Speaker 1: Hello, I'm Tory Archbold. For two decades, I've nurtured the
Speaker 1: world's top performing retail brands and celebrities. Now I'm asking entrepreneurs, CEOs,
Speaker 1: and influencers to share their own secrets to success. They're highs,
Speaker 1: their lows, their game changing moments, and how they got
Speaker 1: to where they are today. It's a podcast equivalent of
Speaker 1: opening the best Little Black Book of Contacts.
Speaker 2: Ever.
Speaker 1: If this resonates with you and you're ready to step
Speaker 1: outside of your comfort zone and into your power zone,
Speaker 1: I invite you to join my exclusive community via our website,
Speaker 1: the Powerful dash Steps dot com. Genni one inspired and
Speaker 1: motivated you to become a chief marketing officer and what
Speaker 1: actually kicks started that passion for your career.
Speaker 2: I became chief marketing officer by complete accident. I started
Speaker 2: school intent on being a teacher. I wanted to teach
Speaker 2: elementary school, and I wanted to teach kids that had
Speaker 2: hearing challenges or were artistic. So I graduated with a
Speaker 2: master's in education, a minor in sign language and children literature,
Speaker 2: and I tried to be a teacher. But when I graduated,
Speaker 2: there were no full time jobs and I had to
Speaker 2: get a job. I needed to pay my bills, I
Speaker 2: needed to get health insurance. I got a job at
Speaker 2: a retailer in the US, a very large retailer in
Speaker 2: customer service, and because I'm competitive and I just love challenges,
Speaker 2: I kept winning awards and so they offered me a
Speaker 2: job in management, where I was running a customer service team.
Speaker 2: And I quickly learned that as a teacher, you can
Speaker 2: use everything that you learn in the business world and
Speaker 2: get paid a heck of a lot more money for it,
Speaker 2: which is both a sad statement to make for the
Speaker 2: world of teaching in the teaching industry because they're so critical,
Speaker 2: but also very lucky for me because what it did
Speaker 2: is it propelled me into a world of business that
Speaker 2: I knew nothing about, and my psychology undergraduate degree really
Speaker 2: then came in and helped me figure out what the
Speaker 2: heck am I going to do. My second management job
Speaker 2: in this company in my twenties was to lead a
Speaker 2: team of thirty women who had all been with the
Speaker 2: company in the same job for over thirty years. They
Speaker 2: had been doing their job longer than I had been alive,
Speaker 2: and the team's performance was awful, and my job was
Speaker 2: to find a way to turn it around. Now, I
Speaker 2: don't know anything technically about business. I'm young, out of school.
Speaker 2: These people were actually over with my mom. I wasn't
Speaker 2: sure what to do, and so I really had to
Speaker 2: look deep inside to my psychology degree and figure out
Speaker 2: how to get people to trust who I was. And
Speaker 2: really I had no choice but to be very authentic
Speaker 2: and kind of relate to them, find ways to relate
Speaker 2: to them, and from what it became a phenomenal relationship,
Speaker 2: a phenomenal performing team. And I realized, hey, I loved
Speaker 2: leveraging insights around authenticity, inspiration, and relatability, which I've come
Speaker 2: to coin as air to make great things happen. And
Speaker 2: it moved me into a marketing role where I just
Speaker 2: worked my way up in various companies who own the
Speaker 2: brands and the heart and soul of businesses. But I
Speaker 2: have to say, you know, there are many types of
Speaker 2: chief marketing officers. There are creative chief marketing officers like
Speaker 2: those that run global brands like Coke or Pepsi or
Speaker 2: McDonald's that are very creatively driven. There are ones like
Speaker 2: those at ABM, or Oracle or Microsoft that are analytical
Speaker 2: and data driven. And I'm kind of a hybrid because
Speaker 2: I really look to relate to the organization's customers and
Speaker 2: find a way to bring that into their hearts and souls.
Speaker 1: Do know what I love about this story is it
Speaker 1: started with customer service, and it started by getting to
Speaker 1: know people who you are ultimately taking on a journey.
Speaker 1: And if I look at my career as well, it
Speaker 1: definitely it's started in the pits, right, the pits of
Speaker 1: like customer service, engaging with people, understanding what's that golden thread.
Speaker 2: Because when you actually go in as.
Speaker 1: A chief marketing officer or the head of an agency,
Speaker 1: which I was, and you're building a global brand, it
Speaker 1: can be really challenging and it can be incredibly complex,
Speaker 1: but it doesn't need to be if you understand the journey.
Speaker 1: Can you just take us on a bit of an
Speaker 1: example or a case study of a brand that you've
Speaker 1: worked with which has been really really challenged and you've
Speaker 1: had to transform it into a top performing brand for sale?
Speaker 2: Got all of them. So somehow in my world of
Speaker 2: my experiences, my niche is like really around transformation and growth.
Speaker 2: And it was very fortunate to be at a retailer
Speaker 2: Jcpenny in the earliest days when the Internet was just
Speaker 2: coming out, an email wasn't even in existence. So I
Speaker 2: got into digital marketing the very early stages, from a
Speaker 2: customer relations role into a digital customer relations role, and
Speaker 2: inbound emails were coming in before outbound existed. And what
Speaker 2: I learned was it really is about resonating and building
Speaker 2: a relationship with your customer. You can do it digitally,
Speaker 2: that's fantastic, but you need to really get into their
Speaker 2: hearts and souls and understand what motivates them. So I've
Speaker 2: taken that to other companies, whether it's Barnes and Noble,
Speaker 2: whether it's all of the companies that I worked with
Speaker 2: when I was at both Gray as well as Ogilvy
Speaker 2: and very executive level advertising agency roles on a global
Speaker 2: basis over to Mercer, which is part of Marshall mcclennan,
Speaker 2: also in a global role through some startups like daily
Speaker 2: Pay and Zinio. And where I am right now as
Speaker 2: the chief marketing officer of Right Aid, and I'll tell
Speaker 2: you at right Aid, we've got a very interesting story.
Speaker 2: I came in right before the company voluntarily filed a
Speaker 2: Chapter eleven financial restructuring, and with that you run into
Speaker 2: a very interesting marketing situation. I have a business that
Speaker 2: everybody's fallen in love with and that everybody loves, but
Speaker 2: financially they need to make some changes. So I was
Speaker 2: now not up against poor products or any other demonstrative challenge.
Speaker 2: I was up against local media telling everybody, hey, right
Speaker 2: Aid is closing fifty stores in this neighborhood. Right, it's
Speaker 2: closing ten stores in this neighborhood, and just the word
Speaker 2: of mouth that right Aid was starting to close stores
Speaker 2: to right size their footprint. So all of a sudden,
Speaker 2: my challenge became, how do I compete against word of
Speaker 2: mouth for people just trying to manage their retail health needs?
Speaker 2: And these are people who have come to the store
Speaker 2: for ten twenty thirty years hearing from their local news
Speaker 2: stations or their local newsletters that a store near them
Speaker 2: is closing, not knowing if that means that store or
Speaker 2: the entire company is closing. So from a marketing perspective,
Speaker 2: instead of doing what most chief marketing officers do, which
Speaker 2: our large ad spends or big campaigns, we really needed
Speaker 2: to look inward at how we could find what differentiates
Speaker 2: us and why would our customers stay with us? What
Speaker 2: makes us special? Why do we deserve to still win
Speaker 2: their business and be able to serve them. And what
Speaker 2: we found was the answer was with our store associates
Speaker 2: and pharmacists. It wasn't with me, it wasn't with my
Speaker 2: marketing team, it wasn't with the ad agency. It was
Speaker 2: really coming from the front lines. And that really told
Speaker 2: the story the message where you know, our store associates
Speaker 2: in the front of the store and in the pharmacy
Speaker 2: truly care about their customers so much so that people
Speaker 2: come in to talk to them. And as a result,
Speaker 2: we've been able to create a series of commercials and
Speaker 2: other advertisements that have spoken to the hearts of our customers.
Speaker 2: And that's really what a chief marketing officer needs to do.
Speaker 1: And it's interesting that the example that you've given comes
Speaker 1: back to that customer relationship and that narrative at the
Speaker 1: front line, and what you were up against was the
Speaker 1: word of mouth. But you had to get ahead of
Speaker 1: the game by being smart exactly.
Speaker 2: Yeah.
Speaker 1: Interesting, I love it because for me, it's all about
Speaker 1: that communication tool and it's about arming people with the
Speaker 1: right information because if you get the wrong information out there,
Speaker 1: it can be so damaging to a brand. So how
Speaker 1: do you measure the success of that.
Speaker 2: You know, what I look at and I've always looked
Speaker 2: at as success metrics for any initiative that we're doing,
Speaker 2: is two things. You know, your brand strength, what is
Speaker 2: your customer seeing, What are you seeing, whether it's in
Speaker 2: your net promoter score or whether it's in surveys that
Speaker 2: you're doing, And most of all, the bottom line of
Speaker 2: the business. You know, I learned a long time ago
Speaker 2: if you're going to be a successful chief marketing officer,
Speaker 2: you need to speak the language of the CFO, the
Speaker 2: CEO and the board and what they care about are results.
Speaker 2: So if what you're doing moves the bottom line, you're
Speaker 2: doing in a great job.
Speaker 1: Now, there's so many different innovative ways as marketers that
Speaker 1: we can work today, you know, And there's so many
Speaker 1: different strategies and runways. And you know what right now
Speaker 1: is the heartbeat of a marketing strategy because I know
Speaker 1: we can go into AI, which is obviously a really
Speaker 1: great tool for your team. Right it's cutting cost, but
Speaker 1: you've got to actually add in the right information to
Speaker 1: get the results. What are some of the key things
Speaker 1: that you would put into a marketing strategy to build
Speaker 1: a brand for sale right now.
Speaker 2: Well, you know, you need to really whether you're using
Speaker 2: AI or whether you're doing it the traditional way that
Speaker 2: you and I have done in our entire careers. It
Speaker 2: really starts with what the company's mission and strategy is.
Speaker 2: Is the company looking to grow? How are they looking
Speaker 2: to grow? What do they want to be known for?
Speaker 2: And that should be led by the board and the CEO.
Speaker 2: Once you have that mission, then the marketing leader can
Speaker 2: look at that and create brief And you need to
Speaker 2: identify who your audience is going to be right now,
Speaker 2: especially with AI, and especially with all of the social
Speaker 2: tools and influencers that are out there, it is very
Speaker 2: tempting to look towards aspirational customers, especially on social, which
Speaker 2: are millennials and Gen Z who you need to get
Speaker 2: and you need to engage. But you need to ask yourself,
Speaker 2: are those people going to drive the bottom line results
Speaker 2: of the business or is it a parallel path where
Speaker 2: you're driving your current shoppers and transitioning to find a
Speaker 2: way to grow a brand with a new market. And
Speaker 2: I think that's really important. So when you talk about AI,
Speaker 2: and I was just on a call earlier today talking
Speaker 2: about the right engineering prompts to get AI to give
Speaker 2: you the right results and deliverables and recommendations. It really
Speaker 2: comes down to metrics. So you need to understand what
Speaker 2: your metrics are, where your margin is, what's allowable, and
Speaker 2: what are the most effective ways to get there. Put
Speaker 2: that into a measurement thought form, whether it's something like
Speaker 2: IPSOS or anything else, and then test and learn your
Speaker 2: way and never stop testing, never stop innovating, never stop
Speaker 2: challenging yourself, and always find a way to drive results.
Speaker 2: I mean, we've been able in the last year at
Speaker 2: my current company to drive an eighty percent increase in
Speaker 2: return on AdSpend and a forty two percent increase in
Speaker 2: ROI simply because we've been able to optimize the channels
Speaker 2: that we're leveraging in the messages that go out to
Speaker 2: those customers.
Speaker 1: That's an absolutely outstanding result. How did you do that?
Speaker 1: How did you optimize those channels? Like said to the
Speaker 1: because I know when we were launching global brands into
Speaker 1: Australia we had incredible results, but we did not have
Speaker 1: the tech stax or you know, the measuring skills back
Speaker 1: in those days. It was all just based on gut
Speaker 1: feel and brand identity. And communication. But now we're armed
Speaker 1: with so many amazing tools share with us.
Speaker 2: How did you achieve that? Yeah? You know what I mean.
Speaker 2: Look when when you and I were at our agencies
Speaker 2: and you had the Don Draper's and the David Ogilvie's
Speaker 2: of the world saying you know, fifty percent of your
Speaker 2: advertising works, nobody knows what fifty percent that is. That
Speaker 2: was true back then, and it was a lot of
Speaker 2: gut reaction. Now today, you know, I'm a huge fan
Speaker 2: of data and metrics, and when you look at a
Speaker 2: media mixed modeling tool like in ipsos or other tools
Speaker 2: that are out there that can take feeds from all
Speaker 2: of the platforms that you're using and build in other factors,
Speaker 2: other variance factors in my case, staffing or you know,
Speaker 2: sales per square foot since I'm in retail, or other
Speaker 2: factors merchandise availability that play a role into the effectiveness
Speaker 2: of any marketing campaign you're doing. You can start with
Speaker 2: the baseline and that is truly where you have to start.
Speaker 2: And I'm going to tell you you know, look, the
Speaker 2: results we got in the first year were simply because
Speaker 2: we started measuring across our media mix and we started
Speaker 2: to realize what's working and what seemed like it should
Speaker 2: work didn't show up so well when you're looking at
Speaker 2: the margin results at the end of the day, and
Speaker 2: we just started to move dollars around. And I will
Speaker 2: say this, and I say this to everybody that I
Speaker 2: talked to. I was blown away to see how powerful
Speaker 2: in our case, TV commercials were for driving vaccines and
Speaker 2: driving people into the pharmacy. Because I would not have
Speaker 2: guessed that it would have driven such a strong response.
Speaker 2: But for our business where it is, and the media
Speaker 2: that we're running and the job we need to do,
Speaker 2: it makes sense. If I walked into another company tomorrow,
Speaker 2: no guarantees that TV is going to work anywhere in
Speaker 2: the same facet. So you know, I'm a big fan
Speaker 2: of getting you know, as many test results in as
Speaker 2: you can and letting the data speak for you. But
Speaker 2: I will say the other point is you've got to
Speaker 2: gather trust among your team, and you've got to You've
Speaker 2: got to prime them to be ready to innovate and
Speaker 2: not be afraid to take chances, because so many times
Speaker 2: people you know, feel like they're measured on what their
Speaker 2: job is and if their performance in their role is
Speaker 2: not effective they could be at risk to not get
Speaker 2: a raise or a bonus or lose their job. And
Speaker 2: in the cases of anybody that I've worked with, people
Speaker 2: know that that's not the case. I want you to
Speaker 2: fail because now we know where we can fix things.
Speaker 2: If everything's perfect, you don't need me or anybody marketing.
Speaker 2: You can do it on your own.
Speaker 1: That is amazing.
Speaker 2: I love that.
Speaker 1: I want to know where you fail so that we
Speaker 1: can fix things, because rather than having that mindset of
Speaker 1: like I'm going to be kicked out of the business,
Speaker 1: it's go to your team leader and say this is
Speaker 1: not working.
Speaker 2: How can we fix it. I have yet to meet
Speaker 2: a CEO who is upset when you go to them
Speaker 2: and say, hey, I realized this wasn't working, so here's
Speaker 2: what we're doing instead, and then you demonstrate better results.
Speaker 2: It is a CEO's dream, it's a board's dream. It
Speaker 2: is the expectation, and that's how it needs to be
Speaker 2: portrayed throughout the entire organization.
Speaker 1: So this is a really powerful part of the conversation
Speaker 1: because at what point do you know that a campaign
Speaker 1: is failing.
Speaker 2: That is a great question to know when a campaign
Speaker 2: is failing. The first thing you do is you need
Speaker 2: to start out with your success metrics. That's pretty basic.
Speaker 2: Everybody knows that. The second thing you need to do,
Speaker 2: and this is what nobody almost nobody does, is I
Speaker 2: call it buffaloing a project. But what it means is
Speaker 2: you have your metrics this campaign is successful, we'll drive
Speaker 2: X million dollars in revenue. Fine, you then need to
Speaker 2: go to every ELT or executive team member and ask them,
Speaker 2: if this campaign is successful, what's it going to do
Speaker 2: for your team? And when I was at a company,
Speaker 2: a prior company, we were about to launch a big
Speaker 2: brand campaign, and I went to the head of legal
Speaker 2: and I said, if this brand campaign successful, what's it
Speaker 2: going to mean to the legal team. And after he
Speaker 2: looked at me like I was crazy, because why would
Speaker 2: anybody in marketing ask legal that question? He thought about
Speaker 2: it and a couple days later he came back and
Speaker 2: he said, you know, if you do this effectively, I'm
Speaker 2: going to have less red lines when I get agreements
Speaker 2: in because the level of trust is going to be higher.
Speaker 2: If I get that level of trust to be higher,
Speaker 2: then my team can work on more projects, and you're
Speaker 2: going to increase the legal team's effectiveness and efficiency by
Speaker 2: about fifteen percent, and that became one of our success
Speaker 2: metrics before the campaign launched, and we use those across
Speaker 2: the board. We got them from every group. How do
Speaker 2: we know if a campaign wasn't successful, if it wasn't
Speaker 2: hitting any or all of those success metrics, So the
Speaker 2: success is not The success at the end of the day,
Speaker 2: is about money, but success of a campaign along the
Speaker 2: way could be about the impact it has on the business,
Speaker 2: because something that marketers often do not consider is the
Speaker 2: effect they're having on the rest of the business. And
Speaker 2: when they're building business cases, they often don't say, if
Speaker 2: this campaign works, I'm going to create ten percent less
Speaker 2: cost in the customer service team because we'll get less
Speaker 2: complaint calls. I'm going to increase productivity on the legal
Speaker 2: team by fifteen percent because they'll have less redlines and
Speaker 2: be able to handle more incoming work. And that's so
Speaker 2: important when you're running a big brand or even a
Speaker 2: small brand. It works really well with startups too.
Speaker 1: It's very rare that I speak to someone who asks
Speaker 1: those questions because normally it's about the report to the board.
Speaker 2: The report to the board is important, but if the
Speaker 2: entire company isn't performing there's not going to be a
Speaker 2: board and report too, because you're not meeting your goals
Speaker 2: and everybody's in this together.
Speaker 1: It's exactly right now. How have you built your own
Speaker 1: personal brand? Because you've worked for some exceptional companies in
Speaker 1: your career, how important is it for you to have
Speaker 1: the right digital footprint?
Speaker 2: Oh my gosh. If if I knew what the right
Speaker 2: digital footprint was and I could master that for my
Speaker 2: personal brand, and I would be beyond thrilled. I am
Speaker 2: the proverbial Hugh Cobbler's child. I can build anybody else's brand,
Speaker 2: I can build any business brand, but when it comes
Speaker 2: to my own, I questioned myself on what I am.
Speaker 2: But what I've done is I decided that I want
Speaker 2: to be an authentic person and I want to be
Speaker 2: the same person when I come to work that I
Speaker 2: am at home. And back when I was first growing
Speaker 2: my career, that wasn't the case for women in the workplace.
Speaker 2: You never talked about your personal life, your children, if
Speaker 2: you had them, if you didn't have them. You came
Speaker 2: in and in work you were one person, an executive,
Speaker 2: and then outside of work you could be whatever you wanted.
Speaker 2: I felt as an executive at work. I wanted people
Speaker 2: to know that I'm also a regular person. When I
Speaker 2: grew up, my dad was a very well known executive
Speaker 2: in his field, and whenever I saw him, he was
Speaker 2: a nerdy little dad who wore his socks too high
Speaker 2: on his knees and picked out bad fast, and that
Speaker 2: always stayed with me as I was in my career,
Speaker 2: and anytime i'd see a CEO or be in front
Speaker 2: of a board, I think, I'll bet you they're all
Speaker 2: nerds when they go home too, and their kids make
Speaker 2: fun of them and they tell funny dad jokes and
Speaker 2: mom jokes, and so I thought, wouldn't it be great
Speaker 2: if the rest of the world could see that executives
Speaker 2: are regular people too. So authenticity and that relatability has
Speaker 2: always been key, and so I try to bring that across,
Speaker 2: especially in my digital footprint, sharing pictures of me at
Speaker 2: work but also me at home. And I have a
Speaker 2: pet Bunny just you know. A couple days ago on
Speaker 2: my Instagram, it was about Charlie working with me, and
Speaker 2: I got to say, Charlie got more likes on TikTok
Speaker 2: than I do, so I'm going to question that one later.
Speaker 2: But you know. I think it's really important, especially for
Speaker 2: aspiring young professionals, to know that it's not only okay
Speaker 2: to be yourself, you have to be your authentic self
Speaker 2: and that helps build your brand organically because you then
Speaker 2: get portrayed in a much more authentic light than being
Speaker 2: seen as something else and competing with others. And you
Speaker 2: also started your.
Speaker 1: Own TV show I Lived Off with Danny, which I
Speaker 1: absolutely love and I found from Australia Organic Clay where
Speaker 1: you interview other people. Why did you decide to do
Speaker 1: that when you've got a full time role.
Speaker 2: Sola's backwards. So I had a full time role, I
Speaker 2: had the opportunity to start the show. I thought, you know,
Speaker 2: there's TV shows about work. There's a lot of business
Speaker 2: shows out there, there's TV shows about lifestyle, there's a
Speaker 2: lot of talk shows out there. But when do you
Speaker 2: get to see a business executive that's also admitting that
Speaker 2: they're challenged with the day to day challenges that everybody
Speaker 2: else has that we all have, like what food should
Speaker 2: I cook? Where should I plan a vacation? Oh my gosh,
Speaker 2: should I wear my hair like Mariah Carey wears her hair?
Speaker 2: Is that going to make me look better when I
Speaker 2: go out somewhere, like, how do I feel great about myself?
Speaker 2: You know? So I wanted to create a show that
Speaker 2: would help people both personally and professionally. And I'll tell
Speaker 2: you there's a woman, her name's Marjorie had Did, and
Speaker 2: she was on the show as a guest. She was
Speaker 2: a PR expert and she wrote a book called The
Speaker 2: Power of PR Parenting, and her book was She's this
Speaker 2: great crisis PR person. And her kids said to her, mom,
Speaker 2: why don't you just use what you learn at work
Speaker 2: when we have crisises as children at home? And she's like,
Speaker 2: oh my god. As executives, we get trained on all
Speaker 2: of these things in business and we use them at home.
Speaker 2: Why can't we do it? So I thought, wouldn't it
Speaker 2: be amazing to have a show where I could just
Speaker 2: inspire people to make the most out of every day
Speaker 2: of their life. So I actually retired from business completely
Speaker 2: to start the show that was going to be my thing.
Speaker 2: And then I had the opportunity to work with write
Speaker 2: Aid and it was such a fantastic opportunity that, you know,
Speaker 2: I was able to pursue both and I don't regret
Speaker 2: either decision. They're both amazing entities and for me to
Speaker 2: actually leverage a lot of what I learned from the
Speaker 2: guests that are on Lift into the business side of
Speaker 2: Write eight and it's pretty fun. I'm learning so much
Speaker 2: about AI and financial strategies and just how to be
Speaker 2: a better leader. Kevin O'Leary was on talking about entrepreneurship
Speaker 2: and business and you just get inspired and it's great.
Speaker 2: So I think it's a great compliment.
Speaker 1: It's fantastic and I always I like podcasts is such
Speaker 1: a great platform. TV is such a great platform because
Speaker 1: you do meet the most interesting people and it does,
Speaker 1: like you say, it helps you narity moving forward. Now,
Speaker 1: what's your next powerful step?
Speaker 2: My next powerful step is gosh distribution of the TV show,
Speaker 2: which we're working on some really great distribution opportunities. I
Speaker 2: was so excited when TV started running the show, and
Speaker 2: also Apple TV in Australia has the show, which was amazing. So,
Speaker 2: you know, I love finding these incredible interviews. I love
Speaker 2: finding people. It's such a it's short form. You know,
Speaker 2: I've got this unbelievably amazing, incredible woman who's going to
Speaker 2: be on this show. She's a powerful woman from Australia.
Speaker 2: You might know her, so everyone should tune into that episode.
Speaker 2: Her name's Tory, and she inspires us all and talks
Speaker 2: to us about our personal brand. But you know what,
Speaker 2: I can have these conversations and share them with so
Speaker 2: many people. That really excites me. So I think my
Speaker 2: next powerful step is to take the messages that I've
Speaker 2: been able to gather from everyone that's been on the
Speaker 2: show and continue to share those more broadly to inspire others.
Speaker 2: And I absolutely love it when people find the show
Speaker 2: organically and call me up or see me somewhere and say,
Speaker 2: because of you, I did this. My craziest story is
Speaker 2: I was in Saint Martin last summer and my husband's birthday.
Speaker 2: We had a chef because we had a house with
Speaker 2: a number of friends, so we got a chef to
Speaker 2: come in for the night. Didn't know her at all
Speaker 2: in Saint Martin. I live in New Jersey. And the
Speaker 2: woman came in and she was almost in tears and said,
Speaker 2: can I have your autograph? And I thought one of
Speaker 2: our friends just set her up as a joke, like,
Speaker 2: you know, make me feel better about the show, And
Speaker 2: she said, I found you. I found you online and
Speaker 2: because of you, you inspired me. To be a caterer,
Speaker 2: and I've started this business and it's succeeding, and I
Speaker 2: can't believe I have a chance to meet you. And
Speaker 2: I was in tears. She was in tears, I like
Speaker 2: everybody was, like it was just the craziest thing, and
Speaker 2: I would have never expected that. But you know, when
Speaker 2: you can help inspire someone's dreams and help get them
Speaker 2: to the next level, you're doing the right thing. And
Speaker 2: I'm a huge believer in paying it forward. So you
Speaker 2: know that's my next powerful step is to continue to
Speaker 2: pay it forward. I absolutely love that.
Speaker 1: And I always say when you share your wisdom, you
Speaker 1: never ever know how it's going to touch another. And
Speaker 1: that is such a great way to sign off. Thank
Speaker 1: you so much for taking a powerful step with us, Jennie.
Speaker 2: Thank you so much for having me on. I'm so excited.
Speaker 1: Thank you for being here with me today. I trust
Speaker 1: that you enjoyed listening to yet another powerful story. Sometimes
Speaker 1: we can forget just how incredible we are as women
Speaker 1: and how important it is to support each other. I'd
Speaker 1: love for you to take a moment to review the
Speaker 1: podcast and help support the show. You can also take
Speaker 1: a screenshot of this episode and share it across your
Speaker 1: social media, be sure to tag me so that I
Speaker 1: can give you a shout out too. I'm a true
Speaker 1: believer of women supporting women, and I look forward to
Speaker 1: connecting with you again soon. Much love, Torri,