TheNextCMO’s latest podcast is with Scott Finlow, the Global CMO for Food Service at PepsiCo. Scott has worked for PepsiCo for the last 21 years leading brand development, innovation, and growth opportunities in the Beverage, Food, and Nutrition business. In this episode, we cover PepsiCo and the successful acquisition of Sodastream Professional, how PepsiCo had to pivot marketing campaigns and integrate certain technology in order to be agile during these unprecedented times, and advice for CMO’s and those aspiring to be one.
Scott Finlow - https://www.linkedin.com/in/scott-finlow-b210651/
PepsiCo Partners - https://pepsicopartners.com
Sodastream Professional - https://sodastream.com
PepsiCo - https://www.pepsico.com
For more info about Plannuh, check out our website
Kelsey Krapf 0:15
Welcome to the official podcast of the next cmo hosted by Plannuh. The next cmo is a thought leadership podcast for those that are CMOS or wants to become one. My name is Kelsey Krapf and I am the senior marketing manager.
Peter Mahoney 0:31
And I'm Peter Mahoney. I'm the CEO of Plannuh.
Kelsey Krapf 0:34
For this week we are honored to have Scott Finlow the Global CMO for Food Service at PepsiCo as our guest. Scott has worked for PepsiCo for the last 21 years. Wow, that's a long time. And Scott has led the brand development innovation and growth opportunities in the beverage Food and Nutrition business. As you know our target audience is senior marketing executives and those who want to be a marketing leader in the near future. With that in mind, we would love to get inside your head of a senior marketing executive at a global brand like PepsiCo as you embark on the launch of the new SodaStream. Professional product line. How are you doing today, Scott? I'm
Scott Finlow 1:12
doing great. Thanks for asking.
Peter Mahoney 1:14
You did just throw a little shade on you that long time thing. I'm not sure where that came from. It was a little rough.
Scott Finlow 1:20
Kelsey, ah, it's okay. I don't you know, as long as I don't look at
Peter Mahoney 1:25
That's right. I I think Scott, you and I are probably similar vintage. So this happens a lot when you have a slightly younger host of our show. But please, continue, Kelsey.
Kelsey Krapf 1:36
Gotta keep things interesting, guys. But let's start off with a basic question. So how does one, you know become the CMO of a division of PepsiCo. Can you tell us how you got there?
Scott Finlow 1:45
Absolutely. It's been a long winding road. So what I'd say is that the headline is, you probably need to have developed a range of different experiences across a range of different businesses, and certainly to become a CMO. You've got to have demonstrated a real connection with the consumer. And, and you've got to have demonstrated some great results at PepsiCo. And the way you do that at PepsiCo is you got to work together with other people. You can't get anything done alone at PepsiCo. So you got to show that you can collaborate effectively, and in Drive results, and it's a culture of growth and have amazing brands. So that's how I've done it. I've had an amazing tour, I've had the benefit of working in the US business. I've been overseas and worked out of our Asia Pacific markets in a variety different countries on the food and beverage business and had the amazing experience to Greenfield new businesses in emerging markets and launched some big brands and big scale Asian markets and do some innovation work and some insights work along the way. So yeah, I'm really fortunate about the experience that I've been able to have at PepsiCo and Excited to be here talking to you guys.
Peter Mahoney 3:01
Yeah, I really agree with the idea of a diversity of experience, Scott. And I think today's cmo really has to come at the function from a very broad perspective understanding, like you said that the consumer, the customer, the customer journey, but also really has to understand a combination of really has to understand the business in in a very meaningful way. I think that may not have been a case the case a generation or two ago, and but really having a diversity of understanding. And did you and your role end up sort of doing roles in sort of different functions of PepsiCo along the way so you probably didn't take a marketing path all the way through Is that right?
Unknown Speaker 3:47
I didn't know I'm a you know, I'm someone who came to marketing indirectly. And you know, I started in the sales organization and then within the marketing organization, I spent some time in the insights organization. In a variety of different roles, and And now back in back in a marketing role. So yeah, I think, you know, they're always kind of pure play marketing experiences and you can build, you know, real expertise in certain areas. And I think there's merit to those areas as, as the world of marketing gets more complicated in areas like performance and digital and technology. But to your point, I think the CMO needs to have that breadth. And, you know, a CEO wants a CMO to be someone who can show a path to growth. And to do that, you've got to understand the levers on the business to your point. But a marketer has to be the chief storyteller as well. And you need to be able to articulate where the business is going and lead the organization there. I mean, there's a lot of amazing people in big companies like PepsiCo and other organizations who are outstanding in the various functions in the world. They do. But typically, it's marketing that has to articulate three to five years out, you know, where the business needs to go and how to get there. It's a, you know, a fantastic place to be, but it's not for everybody.
Peter Mahoney 5:12
Yeah, absolutely. And it's interesting. You You mentioned having a background in sales. It is. It's always an interesting transition for marketers to make from sales to marketing, because you alluded to the fact that your timeframe has to expand fairly significantly. You have to think vision, you have to think, what's the story arc for the next 2345 years, especially as you're sort of building a broad brand vision and brand story for a global brand or set of them at PepsiCo? And did you find that that transition was hard? You know, go from I gotta make my number two. Oh, yeah, I got to do that too. But I also have to focus on the strategic side.
Unknown Speaker 5:54
Yeah, I probably had a natural balance for the strategic side. So and and creativity. So it's maybe a little bit it easier for me to on that bit. But, you know, PepsiCo, we've got this great phrase, which I think helps. And it's that you got to be able to move fluidly from the balcony to the dance, right? So you got to get in the mix, and you got to be down there and you got to know the business and how to get stuff done. But you also got to be able to get back up and see where you're going and what's happening and the lay of the land, etc. And I think, you know, at PepsiCo, you're, you know, sometimes you're doing that a lot within a 30 minute meeting. But certainly, you need to do that over the course of over a year.
Peter Mahoney 6:35
That makes a lot of sense. Let's, let's pivot a little bit and talk about the the recent news that you guys had been working on and related to SodaStream and the new product launch that's going on there. And I wanted to ask a little bit about sort of what began this relationship in the acquisition of SodaStream. We we of course, have been everyone I think in Tech has been following SodaStream for a long time, because it's this really interesting company that came out of that really innovative Tel Aviv market where some amazing companies have have come out. And so I'd love to hear a little bit about sort of what what made SodaStream an attractive acquisition. In PepsiCo, I think it was about 2018. Right.
Unknown Speaker 7:21
Yeah, correct. I think the headline is, it's strategically accretive from a business perspective in terms of it adds to the significant element to our hydration portfolio, so to speak, in terms of the product portfolio, in terms of the In Home play. It's a creative in terms of the number of markets it plays into it actually, is strong in a number of different markets around the world that that helps us significantly. And I think it's a creative from a purpose point of view to you know, it helps us down the path of our mission to, to, you know, be a world where plastic meat never become waste. And you know, SodaStream is clearly a global leader if not the global leader in that purpose. So I think in those three areas, super helpful for us.
Kelsey Krapf 8:18
Now, what do you think about the relationship between Pepsi and SodaStream brands? And how do you expect that relationship to change over time?
Unknown Speaker 8:27
It's complimentary. I think, you know, anytime you bring two companies together, you got to marry culture and you've got a you've got to figure that stuff out. You know, I think we all know that. When you do acquisitions, that's typically what, you know, what you plan least for, and oftentimes becomes, becomes a bit of a barrier, but we haven't seen that. And I think as a company, we've got amazing leaders guys like Jim Andrew, who led the transition on Remote leadership. And I think Jim has done an outstanding job of bringing that business in respecting, you know, the local culture, expertise, leadership, etc, essentially what we acquired, while also bringing the complimentary benefits of a PepsiCo, all of our global r&d, all of our, you know, global scale and go to market, you know, some of our marketing power, as well. And I think the work we've done on SodaStream professional, has been a good example, I think of building on that acquisition and starting to demonstrate the power of a portfolio that can enhance the consumer experience as well as the business.
Peter Mahoney 9:44
Yeah, so actually, that's probably a good it's a good opportunity to help people understand or listeners understand, in general, a little bit more about sort of this particular platform extension that you're you're working on. So tell us a little bit about the the SodaStream professional line.
Unknown Speaker 10:01
Yeah, absolutely. You know, we call it a hydration ecosystem. And you know, the way to think about it is it's a digitally connected platform comes in a couple of different forms like a sort of a big standalone unit as well as a countertop unit. And what it allows is it allows a user, typically either a workplace or a college university environment, there are others like lodging, that allows those users to essentially personalize and authenticate and track their know their beverage, their water consumption. So that's fundamentally what it what it allows a user to do. It's got it's beautifully designed, it's got there's a simple app that allows you to essentially track and save your, your purchases and connect to the equipment itself. And that allows you to essentially have a Relationship call it a almost a loyalty relationship with your hydration. That is what we learned consumers were looking for. And the whole proposition is grounded in insights. In that sense.
Peter Mahoney 11:13
Yeah, I was really fascinated by by the product ranges, I started to look into it a little bit more. And the thing that was really fascinating to me was how integrated the whole thing felt right. And this is this feels like and I don't know how this is standard PepsiCo fair or not, but it feels this feels like it was probably a big technology, a technology launch. That may not be certainly how I think about pexip, PepsiCo in general, but, you know, to the idea that it is, is deeply integrated with sort of mobile application concept, right, so you have a mobile app that can control your preferences. You have a physical container that's got barcodes on it, so you can sort of assume sort of wave it near it and it will dispense for you, which is kind of cool. Because in, it makes the experience I assume also touchless, which is pretty handy in the academic environment that we're dealing with now. So how how was it dealing with something that feels like it was probably a big software and technology launch inside PepsiCo? Was that different? Or is that sort of something that you're used to, but we just don't know about it as much as we should?
Unknown Speaker 12:26
Well, I think it's, um, it definitely is. It was a different launch in that sense to your point, which made it more complicated. You know, we're, we're very good at you know, putting beverages in a bottle or a can or snacks in a bag. And you know, that's our core competency. Call them analog, you know, food and beverage lunches. So yeah, this one, I think, set up some different challenges. But you know, we leaned into it from day one, and like all great innovation, you got to start working with different partners and stakeholders from day one, if you're going to do that, and then it The other thing we did and recognized is we thought a bit like a technology company. As we did it. We said, Okay, let's get something out the door, let's get a version 1.0 out the door. Let's, you know, let's get it with some customers, let's test and learn. What's the user experience? Like? How's the technology working? What's the back end? How's that working? What's the real estate? You know, sort of learning that we need to get in terms of placements. So we move fast, and we put some betas out to get some great learning. And that's really helped us optimize the proposition for the consumer themselves or the user and also for our customers, quite frankly, so big bet for them, too.
Kelsey Krapf 13:42
So I think it's interesting, because when I think of PepsiCo, and I think of one word that it associates with its beverage, right. So with SodaStream professional, like Peter mentioned, it's a technology company. Was it hard or difficult to get PepsiCo to actually think like a technology company?
Unknown Speaker 14:01
I think there are some unique aspects. I think some of the behaviors of PepsiCo are technology friendly behaviors. You know, I would say in terms of we tend to be pretty agile, we tend to have a real bias for action. You know, we're obviously in the product development and launch business. What we had to lift and shift was the kind of mindset to just launch those products and develop those products in a tech enabled away. I mean, most consumers wouldn't see SodaStream professional as a technology, per se, they would see it as a place to go get a beverage, it's tech enabled. In that sense. What we've done is accommodated their behaviors, mobile authenticated, Peter, to your point coming back to that we did not actually launch it. contactless we've just made that evolution essentially to adapt for COVID. It didn't require a lot of storage. Touching, but you still had to press the poor for example, we've modified that to make sure that now we can accommodate those, those touches needed. So I think high level that was the approach. I do think, Kelsey, to your question that as a company as a packaged goods company, you know, do we have the all the capabilities, we need to be a call it a technology driven company? No, but we're definitely building them. And, you know, we've got great IT organization. And, you know, we've stood up an econ business over the course of the last, you know, six or seven years, that's really helped accelerate our understanding of, you know, a, you know, more of a technology forward route to market which has been super useful, but we got more technologies to lean into and build and, you know, we got to get better at things Like performance marketing.
Peter Mahoney 16:00
It's interesting that my CFO is actually a former PepsiCo guy early in his career, and he was really excited that we were talking today. And he he was waxing poetic about his experience at PepsiCo back in the early 80s. And one of the things that he talked about is something you just mentioned at Scott was the agility that that PepsiCo has. And the other thing, if you think about how do you how do you act like a software company, you know, we probably get you know, having since I've run a software company, I know we probably get more credit than we deserve sometimes for being for being what we are, but the key things that you tend to think about are being agile and being analytical. And I think those are just really core core capabilities of PepsiCo. So you can see how you can you can operate in that environment. And in doing that as a large company, especially because you You seem to have very agile brand strategy which is which is helpful. One of the things I wanted to ask you about is the, you know, I was looking through one of the recent PepsiCo annual reports before we were chatting, and I saw that SodaStream was actually referenced in prominently in in the annual report. And you talked about this a little bit earlier, but how do you see sort of that SodaStream brand, some of those brand values sort of contributing to the overall PepsiCo brand. Over time, it seems like the you know, that idea of sort of that the eco friendly approach seems to be pretty central to the strategy of what PepsiCo is trying to do.
Unknown Speaker 17:46
Yeah, absolutely. I you know, and I refer to that as the mission or purpose driven linkage, right. I you know, I think SodaStream I think the the projected numbers on the SodaStream acquisition, as part of our PepsiCo commitments are It'll take 67 billion single use bottles out of out of the world between now and 2025. So, you know, that's a fairly big number. And that's a fantastic impact to have on the planet and a problem to solve that. I think we all care deeply about, and we care for ourselves and our children and future generations. And, and that's one of the super tangible, right. I mean, we see that when we're out and about, so I think that's the first, I think, to your point. So streams in coming out of Tel Aviv is a culture of, of just venturing and startups and technology and growth there. And, man, some of the people at SodaStream that I've had the pleasure work with man, they are just like, you know, action oriented, Leah moving fast, you know, cut to the chase. And I think, you know, that's something in the world we now live in, that I think is increasingly important. It was important last year, I think it's even more important Now, because we're all living through an unprecedented pace of change and dynamism, right? None of us knows what the future holds. We didn't know it before, but at least we had a better sense, it was a little more predictable. Now, it's really hard to predict, right? I mean, good luck predicting what the, you know, what the dynamic in a lot of our biggest food service channels looks like, you know, come November, you know, channels like workplace and college are super important to us. Those are big businesses for us, and they're really important to the way you know, the American economy in America in general works. So these are massive structural challenges, you know, being handled at the highest and lowest levels of, of government and, you know, it's it's incredibly dynamic. So SodaStream one small part of helping us, you know, move fast, be nimble, be agile, be responsive, and Some of the things that we need. I think the other thing that SodaStream does and we talk a lot about at PepsiCo is acting like an owner, I think these guys have a very strong sense of ownership for their business and their brand. And that come through when you work together with them. And that's something that is increasingly important for us as a company to
Peter Mahoney 20:18
well, that that's great. Makes a lot of sense. And and I yeah, I'm still trying to get my head around. He said 67 billion plastic containers that that not only aren't in circulation, but are created, right. So the the amount of energy conserved not having to initially create those things is just a little mind boggling. It's hard to get your head around.
Scott Finlow 20:41
Peter Mahoney 20:42
So one of the things I'd love to get an understanding of Scott is, you know, our listeners are in me by proxy, our marketing nerds, right. And we love to understand sort of how you think about a launch campaign for This SodaStream professional. So give us a sense high level, what is the launch campaign look like for this kind of an ambitious product range?
Scott Finlow 21:08
Yeah, the way we're building it, we're building a tiered set of programs to essentially support our different customers, but they're very user driven, almost grassroots, because the the key on this proposition that we've learned is once you can build awareness and some initial trial and usage behind this platform, people love it, and they'll come back over and over again. So this is very much about that. That early stage building of a behavior. So our program is very locally connected to the different customers in the context that the user is in. So we're doing things like, you know, obviously, making sure we're offering things like you know, what are five free colons as an example to get you started, just to build the habit. You know, in some cases, we're offering value And to be a part of that with the the QR code that you referenced earlier that allows you to authenticate and connect with your bottle without even needing to do it with your phone. So we've got a tiered set of programs to do that you're not going to see a, you know, a massive national media program in support of this. I think they're the results in the ROI is going to be driven by very local user driven campaign.
Peter Mahoney 22:26
Yeah. How do you think about the goals for a campaign like this? You know, what, what? You don't have to tell me the specific numbers, but give me a sense for the kinds of objectives you might put in place for this kind of a launch campaign.
Scott Finlow 22:39
Yeah. And there's a set of business objectives, right, in terms of, you know, what are the what's the volume? What are the number of cores, the frequency of usage, and that's for us, as well as our customers, you know, is they essentially take on these businesses together with us. But then the other component is user experience and what we're going to be making ushering in a very, very individual level. Again, what's the usage level? What's the frequency level, we're going to be building that behavior at a very kind of building block level. And that's what we're going to be tracking. So those are the two pillars of how we do this.
Peter Mahoney 23:18
But that's great. And it's such a data connected kind of system. I think. And because I know you are quite focused on gathering data and insights, I think this is going to be really a rich source of data and understanding maybe more than than others although I assume a lot of your your other product lines are our data connected to right so do you also have other real time data sources like this and other products,
Scott Finlow 23:45
and you know, we have other we have other products I used to work in the retail side of business and we work with stand up these these different products that give us a much richer understanding of households and people to under Their behavior suddenly becomes really important. And then what? What some string professional does, if you think about it, and I'm sure your head has already gone there is it allows us to build a portfolio. I'll call them nodes under SodaStream. Right? So, you know, when we get back to quote unquote, normal, and you're in the house using your SodaStream unit, and then you move to the office and you SodaStream professional, or you go to, you know, you go to school and you're using the unit there, what we're able to do is resolve your full spectrum of hydration needs, or at least a greater number of those, we're able to essentially, you know, understand your behavior across those, those different touch points over the course of the day, and most importantly, we're able to find the right balance in helping you achieve those. Right so what are the what he said want to accomplish you know, so that's The exciting vision I think, for the broader SodaStream portfolio, and you've been, I think, get a sense for the role that insights and data technology are going to play in achieving that.
Peter Mahoney 25:09
Great, and we're how how rolled out is the product line now? Can Can people see it in in real life? And is it fairly broadly geographically dispersed yet?
Scott Finlow 25:22
It's, it's we've done beta. And we're launching in August, September. So we're essentially starting our scale up in August, September. Where, yeah, more and more people will have the opportunity to experience the platform.
Peter Mahoney 25:41
Well, great. I know it's, it's it's good timing with, with a lot of people coming back to school. As we were chatting before we we started here. My youngest is starting as a freshman in college. So so I'll have her eyes peeled hopefully that she'll start seeing the SodaStream professional line at her University COMM The fall so when it would be great,
Scott Finlow 26:04
I'm assuming part of your selection criteria was hers, a college that pours PepsiCo products
Peter Mahoney 26:10
that is correct. Of course.
Unknown Speaker 26:12
There were other criteria that came into play but shortlisted right,
Peter Mahoney 26:17
yes, shortlisted that in proximity to, to bars and entertainment tend to be the most important things. So that's great.
Kelsey Krapf 26:27
Scott, one thing we talked about is, is to be agile and, you know, we'll pandemic, we've had a pivot a lot of our marketing strategy, but we're excited about in the next month or two for PepsiCo and also for Arsenal.
Scott Finlow 26:43
Yeah, I mean, we substring professional, I'm excited. You know, to really get the platform how it starts scaling it and start giving those users that experience and then testing and learning and building something that has a massive sustainable impact on the environment from a purpose point of view. And I think helps people achieve their hydration goals. And what we learned about when the hydration goals was they're very much enablers of their broader, you know, goals and aspirations in their life. And they talk about hydration that way. So, you know, we feel really good about the way we're helping people, you know, achieve what they want, over the course of their over the course of their lives, whether it's to be a better mother or father or a better student, or get their next job, etc. So really cool to try and help people in that regard. I think more broadly on the COVID front, we have been doing a lot of pivoting in Super responsive, you know, and I'm proud about the way we've helped people, both within our own organization in terms of making sure everyone's safe and healthy. Certainly our customers and folks in the industry and in particular in the restaurant industry. I think we've done some really good work there from helping out the restaurant relief group with the National Restaurant Association. And then helping raise $24 million there which, no, it's just a huge help to a lot of different people in an industry that we care deeply about. And also as an industry that I think we all as people, you know, just want back we want it to survive and be healthy at the national level at the local level so we can all get back out there and have fun with our family and friends and share those moments together. So super excited about that work. And, and also, we've done some great work on the schools front one of the you know, less talked about consequences of this has been when you shut schools an awful lot of kids don't have the resources to have breakfast and lunch, nevermind a healthy breakfast, lunch. So, you know, we've done some work in partnership with No Kid Hungry, to help support that as well. So I think as a company and a food service marketing team, you know, we've been, you know, we've done some, some work that I'm proud of in different ways than Then we sometimes maybe have been proud in the past in terms of just being super helpful. And it's a time I think, to do that. And then one more area that I'm excited about, as you might have seen our commitments that we made is PepsiCo to help address structural racism and, and racial equality. And men, we've made a sustained five year commitment of $400 million as a company to really make progress against that. It's not a kind of a short term. effort. It's a it's a sustained long term effort, internal and external, and our team is really energized to lead the support of black owned local restaurants. And we've been doing a lot of work in that front. did a lot of work to listen and to understand and make sure that, you know, we understand what the problems to solve are and how can we help
Over time, so
something I've got a ton of energy for and the team pumped about. And I think we really care. And we think it's important for us to do that. Well,
Peter Mahoney 30:10
that's great. I did see, read a little bit about your your efforts to address structural racism. And you're absolutely right. In your approach, you see a lot of sort of short term flash in the pan kind of efforts, but it's going to take a real sustained effort to make a change, obviously. And it's really exciting that the companies who have the resources, like at PepsiCo are committed to make a long term change, because I think that's the only way we're going to we're going to get, you know, all of the built in inertia in the system to to move so. So we're, we really appreciate what you're doing there.
Scott Finlow 30:53
I'll just bring it back to, you know, what's the role of a CMO? Right And I think as a CEO You've got to pick your spots, right? Where as I like to say, you bringing energy and focus, there's 100 things you can do in a week or a day and, and do them all well. And I think this is an example of where you know, in speaking to your audience, this is important and it's easy to, you know, some companies do it well and others aren't. But, you know, take the opportunity to decide, you know, what side you're on and what you know what choice you want to make. It's a fantastic opportunity to lead organizations to lead culture lead change, and to build your brands and build your business along the way. So just to kind of break the fourth wall for a second and speak to the audience. Think that's, it's a good chance to do that. I come along every day.
Peter Mahoney 31:55
Yeah, absolutely. And I agree that you have to pick your battles. To focus as a CMO because it's it's a, it's a very, it's a target rich environment. And like you said, you can't do everything. So you have to pick the things that have the most impact. A couple quick last questions, because I know we're getting to the end of our time. One One is, tell me about what CMOS Do you look up to, for inspiration for what you do.
Scott Finlow 32:25
Yeah, and then a couple of bit, I'll mention, you know, Fernando Machado and Burger King, he probably comes up a lot. I don't know him personally. But man, he and his team, they are just so connected to culture, and they've just woven creativity into their organization in a way that, you know, I think what they essentially producing create on an ongoing basis is, you know, is so strong as a result, and there's so many different examples of that. So I'm an admirer from afar of him and the work that his team does, you know, an ex fastco guy Rick Jones. As a retarget, you know, Rick is, I think, outstanding, and just in terms of the way he leads and developed to seem the empathy he brings for people and also for his, for his consumer guests, as they call them a target and the way he's, I think expanding the portfolio brands target and growing that business and just doing it in a way that is really, really genuine. So, yeah, I admire the work that he does as well. So there's a couple.
Peter Mahoney 33:28
That's great. And I won't feel badly for being left off the list, because I've actually retired from my cmo role over the last few years as I took on the role as CEO of planets. So otherwise, I'm sure I would have been mentioned
that I might have had a different answer.
Exactly. That's right. I think I think we have one our favorite question. And Kelsey, one wanted to bring us home with the last question here.
Kelsey Krapf 33:54
I mean, this is our favorite question. This is why the next email was built upon, this is what we created this time. podcast for So what advice would you give to current or aspiring CMOS?
Scott Finlow 34:06
Yeah, a couple of things, I'd say one, just be grounded in the consumer, it's really easy not to be and no one else in your entire business is gonna own the consumer. And I say consumer, because it's easier for people to hear, but really about people, right? And you got to understand them, you know, collectively as their as their total selves and our shoppers and consumers, their people. So understand them that way and ground your plans and lead your organization through people. The second thing I'd say is you've got to set a clear agenda. You know, PepsiCo, we say, if you don't set an agenda, someone's going to give it to you. So you have to have that agenda. You have to set that vision. And then I think the other thing I'd say is, eat bold, and, you know, we have Roger reco used to talk about the journey of incremental ism. And that was this sense of doing small thing, you know, would lead to some kind of big change and it doesn't So within the marketing organization, you have the opportunity through that consumer understanding to really be bold on behalf of your organization. So, those are a few things I'd I'd leave your audience with.
Kelsey Krapf 35:14
Love it. Well, you know, thank you so much for your time. Today's thought it was such a pleasure being able to pick your brain as one of the most well known brands in the world as a CMO, so be sure to check out SodaStream professional you can find the information in the show notes of this podcast. And make sure to follow the next cmo and Plannuh on Twitter and LinkedIn. If you have any ideas for topics or guests, email them to thenextCMO@plannuh.com Have a great day, everyone.
Transcribed by https://otter.ai