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Speaker 1: a more simple, routine person, we’ve got amazing things too

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Speaker 1: if you want one product that does it all. So

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Speaker 1: I think that we are in the unique space of

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Speaker 1: being able to provide for so many different types of

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Speaker 1: clients and types of needs. And I think brands need

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Speaker 1: to be really focused on what are you delivering? Who

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Speaker 1: are you delivering it for? Is it meeting that kind

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Speaker 1: of white space for them?

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Speaker 3: I’m a simple gal. And that’s why I love the Sierra.

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Speaker 3: I’m a Sephora because I just walk in there and

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Speaker 3: I go, wait, I forget what I use. And they

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Speaker 3: just look it up and that’s it. Boom, I buy it.

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Speaker 1: See, we can do that.

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Speaker 4: Simple, easy.

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

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Speaker 3: which is what’s the bravest thing you’ve ever done?

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Speaker 1: Yeah. I know you were mentioning this and I was

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Speaker 1: trying to think about it. I’ll probably go with a

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Speaker 1: personal one and say the bravest thing is having a kid.

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Speaker 1: My husband and I were high-flying dinks. We had a

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Speaker 1: great life doing a ton of travel, a ton of

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Speaker 1: fun stuff. Didn’t necessarily… you know, want to have a kid,

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Speaker 1: but we thought if this happens, you know, sure. And

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Speaker 1: it happened a bit later in life for us. And

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Speaker 1: oh my gosh, it’s been the most fun, transformative experience

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Speaker 1: I’ve ever had. It’s something that I think actually makes

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Speaker 1: me a better person at work. I feel like I’m

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Speaker 1: more focused because I know that time is much more

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Speaker 1: limited and I want to spend a lot of time

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Speaker 1: with him. So I think it was brave because I

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Speaker 1: was pretty selfish before we both were. And, you know,

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Speaker 1: we didn’t know about how this thing would go. And

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Speaker 1: it’s just been the best possible thing in the whole

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Speaker 1: wide world.

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Speaker 3: For our international listeners who might know what Dink is,

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Speaker 3: double income, no kids.

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Speaker 4: Yes.

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Speaker 1: That’s right. Double income, no kids. It’s where you have

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Speaker 1: no responsibilities and can, you know, do a lot of

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Speaker 1: fun stuff all the time at the drop of a hat.

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Speaker 1: So that doesn’t exist anymore. But I’ll tell you, it

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Speaker 1: was 100% worth the tradeoff.

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Speaker 3: Well, as someone who has a five-month son, I totally agree.

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Speaker 3: I think it has made me a better worker having

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Speaker 3: a kid.

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Speaker 1: Yes, it absolutely will. You’re just forced to make more choices,

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Speaker 1: be more intentional with your time. And you also have

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Speaker 1: a reason, another reason to do the work you do.

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Speaker 2: I was a mom before I was a manager. I’m

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Speaker 2: the exact flip. And so being a parent taught me

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Speaker 2: how to be a better manager. So it’s so interesting

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Speaker 2: to hear the two of you talking about the reverse

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Speaker 2: because I had kids super young.

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Speaker 3: So it is.

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Speaker 2: I think it’s not that one is better. They’re just

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Speaker 2: very different. And what you do with it is different.

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Speaker 2: But I do think that I became a better manager

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Speaker 2: because I was a mom. But I don’t know what

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Speaker 2: I would have been like without because I wasn’t not

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Speaker 2: a manager before. Anyway, therapy on Sarah in the next episode.

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Speaker 3: Well, Zena, thank you so much for joining us. We’re

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Speaker 3: so appreciative for your time. It’s amazing to continue to

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Speaker 3: see Sephora at the center of culture. Like one of

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Speaker 3: the things we didn’t hit on, it’s just the longevity

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Speaker 3: of the company and its ability to remain at the

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Speaker 3: center of culture, I think is a testament for what’s

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Speaker 3: going on over in San Francisco.

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Speaker 1: Well, thank you for having me. It was great to

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Speaker 1: chat with you both again.

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

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Speaker 3: think about brands where Sephora is a lifeline, go check

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Speaker 3: out an episode we did last year with the president

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Speaker 3: of Estee Lauder, Amber, or the head of global commerce

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00:25:49,250 –> 00:25:52,320
Speaker 3: from Wella, Bianca. If you like what you heard, tell

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00:25:52,359 –> 00:25:54,340
Speaker 3: a friend, write a review. Thanks for listening.

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00:26:17,760 –> 00:26:21,720
Speaker 4: Hi, I’m Jackie Cooper, Global Chief Brand Officer at Edelman

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Speaker 4: and the host of Touch of Truth, a new podcast

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00:26:24,590 –> 00:26:28,030
Speaker 4: launching on the Adweek Podcast Network. My dad gave me

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00:26:28,050 –> 00:26:31,750
Speaker 4: this incredibly smart piece of advice. Meet everyone once. As

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Speaker 4: a result, I’ve met some of the most fascinating and

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Speaker 4: inspiring people on the planet. Now on Touch of Truth,

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Speaker 4: we’re coming centre stage and sharing the mic to experience

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00:26:40,800 –> 00:26:43,659
Speaker 4: stories of truth, insights and visions for the future that

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Speaker 4: will challenge your way of thinking. Touch of Truth is

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Speaker 4: available wherever you listen to podcasts. New episodes come out

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Speaker 4: every Tuesday. I do hope to see you there.