Prestige Consumer Healthcare’s Randi Jachino on Building Brand Equity Across a Diverse Portfolio

Summary

BRAVE COMMERCE Podcast Summary Episode: Prestige Consumer Healthcare’s Randi Jachino on Building Brand Equity Across a Diverse Portfolio
Release Date: May 6, 2025
Host/Authors: Rachel Tipograph (Founder & CEO of MikMak) and Sarah Hofstetter (President of Profitero)

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Introduction

In this episode of Brave Commerce, Rachel Tipograph and Sarah Hofstatter delve into the complexities of managing a diverse brand portfolio within the eCommerce landscape. They welcome Randy Giacchino, Vice President of Marketing at Prestige Consumer Health, to discuss strategies for building brand equity across a range of distinct products.

Portfolio Strategy: Balancing Growth and Core Competencies

Rachel initiates the conversation by highlighting the contrasting strategies companies adopt to manage their portfolios—either expanding inorganically by acquiring like-minded categories or focusing on core competencies to drive faster growth.

Rachel Tipograph [01:16]: "It's just interesting that right now people are behaving in polar opposite ways from a portfolio strategy."

Sarah adds her perspective, drawing from her experience at Campbell's, emphasizing the importance of knowing when to expand or prune the portfolio to maintain strategic focus.

Sarah Hofstadter [02:08]: "I think the role of a successful CPG is understanding when to be pruning, when to be gardening and when it's time to cut off a limb."

Randy echoes this sentiment, likening portfolio management to sailing, where removing "boat anchors" can accelerate progress.

Randy Giacchino [02:39]: "It's almost like I work for five different companies in a single day because they're all just so different."

Career Transition: From CPA to Marketing

Rachel explores Randy's unconventional career path, transitioning from a Certified Public Accountant (CPA) to a marketing leader. Randy shares his journey, revealing how his analytical background complements his marketing expertise.

Randy Giacchino [04:29]: "I felt like it was very exact and confined a little too much for me. I was craving something more creative and dynamic."

He credits his CPA skills for fostering strong relationships with finance teams and enhancing his ability to analyze ROI and sales projections effectively.

Randy Giacchino [06:05]: "I get along really well with finance, which obviously is a bonus."

Managing a Diverse Brand Portfolio

Randy provides an in-depth look at how Prestige Consumer Health manages its wide array of brands, each catering to different consumer needs and market segments. He explains the strategic differentiation between brands like Summer's Eve and Dentek, highlighting tailored marketing approaches based on category leadership and consumer behavior.

Randy Giacchino [08:53]: "Summer's Eve is category driving and driving people to use more and come back. Dentek is we're going after the people who already raised their hand and we're finding the people that are on the tipping point."

He emphasizes the necessity of customizing marketing strategies to each brand's unique position within its category, ensuring that both category growth and brand-specific goals are met.

Randy Giacchino [11:00]: "It's almost like I work for five different companies in a single day because they're all just so different from the consumer to the category, the competitors and also the go to market and the execution of how to drive the business."

Balancing Short-Term Sales with Long-Term Brand Equity

Rachel poses a critical question about how Prestige balances the pressure to drive short-term sales with the need to build long-term brand equity. Randy responds by outlining their integrated approach, ensuring that both objectives are pursued simultaneously rather than being viewed as opposing goals.

Randy Giacchino [15:13]: "We do not believe those two are on two opposite ends of a continuum... the more you can drive the equity and mental availability of things, then when you put all of the lower funnel tactics on top, they do much better."

He stresses the importance of maintaining a balance tailored to each brand's specific needs and market dynamics, constantly measuring and adjusting strategies to support both immediate sales and enduring brand strength.

Mental Availability and Retail Search

The discussion transitions to the concept of mental availability—how readily a brand comes to mind during purchasing decisions—and its interplay with retail search. Randy differentiates strategies based on whether consumers are actively searching within a category or merely browsing.

Randy Giacchino [18:22]: "For something like Dentek, if someone is actually on a retail site and poking around for overnight guards, they're pretty queued up and your brand better be front and center."

He explains that for established categories, ensuring high visibility and exceptional content is crucial, whereas for emerging categories, the focus shifts to educating consumers and establishing category relevance.

Social Media and Influencer Strategies

Rachel brings up the role of social media and influencers in brand strategy, to which Randy responds by detailing their selective approach. Prestige prioritizes authenticity and relevance, leveraging influencers to create genuine connections with audiences.

Randy Giacchino [21:43]: "We do a lot with influencers. We are very choiceful with how we use influencers and who we choose. We want more surround sound than big ticket names."

For products like Dentek, integrating into everyday routines through social content helps normalize the product’s use and build a stronger connection with consumers.

Randy Giacchino [21:46]: "For Dentek, we've had to look at how do we just show people to be part of their routine... showing things in use has been huge for us."

The Bravest Move: Transitioning from Colgate to Weleda

In the final segment, Rachel asks Randy about the bravest decision he's made in his career. Randy recounts his leap from the secure environment of Colgate to the smaller, European-owned Weleda North America—a move that significantly shaped his career in digital marketing.

Randy Giacchino [24:16]: "I took a massive leap to go there. It honestly is. It's the reason why I'm even sitting with you guys."

This bold move allowed him to expand his expertise in digital marketing, PR, and influencer strategies, ultimately enhancing his capability to manage Prestige's diverse portfolio effectively.

Conclusion

Randy Giacchino’s insights provide a comprehensive understanding of managing a multifaceted brand portfolio in today’s dynamic eCommerce environment. From balancing short-term sales with long-term brand equity to leveraging mental availability and strategic social media use, Randy exemplifies effective leadership in brand management.

Rachel and Sarah wrap up the episode by encouraging listeners to explore Prestige’s diverse portfolio and suggesting further listening on related topics, such as portfolio management strategies with other industry leaders.

Rachel Tipograph [26:43]: "We're glad you didn't throw up, but we are happy that you got that feeling because clearly you push yourself and then you grow."

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Key Takeaways:

• Diverse Portfolio Management: Tailor strategies to each brand's unique market position and consumer behavior.
• Integrated Sales and Brand Building: Balance short-term sales tactics with initiatives that foster long-term brand equity.
• Mental Availability: Ensure brands are top-of-mind in relevant categories through strategic visibility and exceptional content.
• Authentic Social Engagement: Utilize influencers strategically to create genuine connections and integrate products into everyday routines.
• Bold Career Moves: Embrace opportunities that challenge and expand your expertise to drive personal and professional growth.

For more insights on portfolio management and brand strategy, consider listening to other episodes featuring leaders from SharkNinja and Newell Brands.

Transcript

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[Randy Giacchino]

I think what makes my job really fun is every brand is different. It's almost like I work for five different companies in a single day because they're all just so different from the consumer to the category, the competitors and also the go to market and the execution of how to drive the business. And the more you can drive the equity and mental availability of things, then when you put all the lower funnel tactics on top, they do much better if you're priming that person before we've seen it live.

[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, there's this interesting thing that I'm observing happening in the market right now where either you're an organization that wants to grow and so you decide to perhaps grow inorganically and bring like minded categories into the portfolio, or you want to get back to your core business so you can grow faster so you're divesting categories that don't really represent perhaps a core competency within the organization. It's just interesting that right now people are behaving in polar opposite ways from a portfolio strategy.

[Sarah Hofstadter]

And I can certainly tell you even from my experience at Campbell's, when I first got there, we had just bought Snyder's Lance to beef up the snacking portfolio and then we started divesting a whole bunch of assets including Bolthouse Farms and Campbell's Fresh went out a few years later and bought Rao's, which, you know, definitely complemented us in the sauce space. So I think the role of a successful CPG is understanding when, when to be pruning, when to be gardening and when it's time to cut off a limb, you know.

[Rachel Tippograph]

Yeah, I like the analogy of sort of sailing. And sometimes you have things within your portfolio that are boat anchors that slow you down and you let go of those so you can move faster.

[Sarah Hofstadter]

Sometimes you do, and sometimes you just gotta trim those flankers that end up giving you that False. Depend. But what about when you're operating in a space where you really are so diverse that you kind of need the whole thing to anchor you into those customer relationships? Like Prestige Brands, for example, they're operating making anything from Dramamine to Summer's Eve to oral care enhancements. They're all in the health beauty drug wellness space, but totally different aisles within the store, and each one is bringing something else to the table. It's very different from, let's say, some of our recent guests like Danielle from Ferrero or Brad from Molson, where you've got an aisle, this is your space, and you just dominate, dominate, dominate. It's a very different challenge when you think about how do you spread the dollars thoughtfully, where and how you place your bets?

[Rachel Tippograph]

It's actually quite difficult. While all those products might show up at the same customer, AKA retailer, from a portfolio management standpoint, I think it's quite challenging. And who better to hear from than someone who's in that machine every single day? And so we're going to bring on Randy, who leads divisional marketing for a group of brands within Prestige. Today we are very excited to have Randy Giacchino, the VP of marketing of Prestige Consumer Health, onto the show. Hello, Randy.

[Randy Giacchino]

Hi. How are you both?

[Rachel Tippograph]

We're great. So, you know, you and I have known each other for a few years, and in preparing for this interview, I learned something new about you, which is always fun. You started your career as a CPA and as a daughter of an accountant. I loved hearing that, but that is unusual to hear. So, like, tell us what made you switch from being a CPA to marketing?

[Randy Giacchino]

Yes, definitely not a linear career path for a cpa, but I was an audit and I actually enjoyed it. But I felt like it was very exact and confined a little too much for me. And I while I love the analytical nature of it and math side, I really was craving something that was more creative and a little more dynamic. And so I applied to go to business school and I thought I was actually going to do HR change management. That's what my essay said. Then wound up taking a brand management class while I was there and absolutely fell in love with it. It really just worked both sides of my brain, which I think is what fits for me. And then I did my first internship at SC Johnson working on Saran Wrapped. And I guess it's like the torture test of if you really like marketing, if you wind up loving plastic wrap when you're done with your internship, which I did. And so here I am and it's many moons later. But I still absolutely love brand. I feel like I'm meant for this career and I'm still loving it.

[Rachel Tippograph]

And do you feel that your CPA background ever comes into play?

[Randy Giacchino]

Every day. I get along really well with finance, which obviously is a bonus. And especially now with where marketing has evolved to so much with ROI and projecting sales based on how much you spend. Which, you know, when I started my career wasn't exactly the math that was being done. It really, really helps to have my basis being analytical. Yeah.

[Sarah Hofstadter]

I think the whole idea that you were going in for change management and then changed is just very meta.

[Randy Giacchino]

And I did fulfill my dream of working in change management. As you guys know, when you work with teams and also move companies, it's sort of a mini change management role as well.

[Sarah Hofstadter]

I think if you're not in the business of change management, you can't be in the business of brand management.

[Randy Giacchino]

Yes. That's such a great point. Yes.

[Sarah Hofstadter]

So if the whole impetus for you to mix things up was specifically around using different parts of the brain and having more flexibility and fluidity in different scenarios and stuff like that, it would seem like brand management.

[Randy Giacchino]

Right.

[Sarah Hofstadter]

Would be fantastic pivot. And personally, I don't know. I could get excited about Saran Wrap any day of the week, but maybe that's the homemaker in me. But I find I can get excited about pretty much anything.

[Randy Giacchino]

I agree. And Rachel, I'm the daughter of an artist.

[Rachel Tippograph]

Okay.

[Randy Giacchino]

Yeah. So that gives you a little bit more insight into my change.

[Rachel Tippograph]

It also now makes sense why he became a cpa. My dad, when he tells his career story, he had crazy hippies as parents. That's why he became a cpa.

[Randy Giacchino]

Yeah, I guess you're right. I wanted some security.

[Rachel Tippograph]

Exactly.

[Sarah Hofstadter]

Understood. Man, I feel like we could have an entire therapy session on what each of me and my three siblings ended up doing based on growing up in a chaotic household. But I'll save that for my therapist. So one thing about lots of kids is almost like. And that's a really hard transition, but I'm going to try to make it work. Just go with it. Just go with it.

[Randy Giacchino]

Okay, let's see.

[Sarah Hofstadter]

Let's see you make this move into brand management now. You've got a portfolio. You're the head of marketing. The whole kit and caboodle here. So how do you love all your children differently, if you will? How do you think about that portfolio? You've got different brands reaching different audiences in different need states. You've got more tools than you probably know what to do with, but you know that the recipe for each one is going to look a little bit differently. How do you lead with almost having is almost like the exact opposite of that CPA example, if you will.

[Randy Giacchino]

Yes, 100%. That's a great question and one that we grapple with every day. I'm a VP of marketing at Prestige. I share this amazing role with two of my peers. So we each have portfolios that roll up to a total prestige portfolio. It's a lot of children. The way we utilize our portfolio at Prestige is as a competitive advantage, that we have certain brands that are seasonal, we have certain brands that aren't. We have obviously certain brands that make more margins than others. We have certain brands that are leaders in smaller categories. We have other brands that are tiny challenger brands in way larger categories, and each needs to be handled differently. So I would say the first piece is that my colleagues and I look at our total portfolio and we have corporate priorities from a brand perspective. And then we also have, okay, let's look at the year and how we are going to grow as a company and which ones are we going to push a little more? Which ones have new products maybe coming down the pike, which ones have to defend? And we start there. So let's say we work as a team. Then in terms of what you, you know, you talked about just the plethora of options, right. There's obviously no one way to manage brands certainly anymore, and I would argue never has been. So we have brands that are leaders in relatively smaller categories, like a Summer's Eve. So which my colleague manages, that brand is in a women's health category that is not ginormous like some of our others. And we're the leader. So we have to lead. We have a leadership role to take. We have to grow not only our brand, but we have to grow the category. We have to. When consumers are maybe leaving the category because they feel that they can use other things, like I can use regular body washes or I can use this other stuff, and maybe I don't need a special product that we have to convince them why they do as a category, that's a way different role than something like Dentek, which is one of my brands. So Dentek is a oral care tool brand. Oral care guards in a $9 billion oral care category. I worked for Colgate for 10 years, so thank goodness for that. I know oral care pretty well, but obviously when we're up against the big players, I'm never going to spend as much as them, I'm never going to be able to play the exact same game that they are setting the rules for. In those two examples, our marketing plans look very different. Whereas Summer's Eve is category driving and driving people to use more and come back. Dentech is we're going after the people who already raised their hand and we're finding the people that are on the tipping point. Doesn't mean that everything can be just commerce, driving and lower funnel type of activities, but it does mean we're going to go after it a very different way. And it also means even in the retail channels are going to look different in terms of which ones are more important for a Summer's Eve versus something that's more important for a challenger brand like Dentek. But it's part of I think what makes my job really fun is every brand is different. It's almost like I work for five different companies in a single day because they're all just so different from the consumer to the category, the competitors and also the go to market and the execution of how to drive the business.

[Rachel Tippograph]

And I think you take all of that, just the diversity of the portfolio you're managing and then you layer on tariffs, pressure from retailers and then a lot of your products are need state products. So I imagine TikTok also randomly creates virality around things that were unplanned for.

[Randy Giacchino]

Yes, first of all, I manage Canada. I mean tariff is I'm living and breathing it as we speak. You're exactly right. You can't even account for all the things that come up in good ways. Some of our brands are like I said, leaders in very small categories. So Dramamine will end up on reality TV shows from people on yachts and then you'll like get a call the next day. So it's both positive and negative. Your brand is kind of always around.

[Rachel Tippograph]

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[Sarah Hofstadter]

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[Randy Giacchino]

Brad, you're on mute.

[Jackie Cooper]

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[Rachel Tippograph]

Prestige Brands Private Equity backed Publicly traded.

[Randy Giacchino]

We're a publicly traded company.

[Sarah Hofstadter]

Yes.

[Rachel Tippograph]

Yeah. And so you have pressure to drive short term sales.

[Randy Giacchino]

Yes.

[Rachel Tippograph]

And as a key marketing leader, how do you balance short term sales with long term brand equity?

[Randy Giacchino]

So that is one that obviously comes up on the daily. I've listened to a lot of your guests and also I do consume a lot of industry news. And it's one that we're obviously not alone in managing short term sales and long term equity. We do not believe those two are on two opposite ends of a continuum. I think for a while it was feeling that way and I'm glad to see that marketing and advertising as an industry does seem to be feeling like the pendulum is somewhat swinging to the middle. And I see a lot more brands doing brand building activities where I felt like everything was shifting to lower funnel conversion. We know that if we are doing a good balance of both and it doesn't mean that every brand is 50 50, it means whatever balances looks like for that particular brand as measured by are you driving sales? What are obviously all the KPIs. But we know that if we completely pull our foot off the what I'll call the long term brand equity gas pedal, we see it in the cost of all the other things going up because they both work in tandem. And the more you can drive the equity and mental availability of things, then when you put all of the lower funnel tactics on top, they do much better. If you're priming that person before we've seen it live when we have our E Commerce team come in and say hey, this isn't working as well. Let's look at the total campaign and what we did. We're like oh well we shifted from video to X and we can see it. And I think also we're more used to looking at it now that way. So we know okay, if this went down, maybe it's not a competitor, maybe it's Something we actually did and then we're making decisions based on that. So it's obviously evolving. And like I said, it's not a one size fits all approach. I would say it's brand by brand, but it's something we continue to pay attention to and measure and make sure we're doing both.

[Sarah Hofstadter]

So you just talked about mental availability, which I love. And I had so many debates both on this podcast as well as over drinks and zooms and whatnot about this whole idea of where does retail search play in the mental availability game? Because if you're shopping the brand, sure totally get your lower funnel if you're shopping the category, however you're not. And so where does retail search play in your mental availability calculus?

[Randy Giacchino]

You're not going to like this answer. I'm going to give it my typical marketer answer. It depends.

[Sarah Hofstadter]

Well yeah, of course it depends. So like help us understand. Like you talked about oral care versus summer's event.

[Randy Giacchino]

So for something like a Dentech, right, we know the shopper journey for guards. If someone is actually on a retail site and poking around for overnight guards, they're pretty queued up and your brand better be front and center. They probably won't make a final add to cart maybe that minute. But they're heavy duty lower journey looking around. So they're probably comparing features and attributes and pricing and looking at videos and things like that. So one is you have to be there or else they're not even going to get to your page. And then the second part is you've got to have your content like the Dentech content on retailer have to be like a plus plus plus plus plus because that is a make or break moment. Whereas like I said, I don't work on summer's eve. But when people are on retailer channels for that category, they might want to go in store, they might want to smell it. It's a body wash. Obviously we have other things, but there's fragrance factors. People want to smell things, they might want to touch it, they might read about what is in the product and why is it different and why do I even need this category? So we have to explain it. One, we have to be the leader. Because especially in that category where we are the leader, we don't want some smaller challenger brand explaining the entire category to a first time shopper. So that's the importance there versus Dentek. It's much more. This is a key consideration moment and if you're not there, you're probably ultimately not going to get the sale, right?

[Sarah Hofstadter]

Which I totally get. So the whole idea of being very category specific as well as what do you have to do in that particular category. If you're trying to bring somebody into a category, then you know, retail search will only help if you're actually searching. That's probably more of a Google search kind of a play than it is introducing somebody to a category. But if somebody already knows about the category, but you're not necessarily the number one or number two kind of using your Colgate example, then to your point, you've got to have that a content and you've got to be. You've got to be discoverable, you got to be available, you got to be convertible.

[Randy Giacchino]

Exactly.

[Sarah Hofstadter]

And so those are the ones that. That's the Avis. We try harder model versus if you're trying to educate somebody on a category, then in certain cases maybe you don't have to be exceptional in every component. You just have to be hygienic, if you will.

[Randy Giacchino]

Yes. In the examples we just talked about for Dentech, I need to be 100% exact. Whereas for others where they might be also just learning more about the category, I have to make sure I'm selling both the category and my product. But obviously body wash is very different to sell features and tools and attributes than a dental guard that you're going to sleep with and pay five times the price.

[Rachel Tippograph]

And then in both of these examples that you guys have been quite cleverly debating, third shelf, which is social, part of it is completely out of your control.

[Randy Giacchino]

Yes.

[Rachel Tippograph]

So how does that dimension come into play?

[Randy Giacchino]

Yeah, So I would say for social, yes, it's 100% out of your control. We try to control the pieces we can. So we do a lot with influencers. We are very choiceful with how we use influencers and who we choose. We want more surround sound than big ticket names. And we want it to feel very much authentic. Especially, I would say these two brands especially, it needs to feel authentic because they are, I would say, Women's health. We know as females that our little antennas go up when people try to tell us stuff, you know, what we need as females, you kind of have to be like led there, not pushed there. And then for Dentech, I would say what we've done on Dentek is we've had to show how it is part of people's day to day. I talked about oral guards, but Dentek, we have a whole bunch of tools. We have tongue cleaners, we have pain relief kits, plaque control tools. But the only tool that's really Embedded in oral care is a toothbrush and toothpaste. Right. The other stuff, I would say mouthwash. A lot of people use mouthwash, and that's part of the routine. These other things are not part of people's routine. So for Dentek, we've had to look at how do we just show people to be part of their routine? And luckily, that's been what's been going on. Social. It's like the get ready with me, go to bed with me. We fit right in. So showing things in use has been huge for us. Without necessarily, like, selling the product. We just show it. It's sort of like, you know, all of these things that are going on now with skin care of, like, people showing how they get, like, blackheads out of there. You know, people love, love seeing that stuff. And your mouth is no different for, like, people want to see the yuck coming off your tongue with the tongue scraper.

[Rachel Tippograph]

Love your products, but not for me.

[Sarah Hofstadter]

Go back to Saran Rav Rach.

[Rachel Tippograph]

I know people who are into that.

[Randy Giacchino]

But I am not. Yeah, so we show them, not tell them. Yeah, that's how we use social.

[Rachel Tippograph]

Yeah, I know. I know that. That seems safer. Maybe. Well, so, Brandon, we have to ask you our famous last question, which is, what's the bravest thing you've ever done?

[Randy Giacchino]

This one was tough. I'm gonna use a professional example. So I would say making the leap from Colgate to Weleda. When I left Colgate, the reason why this came to mind was, and you guys will get this now that we've delved into my CPA background. I was a CPA for a reason. And part of that was sort of the security of it appealed to me. And then I was at Colgate for 10 years, which I absolutely loved and learned a ton. And it really does feel like the mothership. And a lot of people stayed there for a really long time. And then I found this role that I thought was perfect for me, which was CMO for Weleda North America. It was like a teeny tiny brand that was European owned, but very small and single operated here in North America. And it was a giant leap. And I remember standing on the steps of Purgaving at Colgate and I called my new boss at Willetta and I said, I just gave notice. And he said, okay, how'd it go? I said, good. And he goes, how are you feeling? And I said, I feel like I'm gonna throw up. He said, well, that's really not what I wanted to hear. Oh, my God, I knew him from scj. But it, it honestly is. It's the reason why I'm even sitting with you guys. I took a massive leap to go there. I learned so much. It's where my, you know, digital marketing career flourished and PR and influencer and social and all those things. And it was at a great time because it was when all that stuff was just starting and it really just helped me be a better marketer and, and grow. So.

[Rachel Tippograph]

Did you throw up?

[Randy Giacchino]

I did not throw up.

[Sarah Hofstadter]

And everything is just on the table today.

[Randy Giacchino]

Did you throw up?

[Sarah Hofstadter]

Did you scrape your mouth? Did you use Summer's Eve?

[Randy Giacchino]

I mean, welcome to Prestige. I mean, I worked on Dramamine when I first got. So, like, throw up is like, you.

[Sarah Hofstadter]

Know, I love Dramamine. I can't get in a car without Dramamine.

[Randy Giacchino]

I'm sad to hear that, but happy to hear that at the same time.

[Sarah Hofstadter]

No, you are the reason I can get in the car.

[Randy Giacchino]

Oh, that's great. That's really nice to hear, Randy.

[Rachel Tippograph]

We're glad you didn't throw up, but we are happy that you got that feeling because clearly you push yourself and then you grow.

[Sarah Hofstadter]

Yeah.

[Randy Giacchino]

Thank you.

[Rachel Tippograph]

Well, we appreciate all your insights. And folks, if you're curious about the great diversity within the Prestige brand portfolio, go check it out. Follow Randy on LinkedIn and thanks for listening. If you like what you heard and you want to think about portfolio management a little bit further, go check out a recent episode we did with sharkninja. Their Chief Commercial officer, Neil Shark Ninja plays in over 30 different categories today. Or go check out Newell Brands that owns a really diverse portfolio. And you can hear from Chris, the CEO of the Baby and Stationery division. If you like what you heard, tell a friend, Write a review. Thanks for listening.

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[Jackie Cooper]

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.