← BRAVE COMMERCE
BRAVE COMMERCE
Georgia-Pacific’s Laura Knebusch on Connecting Brand, Retail, and Consumer Experience
00:27:01
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- [00:00]
Sarah Hofstadter
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- [00:35]
Laura Nebush
When the Moore family ditched cable Internet and switched to Zigly Fiber, they got so much more. Mr. Moore got more upload speed for next level gaming and live streaming to the masses. With reliable service, Mrs. Moore is no longer her family's IT guru, leaving her more time to stream games into overtime. Let's go. And young Mason Moore got more done quickly uploading HD product demos and video conferencing without FreeSync, the numbers look good. Brad, you're on mute. Switch from cable Internet to Ziply Fiber and get more of what you love for $65 less per month than cable at Ziply. Fiverr.com marketing today is much broader and deeper. And so that means you need folks who are, I call them, lifelong learners or continuous learners, those who are eager to learn because we need people who aren't just good at what they're doing today, but who can be good at what's going to come tomorrow. They need to be adaptable and agile, digitally savvy, willing to take risks. Some of that still comes from MBA programs. A lot of it's coming from undergrad. So we're actually looking a lot more towards undergrad. Just as I think about digitally native and adaptable and agile, in kind of today's environment, it's a little bit less about where they're coming from and more about kind of thinking about those attributes, in addition to some of the kind of core attributes that we would always look for in a strong market.
- [01:50]
Sarah Hofstadter
Welcome to today's episode of Brave Commerce.
- [01:52]
Rachel Tippograph
I'm Rachel Tippograph, the founder and CEO of Micmac.
- [01:55]
Sarah Hofstadter
I'm Sarah Hofstadter, president of Profitero, and.
- [01:58]
Rachel Tippograph
This is a show that talks about what's relevant in E commerce for the world's biggest brands. Sarah, when did you start going to Walmart as a shopper?
- [02:14]
Sarah Hofstadter
Oh, gosh, I was in summer camp growing up in the New York area. Not a lot of Walmarts Actually, I live near the Walmart where Greeter got killed like a million years ago. Like that Walmart. So didn't really grow up going to Walmart, but I was in summer camp and like when we had a free day, they would take us to Walmart and it was like the most extraordinary experience, like coming from, you know, small town on Long Island. Like, the biggest store I'd ever been to maybe was Wallbaums. If that like rings the bell.
- [02:43]
Rachel Tippograph
Yep.
- [02:44]
Sarah Hofstadter
But yeah, you hear about it, but you have no idea what it is. Which is crazy because, like, what, like 90% of Americans live within 10 miles of a Walmart? I don't know. How about you?
- [02:53]
Laura Nebush
Well, you're not going to be surprised by this story.
- [02:56]
Rachel Tippograph
First time I went to a Walmart was summer camp in Augusta, Maine.
- [03:00]
Sarah Hofstadter
Oh, man, that's awesome. Were you equally blown away?
- [03:04]
Rachel Tippograph
100%. First of all, I'm like, wait, I can buy my groceries, I can buy toys, I can get a haircut all in the same place. This is amazing.
- [03:13]
Sarah Hofstadter
It really is extraordinary in some. You can get your tires changed. Yes. And then when I got my house upstate, I'm sure you see this too. In accord, the Monticello Walmart is extraordinary. But one thing I had realized when I was running 360I, which was a digital agency, was the interconnectivity between the in store activities or the lack of connectivity between what was happening in store from a marketing perspective and all the work that we were doing from a consumer perspective, whether that was TV or digital. And I was in such a digital world that I was not even thinking about the in store experience. I just wanted to make sure that I was complimenting the consumer experience out of the store. That you walk into the store and it's totally different, owned by completely different budgets. And I realized like, I need to learn more about this thing called shopper marketing. So this was like 2011, something like that. So I hired a consultant to teach me because I didn't know anything. I studied extensively and then I said, you know what we're going to take? We're going to take our creative strategy and planning teams and social teams and we're going to take them to their first Walmart, their first Target, and give them assignments as if they are primary household shopper. So you have these like hipsters from Fi Di getting them to. We took them on a school bus out to Jersey and we're like, okay, you're the dad of two little kids, you've got to put dinner on the Table, you got to pick up a birthday gift for little Johnny's friend because he's going to a party. And don't forget the fertilizer. And here's your budget. And you've got 20 minutes.
- [04:51]
Rachel Tippograph
Oh, my God.
- [04:51]
Sarah Hofstadter
So it was kind of like it was really walking a mile in your consumer shoes. And yet, fast forward today, how much is different?
- [04:59]
Rachel Tippograph
If I had to think about structurally, how many people think the way that you described versus do not in silos, I want to say that we got 60% thinking the way that you're talking.
- [05:13]
Sarah Hofstadter
And how many are organizing and they're internally behaving different.
- [05:18]
Rachel Tippograph
I would say 25%. I'd say 75% are still operating in silos.
- [05:23]
Sarah Hofstadter
Right. So now think 10 years ago, who is really walking the talk 10 years ago?
- [05:29]
Rachel Tippograph
I think back. So when I started Micmac 10 years ago, I can't even name an organization.
- [05:34]
Sarah Hofstadter
Which is what makes it so crazy that Georgia Pacific's been doing this for 10 years now.
- [05:39]
Rachel Tippograph
Right, I know Georgia Pacific. Where were you when I started mcmac?
- [05:45]
Sarah Hofstadter
Well, we sure learned a lot from Laura today, huh?
- [05:48]
Rachel Tippograph
Absolutely. Well, you're about to hear from Laura, who is leading marketing and honestly, much more when he here on the show at Georgia Pacific. And let's hear how she's conquering the customer as well as the retailer as well as the brand experience. Today we got a very big portfolio onto the show. And we have Laura Nebush, the SVP of CPG Marketing and CX at Georgia Pacific. Hello, Laura.
- [06:18]
Laura Nebush
Hello, everyone. Excited to be here.
- [06:19]
Rachel Tippograph
You are now officially a part of the Brave Commerce alumni crew. And I have to tell you, a few of our other guests also started their career at Procter and Gamble, which I know you did. And then you've now spent nearly 15 years plus at Georgia Pacific. I have a feeling the world has changed since you started your career. But how do you feel brand building has shifted from when you started to where we are today?
- [06:44]
Laura Nebush
Sure, absolutely. There are a few of us P and G alumni kind of wandering around the marketing world, and I feel very grateful to be one of them coming out of business school. You know, I cut my teeth at P and G. I learned brand building and what good looked like and from some of the greatest brand builders in the world. And I think the fundamentals of what I learned at P and G are still the same. Understanding your consumer, understanding how your product or your brand can provide a unique, functional and or emotional value to that consumer, and then being consistent with that over and over again that I don't think has changed. But I do believe over the last kind of 15, 20 years, where and how you connect with consumers, their expectations of us, that has changed wildly. So when I took on this role four years ago, taking on the leadership of our marketing capability, we were a pretty traditional kind of brand building, brand marketing capability. And at the time the world was changing. It was Covid. And so part of what I really wanted to come in and do was just reimagine what that looked like and really better make sure our brands were set up not to just tell their stories, but to deliver really strong experiences every time a consumer interacted and experiences that tied back to that, you know, what made those brands different and why they were better than alternatives. So that's why at the time we evolved the name to be consumer experience, to recognize that it wasn't just about kind of the national media or the promotions we'd been in it. We had to think about all aspects of meeting the consumer where they were and understanding their pain points and how we could help uniquely deliver on that. And that meant a more full funnel approach. And so we really had three kind of key pillars. One of them was brand building because again, it all still starts from that foundation, but then really bringing and a pillar to modernize our media mix and think about where and how we were reaching consumers and should reach consumers in the future. And then the third one was just around having a much clearer roadmap around data and technology.
- [08:38]
Sarah Hofstadter
Sounds very smart in retrospect, right? We look back and we say, okay, well Covid, if it was anything, it was a wake up call to say what got you here won't get you there. And so the pivot to consumer makes all the sense in the world. How does that change as you think about what talent do you need in order to make those pivots and how do you find them?
- [09:01]
Laura Nebush
Yes, another great question as that has evolved a lot. You know, I think a lot of us again, when I was coming out, I was the MBA grad from Duke coming to P and G. I think that was a pretty traditional kind of path for the folks entering brand building. And it was about being strategic and creative and being able to strategically and creatively tell your brand stories. And today you have to be all of that and more. You have to be strategic and creative, but analytical and then also be digitally savvy. And so the skill sets needed for marketing today is much broader and deeper. And so that means you need folks who are, I would call them lifelong learners or continuous learners. Those who are eager to learn because things are changing and we need people who aren't as good at what they're doing today, but who can be good at what's going to come tomorrow. That means they need to be adaptable and agile, digitally savvy, and kind of willing to take risks because that's the environment we're in. So some of that still comes from MBA programs. A lot of it's coming from undergrad. So we're actually looking a lot more towards undergrad. Just as I think about digitally native and adaptable and agile and kind of today's environment. But it's a little bit less about where they're coming from and more about kind of thinking about those attributes, in addition to some of the kind of core attributes that we would always look.
- [10:13]
Rachel Tippograph
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- [10:16]
Laura Nebush
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- [10:27]
Rachel Tippograph
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- [10:31]
Laura Nebush
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- [10:38]
Rachel Tippograph
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- [10:44]
Laura Nebush
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- [10:50]
Rachel Tippograph
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- [10:52]
Laura Nebush
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- [11:00]
Rachel Tippograph
Wait, did I say job title yet?
- [11:02]
Laura Nebush
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- [11:05]
Rachel Tippograph
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- [11:06]
Laura Nebush
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- [11:14]
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- [12:17]
Sarah Hofstadter
It'S interesting you keep referencing specific academic backgrounds. Obviously you have a tremendous pedigree and you're looking for people with a similar pedigree. I didn't think I was going to be asking this question, but as you're talking I'm thinking to myself, what do you think is different about today's curriculum that makes the talent better or stronger as an MBA grad or even as an undergrad? Or do you just believe that there is just this, the digital native stuff of a younger audience allows them, just gives them a more innate way of being agile because they just don't know any better?
- [12:51]
Laura Nebush
Yes, both colleges and MBA programs are trying to make sure their curriculums are catching up with the times and bringing in programs around social and data and analytics that definitely were not there 20 years ago when I was getting my MBA. But to me it is more about those who are digitally native who have just grown up in this environment and are so used to how quickly digital moves and kind of what's new and are able to kind of make that quick change to kind of understand what's next. So I think some of it is education, some of it is just kind of mindset and a little bit of.
- [13:19]
Rachel Tippograph
The times, you know, since you took over leading the marketing organization since the pandemic, I have to imagine maybe not everyone within the company was digitally native. So talk to us about the change management aspect around all this.
- [13:32]
Laura Nebush
Yes, that has been fun. It's actually been great for many folks. We had to build the case. So part of it was just the fact that even from a marketing standpoint we were very heavy in video. I mean we are national CPG paper products. We were probably 70 or 80% of our investment was in pretty traditional video. And so we put out a roadmap over three years of where we wanted to get our investments and where we thought we needed to be to appropriately kind of reach our consumers and engage with them in the right areas. But then we needed to build to that by investing, learning, testing, kind of proving out investments and then continuing to scale that. And so we have now kind of exceeded where we wanted to be right now. And I think we've been able to bring the organization along in a way that they are very confident that we are helping them put their dollars in the right places. We have built out digital capabilities, greater digital capabilities on my team, with an in house programmatic team, search experts, social experts. So I feel like we've got the people internally to help us make the right decisions. And then we continue to try and bring in external inspiration just so they can hear it from others, not just us. And, you know, bring in, whether it's other brands or other experts at various inspiration sessions throughout the year to help inspire and show kind of what can be out in the world.
- [14:41]
Rachel Tippograph
So you brought up sales and marketing. That's often a hot topic on this show because something that comes up, even though we sometimes even try to avoid it and it comes up, is the hot button of retail media. And I know that retail media sits with you, which isn't always the case in a lot of organizations. Sometimes retail media sits within the sales organization. Can you talk to us about the business case around that and why it sits within the marketing organization? And I'm sure you still have to work with your sales counterparts. How does that work?
- [15:12]
Laura Nebush
Yes, the age old question of should shoppers sit in sales or in marketing? Yes, it has been both. At Georgia Pacific over my time there, we brought it into the marketing organization almost 10 years ago. And that was even before retail media was, was even much of a thing. But at the time, it was the recognition that we could create more value for our brands if we were better connecting our brand objectives to our retailer objectives and better telling that story and create those right experiences in store or online. So that happened years ago. The key thing has been, no matter where it sits is you have to be integrated. So while shopper marketing and retail media sits in my team, my shopper managers are pointed to different customers and so they are experts on that customer. They are sitting or connected with those retail teams. And we have to have really good communication across all the investments to make sure we're making the right decisions. But I do believe having it on my team has allowed us to scale investments with retail media in a way that I think we are making. You know, we feel good about the value we're creating. It does not just feel like it's a text or something we're having to do because it's a sales request. We've been able to lean in and test and learn and measure, really identify who we want to be strategic partners with and also identify where we don't. And we need to make harder choices. And with that, we've created a maturity assessment that we, our team uses. We use it with our sales teams to really kind of look at the things that we would want in a strategic partner. What would need to be true for us to invest more, especially versus other alternatives, versus where we might want to take a more cautious approach. So my shopper managers sit next to my national media managers who sit next to search, who has both retail and national search and social, and my in house programmatic team, who's buying a lot of it. And so that has allowed us just to I think make smarter decisions, optimize faster, and I think get even greater value out of the investments we're making.
- [17:04]
Sarah Hofstadter
Again, super prescient in retrospect. I'm curious. This obviously predates you, but like when the organization did this 10 years ago, that must have been quite the mental, like, oh my gosh, the sales team's really got to get their heads around it. I mean, I know you weren't there, but that must have, that must have required a lot of brain cell, you know, stretching, if you will.
- [17:27]
Laura Nebush
And coincidentally, I was actually the new shopper director at the time. So I wasn't very involved when it came in the first time. And it was, it requires trust within the organization. It requires really, really strong integrated teamwork and listening to what the needs were from kind of both the, the brand and category teams and the sales team and then having a really strong team that could ladder both. So it's, it's definitely been an evolution over time. I think overall everyone feels good. Like I said, I think as long as the integrated teamwork is there, as long as, you know, we've got the right people at the table at the right time and everyone feels like their needs are getting heard, you know, we can work through it. I do believe our organization, both kind of the brand and the sales teams, recognize that we have been able to kind of create more value out of our retail media investments and really trying to think about that more as full funnel investments than we would have if we'd been separate.
- [18:17]
Sarah Hofstadter
Really appreciate it. Because if you look at it, it was almost 15 years ago, I was running a digital agency and I brought shopper marketing capabilities into the agency. I feel like you're bringing shopper capabilities into a digital agency. And I held up my iPhone 1.0 or whatever it was at the time, and I was like, this is the thing that bridges the consumer and shopper experience. So if you're making your shopping list on your phone and then you're going into a store, what's consumer and what's shopper? And again, they looked at me like I had three heads. And then I realized that my digital team, most of them were in New York, had never even been to a Walmart. They grew up in Dagostino. And so we really had to do a lot to educate, like how do people buy orange shoes, toilet paper, paper towels, whatever it is, and reverse engineer success from the perspective of the human being, not the consumer or the shopper. So I was with you back then, but I felt like I was definitely. People thought I was probably taking some drugs that I probably should have been taking, but that's a whole other story on a pivot level within that, as we look at like the big, big, big tent poles. I can tell you my, my family was watching the super bowl together and we were really into your. What you guys did for Angels off, like that was utility. It was breakthrough, it was simple. But what wasn't as obvious maybe to everybody that might have been in market was that you really had this unified consumer experience with how did you measure the efficacy?
- [19:49]
Laura Nebush
Sure. Well, one. Thank you. We were very excited about the super bowl, the whole activation. It was the first time we ever did one for Georgia Pacific and definitely the first time for angelsoft. And the original objective for this was more about awareness than necessarily kind of immediate sales. So it was about kind of creating awareness of AngelSoft as the brand. And we had a brand icon we'd introduced two years ago, angel. And she was really kind of front and center in the ad and the activation. And so we had added. We put her on packaging last year and super bowl was a chance to kind of share her with the entire world. But with that, we still wanted to make sure that it was that unified experience and that if you saw angel and AngelSoft, you would connect that the dots if you were whether in store or online. So leading up to the super bowl, it was still very much angel and angelsoft, but it was more about getting ready for the big game, kind of stocking up for the big game. So kind of leading up into kind of a key stock up period. But then once we started teasing the idea, which was potty tunities and making sure folks had a chance to go to the bathroom during the super bowl, we then made sure that again, the look and feel and the messaging was all consistent with kind of the potty tunities activation. So if you saw it online, if you went to search whether it was Amazon.com, walmart.com or in store, you got that unified experience. You saw angel, you heard the message and could then very easily put an item into your cart. So I think that's been really important to us to kind of make sure that was consistent. We were delivering this kind of ubiquitous Message and kind of ubiquitous icon, no matter where you were looking for angelsoft. So we've been very happy. We our awareness increased for both the brand and angel. We saw a really nice lift in impressions, searches for the brand increased and over time, you know, we believe we're going to see the long term value from, from that investment.
- [21:35]
Rachel Tippograph
And the fact that you also brought your MMM in house, I imagine you have this analytics engine that's humming along so you can really understand what is the total impact of investing in the Super Bowl.
- [21:48]
Laura Nebush
Yes, and that's one of the benefits. So we've got certainly our immediate kind of measures around awareness and impressions. But you know, we'll be looking to measure the whole thing in house with the mmm and that has been a huge enabler for us. Even going back to your question around kind of building confidence in digital by building out the capabilities, bringing in marketing measurement in house, we've been able to measure more frequently in a very consistent way. You know, again, there's one source of truth. You know, we all know MMM isn't perfect, but it is a way for us to measure across digital, across retail media, across video, across promotions and have at least a consistent way to look across all of those and then feed that back. So we're feeding it internally to my team to help make the optimizations as well as back to the brand teams so they can feel good about where their investments are and whether they want to invest more or invest less.
- [22:34]
Rachel Tippograph
And so along with in housing analytics, advanced analytics as a practice, you also have made additional investments in other aspects of Martech, I think like a cdp. And so just tell us more about this Martech roadmap and how you view technology as an enabler for the business.
- [22:52]
Laura Nebush
Yes, I mean this was, you know, data and technology was kind of my third pillar when I was coming on board of if we were going to deliver consumer experience, we had to have a way to measure it. We had to have a way to deliver it, measure it and then optimize and kind of improve based on it. And an MMM every two years was certainly not going to cut it. And some of the ways we were delivering kind of our content and media was not going to cut it. And so the key thing we did that enabled the MMM but many other use cases was really building out the data strategy and the data foundation. You know, I always joke, it's not that we didn't have data. We had like 40 plus sources of data, but no one could have named them all for you. And they sat in Excel spreadsheets and in silos and sometimes agencies had them and certainly like to put them. To take two sources and put them together was like a weeks long process. And so we created kind of our data foundation which we call data cloud. We connected all sources of marketing data, we harmonized it. You can now go in and pull from any of that into one report. We put it into an easier to use accessible system. We train the organization marketing. Mixed modeling was the first use case, but then we're using it for media optimization, promotion optimization and we've got kind of a pretty disciplined list of where else we think we can create value with it and how do we make sure we build towards that. So that was probably one of the biggest things we accomplished. But the other thing we have been doing over this time is building our first party database. So again making sure we have the right technology to do that, that was another priority both from you know, at the time, what was happening with Google and potentially the cookie deprecation, but certainly privacy. I wanted to make sure that we had a more direct relationship with our consumers where possible. And so we built up kind of the march behind that and been able to increase our first party database 200 times in that period. And so it's something we can substantially activate against both from a media and from more of a direct kind of interaction standpoint. You know, I think marketing technology, like many things, there's a lot of shiny objects out there. So for me it's important to know kind of where the biggest opportunities are and really think about the value you can create and also the change management required. One thing someone told me when I first started was so many people aren't even getting the amount of value they can out of the technology you have. So like before you start jumping to something new, make sure you have your mind what you're doing and are getting the usage out of it and getting those values and kind of making sure there's use cases. And I've really taken that to heart to make sure we're not just jumping to cool things that I think can help us, but making sure we're getting the value and the change management needed to do that.
- [25:21]
Rachel Tippograph
How do you incentivize folks within your organization to adopt new technology?
- [25:25]
Laura Nebush
Yes, well we've been trying to do a lot of training and a lot of hands on training, whether that's data cloud or AI. You know, we're trying to do that pretty frequently to make sure that folks feel like it's not just someone speaking to them, but like, let's look at use cases, let's get in there, bring your computer, let's try it out. I found that's, that's been really important. People seeing leadership do it is really, particularly as I think, about AI, knowing that we're using it and we're putting that expectation out there with our teams. But this is part of, you know, this is part of how we think you're going to create value in your role. And if you're not using it, then that means you're not creating all the value you can. And so really making sure people are motivated and understand that it's there. I mean, this is all about helping them do their jobs better and getting rid of a lot of things that honestly people don't want to do. It's a lot of times the work that's more monotonous or, you know, certainly less exciting and hopefully giving them the ability to work on the things where they can create more value and are more fulfilled.
- [26:15]
Sarah Hofstadter
It goes back to what you were saying about curiosity and agility and also just, frankly, resourcefulness. Like you said, there are so many different sources of data that you have across your organization. You can even put it all in your CDP and have a beautiful environment of your data foundation, which is great. But if that's just sitting off to the side and people don't have the natural curiosity to say, hey, I wonder if I could triangulate three different things to solve this particular problem. If they don't even know what's available to them, how the hell are they going to get to the point of doing anything about it? So the whole idea of top down, using it, but bottom up almost being the catalyst for it is a balance that I suppose you become the conductor of that orchestra, right?
- [27:01]
Laura Nebush
Yes. Now, I absolutely agree with what you just said. Resourcefulness is a great word because there's a lot we don't know. And if you're not curious and trying to learn, then, yeah, we're not going to make progress. I want people to want to dig in and understand how it can create that value. And people have to that entrepreneurship and they want to, you know, have to want to learn. And so I think recognizing, again, inspiring. Recognizing, giving them the tools to do it and then hopefully, you know, inspiring by seeing what we're doing can help them achieve that.
- [27:27]
Rachel Tippograph
Well, Laura, we gotta ask you our famous last question, which is, what's the bravest thing you've ever done?
- [27:32]
Laura Nebush
Yes, this is a great question. I'll give two very brief ones. One is professional and one is personal. Professionally, this role was actually one of the bravest things I'd done. You know, I had been at Georgia Pacific 15 years or 15 years now, and I had some in the capability but mostly in the business. So I had been our general manager of our towel napkin, which was one of our largest businesses for about two years when this role opened up and it was April of 2020. So it was the start of COVID And so it was kind of moving out what I would say was a very established kind of career path for me and stepping into something more unknown, which I knew was going to require a lot of work and kind of vision, I think to make it what we wanted it to be. But I and passionate about this space, hopefully you've seen that. And I felt like I was the right person in the organization to be able to do that. So stepping into it, it was a scary time to make a change. But I've been in this role four years now and I've loved every minute of it. So that is certainly from a professional standpoint. From a personal one. I am actually a two time cancer survivor. I had Hodgkin's disease when I was a teenager and was in remission for many, many years and then unfortunately was diagnosed with breast cancer a few years ago. And so the first time I don't think I understood how bad it could be. But the second time you have a much better idea. I had a family and a young daughter and it's just a much scarier situation. And so that's where I think about being brave and kind of facing that with optimism and determination and certainly a whole lot of support from a lot of people around me. That's certainly kind of my more recent example. And hopefully I was a good role model for my daughter and very happy to say I'm kind of three years cancer free again.
- [29:12]
Rachel Tippograph
Tremendous. And thank you so much for sharing. Being vulnerable, it's surprising to hear with everything that you just shared with us. So it's amazing to see what you've accomplished.
- [29:21]
Laura Nebush
Thank you everyone.
- [29:23]
Rachel Tippograph
Go check out the great brands of Georgia Pacific. Follow Laura on LinkedIn so you can be a part of this change journey that she has been leading. If you like what you heard and you want more episodes that talk about where should essentially shopper and retail media sit within the organization. Is it marketing or sales? Well, guess what, we've talked about this quite recently. It must be a hot topic. Go check out an episode we did with Ferrero's Danielle Sporkin or Molson Core's Brad Feinberg. If you like what you heard, tell a friend. Write a review. Thanks for listening.
- [30:14]
Laura Nebush
Comcast business helps retailers become seamlessly restocking, frictionless paying favorite shopping destinations. It's how nationwide restaurants become touchscreen ordering, quick serving eateries and how hospitals become the patient scanning data managing healthcare facilities that we all depend on. With leading networking and connectivity, advanced cybersecurity and expert partnership, Comcast business is powering the engine of modern business, powering possibilities. Restrictions apply.
- [30:45]
Sarah Hofstadter
Hi, I'm Jackie Cooper, Global Chief Brand Officer at Edelman and the host of Touch of Truth, a new podcast launching on the Adweek Podcast Network. My dad gave me this incredibly smart piece of advice. Meet everyone once. As a result, I've met some of the most fascinating and inspiring people on the planet. Now on Touch of Truth, we're coming centre stage and sharing the mic to experience stories of truth, insights and visions for the future that will challenge your way of thinking. Touch of Truth is available wherever you listen to podcasts. New episodes come out every Tuesday. I do hope to see you there.