Molson Coors’ Brad Feinberg on Uniting Brand, Media, and eCommerce to Drive Growth

Summary

Summary of BRAVE COMMERCE Episode: "Molson Coors’ Brad Feinberg on Uniting Brand, Media, and eCommerce to Drive Growth"

Release Date: March 25, 2025

In this insightful episode of BRAVE COMMERCE, hosts Rachel Tipograph and Sarah Hofstatter engage with Brad Feinberg, Vice President of Media, Digital, and eCommerce at Molson Coors Beverage Company. The conversation delves deep into how Molson Coors seamlessly integrates brand strategy, media operations, and eCommerce to foster significant growth in today's dynamic market landscape.

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1. Integrating Brand and Performance Marketing

Brad Feinberg opens the discussion by highlighting a fundamental difference between Molson Coors and other companies in the industry. Unlike many organizations that segregate brand and performance marketing, Molson Coors treats them as two intertwined facets of the same strategy.

Brad Feinberg [01:09]: "We don't see brand and performance as different... performance has to be in support of the brand."

This unified approach ensures that efforts to build brand desirability directly contribute to performance metrics like sales and conversions, creating a more cohesive and effective marketing strategy.

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2. Organizational Structure and Evolution

Feinberg elaborates on the unique organizational architecture at Molson Coors, which consolidates media, digital, and eCommerce under a single leadership umbrella. This structure facilitates agility and cross-functional collaboration.

Brad Feinberg [10:54]: "We combine the structure... which allows us to move with greater speed."

By integrating these functions, Molson Coors ensures that strategies are aligned and executed efficiently, minimizing silos that often hinder large organizations.

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3. Data-Driven eCommerce Strategies

Central to Molson Coors' strategy is a data-centric approach. Feinberg emphasizes the importance of leveraging granular data to drive decision-making and optimize eCommerce performance.

Brad Feinberg [06:06]: "My entire career and what we do always has data at the center of it."

Through partnerships with platforms like Instacart and DoorDash, Molson Coors accesses real-time data, enabling them to track key performance indicators (KPIs) across various channels and brands. This data-driven methodology allows for continuous optimization and precise targeting.

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4. Navigating Regulations in the US Alcohol Market

Operating within the stringent regulatory framework of the US three-tier system presents unique challenges, particularly regarding data access. Feinberg discusses how Molson Coors navigates these limitations.

Brad Feinberg [08:39]: "We have partnerships... that give us access to some data."

By fostering strong relationships with eCommerce partners, Molson Coors mitigates data restrictions, gaining insights that are both timely and actionable. This strategic maneuvering ensures compliance while still harnessing valuable consumer data to inform their marketing efforts.

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5. Integrated Marketing Campaigns: Case of the Mondays

A significant highlight of the episode is the discussion around Molson Coors' "Case of the Mondays" Super Bowl campaign. Feinberg details the integrated approach taken to ensure the campaign's success across multiple channels.

Brad Feinberg [17:08]: "One of the benefits... we get a rightful seat at the table, right?"

By being deeply involved from the inception of the campaign, Molson Coors ensures that both creative and eCommerce elements are synchronized. This holistic involvement guarantees that marketing initiatives not only resonate creatively but also drive measurable eCommerce results.

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6. Innovation and New Product Categories

Feinberg sheds light on Molson Coors' strategy for entering and growing within new product categories, such as non-alcoholic and functional health beverages. The focus is on leveraging existing brand equity to expand into these emerging markets.

Brad Feinberg [22:02]: "We're looking at consumer behavior... to identify those white spaces or opportunities."

By introducing non-alcoholic variants of established brands like Blue Moon NA and Peroni NA, Molson Coors taps into evolving consumer preferences without the need to build new brands from scratch. This approach facilitates quicker market penetration and brand acceptance.

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7. Leadership and Personal Philosophy

Towards the end of the episode, Feinberg shares his personal leadership philosophy, emphasizing the importance of being a contrarian and advocating for innovative ideas within the organization.

Brad Feinberg [25:57]: "I've never been afraid to voice my opinion or push back on a leader if I felt I had a better answer."

This mindset not only fosters a culture of open dialogue and continuous improvement but also ensures that the best ideas rise to the top, driving the company towards greater success.

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Conclusion

Brad Feinberg's conversation on BRAVE COMMERCE offers a comprehensive look into how Molson Coors effectively unites brand strategy, media operations, and eCommerce to navigate the complexities of the modern market. Their data-driven approach, innovative organizational structure, and integrated marketing campaigns exemplify best practices in the industry, positioning Molson Coors as a formidable leader in the beverage sector.

For those interested in organizational design and strategic marketing within consumer goods, this episode provides valuable insights and actionable strategies that can be applied across various industries.

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Notable Quotes:

• Brad Feinberg [01:09]: "We don't see brand and performance as different... performance has to be in support of the brand."
• Brad Feinberg [10:54]: "We combine the structure... which allows us to move with greater speed."
• Brad Feinberg [06:06]: "My entire career and what we do always has data at the center of it."
• Brad Feinberg [08:39]: "We have partnerships... that give us access to some data."
• Brad Feinberg [17:08]: "One of the benefits... we get a rightful seat at the table, right?"
• Brad Feinberg [22:02]: "We're looking at consumer behavior... to identify those white spaces or opportunities."
• Brad Feinberg [25:57]: "I've never been afraid to voice my opinion or push back on a leader if I felt I had a better answer."

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This structured summary encapsulates the key discussions and insights from the episode, providing a comprehensive overview for both regular listeners and newcomers alike.

Transcript

[Brad Feinberg]

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[Sarah Hofstadter]

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[Brad Feinberg]

One of the differences I think between Molson, Coors and maybe some other companies too, is that we don't see brand and performance as different. And I think a lot of companies split split those two out and then they design their organization around them. I see brand and performance as two sides to the same coin and we have to do both of them effectively. And IRU has to drive performance and performance has to be in support of the brand. Because of that, it allows us the ability to kind of look at the world and how we kind of go to market different than I think other companies do.

[Sarah Hofstadter]

Welcome to today's episode of Brave Commerce.

[Rachel Tippograph]

I'm Rachel Tippograph, the founder and CEO of Micmac.

[Sarah Hofstadter]

I'm Sarah Hofstadter, president of Profitero, and.

[Rachel Tippograph]

This is a show that talks about what's relevant in E commerce for the world's biggest brands. Sarah, I gave a presentation recently that hopefully you're in agreement with, but I essentially I have a slide in it where I articulate that I believe in five years time there won't be a CMO and there won't be a chief sales officer. There will just be a chief growth officer who owns marketing and sales that there is no way to avoid this.

[Sarah Hofstadter]

Well, why do you think we don't have that now?

[Rachel Tippograph]

Well, in some places we do. We're starting to see that where there is a sole owner of marketing and sales because the retailers have now become advertising platforms and it's really hard to drive results when those two functions of driving demand and then making your retailers happy are separate functions.

[Sarah Hofstadter]

It's not just the fact that retailers are media companies. I think there are a lot of other levers because when you start thinking about what is it going to take for you to get both discovered and ultimately converted and drive all the fun love for that brand, you do have to think about the entirety of the ecosystem. Think about just a few years ago when shopper marketing, retail media and brand marketing were in completely different worlds.

[Rachel Tippograph]

I mean some places they still are.

[Sarah Hofstadter]

In many cases they are. The fact that shopper marketing is not part of marketing, but then again shopper marketing is about the stores, the store is about the sales. It's a bit of a land grab. So yeah, if you have a single person at the top in most companies the rubber meets the road at the CEO.

[Rachel Tippograph]

I have found a trend at pe backed companies. I'm seeing now essentially this Chief Growth.

[Sarah Hofstadter]

Officer whilst the Chief Commercial officer Michelle and Brad at Molson Coors are in complementary roles. As I see it, Brad has really done a phenomenal job as well as the entire organization in aligning against ultimately what's going to make people desire and convert and discover their products. And that's by bringing media, digital and commerce in one environment and frankly training people. So it's not just like one person at the top. It's creating a shared consciousness and a cross functional expertise that allows that to happen.

[Rachel Tippograph]

It's pretty amazing and I can only imagine some of the cultural battles that Brad might have had to fight over the years to architect such a department. But it seems like it's starting to help the company drive category growth.

[Sarah Hofstadter]

I mean just listening to their Cagney presentation, it does sound like they are laser focused on making sure that they're leading the categories that they're in and making the brands as fantastic as they need to be. I think just being able to keep that laser focus on what you're trying to accomplish and then making sure the organization works on the how makes it a lot easier. And having Brad at the helm makes a really big difference.

[Rachel Tippograph]

Well, let's hear how Brad created this opportunity at Molson Course.

[Sarah Hofstadter]

We are so fortunate today to have Brad Feinberg, VP of Media, Digital and E Commerce at MolsonCourse Beverage Company. Now Brad, you and I go back, we go like 20 years back. Like we shouldn't talk about how far back we go way back, but it's relevant for a reason. At the time you were working at Discovery, I was working at 360i and you were My client back in the day and we talked about this will probably date us. Rachel, I don't even know if you'll find it relevant. We were talking about how the search bar, Google was the new TV guide. And 20 years ago I tried to bring that to CPG and say, you know, the search bar is the new shelf. And that's just not something that necessarily resonated 20 years ago. But today the retailer search bar is the new ncap. That is a major mindset shift and so much more so in a company that sells alcoholic beverages. So especially as your role has recently expanded to include this E commerce component, how do you change the mindset within the halls at Molson Kors?

[Brad Feinberg]

The short answer with that is with data. My entire career and what we do always has data at the center of it. And so I really think while we talk about the search bar as maybe being the new end cap, I think it really means that we have the responsibility in the team internally and the capability of the team internally to be the subject matter experts and determine the best strategies to drive our business in the digital age. That includes responsibilities, set and execute the best practices. We determine the KPIs, we track that across all of our brands, across all platforms and across all channels. And that allows us to optimize our efforts based on whatever available leading indicators are there to determine performance. And so when you think about that, the role of E commerce is to be the ambassadors inside the organization for this space and be able to meet with key stakeholders, including sales, including marketing, and even with our distributors and like our network and the way beer is bought and sold out in the world, especially in the US and our job is to really educate them on the incrementality of this channel and how it drives overall business performance. So as I said, starts with data and of course we need to be able to demonstrate that it is driving that business. And we can, right? That is one of the benefits of living in the digital age. The benefits of having access to a very rich opportunity of a data set. Whereas other direct brick and mortar retailers, while there is data available through some third parties as well, we have really at our fingertips a lot more opportunity for a lot more granular level of data than they may even have. And that is kind of a very powerful mechanism in our ability to really convince key stakeholders the value of the platform.

[Rachel Tippograph]

It's interesting because you alluded to this with your comment about the US Obviously in the US you deal with different regulations because of the three tier system and what we often Find is that a lot of alcohol brands in the US in many ways are data poor. Because on top of just walled gardens and retailers keeping things close to the vest, you then have these distributors that also own your data. So how do you put yourself in a driver's seat to navigate all this regulation?

[Brad Feinberg]

I mean we live within the bounds of the regulation obviously but I would say we have partnerships. We do joint business plans with many of our third party E commerce partners like a Instacart or a Doordash or others. Obviously Uber Eats are good examples of those. Where we do have those relationships and those partnerships do give us access to some data. Yeah, there are limitations to that but it is oftentimes even better that are more real time than what the rest of the business has available to it. Right through whether it's Nielsen or Circana is like kind of those macro data sources. It's. We have the opportunity to look more granularly at what's driving purchase etc. We can link behaviors from even stuff that we do in traditional media or social media that has a shoppable attribute or opportunity within it to see where people are going. That is more data than what we've had before this was created or environment was created. I think it will continue to be available again within the confines of what is available from a regulatory standpoint. But there's a lot of opportunity. And in fact even though the US has limitations in that three tier system, I think in other geographies and other countries there's. There's even more limitations to oftentimes the data. So I feel pretty fortunate in the US that I have at least something when I go to Canada as an example, it becomes really difficult really quickly to get that level of information. So we have to oftentimes try to take a little bit of a leap of fade and create attributes of what we see in the US and believe that some of the same expectations would occur in other geographies as well where we do not have the access to data at all.

[Rachel Tippograph]

Yeah, you're totally right. I like that Glass half full perspective on the US market. The other thing that I find interesting, especially about your role in your title is E Commerce Digital and media and in a lot of organizations are typically like split between two. You could even argue maybe three departments.

[Brad Feinberg]

Absolutely.

[Rachel Tippograph]

It feels very unique. We'd love to better understand like how that role was architected.

[Brad Feinberg]

Yeah, I mean Rachel, to your point, like that is something when I talk to my network peer sets at other CPGs or even outside of CPG and the like in industry and different organizations that I belong to or participate in. There are really not that many examples, if any, that combine the structure, the way we combine the structure. And so I set out years ago to really look at a building a holistic kind of my closed loop subject matter expert kind of roles and responsibilities all consolidated in the same team. It started with media and digital because I felt like there was a lot of opportunity just in those two areas combined. It then added I built about five years ago, built an in house creative agency that sat underneath me as well. So I had creative media and digital all at the same time. And then within digital I built out marketing, analytics and optimization as well. Oftentimes organizations keep their analytics teams separate in separate centers. And I said we needed to have that team really, really close to what was kind of going on in the market so that we can make as close to real time optimizations as possible. And the further they were removed from media, the harder it would be for them to have the knowledge as to what was really movable or not. So we attempted to do that. And then as of January of last year, they created this new organization inside of Molson Cores called America's Commercial Accelerator of which they combined all of these capabilities, the capabilities together that I had, plus adding E commerce. And the reason why I think and something I advocated for was because there are a lot of overlapping strategies and kind of thinking in terms of how we develop plans and execute plans between all of these functions. Whether you sit in a media seat and work really closely with brand teams, whether you're in an enterprise digital seat and you're collecting first party data or you're executing our CRM initiatives which that team does, or building out programmatic display campaigns or search engine optimization, just more consumer focused ones, or buying media and retail media environments, or being really the manager managing the relationship with a third party E commerce partner, there's a lot of overlapping skills in those, all of those functions and overlap, a lot of overlapping capabilities and interests. And so I think combining those together have only provided us the opportunity to move with greater speed, have better knowledge in the data that we have available and be able to execute more effectively. And then I would say on top of that, what has been also really apparent in all of this is that we can transpose those skill sets across the team so it creates greater career pathing opportunities for individuals on the team to get more of that knowledge and more we share those skills across the team. The more consistent we go to market and the more opportunity. There is. And one of the differences I think between Molson Coors, my last point on this, and maybe some other companies too is that we don't see see brand and performance as different. Right. And I think a lot of companies split those two out and then they design their organization around them. I see brand and performance as two sides to the same coin and we have to do both of them effectively and I argue has to drive performance and performance has to be in support of the brand. Because of that, it allows us the ability to kind of look at the world and how we kind of go to market different than I think other companies do.

[Rachel Tippograph]

I think Sarah and I have 8,000 things to say to what you just said. But I can guarantee what's about to happen is that clip is going to be shared across corporate America, literally.

[Sarah Hofstadter]

Rachel and I were just having a debate on if you had your next dollar, would you spend it a brand performance And I refused to accept that I had to make a choice because they've got to work just as hard. We've literally talked about this. I don't remember if it was yesterday or the day before, but this is like constantly a hot topic for us. So I would just say amen on that one.

[Brad Feinberg]

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[Rachel Tippograph]

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[Brad Feinberg]

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[Rachel Tippograph]

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[Brad Feinberg]

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[Rachel Tippograph]

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[Brad Feinberg]

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[Rachel Tippograph]

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[Sarah Hofstadter]

To kind of build on that. I love what you're talking about in terms of career pathing. First of all, just the idea of having all those different components to it. But the idea of people having multi hyphenate components to their career path. The more silos you give, obviously the suckier it gets in terms of how connected you can actually be. So let's take like the penultimate, if you will. If not, the ultimate in advertising, even for the layman, would be the Super Bowl. So you guys had a great spot about the Mondays. How did you think about the surround sound that went into it with all of that? Can you take us behind the scenes.

[Brad Feinberg]

A little bit for the case of the Mondays, for those of your listeners have not seen that yet, or viewers have not seen that yet, but of course I'm biased on that. But the good news is that the industry felt the way we did, right? And we did get a lot of great feedback and from Ad Age and Ad Week in particular, as well as other industry pundits about our campaign. So we are very proud of the work that we did. I would say it all starts with. And it kind of dovetails to the last question and conversation about structure. One of the benefits to the way we structure too is that we get a rightful seat at the table, right? For any campaign development, especially big ones like the Super Bowl. This is one area where I lean in really heavily. I don't oftentimes get involved in the day to day campaign work in terms of leading my team and organization. But super bowl is one that gets obviously a lot of senior leadership kind of scrutiny and requires senior leadership support. So it's an area where I sit in at the table on. And as a result of that, I have the ability to look through the lens of my entire function and team to figure out how we can support the campaign. So everything from starting at the creative brief to the pitch from the agency on the creative ideas and inspiration, part of my role in those presentations as meetings is to determine which one of the ideas can lend itself to the areas where I have ownership or stake on. And obviously one of that is in terms of an omnichannel marketing approach, making sure that the campaign idea can deliver on that. So then I bring my team members in, they work, shop and determine ways of which they can ensure that we are amplifying the campaign. And that works really well, right? And that worked really well for us in this way. So, for example, in the case of the Monday's campaign, we made sure that there was a case of the Monday's content more specifically available to drive conversion and our E tailors.

[Sarah Hofstadter]

I have to interrupt you on this one because that part I thought was extraordinary. When I went on Instacart looking for it, I was almost like looking for a gotcha moment with you guys and I was like, damn, they're good. Like that was the fact that the product content was there and it was there weeks before, like you guys were up and rolling.

[Brad Feinberg]

Yes, correct. Once we announced the world that the Case of the Mondays existed, we need to make sure that when consumers went out to go find it that we had the right content, the right pack, the case of the Cause, again, it was a limited time offer pack available. And so we needed to make sure that that was all set in motion so that when people went to go find it, they could find it on whether it was a GoPuff or an Instacart, etc. And then in addition to that, we added new SEO titles and bullets to include Mondays like copy so that when people saw it in the world too, we made sure when they were searching on Monday's Light or Coors like Case of the Mondays, the Coors like Case of the Mondays pack came up in that search as well. So those were all strategically kind of part of. And that only happens if we have a seat at the table at the beginning of the campaign to make sure that the brand teams or whoever, the creative agency, whoever's creating the assets that they are thinking through, or at least we're adding to their list of asset requirements early on so that those things are not, not missed in terms of those opportunities so that those gotcha moments can't happen.

[Rachel Tippograph]

When we do that, it's wild how difficult that is for most organizations to pull off. So kudos, kudos to you guys talking about like being best in class. So best in class execution is clearly coming through in the Case of the Mondays. We're recording this end of February and there was just academy presentation from your organization that talked about like how to be best in class and categories. Obviously within the bev al space there's trends that are shifting, especially with younger consumers. And so as you guys think about accelerated growth in new categories like non alcoholic or functional health beverages, how do you approach net new spaces?

[Brad Feinberg]

As an organization we have a very sharp and I think very impressive innovation team and insights commercial insights team. And so they're always out kind of looking for what are the hot trends in the market. We keep it really close pulse on overall consumer trends in our category and adjacent categories like non elk spirits brands, et cetera, to make sure that we position ourselves in the things that we think are going to be not just in the hot thing of the moment, but have the potential for long term sustainable growth and opportunity. Right. And I do think as part of that like we're looking at occasions as a key component to that. So we're looking at consumer behavior. We're looking at the occasions where currently our brands play in. We're looking at the alternative brands that are kind of encroaching in those occasions, right, that are taking potentially share of mouth, share of stomach from maybe a beer drinker consumer occasion and looking for what are those consumers kind of picking up instead? And where do we think there are opportunities for us to kind of identify those white spaces or opportunities where we think we have either a competitive advantage or a right to play in. And so those are like kind of the, kind of the very high level, the way we look at it. I will say like a great example is non alcoholic beer category, which as we all know and those that have like kind of see the category from whether you're a consumer or in it, know that that is a pretty large sustainable trend. There are big brands in that category that have made a ton of headway and have really kind of taken a foothold. We approach that category from the lens of we have some very successful brands that have a ton of equity in them already. And looking at their consumer bases and opportunities, do we feel like there are opportunities for us to play in that space with extensions to those brands that already have equity that we're not building from zero that, no pun intended. But brands like Blue Moon and Peroni. We launched Blue Moon NA last year. We launched Peroni NA also last year. We had campaigns and activations around both of those brands around dry January this year. Most consumers know what those that are in the beer category or have had a Blue Moon know what Blue Moon tastes like. They know what to expect from a Blue Moon. So when you launch an NA version of it, you, you better deliver on that expectation, which I think we have. And it's a great product. The same is true with Peroni. Right? Peroni is like competes in that above premium kind of space. It does have some great cachet to that brand. Peroni00 candidly is like one of my favorite brands right now. We have a pub in our office. When I go to the pub to meet someone, it's usually the beer I pick up. I think it's delicious. I think it tastes just like pey with alcohol, which is a good thing in that category. When consumers are looking for alternatives that don't want to drink alcohol or otherwise, like it is a great product and we've done a really nice job of like figuring out a way to kind of market brands with equity to build into that. And then there are brands in our. That we kind of invested or built from the bottom up. Right. That start as ideas to turn into brands and then kind of look for those adjacent beyond beer, what we call beyond beer spaces to drive growth for the business.

[Rachel Tippograph]

You just articulated my entire beer journey. So Blue Moon was my college beer. Peroni was my late 20s. And now Peroni double zero is my beer in my late 30s. So, yes. Brad, we gotta ask you our famous last question, which is, what's the bravest thing you've ever done?

[Brad Feinberg]

I love this question. And of course you have to ask this question because it's in the title of the podcast. I definitely expected that. It's a tough one in that, like, I think the word brave, I'm sure, as you've heard from other guests, is like, it's a word with a ton of weight to it. So I don't take that lightly. But what really comes to mind for me is more like focused from a professional standpoint and experience standpoint is that. And I don't think it's like one particular moment that I can say that I would identify as, like, the bravest moment. But I will say that I have a mindset that I've never been afraid to voice my opinion or push back on a leader if I felt I had a better answer or a different answer or a different perspective to an idea. And that's not easy to do. But I really tried to do that from the impetus of my career, back when I knew Sarah years and years ago, when we were just junior people in our career. That was something I really kind of something I did. And I know I work, I have a large team of individuals, and I advocate for them to advocate for themselves and their ideas. And I think anyone at any level should be open to doing that. And it is something that has set me apart. And I do think it is part of the reason I am in the role that I am at. And I've had conversations with leaders in my organization that will say, like, have an equal seat at the table amongst my peers, and I'm the only one pushing back while everyone else is agreeing. And that individual will say, well, that's one of the reasons, like, why I like working with you is because you aren't just taking every idea I say and doing it, that you are saying that you have a different perspective or opinion and for right or wrong. And I'm not always right. But I always feel like if I don't say what I think I should say, then I worry that I'm not Really contributing to what my expectation, what, you know, what's expected of me to deliver. So that allows me to really get oftentimes some of the best solutions faster. When I do that, I'm also very proud of it. I am somewhat known inside Molson Coors, at least in the marketing team, as the contrarian because I always bring a different perspective to everything has worked for me. The marketing organization, as a result of like the super bowl campaign this year, created a badge with my face on it that is used in presentations when I think that it's something we should do because they know I'm the one that's oftentimes the one that's not always with the general consensus of the group. And I've said to my leadership as a result of that that that actually works really well for me because then when I do agree with something, wow, they're like very impressed by their idea. So it's worked out well on both ends. But it is something I'm very proud of and I've honed over the course of my career.

[Rachel Tippograph]

You're the Oprah Book Club of ideas and strategies.

[Brad Feinberg]

Yeah, exactly.

[Rachel Tippograph]

Well Brad, we truly appreciate you letting us pick your brain post Super Bowl. Hopefully you got some rest kind coming down from that. And everyone go grab a Peroni double zero.

[Brad Feinberg]

Yeah, exactly. Thank you.

[Rachel Tippograph]

If you like what you heard and you want to hear from other leaders about their org design and how to go to market to win for the shopper and win for the customer, AKA the retailer, we suggest that you go check out a recent episode that we did with Newell Brands, Chris Mikowski, where she talked a lot about org design and change management. Or go check out an episode that we did live with Campbell's Chief Commercial Officer and Chief Marketing Officer within Campbell's Snacks. Mike and Janda, two great folks that Sarah and I hold dearly to talk about their partnership. If you like what you heard, tell a friend, write a review. Thanks for listening.

[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.