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Speaker 1: The product is great. So I mentioned to you that

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Speaker 1: I was a huge fan girl of the product and

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Speaker 1: the brand before I even started here. That has stayed true.

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Speaker 1: So not only does it taste great, but it’s very healthy.

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Speaker 1: It’s made with real squeezed fruit. That’s where the flavor

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Speaker 1: comes from. It’s not ultra processed in a world where

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Speaker 1: consumers are starting to think a lot about not wanting

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Speaker 1: to put processed foods into their body. If you’ve looked

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Speaker 1: at the ingredient label, super simple ingredients, The backdrop of

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Speaker 1: all of those amazing product differentiators was that it came

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Speaker 1: about in an era where wellness was becoming mainstream.

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

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Speaker 3: I’m Sarah Hofstadter.

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Speaker 4: And I’m Rachel Tippegraph. And this is a show that

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Speaker 4: talks about what’s relevant in commerce for the world’s biggest brands. Sarah,

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Speaker 4: do you do your own trash recycling or have a service?

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Speaker 3: Neither.

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Speaker 2: Where I live, you don’t do recycling because the sanitation

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Speaker 2: district does it for you, but I pay taxes for

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Speaker 2: that to be done. Whether or not they do that,

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Speaker 2: I have no idea whatsoever.

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Speaker 4: Well, I hope they do. So here in the Catskills,

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Speaker 4: you could imagine that this is a big cultural thing

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Speaker 4: and everyone here, like we all go to the dump,

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Speaker 4: what they call the transfer station. And so like every

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Speaker 4: week I have to reckon with what we’re left with,

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Speaker 4: with trash and recycling. And I find it comical that

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Speaker 4: half of my recycling is lemon spin drift, exclusively that flavor.

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Speaker 2: Do you believe that you have become a more aware

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Speaker 2: environmentalist because of the separation?

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Speaker 4: Oh yeah, absolutely. We also compost, but I’m not going

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Speaker 4: to get into that here.

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Speaker 3: You are so Catskills, babe. Love it.

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Speaker 4: I don’t want the bears to get into my garage.

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Speaker 4: It’s a whole thing.

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Speaker 2: Oh, I could have that whole separate conversation on how

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Speaker 2: to avoid bears. We had one bear incident. And ever

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Speaker 2: since then, we’ve got garbages that are not designed for

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Speaker 2: animals with opposable thumbs. Yeah.

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Speaker 4: So anyway, at the transfer station, that’s where you see

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Speaker 4: brand loyalty. You know, I see who’s drinking Spindrift, who’s

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Speaker 4: eating Chobani. It’s pretty interesting.

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Speaker 3: You can see market there. You’re a dumpster diver.

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Speaker 4: I observe. I observe. I’m an anthropologist.

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Speaker 2: I love boarding into supermarkets and seeing where the shelf

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Speaker 2: space is. You love looking at the transfer station and

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Speaker 2: the Catskills. Whatever it is, we’re getting market research and

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Speaker 2: that’s all that matters.

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Speaker 4: 100%. But, you know, it takes a lot of work,

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Speaker 4: as we know, to go from awareness… all the way

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Speaker 4: down to purchase to then the dump.

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Speaker 2: Hey, look, owning the dump is an interesting strategy, but

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Speaker 2: you’re right. I would also guess that there is a

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Speaker 2: high correlation to people who care about the environment and

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Speaker 2: care about sustainability and people who drink Spindrift.

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Speaker 4: Yeah, I think that’s probably fair to say. Like if

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Speaker 4: Spindrift came out with plastic, people would be up in arms.

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Speaker 3: Oh, absolutely.

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Speaker 2: Because Spindrift is known for certain things. And while there’s

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Speaker 2: a lot of diversity in, you know, flavored carbonated water

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Speaker 2: out there in the market, Spindrift.

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Speaker 3: Definitely has its own flavor, if you will.

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Speaker 4: But it’s a tough environment because if you think about

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Speaker 4: who they’re up against, these are brands that are spending

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Speaker 4: at the Super Bowl.

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Speaker 3: Absolutely.

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Speaker 2: Well, there’s a secret for their success and we’re about

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Speaker 2: to get into it. So let’s welcome Amy, their chief

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Speaker 2: growth officer.

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Speaker 3: Onto the show.

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Speaker 4: Today, we are very excited to have Amy Steele, Vanden Eichel,

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Speaker 4: the Chief Growth Officer at Spindrift Beverage Company, onto the show. Hello, Amy. Hi.

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Speaker 1: Thanks for having me.

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Speaker 4: I’m very excited because I was doing my recycling this morning,

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Speaker 4: and I’m not kidding. Half of my recycling is Spindrift.

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Speaker 3: You and me both.

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Speaker 4: Yeah. It’s embarrassing, but better that than other things.

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Speaker 2: Yeah.

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Speaker 4: Before we get in with Spindrift, I want to start

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Speaker 4: with you because you don’t have the classic CPG background.

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Speaker 4: In fact, you spent the majority of your career at

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Speaker 4: the retailer Staples. So I’m just so curious, like what

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Speaker 4: made you take the leap to join Spindrift?

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Speaker 1: Yeah, really not a traditional background, not just from an

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Speaker 1: industry perspective, but also from a functional perspective. So I

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Speaker 1: was at Staples forever, 17 years, and I loved it there.

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Speaker 1: Every couple of years, I had new opportunities from strategy

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Speaker 1: to running P & Ls, staples.com, And I was the

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Speaker 1: CMO for the last handful of years. And I had

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Speaker 1: experience across stores, the e-commerce side, as I mentioned, and

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Speaker 1: also the B2B side of the business. And so I

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Speaker 1: always had these like great new opportunities to learn and

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Speaker 1: to drive impact, which is what’s important to me. But eventually,

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Speaker 1: after 17 years, I was looking for something new. And

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Speaker 1: I met Dave Berwick, who is the CEO of Spindrift.

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Speaker 1: And he’s a legend in this area. Legend probably beyond

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Speaker 1: that as well. And we just absolutely hit it off.

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Speaker 1: When I first met him, we spent a couple of

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Speaker 1: hours together over breakfast. And we talked about our kids

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Speaker 1: and our dogs. And at the end, he’s like, you know,

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Speaker 1: I assume you’re going to go to another big company.

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Speaker 1: But if you have any interest in Spindrift… And I

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Speaker 1: literally like jumped out of my chair because I’m a

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Speaker 1: huge fangirl of Spindrift, both the product and the brand.

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Speaker 1: I was like, I really want to work for Spindrift.

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Speaker 3: And he was like, oh, great.

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Speaker 1: Okay. So yeah, that’s how it all sort of started

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Speaker 1: and how I made the move.

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Speaker 4: And was there a learning curve in terms of like CPG,

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Speaker 4: P & L ownership?

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Speaker 1: I’ve been really pleased that sort of capabilities or the

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Speaker 1: skills that I had across all those functions at Staples

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Speaker 1: were very applicable. When I first was exploring the opportunity,

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Speaker 1: I’d had a number of conversations with either with mentors

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Speaker 1: or with folks on the Spindrift side where they said, hey,

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Speaker 1: you know, you’ve been C-level at this really big business, Staples,

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Speaker 1: and you’re going to a mid-market. How are you going

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Speaker 1: to feel about that? And anybody who knew me, I

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Speaker 1: was like, oh, this is going to be great because, like,

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Speaker 1: at the core, I’m an operator. And so, yeah, it’s been…

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Speaker 1: different in the sense of it’s a small but mighty team.

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Speaker 1: I’m shoulder to shoulder doing the work as well as

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Speaker 1: building the team and building the capabilities. But it’s been great.

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Speaker 1: It’s been such a really fun transition. And when I

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Speaker 1: was at Staples, I ran so many different categories of

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Speaker 1: whether it be tech hardware, like laptops and iPads and

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Speaker 1: the like, to tech services, like fixing phones. Or I

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Speaker 1: also ran the mothership, the office supplies and paper business there.

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Speaker 1: And so you learn… to figure out industries or figure

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Speaker 1: out categories really fast and take this sort of consistent

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Speaker 1: skill sets or capabilities and apply them to new challenges

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Speaker 1: pretty fast. So of course, I’m still learning the beverage

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Speaker 1: industry and CPG, but I hope, I think that we’ve

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Speaker 1: had impact pretty quickly.

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Speaker 2: I certainly think so. The proof is obviously in the results.

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Speaker 2: The role of chief growth officer means so many different

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Speaker 2: things at different companies. There was a point in my

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Speaker 2: career where I was thinking maybe I wanted to do that.

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Speaker 2: So I spoke with other chief growth officers about like

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Speaker 2: what their jobs entailed and didn’t entail. And I was

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Speaker 2: in for quite the surprise in terms of the way

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Speaker 2: it’s defined.

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Speaker 3: So how is it defined at Spendrift? Like what’s in

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Speaker 3: your remit? What’s not? What’s the rationale for the structure?

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Speaker 1: Yeah. Whenever somebody asks me what I do, I sort

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Speaker 1: of laugh. I’m like, I’m a chief growth officer. Many

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Speaker 1: people look at me blankly. So the idea behind the role,

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Speaker 1: when I first started talking to Dave after that breakfast,

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Speaker 1: is Spindrift is doing really well and has been doing

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Speaker 1: well for a number of years. The awareness is actually

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Speaker 1: much lower than you might think. And the financial results

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Speaker 1: have been driven primarily by distribution and loyalty among this

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Speaker 1: incredible group of consumers that we call drifters. So once

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Speaker 1: consumers are introduced to the brand, the loyalty is epically high.

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Speaker 1: We use metrics like buy rate, for example, which is

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Speaker 1: over the last 12 months, how much has a consumer

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Speaker 1: typically bought of Spindrift? And all those numbers are really,

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Speaker 1: really good, but the awareness is really low. And so…

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Speaker 1: We formed this role, Chief Growth Officer. The remit is

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Speaker 1: how do you drive awareness in service of household penetration?

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Speaker 1: And so I’m responsible for marketing. That’s pretty straightforward, driving awareness. E-commerce,

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Speaker 1: which is, in my opinion, a really untapped opportunity across

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Speaker 1: a lot of CPGs, but it’s an amazing way both

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Speaker 1: to drive sales, the commercial component of the e-commerce business

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Speaker 1: and also introduce the brand to new-to-brand consumers in a

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Speaker 1: very effective, lower-in-the-funnel, the conversion side of the funnel and

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Speaker 1: highly measurable way so that I have e-commerce. I also

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Speaker 1: have food service, which if you were to buy a

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Speaker 1: Spindrift at a Starbucks or a Cava or a Sweetgreen, etc.,

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Speaker 1: And then I have innovation. So our new sparkling flavors,

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Speaker 1: our new soda flavors, et cetera. And I have consumer

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Speaker 1: insights because all of that has to be founded in

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Speaker 1: really understanding the consumers. It’s all awareness driving in service

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Speaker 1: of household penetration. That’s where the functions are.

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Speaker 3: I love that.

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Speaker 2: You started with e-commerce in your list because there’s so

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Speaker 2: many different areas. And I also love that you mentioned

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Speaker 2: food service, but it’s interesting, especially on a podcast called

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Speaker 2: Brave Commerce. that you mentioned e-commerce first. Is that because

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Speaker 2: of the audience or because of the importance or because

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Speaker 2: it’s the first thing you’re thinking about?

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Speaker 1: The latter two, but also understood that it was a

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Speaker 1: component of the podcast. But no, I think e-commerce, I

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Speaker 1: mentioned that I feel like it’s this really untapped opportunity

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Speaker 1: in CPG and mid-market especially, because a lot of times

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Speaker 1: these businesses were built by teams and the focus being

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Speaker 1: on traditional brick and mortar stores first. What I’ve found

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Speaker 1: here at Spindrift, and I know to be true across others,

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Speaker 1: is just as I said, really big opportunity, both commercially

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Speaker 1: and through media network dollars, etc. It’s a media capability

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Speaker 1: as well to drive awareness.

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Speaker 4: It’s funny, my relationship with Spindrift is exclusively through Amazon.

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Speaker 1: Yeah.

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Speaker 4: Because we buy in bulk and we don’t want to

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Speaker 4: carry it.

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Speaker 1: Yeah.

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Speaker 3: Yeah, exactly. Yeah.

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Speaker 4: So Speaking of Spindrift, it obviously disrupted the sparkling water category.

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Speaker 4: And now the category has significantly evolved thanks to Spindrift.

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Speaker 4: What do you think Spindrift understood early on that its

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Speaker 4: predecessors didn’t about the category?

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Speaker 1: Yes. There’s sort of two fundamentals that I think Spindrift

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Speaker 1: really understood and did really well. One is the product

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Speaker 1: is great. So I mentioned to you that I was

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Speaker 1: a huge fangirl of the product and the brand before

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Speaker 1: I even started here. That has stayed true. So not

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Speaker 1: only does it taste great, but it’s very healthy in

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Speaker 1: the sense of it’s made with real squeezed fruit. That’s

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Speaker 1: where the flavor comes from. It’s not ultra processed in

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Speaker 1: a world where consumers are starting to think a lot

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Speaker 1: about not wanting to put processed foods into their body.

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Speaker 1: If you’ve looked at the ingredient label, super simple ingredients.

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Speaker 1: The backdrop of all of those amazing product differentiators was

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Speaker 1: that it came about in an era where wellness was

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Speaker 1: becoming mainstream.

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Speaker 3: Besides just having.

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Speaker 1: A great product, Spindrift’s entry into the market said, hey,

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Speaker 1: you can have a great product that is also really

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Speaker 1: good for you and has great taste. And so consumers

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Speaker 1: didn’t feel like they had to sacrifice taste and enjoyment

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Speaker 1: while also drinking something that they felt really good about

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Speaker 1: putting into their bodies.

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Speaker 4: And now the category has a lot of choice.

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Speaker 3: Yeah.

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Speaker 4: So how does Spindrift continue to stand out and where

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Speaker 4: do you feel the category is heading?

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Speaker 3: You’re right.

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Speaker 1: It is a very competitive beverage space. And we feel

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Speaker 1: like you can’t think about beverage just as your specific category,

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Speaker 1: flavored sparkling water, because… Rachel, Sarah, me, we all think

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Speaker 1: about in any given day, what are we putting into

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Speaker 1: our bodies? And so it’s not just flavored sparkling water,

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Speaker 1: but it’s all of the different choices that you have

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Speaker 1: available to you. And so for us, we talked a

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Speaker 1: little bit earlier on about like, okay, step one is

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Speaker 1: driving awareness. And then you have to kind of figure

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Speaker 1: out how to break through in a world where your

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Speaker 1: awareness is low. How do you actually break through so

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Speaker 1: that consumers think of you? And the way we think

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Speaker 1: about that is how do you match product truths, which

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Speaker 1: is all the things that I talked about, talked about

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Speaker 1: real squeezed fruit, not ultra processed, tastes great, all those things.

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Speaker 1: But you couple it with emotional resonance and cultural relevance.

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Speaker 1: And that recipe, those three things are the things that

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Speaker 1: when you get it right and you connect the dots,

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Speaker 1: you can break through. I can give you examples if

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Speaker 1: that sounds interesting.

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Speaker 3: To you guys.

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Speaker 4: Yeah, no, absolutely.

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Speaker 1: We came out with Spindrift’s first ever national advertising really

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Speaker 1: in a mainstream at scale way earlier this year with

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Speaker 1: a campaign called Fake Nothing. And the whole concept behind

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Speaker 1: that was this idea of real ingredients and simple ingredients.

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Speaker 1: And the spirit of Spindrift is culturally all about authenticity.

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Speaker 1: And so the anthem, what we call it, which was

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Speaker 1: our first connected TV spot is, was set on a

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Speaker 1: farm where we were actually making the product and it

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Speaker 1: was with our employees or the employees of the folks

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Speaker 1: that partner with us to make our product and it

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Speaker 1: had a music track that was very anthemic and it

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Speaker 1: had sort of like that crescendo that ad is a

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Speaker 1: good example of us hoping to tap into this emotional

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Speaker 1: resonance we want you to love spindrift for all of

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Speaker 1: the things that matter to us and we think matter

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Speaker 1: to you. So one is like connecting the dots between, hey,

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Speaker 1: we care deeply about your health and your wellness, which

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Speaker 1: is why the way that we make the product and

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Speaker 1: the way that we do. But we also want you

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Speaker 1: to see us and that we care deeply about the

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Speaker 1: folks that help make this product in Spindrift. And we

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Speaker 1: care deeply about the environment and our growers. And so

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Speaker 1: the idea of that, that emotion, our hope was to

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Speaker 1: create brand love. And then from a cultural relevance standpoint,

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Speaker 1: this spring, we worked with AZ Fudge. You guys know AZ, right?

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Speaker 4: Guessing it’s a creator we should know.

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Speaker 1: Oh no she’s a basketball player what team so she

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Speaker 1: was the star player for UConn and then she went

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Speaker 1: first in the WNBA draft.

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Speaker 3: Rachel I’m disappointed in you.

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Speaker 4: Oh me too but you know my bias is towards

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Speaker 4: the liberty.

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Speaker 3: But anyway Amy you were saying Yeah.

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Speaker 1: So AZ is a perfect example of how all these

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Speaker 1: pieces come together, the product truth, the emotional resonance, and

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Speaker 1: the cultural relevance. So AZ is like a diehard drifter.

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Speaker 1: If you asked her what are the top five things

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Speaker 1: that are in her fridge every day, all day, the

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Speaker 1: first thing she would say is Spindrift. She’s an investor

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Speaker 1: in the company. She’s just like, we’re very lucky to

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Speaker 1: have lots of celebrity friendlies. And AZ is Definitely one

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Speaker 1: of them. She’s also like absolutely lovely. Like you truly

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Speaker 1: want to be your best friend. And so when you

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Speaker 1: have her on camera, like everybody is like reaching across

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Speaker 1: the camera to be like, can I hang out with you?

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Speaker 1: Because you seem wonderful. So there’s the emotional resonance. And

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Speaker 1: then lastly, she was super culturally relevant is and at

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Speaker 1: this time in particular, because she was predicted to go

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Speaker 1: number one in the WNBA draft. Anyway, that’s how all

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Speaker 1: of those pieces come together. And so when we use

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Speaker 1: these big macro influencers. like an AZ or others that

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Speaker 1: we’ve done or will do, we’re super conscious of the

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Speaker 1: authenticity in all of that. Lots of brands can go

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Speaker 1: out and they can hire a celebrity and that celebrity

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Speaker 1: can hold up a can and say a script. We

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Speaker 1: have that unique privilege of people really love Like the

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Speaker 1: number of times like a celebrity has like DM’d us

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Speaker 1: and said, I love your new iced tea. We get

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Speaker 1: all like excited and giggly about it. And so we

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Speaker 1: want to tap into that so that in IRL moments,

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Speaker 1: these celebrities can like truly say like, oh my God,

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Speaker 1: I actually really love Spindrift and here’s why. And that’s

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Speaker 1: how that whole like recipe comes together, how we hope

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Speaker 1: it comes together.

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Speaker 2: It’s great to have that organic love. Going back to

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Speaker 2: the point about e-commerce. How do you harness all of

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Speaker 2: those pillars that you just said in an Amazon PDP? Like,

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Speaker 2: how do you convert that love into both repeat as

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Speaker 2: well as for people that don’t have the combination of,

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Speaker 2: they might have awareness of spin drift, but not all

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Speaker 2: of the fabulous things you just said. and bottle it

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Speaker 2: up in an extremely standardized, pixelated environment.

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Speaker 1: So what I’ve been talking about is mid to upper funnel.

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Speaker 1: So how do you drive awareness and then take people

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Speaker 1: through that funnel from, oh, like, okay, I know Spindrift to, oh,

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Speaker 1: now like that really spoke to me. AZ really likes it.

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Speaker 1: Sounds like it’s a great product. Maybe I’ll try it.

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Speaker 1: Purchase intent, consideration, and then purchase intent. And then over time,

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Speaker 1: hopefully that, Time is super fast. That’s what marketers love.

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Speaker 1: But then you get them to buy, whether it be

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Speaker 1: Amazon or Walmart.com, Target.com or in a store. You guys

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Speaker 1: know this, but the tactics you use on an e-commerce

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Speaker 1: site are, To drive awareness and conversion, they’re going to

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Speaker 1: be a little bit different than what that looks like

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Speaker 1: upper funnel, right? You might be buying search terms. You

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Speaker 1: might be ensuring that your PDP can tell that story

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Speaker 1: about your product truths right on the page. You might

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Speaker 1: be ensuring that sales. shopping experience is seamless from my

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Speaker 1: browse path or my search term all the way into

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Speaker 1: my add to cart and shipping to you. So it’s

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Speaker 1: a little different, but you do have to focus on

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Speaker 1: that full funnel to get that brand love to translate

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Speaker 1: all the way into, I just bought an eight pack

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Speaker 1: of Raslime and had it shipped to my house.

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Speaker 4: Beyond the consumer journey that’s evolving, when you guys think

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Speaker 4: about growth over the next few years, I’m curious how

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Speaker 4: you narrowed down where is Spindrift’s right to play? Are

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Speaker 4: we going to see the next Spindrift fiber, protein, whatever

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Speaker 4: function of du jour matters? Or are you going to

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Speaker 4: stay true to what the core was?

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Speaker 1: Well, there’s two components to the question.

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Speaker 4: The first is.

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Speaker 1: We’re still a reasonably small company relative to a lot

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Speaker 1: of the beverage companies out there. And so small but

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Speaker 1: mighty teams going after, we’ve got in a wonderful way,

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Speaker 1: we have choices on where to spend our time. I

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Speaker 1: won’t spend a lot of time because you guys know

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Speaker 1: this and your listeners know this. It’s going to be

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Speaker 1: about like, where do you have permission to play? And

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Speaker 1: what are the biggest opportunities and all those things. The

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Speaker 1: second component of what you asked is more about like,

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Speaker 1: where will Spindrift play in a world where beverages has

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Speaker 1: become super interesting? People are launching all sorts of different options.

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Speaker 1: And I think about innovation in two different horizons or

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Speaker 1: two different components. One is how do you evolve your

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Speaker 1: current categories and then the one that made you famous? Right.

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Speaker 1: And so in that sense, it’s for us, it’s like,

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Speaker 1: how do you evolve flavored sparkling water? And then the

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Speaker 1: second one is how do you then leap into adjacent categories?

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Speaker 1: Like for us, we’ve launched better for you soda and

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Speaker 1: we’ve launched iced tea and And I think one of

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Speaker 1: the interesting things that we’ve thought about as we went

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Speaker 1: into those adjacent categories is like, what are our core equities?

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Speaker 1: What are the things that we hold dear that truly

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Speaker 1: matter to Spindrift and our product truths that I, as

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Speaker 1: I’ve been referring to, and what are the things that

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Speaker 1: we can move outside of? So the example I would

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Speaker 1: give is like, OK, so flavored sparkling water, by definition,

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Speaker 1: it’s literally low carbonated water with real squeezed fruit. That

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Speaker 1: is the product. And one of the components of that

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Speaker 1: was we early on made a decision we were going

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Speaker 1: to be a little bit less carbonated than some of

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Speaker 1: the competitors in the flavored sparkling water space. And so

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Speaker 1: the question was, well, is carbonation, is that one of

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Speaker 1: our core equities or is that something that we can

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Speaker 1: move outside of? And for a long time, we actually

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Speaker 1: had carbonated iced teas with real squeezed fruit and we’ve

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Speaker 1: just launched a still iced tea. And so clearly we

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Speaker 1: made a strategic decision to that we could move away

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Speaker 1: from that specific characteristic of the product. But there’s other

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Speaker 1: things that we might hold dear and say, no, as

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Speaker 1: an example, like the simple ingredients and the real squeezed fruit,

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Speaker 1: those are components of our product that we hold quite dear.

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Speaker 3: Yeah.

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Speaker 4: That’s what I associate the brand with.

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Speaker 1: Yeah.

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Speaker 4: Well, Amy, we have to ask you our famous last question,

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Speaker 4: which is what’s the bravest thing you’ve ever done?

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Speaker 1: I was thinking about this one in advance and there’s

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Speaker 1: lots of stuff. I think I’m sure, and I’ve heard examples,

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Speaker 1: folks that have been on the show before, lots of

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Speaker 1: personal examples. I empathize with lots of those, but I

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Speaker 1: was thinking of one that actually might be just like

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Speaker 1: funny to talk about. One of the last things I

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Speaker 1: did before I left Staples was to bring back the

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Speaker 1: easy button and the tagline that was easy was, Because

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Speaker 1: it was the 20th anniversary. You’re probably thinking like, how

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Speaker 1: is that like your brave thing? Like that seems like

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Speaker 1: a silly example, but. There are a couple of reasons

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Speaker 1: why it was brave. One is it was like a beloved,

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Speaker 1: brilliant ad campaign in the early 2000s. I mean, my gosh,

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Speaker 1: like the stories of like people having easy buttons on

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Speaker 1: their desks or that was easy. People still say it

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Speaker 1: 20 years later. And the campaign itself was created by

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Speaker 1: a mentor of mine who I absolutely adore. So there

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Speaker 1: was a little bit of like, can we do justice

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Speaker 1: to this thing? But also, interestingly, it. was the brand

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Speaker 1: defining moment of Staples in a different era of Staples.

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Speaker 1: So at that time, the whole brand strategy was around

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Speaker 1: categories like office supplies and our stores and making it

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Speaker 1: convenient for consumers. But 20 years later, the business had

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Speaker 1: completely changed. Half the business was on the B2B side.

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Speaker 1: The categories themselves were much more geared where the business was,

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Speaker 1: was much more geared to like janitorial products, furniture, technology.

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Speaker 1: And so the challenge or where we had to take

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Speaker 1: this risk was how do you bring back that brand

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Speaker 1: love and nostalgia in a much more modern way so

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Speaker 1: that we could tell the new story of Staples? And

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Speaker 1: it ended up actually being pretty fun. We brought back

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Speaker 1: the easy button specifically. We called him E-Button.

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Speaker 3: He was a guy.

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Speaker 1: And he was pretty sassy and he was a little

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Speaker 1: frustrated with us that he’d been in retirement for many years.

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Speaker 1: So we had lots of like really fun moments creating

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Speaker 1: the campaign. And the whole spirit of it was the

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Speaker 1: easy button sort of physically opened your eyes to the

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Speaker 1: new staples. It was fun.

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Speaker 3: It was great.

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Speaker 4: Was anyone nervous during this?

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Speaker 1: Oh, yeah.

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Speaker 3: Oh, gosh.

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Speaker 1: So nervous.

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Speaker 3: Yes.

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Speaker 1: For exactly the reason that I mentioned, like making sure

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Speaker 1: we do justice, but also tell the story in a

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Speaker 1: modern way.

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Speaker 4: Well, Amy, we appreciate you sharing your insights. We look

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Speaker 4: forward to seeing what Spindrift does next. And thank you again.

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Speaker 1: Thank you guys so much for having me.

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Speaker 4: If you like what you heard and you want to

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Speaker 4: think more about brand building, go check out the episode

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Speaker 4: we did with First Round Diageo’s Nick Tran. And don’t forget,

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Speaker 4: write a review. Thanks for listening.