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Damn Good Brands
32 minutes | Jul 22, 2021
Mondelēz CCO, Russ Dyer on Oreo’s Real-Time Content Engine, Inventing Your Own ESG Best Practices, and the Importance of Having a Hunger for Networking [Episode 41]
Russell Dyer is the VP & Chief of Communications and Government Affairs at Mondelēz International. At Mondelēz, Russ is responsible for overseeing all external and internal communications as well as government affairs for Mondelēz International, a Fortune 150 and the global leader in snacking. Russ joined Mondelēz in 2015 as Vice President, Global Communications. In that role, he was responsible for all strategic communications plans, overseeing the worldwide external and internal communication activities. Prior to joining Mondelēz, Russ spent 2 years at Kraft, and before that, Russ was agency-side with a 6.5-year stint at Weber Shandwick. Here are some key takeaways from this conversation with Russ Dyer. Speed and playfulness are the names of the game. As a brand, Oreo has just about nixed the extensive content approval processes in favor of quick brand responses in real-time, which is what this digital age demands when it comes to brand relevance. Perhaps the most notable example of this was Oreo's Dunk in the Dark campaign, which has a place in the annals of marketing history. The idea itself was extremely simple, but the fact that they were the first brand to respond during this moment in culture catapulted them to the top of the conversation, making this one piece of content a best practice for years to come. As such, Oreo has built a social media content engine based on quick responses and engaging with conversations of the day in real-time and in ways that are authentic to the brand. ESG is an open playing field; invent your own best practices. Mondelēz launched the first of its kind traceability program with the Triscuit brand, whereby consumers are able to see the exact path to production the crackers take; this includes everything from where their ingredients are sourced from to their exact manufacturing processes. As more and more consumers and stakeholders become interested in transparency, finding new ways of disclosing this information is going to become more and more important. Rather than studying how other brands were handling this element of ESG, Mondelēz decided to invent their own, and I'm sure other brands will begin to do similar things. ESG is still an evolving field, so rather than wait for a best practice to emulate, do what Mondelēz did and create your own pilot programs and test & learns to chart the path yourself. The squeaky wheel gets the opportunities. Russ delivered a killer piece of career advice, which was to make sure you are constantly exposing yourself to new people, new knowledge, and new ways of thinking and learning. Throughout the course of a career in marketing, it's rare to have a manager who will give you the kind of mentorship and education that will really enable you to flourish towards executive leadership; these are things you're going to have to find for yourself. Russ specified that it takes a HUNGER for new knowledge and relationships to move upward, so get out there, start taking people out for lunches, coffees, or just casual conversations, if only to expose yourself to new ways of thinking and working. It all pays off eventually. Speed and playfulness are the names of the game. As a brand, Oreo has just about nixed the extensive content approval processes in favor of quick brand responses in real-time, which is what this digital age demands when it comes to brand relevance. Perhaps the most notable example of this was Oreo's Dunk in the Dark campaign, which has a place in the annals of marketing history. The idea itself was extremely simple, but the fact that they were the first brand to respond during this moment in culture catapulted them to the top of the conversation, making this one piece of content a best practice for years to come. As such, Oreo has built a social media content engine based on quick responses and engaging with conversations of the day in real-time and in ways that are authentic to the brand. ESG is an open playing field; invent your own best practices. Mondelēz launched the first of its kind traceability program with the Triscuit brand, whereby consumers are able to see the exact path to production the crackers take; this includes everything from where their ingredients are sourced from to their exact manufacturing processes. As more and more consumers and stakeholders become interested in transparency, finding new ways of disclosing this information is going to become more and more important. Rather than studying how other brands were handling this element of ESG, Mondelēz decided to invent their own, and I'm sure other brands will begin to do similar things. ESG is still an evolving field, so rather than wait for a best practice to emulate, do what Mondelēz did and create your own pilot programs and test & learns to chart the path yourself. The squeaky wheel gets the opportunities. Russ delivered a killer piece of career advice, which was to make sure you are constantly exposing yourself to new people, new knowledge, and new ways of thinking and learning. Throughout the course of a career in marketing, it's rare to have a manager who will give you the kind of mentorship and education that will really enable you to flourish towards executive leadership; these are things you're going to have to find for yourself. Russ specified that it takes a HUNGER for new knowledge and relationships to move upward, so get out there, start taking people out for lunches, coffees, or just casual conversations, if only to expose yourself to new ways of thinking and working. It all pays off eventually.
32 minutes | Jul 15, 2021
Galderma VP & GM, June Risser [Episode 40]
June Lee Risser is Vice President and General Manager for the U.S. Galderma Consumer Care business. A strategic business leader with a passion for building great brands, June is responsible for leading the U.S. commercial organization for the Galderma portfolio of consumer-available brands, including Cetaphil® Gentle Skin Care products, celebrating 70 years of healthy skin in 2017 and Differin® Gel, first FDA-approved, prescription-strength retinoid acne treatment available over the counter since 2017. June joined Galderma in April 2016 as Vice President of Marketing for the Consumer business. In that role, she redefined the strategy and streamlined the structure of the marketing team to drive stronger growth on the priority brands of Cetaphil and Differin. Prior to joining Galderma, June spent 12 years with Reckitt Benckiser in roles of increasing responsibility. During her tenure there, she led key consumer brands such as Lysol and Clearasil to new heights. As Global Innovation Director for the Personal Care Category based in the U.K., she led strategic planning and innovation for Clearasil. Before that, June was a Managing Director in a brand strategy consulting firm in NYC, Vivaldi Partners, advising clients on marketing and growth strategies. June holds a bachelor’s degree from Princeton University and a master’s degree from the JFK School of Government at Harvard University. Here are some key takeaways from this conversation with June: Boots on the ground = real commitment. Camp Wonder is the annual event for children suffering from skin disorders that Cetaphil sponsors and is particularly proud of. Instead of just dropshipping products, June and her team attend the event on a regular basis. By being there, their commitment is illustrated, and furthermore, the experience invigorates her and her team because they get to experience the good that the brand does first hand, which is an incredible boost to morale and, therefore, performance. Having a mission is critical for a brand, but make sure your teammates can witness the mission in action up close and personal. Maintain relevance by returning to your brand's core purpose. In this day and age, there are endless amounts of upstarts that are disrupting many businesses, CPG & beauty in particular. To safeguard against this disruption, June recommends staying entirely in touch with what your brand's purpose was on day one instead of constantly reevaluating who you are, thereby confusing consumers. Third-party endorsements can help tremendously, not just doctors but influencer experts as well. Marketing, however, is a constant struggle and requires pivoting and reevaluating your strategies and tactics regularly but make sure you keep your core principles top of mind throughout the journey. Look for courage and integrity in new hires. When asked what she looks for when hiring new candidates, June, without question, stated courage and integrity. She went on to say that sales and marketing skills can be taught, but what cannot be taught are these two qualities that can tremendously enable an employee to have a consistently positive impact on the company's culture and bottom line, particularly during tough times like COVID-19. Find a way to seek these qualities out in your prospective employees in the interview process. This could be through stories of triumph over adversity or stories of courage. Integrity and courage can trump skills and experience in the long term.
34 minutes | May 7, 2021
LEVI’S Global Brand President, Jen Sey [Episode 39]
Jen Sey is the global brand president at Levi Strauss & Co., where she is responsible for marketing, design, merchandising, and brand experience. Jen has been with Levi Strauss & Co. for more than 20 years, holding a variety of leadership positions within the Marketing, Strategy, and Ecommerce teams. In 2013, Jen became the global chief marketing officer for the Levi’s brand and in 2018 was appointed senior vice president and chief marketing officer, overseeing marketing for the company’s portfolio of brands. Jen has been named one of AdAge’s "Top 40 Marketers Under 40" one of Brand Innovators' "Top 50 Women in Marketing," Billboard Magazine’s "Top 25 Most Powerful People in Music and Fashion," receiver of the CMO Social Responsibility Award and she was featured on Forbes CMO Next List: 50 Chief Marketers Who Are Redefining the CMO role. As a child, Jen led an intense life of dedication, challenge, and competition. She won the U.S. National Gymnastics Championship title in 1986, less than one year after having suffered a devastating injury at the 1985 World Championships. As a result, the U.S. Olympic Committee named her Gymnastics’ Athlete of the Year. Jen retired after eight years on the national team and went on to study at Stanford University. In 2008, Jen released a memoir, “Chalked Up,” a New York Times E-Book Best Seller detailing her triumphs and struggles within the world of competitive gymnastics. Jen's book led to her producing a Netflix documentary on the investigation and ultimate conviction of Larry Nassar and the decades-long abusive culture of USA Gymnastics. This was a pretty wide-ranging conversation and Jen really over delivered on the leadership advice here, focusing a lot on how climbing the corporate ladder is not always a recipe for success in corporate America, as well as details on how Levi's weathered the storm of COVID-19 and keys to establishing an authentic company culture. Here are some key takeaways from this conversation with Jen. Focus on expansion over upward progression. This is a great piece of career advice. In addition to her executive position at a Fortune 500 brand, Jen is a former elite athlete, published author, and successful documentary producer. She has had accomplishments in many disparate arenas, and each experience seems to have compounded to develop her professionally in ways that serve just about everything she does. This may run counter to the 'Jack of all trades' debate, but Jen makes it work beautifully. When Jen found herself overly focused on climbing the corporate ladder, she frequently felt stuck. What Jen found to be a much more effective and enjoyable strategy for her career progression was to focus on experiences and projects that would expand her skill sets and knowledge base. Doing so made her a much more well-rounded professional with the ability to pivot, adapt, and learn new skills, all of which served her tremendously as a leader. Bring a unified version of yourself to everything you do. When publishing her first book, Jen's initial instinct was to be silent about it out of concern it could make her seem less dedicated to her corporate work. As her book's popularity blew up and she began doing a robust amount of media interviews, ultimately, she could no longer hide it. What ended up happening when people found out though, was the opposite of what she had feared; her new accomplishment was extremely impressive to many people and made her more synonymous with being outspoken, creative, and downright more interesting, all of which ultimately helped her career. So if you're accomplishing a lot with your side hustles, don't hide them because they may just help boost your corporate persona. Creating an environment for true selves is the key to authenticity, and it starts at the top. Leaders who are forthright about their own feelings give others permission to do the same. This has never been more important than now, where a lot of managers and executives are relinquishing the notion of a flawless and unfeeling leader as an outdated archetype. Instead, today's leaders are feeling free to be honest and vulnerable around their staff, which gives those who report to them the license to do the same. This level of transparency is what truly allows corporate atmospheres to blossom into authentic communities.
36 minutes | Apr 29, 2021
GODIVA CMO, John Galloway on Bringing Sweetness to 2020 [Episode 38]
John Galloway is chief marketing and innovation officer for Godiva Chocolatier, the 95-year-old Belgian maker of premium chocolate. He joined the company in 2018 after nearly 30 years in marketing, including substantial stints at Pepsi and Hard Rock. John came to Godiva from a position as CEO of Beautiful Day, where he worked for three years to roll out the lifestyle brand startup. Before that he was with Hard Rock for eight years, handling advertising, public relations, loyalty, and social media for 208 hotels, casinos, cafés, and music venues in 75 countries. At PepsiCo, he began with the Mountain Dew brand and worked in sports marketing, integration of new acquisitions, and other areas, concluding as vice president of marketing for Gatorade. Before that, he worked for agencies including TracyLocke and Burson Marsteller. John has a bachelor of arts in marketing from Manhattan College and attended the U.S. Military Academy at West Point. Here are some key takeaways from this conversation with John Galloway. Get your guard-rails in place to disaster-proof your brand. The past year was extremely challenging for most brands, but the brands who weathered the storm the best were the ones who had the strongest sense of who they are. The best way to respond to tragedy is with authenticity, which can only come from a brand that knows its identity, mission, purpose, and overall reason for being. Having a handle on this enables you to not only act fast in real-time, but it enables your team to do so as well. If your company has a universal understanding of your brand's identity, you can move faster and further in a crisis by giving more autonomy to your employees. This was a key to John’s ability to weather the storm of 2020 by hanging true to Godiva's north star of “opening people’s eyes to a more wonderful world.” Stick to your cause. This is an interesting, albeit controversial topic. Godiva is a very cause-oriented organization, but John recommends picking a cause and sticking to it, investing in it, and focusing on it. In a world where there's a lot of bandwagon CSR, people can spot greenwashing, or any kind of washing, a mile away. Sticking to one cause not only prevents you from watering down your company's footprint in a specific charity or cause, but it's the kind of dedication that affects real change, all while showing your customers that you're the real deal. Show your face! This is a simple one but potentially powerful. In our ZOOM-driven world, it's easy to turn the camera off and listen in on meetings, as ZOOM fatigue is a real thing. However, John claims that keeping the cameras on creates more energy, fosters community, and makes the meetings more productive. Today, a key element of retaining your staff is ensuring that they feel like they are part of a community, and having everyone see everyone else helps do that. Also, studies show that when people go through the motions of looking and dressing their best to prepare to be on camera, they're naturally more optimistic and productive, which we all could use more of.
41 minutes | Apr 22, 2021
Origin Stories: SWAG.com CEO Jeremy Parker on the Startup Hustle and Lessons Learned from Jessie Itzler & David Goggins [Episode 37]
Jeremy Parker is the Co-founder and CEO of Swag.com, the eCommerce platform for purchasing promotional materials that people actually want to keep. When you think of the promotional products industry, you might think of cheaply made items you pickup conferences only to eventually throw away. Or, god forbid you've ever had to order promotional products yourself and are aware of the nightmare of dealing with shipping inquiries, quality issues, and all manner of inconvenience synonymous with that industry. Swag.com's mission is to take the pain out of ordering customized promotional material with a focus on high quality, frictionless ordering, and seamless distribution. Swag.com launched in 2016 and has since become the fastest-growing company in the promotional product space. Inc. magazine recently included the company on its list of fastest-growing companies in the country. Swag.com’s thousands of customers include corporate giants like Facebook, Google, Amazon, Netflix, Spotify, and TikTok. In this conversation, Jeremy discusses the founding of Swag.com, what he learned from pivotal mentors, and how he was able to observe and utilize Uber's inventory-free model to great success. Observe the Uber model of curation organization and obliterating friction. The foundation of SWAG.com was born out of the constant frustration most people have when ordering branded items for their companies or clients. Something as simple as branded t-shirts or water bottles can be a nightmarish process consisting of hours of research, waiting around for samples to arrive, comparing price quotes, etc. And even then, quality is never guaranteed. Instead of starting their own custom branding company from scratch, Swag.com yielded the Uber model of brokering, whereby they found and vetted a series of high-quality and trusted custom merchandise providers and created a network of them that they would dispatch orders to through their e-commerce platform. This allowed them to move fast and operate on a large scale, all with a very lean company structure. Pound the pavement. When he was just starting out with Swag.com, Jeremy landed an enormous client right out of the gate, Facebook. How did he get Facebook? It wasn't from months of cold calling and emailing and asking for a meeting; no, he showed up at their office. By inserting his own foot in the door, decision-makers met with him and ultimately signed on to be his client. This caused a social proof domino effect because once he announced that he had a titan like Facebook as a client, WeWork and Netflix jumped on board next and the snowball for Swag.com was very much set in motion. Clearly, showing up at someone's office without an appointment doesn't always work, and you're likely to be turned away but, if you do it enough times, who knows, you may be surprised at who will take an impromptu meeting with you and what it can lead to. Surround yourself with greatness. In his earlier years, Jeremy worked very closely with Jessie Itzler, serial entrepreneur, social media personality,self-development guru, and husband to Spanx founder Sara Blakely. Jeremy's time with Jessie was incredibly formidable for his work ethic, entrepreneurial sensibility, intelligence, and overall hustle. If that wasn't enough, Jeremy got to spend a great deal of time with David Goggins; ex-Navy SEAL, motivational speaker, and downright badass in every sense of the word. The combination of these two mentors imbued Jeremy with innate entrepreneurial intelligence and a rock-solid discipline that he carried into Swag.com to the tune of great success. The saying goes that you become the sum total of the five people you spend the most amount of time with, so choose wisely. If you're around great, prosperous, and inspirational people, you're more than likely to turn out the same way.
29 minutes | Apr 8, 2021
Origin Stories: Jordan Silbert & Q Mixers [Episode 35]
Jordan Silbert is the founder and CEO of Q Mixers, the premium brand of cocktail mixers. The idea for the company came to him while he was drinking top-shelf gin mixed with low-quality tonic with friends and asked himself, “Shouldn’t my tonic be as good as my gin?” Next came years of experimenting before he devised the perfect blend of high-quality ingredients and ample carbonation that became the brand’s first product. Today the Brooklyn-based company has 11 products and is distributed by all major retailers, in addition to being stocked by discerning bartenders everywhere. Before founding Q Mixers in 2006, Jordan was director of rebuilding initiatives for the Alliance for Downtown New York, where he provided the creative spark to revitalize parts of Lower Manhattan devastated by 9/11. Prior to that, he was director of business development for a startup, EQuill, that was eventually acquired by Microsoft. At earlier stages in his career, as an account executive with iTraffic, he oversaw day-to-day online marketing for Disney.com and was an economic development fellow with the Sonoma County Economic Development Board. Jordan has an MBA from the Yale School of Management and a bachelor of arts in public policy from Brown University. In this conversation with Lippe Taylor CEO Paul Dyer, Jordan discusses his entrepreneurial journey behind the launching of Q Mixers and how the brand has faired during the age of Covid. Please enjoy this conversation with Jordan Silbert.
25 minutes | Mar 18, 2021
BAYER US VP of Corporate Affairs, Ray Kerins, on Crisis Comms and the Role of Communications in the Covid Economy [Episode 34]
Ray Kerins is senior vice president of corporate affairs for Bayer US. Ray’s current position is the latest in a string of senior communications jobs in the pharmaceutical and life sciences industry. Before joining Bayer in 2013, Ray was with Pfizer, serving as chief global spokesperson and overseeing global internal and external communications as vice president of external affairs and worldwide communications. Before that, he was chief global spokesperson for Merck & Co. Ray has extensive experience on the agency side, including nine years at GCI Group and five years at Porter Novelli. Industry awards include PRWeek Magazine’s “Outstanding In-House Professional Award” and a 2009 “Top 40 Under 40” recognition from PRWeek. He has bachelor’s and master’s degrees from Iona College and is a graduate of Harvard Business School’s Bayer Executive Leadership Program. Here are some key takeaways from this interview. Internal communications aid external communications more than ever. If you’ve noticed that internal communications have recently become more central to corporate strategy, you’re right. As more employees have begun working from home, effective internal communications have turned out to be critical for telling employees what the corporation is doing and keeping them engaged. This ladders up to corporate strategy as well since employee awareness is critical for properly executed external comms. Invest in STEM. Bayer made a pledge to devote corporate resources to educate five million high school students in STEM subjects, despite the fact that it didn’t immediately and directly impact the corporation. The brilliance of this move is twofold; first, it fills the pipeline with a diverse group of potential future scientists, technologists, engineers, and mathematics who will benefit society. Second, it shows real-world alignment with Bayer’s motto: “Science For A Better Life.” This is the kind of far-sighted thinking that ensures a company’s bright future and enables a brand to really walk the walk with their brand’s motto. Having a strong reputation pays its best dividends during challenging times. If you are known as an organization that does what's right even when nobody is looking, then when the going gets rough, employees and customers will stand by you. This doesn't just happen, though; it’s the type of reputation that has to be earned over time, simply by doing the right thing. If your brand simply tries to cover up issues that occur without taking accountability and responsibility, you aren’t building your reputation in a sustainable way. Thanks for listening, don't forget to subscribe!
38 minutes | Feb 26, 2021
Mentor by J&J President, Diane Gomez Thinnes [Episode 33]
Diane Gomez-Thinnes is Worldwide President at Mentor, one of the world’s biggest makers of breast implants for aesthetic and post-surgical breast reconstruction. Diane has been with the Johnson & Johnson company since 2016 and held the title of vice president for U.S. marketing and global strategic marketing before ascending to the role of president in 2019. Before Mentor, Diane was a marketing executive for medical device makers Ethicon and Cordis. She began her career as an engineer in the oil business and has a bachelor’s degree in chemistry from Princeton as well as an M.B.A. from Northwestern University’s Kellogg School of Management. In this conversation with Lippe Taylor CEO, Paul Dyer, Diane got into everything from COVID ERA communications to mentorship and championing women in communications. Please enjoy this conversation with Mentor President Diane Gomez Thinnes. ----- Produced by Simpler Media
30 minutes | Feb 4, 2021
Best Buy CCO, Matt Furman on Storytelling Over Data & Championing Truth in the DEI Discussion [Episode 32]
Matt Furman serves as the Chief Communications and Public Affairs Officer at Best Buy, where he’s been since 2012. He’s responsible for communications--internal and external--as well as government affairs, CSR, and community relations. In addition, Matt manages event planning and Best Buy’s in-house production studio. Before joining the Minneapolis retailer, Matt held the Vice President of Corporate Affairs job at Mars Chocolate. Earlier gigs included communications leadership positions at Google and CNN. He worked in the administrations of Bill Clinton and Rudy Giuliani as well. A graduate of the American University School of Law, Matt is a licensed attorney and has been a member of the journalism and mass communication adjunct faculty at the University of Minnesota. Here are some key takeaways from this interview. Consistency is the key to communications. Matt very elegantly stated, ‘if you speak to 100 people, a third of them didn't listen, a third of them forgot what you said, and the other third didn't believe you. And so you’ve got to speak, and you’ve got to speak again, and you’ve got to speak again.” The statement speaks for itself and is a true testament to how the job of a communicator is never truly done and comms workers must take note of that. Repetition is the key to scaling the efficacy of any communications campaign. Not everybody is convinced data and analytics have a central role to play. Matt has resisted the prevailing industry view that communications can be understood scientifically, the way marketing can, which is why he employs data in a limited fashion at Best Buy. The main reason, he says, is the difficulty of measuring sentiment in a communications context. For him, when a good story is told well,l it will be recognized. Similarly, when a crisis is handled well–or poorly—people will know it, and they don’t need data to convince them. With matters of DEI, put everything on the table. The road to better DEI standards and practices can be daunting, but the best, and arguably, the only place to start is with your own company’s truth. Stating upfront where you know you need to do better not only inspires trust and faith in your employees & customers but allows you not to be paralyzed by the fear of your own company’s shortcomings since you owned up to them upfront. It may be uncomfortable, but any discussions that lead to lasting change have to start with the truth, regardless of how hard it may be. ----- Produced by Simpler Media
33 minutes | Jan 26, 2021
VISA CCO, Paul Cohen, on Experiential Communications and the Importance of Overcommunicating to Employees During Covid [Episode 31]
Paul Cohen joined Visa as Senior Vice President and Chief Communications Officer in 2017, coming from a similar role at PayPal. At PayPal, he spent two years setting up the company’s first corporate communications function and overseeing communications about its separation from eBay. Before that, he’d been with Visa for more than a decade, serving in his last position as Senior Vice President of Corporate Communications and Marketing for North America. His time at Visa has been marked by, among other notable accomplishments, overseeing the company’s record-setting initial public offering. Before Visa, he was in-house at AT&T and also spent time with Fleishman-Hillard and The PBN Company agencies. Paul has been identified by PRovoke as one of the globe’s 100 most influential in-house communicators multiple times, most recently in 2020. Here are some key takeaways from this interview. When communicating with employees around major shifts like the overnight switch to working from home, transparency is the key. Over-communicate and make sure employees feel cared for and safe. And come at it from a variety of angles. Visa not only connected employees virtually with doctors who could explain health issues but also with psychologists who could provide expert insight into coping with the changes. The company also connected employees with each other through an intranet that facilitated activities from swapping recipes to exchanging homeschooling tips. Traditional advertising that disrupts consumer experiences is being replaced by experiential communications. We all know consumers won’t tolerate long commercial breaks in the middle of a television program. So what marketers do instead is embed messages in ways that feel more natural. Communications can help here, with more engagement on social media and though events. Visa, for instance, is a sponsor of the Olympics, FIFA and the NFL. The expanded importance of experiential communications is here to stay while traditional advertising’s days are very much numbered. Measurement is critical when interacting with business leaders, but so far AI isn’t making much impact. At Visa, a longstanding challenge has been to transition the brand's image from that of a credit company to that of a payment technology company. Reputation is also a focus. In both areas, measurement of communications impact is vital. Visa is increasingly investing in more reputation measurement type tools, including pulse polling done periodically as well as spot polls on current issues to guide decisions about whether to engage or not. AI and predictive tools, however, haven’t proven themselves at this brand. ----- Produced by Simpler Media
34 minutes | Jan 14, 2021
BENTLEY MOTORS CCO & CMO on DEI and Holding Safe Events During COVID [Episode 30]
Jeffrey Kuhlman is Chief Communications and Marketing Officer at Bentley Motors, Inc. Jeff was serving as communications chief for the U.S. arm of the British luxury automobile brand when he added marketing responsibilities in 2016. He reports to the president of Bentley USA as well as the U.K.-based global communications director. Jeff is an auto industry comms veteran, having worked for several automobile brands during his career. In addition to Bentley, which he joined in 2015, he’s filled communications shoes at Nissan, Audi, and General Motors. GM was his longest stint, extending 22 years until 2006 when he began a five-year engagement as chief communications officer at Audi. He handled jobs from speechwriter to environmental communications for Cadillac, GM Truck, and other divisions. Here are some key takeaways from this interview. You can still have events safely during a pandemic if you follow health guidelines. As a brand that emphasized in-person events as a key marketing channel, Bentley needed to find a way to keep bringing customers and prospects together with its cars and people face-to-face. They found it in the form of limited-contact get-togethers with small numbers of people where effective social distancing was observed along with effective exposure to the brand and the vehicles. If you’re looking for a mentor, don’t look far. The best mentor is probably someone you’re already working with or for. This person will be familiar with your work and be senior enough to give you some insight into what you’ll face as you ascend the ladder; and, ideally, a push from behind if you need it. Start by just hanging around and asking questions. If the connection is there, then and only then inquire about the prospects for being mentored. Addressing diversity, equity, and inclusion starts as an inside job. If your brand isn’t working to be more fair and just with its own employees, it won’t be perceived as credible by those outside the company. For Jeff, this starts with discussing what diversity and inclusion mean to your team members and identifying the current challenges and opportunities there. To craft the professional future you want, stay curious, and close to your passion. Jeff’s career with General Motors took off when he was challenged to master advanced automotive technology. That showed him the value of learning and staying interested and curious. Later, when he returned to the U.S. from Japan, he was motivated in part by a passion to return to a more boots-on-the-ground mode of working than he was getting as global head of communications for Nissan. If your brand is celebrating a major anniversary, focus as much or more on the future as the past. For Bentley’s “Beyond 100” initiative, marking a century of existence, the brand naturally looked back at its legendary designs but also emphasized what it was doing to attract tomorrow’s buyers. One result was the determination to go all-electric by 2030. Thank you for listening! Don't forget to subscribe. ----- Produced by Simpler Media
35 minutes | Dec 17, 2020
CARNIVAL CRUISE LINE CCO, Chris Chiames, on Weathering a Brand Through the Rough Waters of COVID-19 [Episode 29]
Chris Chiames is the Chief Communications Officer of Carnival Cruises. As CCO, Chris reports directly to Carnival Cruise Line’s President, Christine Duffy. He oversees the company’s internal and external communications, reputation and issues management, and executive communications. Before joining Carnival in 2018, he worked as a senior communications executive mostly for major travel industry organizations including, among others, Sabre Corporation and Orbitz Worldwide. He has a master’s degree in public administration from the Harvard Kennedy School as well as a master’s in journalism from the University of Maryland and a bachelor of arts in journalism from Fresno State University. In the interview, Chris describes some innovative ways Carnival kept in touch with its legions of devoted customers when the company was unable to run cruises for three-quarters of a full year. And he advises that the best way to be ready to communicate during an emergency is to act as though every day is a crisis along with thoughts on best practices for D&I. Here are some key takeaways from this conversation with Chris It’s fine to pitch yourself as a storyteller as long as your stories are relatable to financial people. In business, success is measured in financial terms and odds are good that HR, marketing, and other senior executives you are answering to and working with have financial backgrounds. That means comms people have to be comfortable with the numbers as well as the words. Sometimes making culture more welcoming to people of different ethnicities, genders, and backgrounds are as simple as changing a word. For example, after suggesting Carnival edit the description of the onboard job position for “Hostess” to something more gender-neutral, Chris was told there weren’t any male hosts anyway. Of course, no one is likely to apply for a job with a title that excludes them. Communicating effectively during a crisis has to start long before the emergency arrives. Every comms worker knows that advance planning is essential if you are to navigate troubled times successfully. Chris takes that a lot farther, arguing that every day is a crisis dress rehearsal. That means making sure you’re always grooming your brand’s reputation as assiduously as you would if you were actually in a crisis. A crisis is no time to try to fix a bad reputation, so do the work as far upstream as possible. Difficult times can enable bonding among teams. Counter-intuitive? It sure sounds like it. But it’s less counter-intuitive when you consider that survivors of tumultuous times can develop a bond -- Chris describes it as a foxhole mentality – that gets its adhesive qualities from everyone doing unfamiliar jobs, having to rely on one another like never before – and not having to struggle against as much bureaucratic obstruction. Try to find time and perspective to observe the positive effects of this difficult time period on your teams’ dynamics as there may be major lessons there for less chaotic times. ----- Produced by Simpler Media
37 minutes | Dec 10, 2020
Luminaries Circle: LEVI’s CCO, Kelly McGinnis & Maureen Lippe on Executive Female Leadership [Episode 28]
The Luminaries Mentoring Circle is a conversation series on female leadership with Lippe Taylor Founder & Chairwoman, Maureen Lippe and PRovoke Media’s Aarti Shah. In this series, we invite the industry's most accomplished and respected leaders to provide mentorship and guidance for the industry's rising stars. At a time when PR professionals — especially women — are missing key opportunities for networking, we hope this series can help fill a void. This week’s conversation is with Levi’s CCO, Kelly McGinnis. Maureen & Kelly reflect on their careers while providing guidance and key strategies for the marketing industry's rising female leaders. The conversation, moderated by PRovoke's executive editor Aarti Shah, covers the importance of trusting your instincts, the crucial workplace transitions that are necessary as professionals grow into leadership roles, why vulnerability builds effective and empathetic leadership, and the long view on purpose and the pandemic — and more. Without further ado here is Levi Strauss CCO, Kelly McGinnis in conversation with Maureen Lippe and Aarti Shah. ----- Produced by Simpler Media
5 minutes | Nov 18, 2020
Social & Communications Trends with MUCK RACK & SHORTY AWARDS CEO, Greg Galant [Episode 27]
For today’s episode, I sat down for the second time with Greg Galant, co-founder, and CEO of Muck Rack. A lot has changed in the year since we last spoke. Muck Rack was already important to PR specialists and journalists, but with the onset of the pandemic, they’ve seen their use by journalists explode, with their online portfolio tool now being used over a million times per month. Journalists are also benefiting from the release of Muck Rack Trends, which allows users to track how stories are being reported in the media in real-time. Greg is also the founder of the Shorty Awards for social media and the Shorty Social Good Awards, which has developed into a master class on cause campaigns. Today, having a social purpose is the cost of admission for brands, and it goes way beyond the Corporate Social Responsibility (CSR) of years past. Greg believes that “Social good is the only marketing that matters now.” The companies that thrive over the long run now will be those that successfully pivot to having a mission. Greg and I caught up on new and exciting trends in social media, how he and his companies have weathered, and thrived during the storm of COVID19 and what to expect from this year’s Shorty Social Good Awards. I always enjoy speaking to Greg; he is deeply steeped in the worlds of social media and communications and is overall a dynamic and fascinating entrepreneur who never seems to stop hustling. To my delight, Greg also recently re-launched his podcast Venture Voice and kicked it off with an interview with none other than Mark Cuban. So definitely be sure to check out Greg’s podcast Venture Voice and please enjoy this wide-ranging conversation with Greg Galant.
27 minutes | Nov 4, 2020
KAO President, Karen Frank on Launching Brands During Covid & Balancing Intuition and Data [Episode 26]
As President of Kao USA, Karen has overall responsibility for the Japanese consumer product giant’s operations in the Americas and Europe. An 11-year veteran of Kao, Karen previously filled dual roles as General Manager, US Sales, and Marketing and Europe Innovation for the Mass Channel. Paul Dyer, CEO at Lippe Taylor and Shop PR, spoke with Karen about what she’s learned throughout her career of consumer marketing and how she’s had to pivot in the midst of 2020. In the interview, Karen talks about why having a brand that really speaks to the consumer is more important than ever before. She also discusses what newly minted professional communicators can bring to the game, as well as the risks of not taking a stand on important issues. A few takeaways from this wide-ranging conversation are below. Launch a brand any time as long as it connects to the consumer. Kao went against convention by launching the MyKirei line in the middle of the upheaval caused by COVID. MyKirei didn’t get buried as an irrelevant introduction because it combines performance with purpose. By incorporating environmental sustainability and a concern for the greater good, MyKirei managed to stand out even in a world consumed by a global health crisis and was a success, despite launching during covid. New college graduates have in-demand 21st Century communications DNA. If product marketers understandably are nervous about launching products during COVID, 2020s, it’s understandable that graduates are feeling despondent about the future of communications. This doesn’t have to be the case because by virtue of their upbringing as the first truly digital-from-birth generation, today’s grads have unmatched insight into the communications standards & platforms of the day. By leveraging that, they can launch satisfying and successful careers despite the shaky economy. Balance respect for intuition with knowledge derived from data. Beyond a doubt, Big Data gets more headlines these days than insight derived from sources such as personal intuition. But that may be more due to the newness of data as a key tool for communicators rather than to any real weakness of intuition. In reality, hunches have a role to play in providing a backstop to the results of analyzing data. That is if the data says something that should make you say, “Wow!” and instead, you say, “Meh,” the data may be misleading. ----- Produced by Simpler Media
29 minutes | Oct 28, 2020
Serving Up Your Brand’s Recipe for Lasting Change With YUM! BRANDS CCO, Jerilan Greene [Episode 25]
Jerilan Greene is the Global Chief Communications and Public Affairs Officer of Yum! Brands, Inc., parent company of the iconic KFC, Pizza Hut, and Taco Bell brands that also recently acquired fast-casual concept The Habit Burger Grill. Jerilan leads the company’s global reputation-building and oversees global communications, crisis management, government affairs, and the company’s ESG and sustainability strategies. Jerilan served as the lead communications architect for the spinoff of Yum!’s China business into an independent company in 2016 and the multi-year strategy for global growth to transform Yum! into a capital-light, pure-play franchisor. Prior to Yum! Brands, Jerilan was Executive Vice President at global communications firm Edelman. She has also held leadership positions at Deloitte, Burson-Marsteller, and Willis Towers Watson. A member of the Fast Company Impact Council and the Arthur W. Page Society, Jerilan was named on the list of 100 Most Influential African-Americans in Corporate America by Savoy Magazine in 2018. In our interview, Lippe Taylor CEO Paul Dyer gets Jerilan’s perspective on the importance of deep listening across stakeholders, how Yum! Brands prioritizes equity, diversity & inclusion, and why mentorship, coaching, and sponsorship is critical to cultivating world-class talent. Here are some key takeaways from this conversation with Jerilan It all begins with listening. As social unrest began to take hold in the spring, leaders at Yum! Brands knew that the first thing they had to do to determine the right actions was to listen. They facilitated listening sessions across the entire company, connecting to diverse employees at all levels and branches to determine how they could better serve. Jerilan claims this forum was extremely effective, as change always starts with a conversation and exchange of ideas. Jerilan further claimed that despite the fact that Yum! was observing how other brands were reacting to the crises, it was important for their team to develop their own strategy and do their own listening to ensure they were addressing the specific needs of their customers & shareholders. Yum! Brands developed a robust plan to fight inequality by unlocking opportunities for their restaurant teams and the local communities they serve. For example, globally, they are investing $100 million over five years in education & skill development, equity & inclusion, and entrepreneurship to give people opportunities they wouldn’t otherwise have. The first step in driving conversations and actions at this scale and magnitude was listening to their local customers and internal stakeholders. Integrate internal and external strategic teams for dynamic solutions. Great ideas can come from anywhere – and anyone. As chief communications officer, Jerilan sees her job as the curator of conversations. She says this requires bringing multiple stakeholders together to integrate ideas and perspectives horizontally. The real magic happens within collaborations between internal teams (HR, communications, and operations) and external teams (PR and marketing agencies). When everyone comes to the table with diverse perspectives while sharing a cohesive brand view, it’s possible to think around corners to solve the brand’s greatest challenges as a dynamically integrated unit. Earned creative is picking up where advertising left off. In this age of ad blockers and DVR, advertising has been disrupted big time. Great ideas are going to require more integrated and cross-channel relevance to work and resonate with customers. Once again, this comes down to listening; listen to your customers and the broader culture as they continue to evolve and change. Yum! Brands continues to take a creative, playful, and unexpected approach with their marketing assets through earned creative ideas that are so bold and noteworthy they naturally garner significant media attention. Case in point: Kentucky Fried Chicken Crocs! A playful campaign that garnered nearly 3 billion impressions. ----- Produced by Simpler Media
47 minutes | Oct 12, 2020
MASTERCARD CMO, Raja Rajamannar on Serving vs. Selling [Episode 24]
Raja Rajamannar is the Chief Marketing and Communications Officer of Mastercard and the President of its Healthcare division. In the past, Raja has held management positions at multiple Fortune 500 companies, including Unilever, Citigroup, Anthem, and, most recently, Mastercard, where he’s been for the past 7 years. Raja has been named as one of the Top 5 World's Most Influential CMOs by Forbes, is a member of the Campaign Power 100, one of Business Insider’s 25 Most Innovative CMOs in the World, a Top Branding Power Player by Billboard, a member of The CMO Club, and of course one of PRovoke Media’s Influence 100. Recently, Raja has been an incredible thought leader on the obligation that brands have to do the right thing during Covid - he’s specifically been quoted most notably for saying, “now is not the time to sell, but to serve.” In this conversation, Raja delves further into this concept and also discusses the evolution of Mastercard’s Priceless campaign, the magic of comms-led creative, and the fascinating world of sonic branding. Below are key takeaways from this conversation with Mastercard CMO Raja Rajamannar and Lippe Taylor CEO, Paul Dyer. Hire a Chief Risk Officer for your marketing cabinet. Of the many brands that faced downturns during covid, Mastercard was one of the few who was able to thrive, and Raja attributes this to the work of his Chief Risk Manager. This position was created only a few years ago, and while originally created to monitor risks in security, brand reputation, and finance, its framework enabled Mastercard to immediately jump into action in the face of the crisis because they had a team ready to craft solutions. When crises arise, most companies assume an ‘all hands on deck’ position and loop in key management to arrive at solutions. As effective as it may sometimes be, this approach collectively disrupts business as usual by pooling the collective brainpower AWAY from the day to day work and responsibilities of some of your most crucial people, which can destabilize a company. Establishing and nourishing a risk- management position and team function is critical for creating a culture of safety and stability. Use Comms as a Force Multiplier. Raja is very enthusiastic when discussing the structure of his marketing team, specifically how thoroughly integrated communications is throughout the entire marketing function. This level of integration has been such a breakthrough that Raja refers to it as a force multiplier, whereby the comms function and marketing function greatly increase each other’s efficacy by quantum leaps when they’re working in tandem as opposed to separately. This integration has allowed for a free-flowing supply of well-rounded ideas that have serious media legs. When Mastercard's comms team discovered that many transgender people faced painful suspicion among checkout tellers when using cards that had their outdated names on them, they not only solved this problem but executed a highly successful campaign that documented the struggle with a happy ending. The campaign was fully integrated between comms & advertising, which enabled it to be both creatively compelling and culturally relevant. Use creative risks to learn more about your customers. With the Fan Wave concept, Raja & his team wanted to find a way to create an engaging virtual event that sports fans could participate in, so they came up with the idea of the largest ‘fan wave’ in history, whereby consumers all over the world would record themselves performing a wave (when groups of sports fans rhythmically recreate an oceanic wave by standing up and sitting down in synchronicity). The problem was, the marketing leaders didn’t know if their adult customers would participate. They ran it anyway, and in the end, the program was a smashing success; over half a million people participated with over 1 billion video views, and a world record was set. As crucial as it is to turn to data and analytics to inform creative concepts, sometimes you simply have to test ideas on the market directly to see what works - ultimately, this allows you to uncover new insights about your customers that the data may not have shown you. In the case of Mastercard, they discovered that the majority of their customer base were kids at heart. Raise your DQ (Decency Quotient). Raja believes that IQ & EQ are important for success, but an ingredient that is often missing in many corporate cultures is DQ, your Decency Quotient. Raja elaborates on how there are many paths to success, but the most meaningful and sustainable paths are paved with ethically sound decisions and conduct. Raja further stipulates that being a good human being should be a precursor to being a good marketer, as values of empathy and humanity are critical for effectively reaching & benefitting your target consumers. With this concept in mind, Raja has been very outspoken about how this time period is not the time for brands to sell, but to serve. During uncertain times when consumers are nervous, it is easy to exploit their fear for short term gain, but this approach ruins loyalty. Serving customers during difficult times in favor of short-term gains not only strengthens brand loyalty and profitability in the long term, but it’s the right thing for brands to do. ----- Produced by Simpler Media
28 minutes | Sep 3, 2020
Catherine Blades, CCO of AFLAC [Episode 23]
Catherine Blades is the SVP, Chief ESG, and Communications Officer of Aflac, a company she’s been at for over 6 years. Catherine is a PR News Hall of Famer, Forbes' inaugural inductee in the Women in Communications Hall of Fame, a two-time Cannes Lion winner, a 2017 inductee into the PR Week Hall of Femme as well as the first American to win the Relations 4 the Future Medal at Davos. Catherine has also been named to the Latino Leaders’ Latina 100 (2020), a Children’s’ Miracle Network CHANGEMAKER (2020), the inaugural PR Week Most Purposeful CCO (2019), a Top 25 Power Woman by NY Moves magazine, four-time Top Woman in PR winner, was named to the Forbes Communications Council, as a contributing writer and serves as a member of the Fortune Most Powerful Women Community. In the interview, we get into Catherine’s perspective on purpose-driven companies, what an ESG communication entails, and an incredible new incarnation of the Aflac duck that brought hope and care to victims of childhood cancer through innovation. Here are some key takeaways from this conversation between Lippe Taylor CEO Paul Dyer Aflac CCO, Catherine Blades. To hear the entire conversation, check it out on the Damn Good Brands Podcast below. Never waste a crisis. In the midst of the pandemic, Aflac took tremendous strides to keep their entire shareholder base whole including setting up a no-interest loan program for their sales force which mostly worked on commissions. Aflac also gave very generously (to the tune of $11 Million) followed by a multitude of donations to minority-related causes that added up to 50% of the company’s total donations for the year. From a communications standpoint, crises enable companies to reveal who they really are, don’t let them go to waste. Embrace your holistic view. Catherine made a very interesting observation on how Communications professionals are the only members of a company, outside of a president or CEO, who have to take the perspective of all shareholders into account when making decisions. Customers, investors, employees, shareholders, et al. are all perspectives you must consider as a comms executive, which speaks to the larger responsibility of Communications leadership and the holistic & macro perspectives it requires. Purpose and Profit Can Go Hand in Hand. Catherine spoke about how Aflac’s commitment to being a company dedicated to a purpose beyond shareholder value was pushed back on by some investors. Catherine then went on to explain how being purposeful, in addition to being the right thing, is profitable because, in this day and age, people want to purchase from companies that are contributing to the greater good of society. This echoes a larger truth about how giving back is no longer a ‘nice to have’ for brands but is entirely table stakes in today’s economy.
37 minutes | Aug 20, 2020
SOUTHWEST AIRLINES CCO, & SVP Linda Rutherford [Episode 22]
Linda Rutherford began her career at Southwest Airlines in 1992. In the subsequent 28 years, Linda has been a pivotal part of the development of the brand’s communications function, ultimately culminating into the role of Senior Vice President & Chief Communications Officer. In addition to leading the communications function, Linda’s role entails a focus on all things media relations, internal communications, community outreach, culture services, and change leadership. Linda has been named one of the 36 Women Champions of PR by PRWeek, was inducted into the PR News Measurement Hall of Fame, was the recipient of the Margaret Bush Wilson Lifetime Achievement Award by the St. Louis NAACP. Linda was also named a Top Executive in Diversity by Black Enterprise magazine and most recently was a recipient of a PR Week Purpose Award. We really enjoyed this wide-ranging conversation about Southwest’s dedication to its purpose, the importance of social listening during a volatile time, and some of the most poignant leadership lessons learned from female executive mentors. All of this and so much more on today’s episode of Damn Good Brands. Here are some key takeaways from this conversation with Linda: Define your culture through your origin story. Southwest Airlines’ culture is described as having "a servant’s heart complemented by a warrior’s spirit and a ‘fun-loving’ attitude." The warrior part of this ethos is an homage to the original staff of Southwest who had to face insurmountable odds in order for the fledgling company to survive in the very cutthroat airline industry as competitors tried to squash them. The warrior ethic of early Southwest employees has been kept alive to this day and is especially meaningful because it’s one of the very cornerstones that the company was built on. So if you’re trying to discover or reevaluate the tenets of your company culture, search for it in your origin story. Live beyond your purpose. Part of ensuring your company lives up to its purpose is observing what business you're in and then determining what greater good that business can serve. In the case of Southwest, who’s purpose is to 'connect people to what's important in their lives,' they acknowledged that they are in the airline business, which is technically a business of moving people. As they dug deeper into this concept, the plight of human trafficking victims became a cause that was immediately relevant and resonant, especially when they realized that trafficking atrocities could be occurring on their own airline. As a result, they trained their entire staff to recognize the signs of human trafficking and follow protocols to bring victims to safety. As a brand dedicated to safely connecting people to the things that matter, they knew they had to align against the polar opposite of that in order to truly serve their purpose. Use social listening to fail fast. In an age where many marketers are cautious about communications for fear of being accused of 'cause washing' or being labeled tone-deaf, real-time analytics and social listening has never been more important. Social data allows marketers to test the nuances of their messaging in real-time to make sure they’re resonating with consumers and stakeholders, and then correct course immediately if they aren’t. Southwest has taken this approach to inform everything from executive speeches to online ads and overall marketing messages. The truth is, no brand really ever knows how their message is going to be received, particularly in volatile times, but silence and analysis paralysis aren’t an option either. Today’s times call for better listening overall, and social listening is the perfect place to start to get your true message across.
73 minutes | Jul 23, 2020
ORIGIN STORIES: Dave Phinney, ORIN SWIFT Founder, Rockstar of Wine [Episode 21]
In less than 10 years, Dave Phinney has become the undisputed rock star of California’s wine world. Have you ever seen a wine label in a liquor store that made you go 'holy shit!'? It was probably one of Dave’s. Have you ever tasted a California red blend that made you go 'holy shit!'? Also probably one of Dave’s. Having apprenticed under Robert Mondavi, Dave worked his way up the wine chain, ultimately starting his own Napa Valley brand, Orin Swift Cellars. After selling his runaway-hit debut wine, The Prisoner, to Constellation Brands, Dave continued releasing multiple wines that pushed boundaries for their unique flavor profiles and beautiful & edgy branding. After spending years building this portfolio of best-selling and award winning wines, Dave sold off his brands and assets to E. J. Gallo. One of his more recent ventures is Savage & Cooke, a distillery he recently founded, set between San Francisco and Napa Valley - through Savage & Cooke Dave is producing spirits labels that include The Burning Chair Bourbon, Second Glance American Whiskey (my personal favorite), Lip Service Rye, and Ayate Tequila. We cover a lot of ground in this conversation and Dave seriously over-delivered on the entrepreneurial advice and insight. I had to listen to this a few times to get a grasp on everything because there is so much to learn here. We hear all about Dave’s origin story as a struggling wine maker all the way to the building of his wine empire, as well as his creative process, and advice for aspiring entrepreneurs. All of this, and so much more on today’s special episode of DAMN GOOD BRANDS: Origin Stories. Here are some key takeaways from this conversation with Dave Phinney: Heed the 10 percent rule. A piece of advice that Dave got early in the process was, that if ten percent of people hate your guts, you’re doing something right. Dave was told by countless people that his ideas were silly, outlandish and would not translate in the wine industry. Comedy cut to 10 years later he’s one of the most avant garde and successful innovators in the history of wine. Dave knew that if he heeded conventional wisdom he would have a conventional product, so, he chose to excite himself first, because he knew that if he excited himself with his products, he’d excite his customers. Clearly, this paid off, but of course, there were haters. You aren’t going to break any new ground without offending someone or without people thinking you’re at least a little bit crazy. This is a good thing, and a sign you’re onto something groundbreaking. Don’t try to compete within your industry, compete across multiple industries. When Dave was developing his wine brand, he decided not to compete within the wine category, instead he wanted for the brand to compete within the worlds of fashion, art, and music, and other cultural staples instead. He went out to immerse himself in as much culture as he could; within streetwear, fashion, art, music, skater culture, you name it. Because of this, Dave’s wines are reminiscent of all of these things and stand out in their category because they're striking anomalies in a sea of sameness. This is transcendent branding. Brands that challenge themselves to compete outside of their category not only avoid stagnation but earn an indelible place in culture, as opposed to temporary market share or share of voice within their vertical. It has to hit you in the face. I am particularly fascinated with Dave’s creative process, when you look at the elegance of the wine labels, you can tell that a lot of thought went into each one of them - one thing Dave touched on that struck me as really interesting, was when he was talking about how he would turn to foreign magazines for inspiration - when doing so, he would flip through these magazines really quickly. Reason being: if something didn't visually strike him immediately, and he had to think it through, it was probably a B idea at best. This is a serious lesson in creativity that speaks to the importance of trusting your instinct. Usually your first reaction to something is the purest, and the most potent, and therefore needs to be acknowledged & nourished. So pay attention to what you have the most instant reactions to. Those are probably the most powerful things to focus on. Anyway guys, thank you as always for listening to Damn Good Brands and big thanks to Dave Phinney for being here today and to Samantha Smith for making it happen. I highly recommend that you try Dave’s wines, the brand again is Orin Swift and my personal favorites are Papillon, Abstract, and Machete. But you truly can’t go wrong with any of these wines - they also make amazing gifts. If you enjoyed this episode, why not share it with your friends, and colleagues on Linkedin. To learn more about our communications and digital marketing agency Lippe Taylor, visit us at Lippetaylor.com. ----- Produced by Simpler Media
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