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Speaker 1: Welcome back to Possible Now. Today, we have the incredible

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Speaker 1: opportunity to sit down with one of the most visionary

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Speaker 1: and influential leaders in marketing, Karla Hassan, Chief Marketing Officer of.

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Speaker 2: JP Morgan Chase.

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Speaker 1: Carla is a trailblazer in the industry, known for her

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Speaker 1: ability to seamlessly blend creativity, data driven insights, and purpose

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Speaker 1: to build brands that truly connect with people. She has

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Speaker 1: led marketing for some of the world's most iconic companies

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Speaker 1: like City, PepsiCo, Callogs, and toy Surs, driving impactful campaigns

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Speaker 1: and fostering a culture of inclusivity and innovation. At JP

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Speaker 1: Morgan Chase, Carla is redefining what it means to be

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Speaker 1: a financial brand, ensuring that marketing doesn't just sell products,

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Speaker 1: but also drives meaningful change for customers and communities. And

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Speaker 1: in today's conversation, we will die into Carla's leadership journey

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Speaker 1: as well as the evolving role of marketing, but also

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Speaker 1: how AI, innovation and purpose are shaping the future of

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Speaker 1: the industry, and of course, the person behind the title,

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Speaker 1: what inspires her, her leadership philosophy and the advice she

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Speaker 1: has for aspiring marketers. So this is going to be

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Speaker 1: a very insightful and inspiring discussion with one of the

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Speaker 1: most dynamic cemos in the industry. So let's get it

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Speaker 1: right into and please join me in welcoming Karla Hassan.

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Speaker 2: Welcome Karla.

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Speaker 3: Oh my gosh, what an introduction. Thank you so so

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Speaker 3: so much. I'm so excited to be here and it's

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Speaker 3: been a long time coming, so thanks for having.

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Speaker 2: Me, great, great Cala.

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Speaker 1: At the beginning of our podcast, I start normally with

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Speaker 1: a question about your personally and if there is, for example,

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Speaker 1: something about you that most of the people don't know yet.

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Speaker 1: So if you are willing maybe to share something about

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Speaker 1: a hidden talent or maybe an unexpected hobby, or maybe

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Speaker 1: even a childhood dream that had nothing to do with marketing,

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Speaker 1: Is there anything you know you can you're willing to

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Speaker 1: share with us?

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Speaker 3: Oh, lots of things, but I think probably one that

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Speaker 3: most people would be surprised about or to learn is

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Speaker 3: that I absolutely love to build legos and puzzles. That's

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Speaker 3: the thing that takes me away from all the stress

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Speaker 3: of day to day life, of work, of family, of motherhood,

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Speaker 3: of parenting, about the only thing that actually makes me

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Speaker 3: put my phone down and not think about anything else

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Speaker 3: and just focus.

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Speaker 2: I love it.

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Speaker 3: I love it, in fact, in right now doing a

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Speaker 3: lego typewriter, which is quite the challenge.

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Speaker 1: So it means if we would see your home, there

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Speaker 1: would be a collection of these kind of different structures.

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Speaker 2: Right Know.

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Speaker 3: What's odd about it is the legos. When I make them,

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Speaker 3: if they are pretty intricate, I give them away. So

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Speaker 3: the typewriter, I know exactly who I'm going to give

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Speaker 3: it away to. And then the puzzles, sadly, we break

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Speaker 3: them apart. So I enjoyed them for the moment and

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Speaker 3: then break them apart. And I do give the puzzle

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Speaker 3: away to people, to whoever else likes puzzles. I've been

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Speaker 3: actually during COVID, I used to send puzzles when I

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Speaker 3: was finished with them to other people and get some

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Speaker 3: from others.

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Speaker 1: Oh that's awesome, that's awesome. That's a great insight. Thank

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Speaker 1: you for sharing this with us. Okay, so let's start

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Speaker 1: a bit about you know, of course, your leadership, your

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Speaker 1: style of leadership, and also authenticity, which is very important.

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Speaker 1: And I hear this word a lot from many leaders,

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Speaker 1: but what does it truly mean to you as a leader?

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Speaker 1: And how do we ensure authenticity in your leadership style

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Speaker 1: while balancing the many demands of such a high profile

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Speaker 1: corporate role.

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Speaker 3: Look, it's a great question, and it's a great question

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Speaker 3: for several reasons, because our teams look at us as

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Speaker 3: leaders to get all of their inspiration, to get their direction,

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Speaker 3: to get knowledge, and we set the tone, and in

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Speaker 3: a lot of ways, they see us some times kind

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Speaker 3: of like our children see us as as you know,

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Speaker 3: unbreakable and perfect, or they expect us to be. And

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Speaker 3: I think, you know, to me, authenticity is building trust

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Speaker 3: with them, and that means even if it means I'm

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Speaker 3: vulnerable sometimes and I think some leaders are afraid of that,

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Speaker 3: but I feel for me, it's really really important. The

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Speaker 3: minute that you are authentic or you show up as

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Speaker 3: who you are, I believe it builds a connection, a trust,

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Speaker 3: not only with your own team, but with your partners,

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Speaker 3: with your colleagues. You know, being able to say that

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Speaker 3: you don't know something when you don't know it, being

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Speaker 3: able to, you know, to ask questions. I think that

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Speaker 3: really just builds community. Builds community with you again your

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Speaker 3: own team, it builds community with people around you. And

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Speaker 3: so I think that's why For me, authenticity is really important.

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Speaker 3: It's the only way I know how to show up.

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Speaker 3: And I've tried in the past to look around and

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Speaker 3: see who else was successful, and I would try to

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Speaker 3: emulate them, but it was so different than who I was,

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Speaker 3: and I realized that in those moments, I just I

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Speaker 3: just wasn't as effective as I could be. And so

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Speaker 3: the more authentic I believe that you are to yourself,

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Speaker 3: the more power you have, and I think the more

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Speaker 3: confident you become, and that builds a certain level of trust.

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Speaker 3: And so authenticity comes in so many different forms. Do

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Speaker 3: you know what I mean? It doesn't mean you have

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Speaker 3: to be nice to everybody. It just means you have

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Speaker 3: to be exactly who you are, and I think people

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Speaker 3: really appreciate that.

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Speaker 1: And it also brings your team members and potentially also

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Speaker 1: your clients or your partners you're doing business with in

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Speaker 1: the similar position right to feel that they can do

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Speaker 1: it in a similar way. Have you had you mentioned

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Speaker 1: a role, Well.

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Speaker 3: For sure, I was going to build on that because,

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Speaker 3: like I said in the beginning, people are watching you,

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Speaker 3: and so the way you behave, they then start to behave.

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Speaker 3: And so what's interesting about that is if you yourself

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Speaker 3: are authentic and you demand that of the people around you,

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Speaker 3: or they become you know, they want to emulate that.

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Speaker 3: You build a culture of authenticity, and a culture of

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Speaker 3: authenticity is a culture of trust and a culture of connection.

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Speaker 3: And who doesn't want a culture of trust and connection

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Speaker 3: with you know, with your own team and with your

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Speaker 3: colleagues and frankly with your customers and clients.

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Speaker 2: Right?

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Speaker 1: No, absolutely, right. Have you had a role model you

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Speaker 1: mentioned when you expand this kind of role model? Have

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Speaker 1: you had somebody you could use as a role model

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Speaker 1: developing into this kind of person?

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Speaker 3: Yeah, Look, I think everything starts at home. And so

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Speaker 3: for me, both my parents, my mother who passed away

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Speaker 3: a couple of years ago and my father who's thankfully

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Speaker 3: still with us and healthy. And they are probably the

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Speaker 3: most authentic people I know they have. You know, my

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Speaker 3: father is ninety one years old and to this day

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Speaker 3: he is who he is from you know, when I

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Speaker 3: was born. And so I think for me again, this

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Speaker 3: notion of emulating the you know quote leader that is

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Speaker 3: in your life, and for so long they have been

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Speaker 3: the leaders in my life, and so for me it

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Speaker 3: really has always started at home. How they treat others

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Speaker 3: how they live their life. So authenticity, kindness, vulnerability, all

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Speaker 3: of that has really not just shaped me into the person,

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Speaker 3: but frankly into the leader that I am.

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Speaker 1: As well as empathy, right, I mean, I think we

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Speaker 1: agree that empathy is.

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Speaker 2: Also at heart of effective leadership.

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Speaker 1: And if so, how do you cultivate a culture of

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Speaker 1: empathy within large organizations like JP Morgan Chase. I mean,

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Speaker 1: this is a massive organization with so many different, you know,

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Speaker 1: people and characters and personalities.

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Speaker 2: How do you do this?

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Speaker 3: Yeah, it's so, you know, Empathy, for the longest time,

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Speaker 3: I think was a word that was synonymous with nice

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Speaker 3: and being nice, particularly as a woman in corporate America

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Speaker 3: right or in the corporate world was not necessarily a

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Speaker 3: positive thing if someone said to you, you're too nice.

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Speaker 3: But then I think post twenty twenty, you know, when

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Speaker 3: people really started having to see what other folks were

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Speaker 3: going through each and every single day while they were working,

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Speaker 3: I think those that have inherently an empathic nature to

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Speaker 3: them as leader were the ones that thrived in the

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Speaker 3: hardest times. And I think for me, empathy is very

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Speaker 3: simple when you look at sort of how I define it.

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Speaker 3: It's actively listening understanding where somebody else is coming from

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Speaker 3: and helping then solve solutions for that person, whether again

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Speaker 3: in a leadership position or even when we think about

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Speaker 3: our clients and our customers. And so for me, it's really, really,

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Speaker 3: really important. And interestingly enough, when I came to JP

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Speaker 3: morgan Chase, we did an exercise around our values, and

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Speaker 3: one of the values we have five values service, heart, curiosity, courage,

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Speaker 3: and excellence, and one of those values is heart. And

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Speaker 3: we talked a lot about should the word be hard,

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Speaker 3: should it be empathy, should it be love? So we

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Speaker 3: were dancing around is that what should that value look like?

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Speaker 3: We landed on heart. But to me, heart is just

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Speaker 3: another way to talk about being an empathic leader. It's

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Speaker 3: really about again listening and about understanding what people are

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Speaker 3: going through and about solving problems from their vantage point

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Speaker 3: as well. And so I think if you can as

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Speaker 3: a leader focus on empathy, it drives results. It drives results.

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Speaker 3: And so for me it wasn't hard in this corporate

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Speaker 3: environment because it is one of our values at JP

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Speaker 3: morgan Chase.

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Speaker 1: Have you ever experienced pushbacks or challenges in terms of

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Speaker 1: doing this bringing your whole selves to work? I mean

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Speaker 1: I can't imagine that many leaders have some concerns, you know,

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Speaker 1: or are hesitating of it to do this for sure.

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Speaker 3: For sure, like I said earlier in my career, I

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Speaker 3: was told I was too nice. That that's what it was.

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Speaker 3: People would say, like, you know, why aren't be so nice?

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Speaker 3: And I'm actually not nice, not that I'm not nice.

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Speaker 3: But it's not about being nice.

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Speaker 2: Yeah, it's actually.

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Speaker 3: My daughter might tell you sometimes, but it's not about

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Speaker 3: being nice. It's literally about understanding what other people are

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Speaker 3: going through. And you know where it comes for me.

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Speaker 3: It comes from for me when I first moved to

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Speaker 3: this country. So I'm an immigrant, and when I first moved,

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Speaker 3: I moved during the initial Gulf War when Aida invade

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Speaker 3: it Kwait and nobody really liked Arabs at the time.

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Speaker 3: I had a very strong accent, and people would say

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Speaker 3: really nasty things to me, and I was always hopeful

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Speaker 3: that they would just understand who I was, if they

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Speaker 3: actually just asked me questions, if they understood who I

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Speaker 3: was and where I was coming from, then they actually

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Speaker 3: might see me in a very different light than what

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Speaker 3: they see on television or whatever. And so for me,

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Speaker 3: that's why it's really important But to go back to

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Speaker 3: your question, Yes, absolutely, I have struggled with that my

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Speaker 3: entire career. Even now. Sometimes I have to think about it,

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Speaker 3: you know, and as a leader, you've got to be flexible,

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Speaker 3: So you've got to think about where where now do

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Speaker 3: I use empathy to listen to what other people, where

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Speaker 3: other people are coming from, and where actually do I

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Speaker 3: need to be more you know, make the decision on

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Speaker 3: my own right right, make the decision on my own,

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Speaker 3: be more direct, and not actually bring other people in right,

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Speaker 3: which is foreign to me. It's a foreign concept to me.

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Speaker 3: And so yeah, I absolutely struggle with it. I would

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Speaker 3: suspect that most people do. I mean, in corporate America,

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Speaker 3: we want results in corporate in the corporate world, we

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Speaker 3: want results. We want people who are decisive. And sometimes

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Speaker 3: when you're more empathic, you're more you collaborate more, and

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Speaker 3: maybe it takes a little bit of more time to

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Speaker 3: get to decisions. And I think that some people don't

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Speaker 3: like that, and so but for me, it has been

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Speaker 3: so far, very success, you know, a very successful trait

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Speaker 3: that I've had as a leader.

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Speaker 1: Obviously obviously and a one hundred percent agree what you've

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Speaker 1: said You've mentioned before being authentic. You know, you build

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Speaker 1: also trust across organizations and within your teams. How do

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Speaker 1: you maintain that trust in such a time, you know,

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Speaker 1: this kind of rapid transformation, these changes every day at

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Speaker 1: a speed we've never experienced before. I can imagine that

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Speaker 1: many people, whether in our business and of course outside

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Speaker 1: of our business, are sometimes very scared about this. How

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Speaker 1: do you maintain the trust in your own organizations? Let's

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Speaker 1: call it also confidence. Hard to provide confidence as well.

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Speaker 3: Yeah, it's very hard. It's very hard because change is hard,

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Speaker 3: Innovation is hard. Especially when you're in a business that's

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Speaker 3: doing well. People don't want to change necessarily very quickly,

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Speaker 3: and so building that trust and building that confidence is important,

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Speaker 3: and it is deliberate. So I'm going to use words

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Speaker 3: like process over communication. You cannot underestimate in a time

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Speaker 3: of extreme change and extreme innovation, the discipline that has

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Speaker 3: to go in to managing that. And maybe they're counterintuitive

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Speaker 3: because I think most people think innovation fast move, you know,

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Speaker 3: just test and learn and just go get it done.

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Speaker 3: But the reality is, particularly when you're in a large

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Speaker 3: organization and very very matrixed, you have got to be deliberate.

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Speaker 3: You've got to be disciplined, and sometimes something might take

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Speaker 3: a little bit longer. But when you bring everybody along

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Speaker 3: with you, it drives to your question, it drives that trust,

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Speaker 3: it drives that confidence. And so I do have people

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Speaker 3: though that on my team that do get frustrated. You know,

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Speaker 3: they think that, you know, something might take too long

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Speaker 3: of time, or you know, they just want to go.

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Speaker 3: They have an idea and they just want to go

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Speaker 3: do it. The problem is is that if you go

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Speaker 3: do something on your own and you don't bring other

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Speaker 3: people with you, then back to your point, you don't

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Speaker 3: build the trust and the confidence, and that idea stays small.

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Speaker 3: It stays your own idea and instead of being able

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Speaker 3: to share it across the world organization and to scale

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Speaker 3: it across the organization. And so it's the boring stuff.

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Speaker 3: It's the process, it's the change management, it's the collaboration.

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Speaker 3: It's the stuff that people don't like to do when

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Speaker 3: they think about change and they think about innovation.

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Speaker 1: Right, and funnily enough, you know it belongs to small

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Speaker 1: organizations and of course even more to big organizations like yours.

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Speaker 1: When I think I've learned about jpmong chases purpose, which

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Speaker 1: is we make dreams possible for.

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Speaker 2: Everyone, everywhere, every day.

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Speaker 1: And I think you introduced it more as two years

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Speaker 1: ago if I'm right, but please correct me if I'm wrong.

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Speaker 1: I think this is a very powerful purpose obviously, And

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Speaker 1: how do you ensure this mission translates into meaningful action

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Speaker 1: across marketing, consumer engagement, and also employee experience?

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Speaker 2: How do you do this?

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Speaker 3: So for me, the way that it works is it

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Speaker 3: has to start at the top. And so when we

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Speaker 3: reduced the idea of writing the purpose of our organization,

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Speaker 3: we were just coming out of a moment in time

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Speaker 3: where thirty forty percent of our colleagues were you in

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Speaker 3: the last three years to the company. They had really

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Speaker 3: only known each other on little squares. They didn't really

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Speaker 3: truly understand the magic of the culture of JP Morgan Chase,

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Speaker 3: an almost two hundred year old company. But the people

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Speaker 3: that had been here a long time knew what that

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Speaker 3: magic was. And so we sought to articulate that, to

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Speaker 3: codify it, to put it in one piece of language that,

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Speaker 3: as you say, was not just important for the outside world,

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Speaker 3: our customers and our clients to know what we stood

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Speaker 3: for and what our purpose was, but more importantly for

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Speaker 3: three hundred thousand people that show up every single day.

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Speaker 3: And so it started at the top Jamie, the entire

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Speaker 3: operating committee, everybody was involved. We co crafted it together

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Speaker 3: and then we had a rollout plan. So you want

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Speaker 3: to think about we thought about it exactly as we

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Speaker 3: think about any other campaign, and you know, lots at

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Speaker 3: stake because it's our internal people and how they feel,

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Speaker 3: and so we were deliberate. We we went and did

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Speaker 3: research tens of thousands of people around the world. We

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Speaker 3: looked at all of our you know, things that we

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Speaker 3: had written about our culture, what our people were saying.

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Speaker 3: We went to our EOS results, our employee opinion survey results, everything,

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Speaker 3: and we built this framework that articulated what the purpose

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Speaker 3: was and what the values were. And if we didn't

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Speaker 3: have sponsorship from the top, it would have been really,

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Speaker 3: really hard. But so then we just became you know,

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Speaker 3: we just managed it stage by stage by stage. So

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Speaker 3: first it was you know, Jamie and I talking on

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Speaker 3: a stage about it. And again, when you have the

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Speaker 3: CEO and chairman of the firm, you know, talking about

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Speaker 3: our purpose and our values and why they are important,

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Speaker 3: it helps galvanize the senior leaders of the organization. But

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Speaker 3: then they started to believe it. And then when they

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Speaker 3: believed that language and they thought it was meaningful, they

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Speaker 3: then took it to their teams, et cetera, et cetera.

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Speaker 3: But we have a we have an internal CMO who

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Speaker 3: we hired about a year ago, and she is responsible

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Speaker 3: for taking all of the great work that we do

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Speaker 3: with our purpose, our values, all the things we do

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Speaker 3: in our organization, and helping our three hundred and three

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Speaker 3: hundred plus thousand employees understand why each and every single

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Speaker 3: one of them is here and how they contribute to

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Speaker 3: that that that purpose of making dreams possible for everyone, everywhere,

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Speaker 3: every day. And so again, we treated it much like

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Speaker 3: we treat any other campaign. There was an editorial calendar,

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Speaker 3: there still is, and I think very importantly we did

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Speaker 3: not treat it as a one year thing. So for us,

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Speaker 3: it is important that you know it is a multi

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Speaker 3: year journey. And the very beginning people would say, oh,

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Speaker 3: I know you, you know you wrote the purpose Carla,

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Speaker 3: like it's Carla's purpose because I was standing on the stage,

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Speaker 3: you know, telling everybody about it. Today, I am so

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Speaker 3: proud that it is everybody else's purpose. Now we get

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Speaker 3: emails that show us how people in our branches have

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Speaker 3: taken the purpose and you know, made mugs out of

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Speaker 3: them or made a poster or something because it's them

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Speaker 3: and they love it and they believe in it. And

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Speaker 3: I think that's probably what's the most important. But it

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Speaker 3: has to start on the top. It has to be

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Speaker 3: a deliberate you know, thinking about how we're going to

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Speaker 3: roll it out to the organization and then you know,

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Speaker 3: externally to our customers and our clients as well, who

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Speaker 3: have been very open and welcoming with it because it

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Speaker 3: shows that we believe in something and we stand for something.

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Speaker 1: And you've mentioned, you know, you developed this, you implemented

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Speaker 1: this purpose. You mentioned campaigns. Was there any campaign since

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Speaker 1: then or initiative which stands out for you based on

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Speaker 1: that purpose where you know people would immediately recognize this

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Speaker 1: externally of course, to recognize that purpose.

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Speaker 3: Yeah, so the campaign that we've done externally is under

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Speaker 3: the handle of make Happen. So we didn't want to

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Speaker 3: take our internal purpose of make dreams possible and make

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Speaker 3: that a tagline of a campaign that's internal for us.

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Speaker 3: It's a rallying cry and a sort of really nice

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Speaker 3: you know why we exist, but it translated into an

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Speaker 3: external campaign called make Happen, which is, you know, make

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Speaker 3: momentum happen, make you know, whatever it is, make small

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Speaker 3: business happen, et cetera. But the idea of that we

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Speaker 3: make something happen and help make it happen. And I'll

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Speaker 3: tell you one in particular that I really love is

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Speaker 3: last year. We have been pushing for an initiative called

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Speaker 3: Second Chances for a long time, and that initiative is

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Speaker 3: really about going to different states around the nation and

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Speaker 3: making sure that we are helping the states give people

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Speaker 3: second chances to work, people who have been incarcerated, people

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Speaker 3: who have a record, you know, something little something like

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Speaker 3: you know, maybe when they were nineteen years old, they

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Speaker 3: were smoking marijuana in their college door room and they

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Speaker 3: got caught and they got arrested, and now they have

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Speaker 3: a record, and to expunge that record, it requires thousands

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Speaker 3: and thousands of pieces of paper, thousands and thousands of dollars.

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Speaker 3: And so what ends up happening is anytime those people

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Speaker 3: want to go for a job, they have to check

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Speaker 3: on a piece of paper that they have a record,

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Speaker 3: which in a lot of ways stops them a criminal record,

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Speaker 3: right which in a lot of ways stops them from

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Speaker 3: actually getting a job, and so giving them a second

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Speaker 3: chance is really important. So we did a campaign last

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Speaker 3: year where we went we did a whole exhibition in

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Speaker 3: front of in Philadelphia and then we took video of that.

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Speaker 3: We turned that into content. But it wasn't just the

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Speaker 3: content that was meaningful for me. It was the moment

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Speaker 3: that we did. It was when we were working with

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Speaker 3: other governments to try to get them to change their

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Speaker 3: second chance laws as well. So it really was an

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Speaker 3: entire effort from the organization, not just marketing but also

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Speaker 3: government affairs coming together to do greater things in the

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Speaker 3: community under the heading of men Happen.

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Speaker 1: I've mentioned at the beginning as part of the introduction

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Speaker 1: that you worked across you know, very different industries with

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Speaker 1: your experience and you know, spanning industries from finance to

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Speaker 1: consumer goods. How do you ensure that purpose remains constant

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Speaker 1: even as business objectives and also industries shift. I mean,

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Speaker 1: I can imagine that not just stepping into a new

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Speaker 1: industry and fully understand, you know, everything which belongs to

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Speaker 1: the industry, and then in new organization, I can imagine

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Speaker 1: there's a super challenging to be very you know, consistent

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Speaker 1: with that kind of purpose.

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Speaker 2: How do you do this for yourself?

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Speaker 3: Yeah, So for for us it's challenging in some ways.

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Speaker 3: If you where I think marketers make the mistakes sometimes

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Speaker 3: is that they take they think that purpose marketing sits

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Speaker 3: on its own, Yeah, and it's only about the brand

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Speaker 3: and that everything else is everything else they do, right,

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Speaker 3: So they're driving performance through something that's not purposeful or whatever.

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Speaker 3: And for us we look at it very differently. And

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Speaker 3: for me as a marketer, I look at it very differently.

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Speaker 3: For me, when you articulate what your purpose is and

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Speaker 3: what your values are, those permeate everything you do. And

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Speaker 3: so when we think about, you know that we are

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Speaker 3: a brand that has you know, service and heart and

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Speaker 3: curiosity and courage and excellence at the heart of its values.

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Speaker 3: That translates into our marketing. That translates into the campaigns

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Speaker 3: we do. That translates into how we think about driving

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Speaker 3: the business. Look, at the end of the day, purpose

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Speaker 3: is not fluffy. It drives business growth. Marketing drives business growth,

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Speaker 3: and so for us we don't think about it differently.

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Speaker 3: So we just think about who are our customers, who

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Speaker 3: are our clients, What are the marketing campaigns and how

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Speaker 3: is our purpose permeated into the things we do all

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Speaker 3: the way down by the way to you know, an

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Speaker 3: article that you might find on our website or on

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Speaker 3: our app that's all around financial education. That's still business,

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Speaker 3: but it's with a purpose, and so for us that's

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Speaker 3: really really important. You know, we have a product called

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Speaker 3: Credit Journey that's free to anybody, and it basically tells

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Speaker 3: you what your credit score rating is. It tells you

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Speaker 3: if it's gone up, it tells you if it's gone down,

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Speaker 3: but it also helps you. Now it doesn't introduce our products,

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Speaker 3: of course it does, but you don't have to use

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Speaker 3: our products. That is purposeful, you know. And so yes,

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Speaker 3: so I can tell you that there are real business

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Speaker 3: results behind Credit Journey, that's amazing. But I can also

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Speaker 3: tell you that it's done with purpose because we want

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Speaker 3: to make sure that people have financial health, if you will.

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Speaker 3: And so I don't see them as mutually exclusive. And

436
00:23:46,920 --> 00:23:49,800
Speaker 3: I think where we get in trouble sometimes as marketers

437
00:23:50,080 --> 00:23:53,360
Speaker 3: is when we separate. I'm going to do only purpose marketing,

438
00:23:53,440 --> 00:23:56,600
Speaker 3: and then I'm going to do you know, formats marketing

439
00:23:57,000 --> 00:24:00,760
Speaker 3: and to separate those two is actually, I think where

440
00:24:00,760 --> 00:24:01,639
Speaker 3: we make our mistake.

441
00:24:16,760 --> 00:24:19,320
Speaker 1: Let's broaden up the conversation a bit to a topic

442
00:24:19,359 --> 00:24:23,359
Speaker 1: which is absolutely in everybody's mind. I think these days,

443
00:24:23,880 --> 00:24:26,280
Speaker 1: in general, it's for years, because you know, you've been

444
00:24:26,480 --> 00:24:31,560
Speaker 1: a vocal advocate for diversity, equity and inclusion, which I

445
00:24:31,600 --> 00:24:34,960
Speaker 1: think you know, and I think not just me, feels

446
00:24:34,960 --> 00:24:36,800
Speaker 1: that this is under fire these days.

447
00:24:37,359 --> 00:24:38,840
Speaker 2: And looking ahet.

448
00:24:38,760 --> 00:24:42,120
Speaker 1: What do you see as the biggest opportunities and challenges

449
00:24:42,600 --> 00:24:47,320
Speaker 1: for advancing d I within large organizations? And to give

450
00:24:47,359 --> 00:24:50,679
Speaker 1: a bit more context, you know, I've just read an

451
00:24:50,840 --> 00:24:53,200
Speaker 1: article in the New York Times, I think it was

452
00:24:53,320 --> 00:24:56,160
Speaker 1: yesterday or the day before, also with a quote from

453
00:24:56,200 --> 00:24:59,159
Speaker 1: your CEO saying that you know, this company would not

454
00:24:59,800 --> 00:25:03,760
Speaker 1: be away from its DEI efforts in response to activists,

455
00:25:04,160 --> 00:25:07,840
Speaker 1: which I think it's a strong and absolutely clear statement,

456
00:25:08,040 --> 00:25:11,800
Speaker 1: and I highly appreciate this, but not everybody obviously does

457
00:25:11,840 --> 00:25:14,840
Speaker 1: it these days. So let's talk about this for a second,

458
00:25:15,160 --> 00:25:18,960
Speaker 1: because you are and you always was a vocal advocate

459
00:25:19,000 --> 00:25:19,399
Speaker 1: for d I.

460
00:25:20,359 --> 00:25:25,000
Speaker 3: Yeah, so I am a vocal advocate, and so is

461
00:25:25,080 --> 00:25:28,600
Speaker 3: our organization. So I think you quoted Jamie, you know,

462
00:25:28,840 --> 00:25:32,879
Speaker 3: we do remain committed to DEI it's a business imperative.

463
00:25:32,920 --> 00:25:35,920
Speaker 3: It's important for us to keep our people at the

464
00:25:35,960 --> 00:25:39,760
Speaker 3: center of everything that we do and do right by them.

465
00:25:40,320 --> 00:25:43,560
Speaker 3: We continue to reach out to communities, the Black community,

466
00:25:43,560 --> 00:25:48,080
Speaker 3: the Hispanic community, LGBTQ, plus the veteran community, because for us,

467
00:25:48,280 --> 00:25:51,800
Speaker 3: it's the it's good for business, and I think when

468
00:25:51,800 --> 00:25:54,960
Speaker 3: you reframe it in that way and you think about

469
00:25:55,000 --> 00:25:59,359
Speaker 3: it as business first, it becomes really really important. So

470
00:25:59,720 --> 00:26:03,280
Speaker 3: when when I think about everything we've done across our

471
00:26:03,320 --> 00:26:06,520
Speaker 3: communities and the people that we serve in those communities,

472
00:26:07,080 --> 00:26:09,639
Speaker 3: we're very proud of it, and I think we we

473
00:26:10,000 --> 00:26:12,479
Speaker 3: just you know, we continue to do this work across

474
00:26:12,480 --> 00:26:18,560
Speaker 3: the communities. We lift up schools, communities, hospitals, small businesses,

475
00:26:18,680 --> 00:26:21,720
Speaker 3: governments in all the communities we serve. And so again,

476
00:26:22,160 --> 00:26:25,160
Speaker 3: I think it's really really, really important that we all

477
00:26:25,200 --> 00:26:27,960
Speaker 3: look at it through the lens of business, whatever whatever

478
00:26:28,000 --> 00:26:29,560
Speaker 3: you decide to call it.

479
00:26:29,640 --> 00:26:29,840
Speaker 2: Now.

480
00:26:29,960 --> 00:26:33,679
Speaker 3: Obviously, as a firm, we're actively monitoring the evolving you know,

481
00:26:33,840 --> 00:26:37,760
Speaker 3: legal and the regulatory landscape. We continue to you know,

482
00:26:38,000 --> 00:26:40,760
Speaker 3: to monitor that, but we will always prioritize the well

483
00:26:40,800 --> 00:26:43,960
Speaker 3: being of our employees and our communities, and so we

484
00:26:44,440 --> 00:26:46,919
Speaker 3: you know, we just we we remain committed to that,

485
00:26:47,040 --> 00:26:51,000
Speaker 3: and I think it's again, you know, the only thing

486
00:26:51,080 --> 00:26:54,760
Speaker 3: that I might tell fellow marketers is that if we

487
00:26:54,840 --> 00:26:56,880
Speaker 3: look at it in the context of it's the right

488
00:26:56,920 --> 00:27:00,000
Speaker 3: thing to do for business, and it has always been

489
00:27:00,160 --> 00:27:02,200
Speaker 3: right thing to do, no matter what you call it.

490
00:27:02,200 --> 00:27:05,199
Speaker 1: Exactly well, I mean, luckily you know a lot of

491
00:27:05,240 --> 00:27:07,840
Speaker 1: other leaders, you know, provide very similar quotes.

492
00:27:07,960 --> 00:27:09,280
Speaker 2: I think this is great to see.

493
00:27:10,119 --> 00:27:14,439
Speaker 1: This conversation cannot happen without talking about technology trends and

494
00:27:14,520 --> 00:27:20,400
Speaker 1: specifically about AI in preparation for possible in April in Miami.

495
00:27:20,840 --> 00:27:25,320
Speaker 1: When I'm talking to partners and speakers and specifically to CMOS,

496
00:27:26,520 --> 00:27:29,240
Speaker 1: I get the impression that the time is over that

497
00:27:29,320 --> 00:27:32,600
Speaker 1: everybody tells us, you know, that the world is changing,

498
00:27:33,080 --> 00:27:35,879
Speaker 1: and this is even further going to change. So we

499
00:27:35,920 --> 00:27:39,320
Speaker 1: are we're looking for case studies, you know, learnings what

500
00:27:39,480 --> 00:27:43,040
Speaker 1: happened yesterday, What was you know, the outcome from yesterday's

501
00:27:43,080 --> 00:27:46,600
Speaker 1: efforts and activities, and what are the learnings for today's business.

502
00:27:46,920 --> 00:27:50,080
Speaker 1: Before going further down this way, please give us your

503
00:27:50,320 --> 00:27:54,159
Speaker 1: general perspective where we are. Specifically, you know what it

504
00:27:54,280 --> 00:27:57,840
Speaker 1: means currently for the work as a CMO and for

505
00:27:58,000 --> 00:27:58,879
Speaker 1: marketing in general.

506
00:27:59,440 --> 00:28:01,200
Speaker 2: It took a long did it take us Christian to

507
00:28:02,359 --> 00:28:04,639
Speaker 2: I give you five hours for that answer.

508
00:28:09,760 --> 00:28:13,240
Speaker 3: So look, there is no doubt about it that you know,

509
00:28:13,320 --> 00:28:15,480
Speaker 3: it is the topic du jour. In fact, I had

510
00:28:15,480 --> 00:28:18,480
Speaker 3: my senior leadership off site not too long ago and

511
00:28:18,720 --> 00:28:21,240
Speaker 3: we talked about it, you know, and as you can imagine,

512
00:28:21,280 --> 00:28:23,800
Speaker 3: every other marketer is talking about it for sure. But

513
00:28:23,840 --> 00:28:25,639
Speaker 3: I would tell you I agree with you at the

514
00:28:25,640 --> 00:28:29,639
Speaker 3: time is now to actually move forward and stop talking

515
00:28:29,640 --> 00:28:31,520
Speaker 3: about the fact that AI is going to come.

516
00:28:31,560 --> 00:28:31,720
Speaker 2: Now.

517
00:28:31,760 --> 00:28:34,440
Speaker 3: The reality is for us, in a lot of ways

518
00:28:34,480 --> 00:28:37,040
Speaker 3: we have been using AI. It's been you know, and

519
00:28:37,640 --> 00:28:40,840
Speaker 3: large language models in the banking industry and so but

520
00:28:41,000 --> 00:28:45,560
Speaker 3: in marketing we have really on my team. You won't

521
00:28:45,560 --> 00:28:47,680
Speaker 3: be surprised to know that there are about one hundred

522
00:28:47,720 --> 00:28:50,600
Speaker 3: and fifty active projects, and every single day there are

523
00:28:50,640 --> 00:28:52,400
Speaker 3: more and more and more. And we are you know,

524
00:28:52,480 --> 00:28:55,800
Speaker 3: four thousand people across the world in different lines of businesses,

525
00:28:56,160 --> 00:28:59,239
Speaker 3: in different marketing functions, and so there always is going

526
00:28:59,320 --> 00:29:01,320
Speaker 3: to be a lot of What I am trying to

527
00:29:01,320 --> 00:29:03,520
Speaker 3: do now, what I would encourage all other leaders to

528
00:29:03,560 --> 00:29:07,000
Speaker 3: do is really think about how to prioritize those things

529
00:29:07,000 --> 00:29:09,160
Speaker 3: because there's a lot of noise out there. There's a

530
00:29:09,200 --> 00:29:12,840
Speaker 3: lot of new platforms. Every day, something's popping up. You

531
00:29:12,880 --> 00:29:15,479
Speaker 3: can't keep track of it. And so I think what

532
00:29:15,520 --> 00:29:17,560
Speaker 3: we are trying to do now, or what we are

533
00:29:17,560 --> 00:29:21,040
Speaker 3: doing now, is prioritizing those and saying, like, across the board,

534
00:29:21,120 --> 00:29:24,280
Speaker 3: across the marketing organization, what is the most important to us?

535
00:29:24,680 --> 00:29:27,120
Speaker 3: Where are we going to lead and lean in and

536
00:29:27,160 --> 00:29:29,400
Speaker 3: where do we need to wait a little bit for

537
00:29:29,560 --> 00:29:33,040
Speaker 3: the technology to advance a little bit further before we

538
00:29:33,080 --> 00:29:35,240
Speaker 3: move forward. And we don't have all the answers to

539
00:29:35,280 --> 00:29:39,840
Speaker 3: those questions yet, but we are definitely experimenting. We actually

540
00:29:39,880 --> 00:29:42,840
Speaker 3: were One of the first use cases in our firm

541
00:29:43,280 --> 00:29:46,080
Speaker 3: was in marketing and it was in search and search

542
00:29:46,120 --> 00:29:48,720
Speaker 3: engine optimization. And so you know, in our world, we

543
00:29:48,760 --> 00:29:51,640
Speaker 3: write a lot of articles, a lot of financial education

544
00:29:51,720 --> 00:29:55,800
Speaker 3: and literacy articles, and those are people writing them, you know,

545
00:29:55,880 --> 00:29:59,560
Speaker 3: and sometimes those take seven days to do. What we

546
00:29:59,640 --> 00:30:03,040
Speaker 3: have done is we've turned our writers into editors and

547
00:30:03,120 --> 00:30:07,040
Speaker 3: so now they are prompt engineers. They you know, prompt

548
00:30:07,040 --> 00:30:11,040
Speaker 3: the internal chat GPT that we have and they now

549
00:30:11,160 --> 00:30:14,200
Speaker 3: you know, the output comes out and they are spending

550
00:30:14,560 --> 00:30:18,840
Speaker 3: maybe two hours now editing instead of you know, seven

551
00:30:18,880 --> 00:30:21,760
Speaker 3: hours or seven days or whatever it is writing. And

552
00:30:21,800 --> 00:30:25,120
Speaker 3: so it's been very good for us from an efficiency standpoint.

553
00:30:25,400 --> 00:30:27,000
Speaker 3: But I wouldn't stop there. I would tell you it's

554
00:30:27,040 --> 00:30:32,720
Speaker 3: actually driven significant effectiveness actually, and we're seeing significant and

555
00:30:32,800 --> 00:30:36,520
Speaker 3: PV results in our search and so we are really

556
00:30:36,560 --> 00:30:40,920
Speaker 3: starting to use the power of gen ai to not

557
00:30:41,360 --> 00:30:44,880
Speaker 3: just you know, talk about the possibility, but to actually

558
00:30:44,960 --> 00:30:49,040
Speaker 3: start seeing it in action. And we're piloting a lot

559
00:30:49,080 --> 00:30:52,720
Speaker 3: of projects. We're piloting, you know, some some interesting things

560
00:30:52,800 --> 00:30:55,360
Speaker 3: on our JP Morgan side of the business, where again

561
00:30:55,440 --> 00:30:58,600
Speaker 3: we go do client events and for the longest time,

562
00:30:59,000 --> 00:31:01,040
Speaker 3: you know, those client events and we would take like

563
00:31:01,120 --> 00:31:03,680
Speaker 3: beautiful nuggets of what people would say on panels and

564
00:31:03,720 --> 00:31:06,760
Speaker 3: package them up and market them to prospects or clients.

565
00:31:07,240 --> 00:31:10,000
Speaker 3: And that takes time. You know, when you can use

566
00:31:10,120 --> 00:31:13,920
Speaker 3: platforms that actually help you now do that in record time.

567
00:31:14,000 --> 00:31:16,760
Speaker 3: You can turn that content around, and you can turn

568
00:31:16,840 --> 00:31:19,960
Speaker 3: that personalized content around in twenty four hours. So one

569
00:31:20,000 --> 00:31:23,160
Speaker 3: client might care about a certain topic, the other client's

570
00:31:23,160 --> 00:31:25,440
Speaker 3: going to care about something totally different that was set

571
00:31:25,480 --> 00:31:28,000
Speaker 3: in an event. And so for us, we're seeing the

572
00:31:28,080 --> 00:31:32,200
Speaker 3: ability to drive a ton of efficiency but also effectiveness.

573
00:31:32,200 --> 00:31:35,520
Speaker 3: And that's just two examples of many others that we

574
00:31:35,600 --> 00:31:39,480
Speaker 3: are piloting. But I do think that it's an exciting time.

575
00:31:39,880 --> 00:31:41,800
Speaker 3: The thing that I would say, Christian, that I am

576
00:31:41,920 --> 00:31:45,720
Speaker 3: thinking about, though, is a couple of things. Number one

577
00:31:45,800 --> 00:31:48,040
Speaker 3: is how do we use it for good? Let's just

578
00:31:48,080 --> 00:31:51,000
Speaker 3: make sure that the AI is being used for good,

579
00:31:51,040 --> 00:31:52,920
Speaker 3: and I think in marketing for the most part it

580
00:31:52,960 --> 00:31:56,560
Speaker 3: will be, so I worry less about that. But I

581
00:31:56,640 --> 00:31:59,240
Speaker 3: do think that as an industry, we tend to get

582
00:31:59,280 --> 00:32:02,720
Speaker 3: excited by the next shiny object, and I think we've

583
00:32:02,760 --> 00:32:06,160
Speaker 3: got to again be deliberate and careful about what we

584
00:32:06,280 --> 00:32:09,840
Speaker 3: are choosing to really lean in on and what we

585
00:32:09,880 --> 00:32:12,640
Speaker 3: are choosing to sort of wait and see. And then

586
00:32:12,680 --> 00:32:16,120
Speaker 3: the last thing I would say is just because AI

587
00:32:16,240 --> 00:32:19,360
Speaker 3: is so powerful does not mean that the art of

588
00:32:19,440 --> 00:32:22,880
Speaker 3: creativity is gone. In fact, I would say to the contrary,

589
00:32:22,960 --> 00:32:27,560
Speaker 3: we now need more creativity because the technology can be

590
00:32:27,640 --> 00:32:33,120
Speaker 3: so powerful, and so the human side working alongside the

591
00:32:33,160 --> 00:32:37,400
Speaker 3: technology is going to be really, really critical. So for me,

592
00:32:37,600 --> 00:32:39,760
Speaker 3: you know, we talk a lot in our teams about

593
00:32:39,800 --> 00:32:42,160
Speaker 3: AI is not going to take your job. The person

594
00:32:42,200 --> 00:32:45,000
Speaker 3: that uses AI is going to take your job, and

595
00:32:45,040 --> 00:32:47,120
Speaker 3: so you've really got to think about how do we

596
00:32:47,160 --> 00:32:50,360
Speaker 3: live alongside this technology and make it work for us

597
00:32:50,400 --> 00:32:54,640
Speaker 3: as opposed to fight it, but even worse, lean so

598
00:32:54,840 --> 00:32:57,400
Speaker 3: much into it that you forget the power of human

599
00:32:57,440 --> 00:32:58,600
Speaker 3: creativity in marketing.

600
00:32:58,680 --> 00:33:00,480
Speaker 2: Yeah, that's interesting and interesting.

601
00:33:00,600 --> 00:33:03,160
Speaker 1: I mean I can imagine that not just in terms

602
00:33:03,200 --> 00:33:08,040
Speaker 1: of how to execute things and start to INTEGRATEI platforms,

603
00:33:08,120 --> 00:33:11,480
Speaker 1: tool technologies into the daily work is super challenging, but

604
00:33:11,560 --> 00:33:14,080
Speaker 1: also to find the right partners because it feels for me,

605
00:33:14,160 --> 00:33:18,120
Speaker 1: it feels we are overcrowded with you know, as you said,

606
00:33:18,160 --> 00:33:21,320
Speaker 1: every day, new companies, new platforms, new tools, new solutions

607
00:33:21,360 --> 00:33:24,000
Speaker 1: will come up and you can't keep track. But on

608
00:33:24,040 --> 00:33:25,680
Speaker 1: the other hand, at some point you have to make

609
00:33:25,680 --> 00:33:29,000
Speaker 1: a decision, right, what is the best one for me today? Yes,

610
00:33:29,040 --> 00:33:31,840
Speaker 1: and maybe it's just for a couple of weeks or whatever.

611
00:33:32,280 --> 00:33:35,240
Speaker 1: I think this is extremely challenging. So hopefully we can

612
00:33:35,280 --> 00:33:39,960
Speaker 1: provide also some kind of clarity and some kind of transparency,

613
00:33:40,080 --> 00:33:42,080
Speaker 1: you know, when we bring hopefully the right people on

614
00:33:42,120 --> 00:33:45,160
Speaker 1: our stage in a couple of weeks time. But coming

615
00:33:45,200 --> 00:33:48,640
Speaker 1: back to my previous point that the biggest challenge I

616
00:33:48,680 --> 00:33:51,240
Speaker 1: also can see that to find the right partner and

617
00:33:51,280 --> 00:33:54,280
Speaker 1: to be able to make some decisions from time to time,

618
00:33:54,640 --> 00:33:56,960
Speaker 1: because at the end, you need to work with solutions

619
00:33:56,960 --> 00:33:58,760
Speaker 1: and platforms, right you.

620
00:33:58,680 --> 00:34:00,840
Speaker 3: Do, and I think that what you guys are going

621
00:34:00,920 --> 00:34:02,719
Speaker 3: to do in a few weeks is going to be very,

622
00:34:02,840 --> 00:34:06,560
Speaker 3: very helpful because you have to somehow cut through the

623
00:34:06,640 --> 00:34:10,080
Speaker 3: noise and the reality is, at least for organizations like

624
00:34:10,160 --> 00:34:13,440
Speaker 3: my own, it's not easy to just say, oh, we're

625
00:34:13,480 --> 00:34:16,759
Speaker 3: going to use you know this platform and test it

626
00:34:16,800 --> 00:34:18,640
Speaker 3: for two weeks and then if it doesn't work, we

627
00:34:18,680 --> 00:34:21,560
Speaker 3: move on. Right Like with you know, with You've got

628
00:34:21,600 --> 00:34:24,600
Speaker 3: to bring it into your organization. You've got to make

629
00:34:24,640 --> 00:34:27,000
Speaker 3: sure that it's a viable proposition. You've got to make

630
00:34:27,040 --> 00:34:29,560
Speaker 3: sure that it's safe for your organization and your ecosystem.

631
00:34:29,680 --> 00:34:32,600
Speaker 3: So there's a lot of work that goes into even

632
00:34:32,719 --> 00:34:36,200
Speaker 3: just setting up some of these partners internally and then

633
00:34:36,280 --> 00:34:38,120
Speaker 3: and so you're right, you've got to make sure you're

634
00:34:38,239 --> 00:34:41,000
Speaker 3: choosing the right ones, the ones that have long term viability,

635
00:34:41,000 --> 00:34:43,920
Speaker 3: the ones that so it is I think as marketers

636
00:34:43,960 --> 00:34:47,279
Speaker 3: it's a big challenge from that perspective, and anything you

637
00:34:47,360 --> 00:34:49,400
Speaker 3: can do that you guys are going to do to

638
00:34:49,480 --> 00:34:51,359
Speaker 3: help sort of bring some clarity to that I think

639
00:34:51,400 --> 00:34:52,400
Speaker 3: will be very valuable.

640
00:34:53,120 --> 00:34:56,000
Speaker 1: So let's see, I'm really excited about, you know, knowing

641
00:34:56,040 --> 00:34:58,960
Speaker 1: a bit more about what's what's coming up there, and

642
00:34:59,320 --> 00:35:01,799
Speaker 1: I'm really here is to see, you know, how our

643
00:35:01,800 --> 00:35:04,719
Speaker 1: audience will react to this in general, but of course,

644
00:35:04,760 --> 00:35:08,120
Speaker 1: considering tech trends and what we just recently talked about,

645
00:35:08,600 --> 00:35:11,760
Speaker 1: what is a bold prediction you have for the future

646
00:35:11,800 --> 00:35:13,480
Speaker 1: of marketing and brand strategy?

647
00:35:14,560 --> 00:35:18,759
Speaker 3: Old prediction? Hmmm, I don't know that they're bold, but

648
00:35:18,840 --> 00:35:20,640
Speaker 3: I'll tell you that a few things that are on

649
00:35:20,719 --> 00:35:23,680
Speaker 3: my mind. I would say one is, you know, I

650
00:35:24,520 --> 00:35:28,520
Speaker 3: think in the conversations about AI, because they are so

651
00:35:28,880 --> 00:35:32,520
Speaker 3: consuming everything we talk about, I want us to not

652
00:35:32,800 --> 00:35:36,879
Speaker 3: lose sight of the basics of the things that we

653
00:35:36,960 --> 00:35:39,920
Speaker 3: do that as marketers that are really, really, really important,

654
00:35:40,040 --> 00:35:42,799
Speaker 3: and some things that are that are at least you know,

655
00:35:43,400 --> 00:35:46,480
Speaker 3: percolating in my head, in my team's head. I think

656
00:35:46,560 --> 00:35:49,080
Speaker 3: we cannot ignore and look, AI will be an enabler

657
00:35:49,120 --> 00:35:52,920
Speaker 3: to this for sure, but we cannot ignore the importance

658
00:35:53,000 --> 00:35:56,720
Speaker 3: of personalization and engagement with our customers and with our clients,

659
00:35:56,800 --> 00:36:00,840
Speaker 3: and so you know, increasingly that is a demand that

660
00:36:00,920 --> 00:36:04,160
Speaker 3: they have. I am giving you my data. I am

661
00:36:04,200 --> 00:36:06,839
Speaker 3: allowing you access to my data. You should know who

662
00:36:06,880 --> 00:36:10,080
Speaker 3: I am, and shame on you if you don't. And

663
00:36:10,120 --> 00:36:12,239
Speaker 3: I'm going to vote with my wallet if you don't, right,

664
00:36:12,280 --> 00:36:14,160
Speaker 3: I'm going to go somewhere else that does. And so

665
00:36:14,360 --> 00:36:17,880
Speaker 3: for us it is really important. And I think marketers

666
00:36:17,920 --> 00:36:21,880
Speaker 3: have to really think about how they harness their data,

667
00:36:22,360 --> 00:36:25,120
Speaker 3: how they harness the knowledge they have about their customers,

668
00:36:25,480 --> 00:36:29,080
Speaker 3: and marry that with technology that is available to be

669
00:36:29,200 --> 00:36:35,600
Speaker 3: able to really create impactful, tailored experiences and products for customers.

670
00:36:35,880 --> 00:36:38,120
Speaker 3: I don't think we can ignore that in all the

671
00:36:38,160 --> 00:36:42,080
Speaker 3: conversation about you know, what's new, et cetera. The end

672
00:36:42,080 --> 00:36:44,080
Speaker 3: of the day, we have to remember as marketers, we

673
00:36:44,120 --> 00:36:47,360
Speaker 3: are serving our clients and our customers to drive meaningful

674
00:36:47,400 --> 00:36:50,360
Speaker 3: business growth. Number one. The other thing I would say

675
00:36:50,640 --> 00:36:54,640
Speaker 3: is I think that again in the sort of blocking

676
00:36:54,680 --> 00:36:58,280
Speaker 3: and tackling place, I think that, you know, the advent

677
00:36:58,440 --> 00:37:03,200
Speaker 3: of all of this technology is really going to, I believe,

678
00:37:03,360 --> 00:37:07,480
Speaker 3: allow us to have much greater efficiency, you know, streamline

679
00:37:07,520 --> 00:37:10,520
Speaker 3: all our processes, improve all our measures so that we

680
00:37:10,640 --> 00:37:15,719
Speaker 3: can really start to free up our people for the

681
00:37:15,840 --> 00:37:19,279
Speaker 3: things that actually are meaningful at the end of the day.

682
00:37:19,920 --> 00:37:24,880
Speaker 3: For me, when a lot of the technology commoditizes the

683
00:37:24,920 --> 00:37:29,680
Speaker 3: basic things that we do, what's left brand. What's left

684
00:37:29,840 --> 00:37:33,439
Speaker 3: It's the feeling that people have about your brand. It's

685
00:37:33,440 --> 00:37:36,160
Speaker 3: the values of your brand. It's what your brand does,

686
00:37:36,239 --> 00:37:38,680
Speaker 3: It's what your brand is saying and how people are

687
00:37:38,719 --> 00:37:41,840
Speaker 3: reacting to that, the value that you are giving to

688
00:37:41,960 --> 00:37:44,960
Speaker 3: your customers and clients. And I don't think we can

689
00:37:45,040 --> 00:37:49,080
Speaker 3: forget that. And so I think for we always talk

690
00:37:49,160 --> 00:37:52,759
Speaker 3: about it's either the brand or the performance. And for me,

691
00:37:52,840 --> 00:37:56,239
Speaker 3: I'm a broken record, and I think that you know,

692
00:37:56,640 --> 00:37:59,200
Speaker 3: I don't know bold prediction. But for me, as I

693
00:37:59,239 --> 00:38:03,000
Speaker 3: think about the future, those things have to continue to

694
00:38:03,080 --> 00:38:06,480
Speaker 3: come together. I talk a lot with my team about

695
00:38:06,520 --> 00:38:09,600
Speaker 3: heart and science, and we are blessed with a lot

696
00:38:09,600 --> 00:38:13,360
Speaker 3: of science here. We have eighty million active customers digitally,

697
00:38:13,520 --> 00:38:17,440
Speaker 3: we are you know, we have so much data. But

698
00:38:18,640 --> 00:38:21,200
Speaker 3: what we need to always have is heart, because at

699
00:38:21,239 --> 00:38:24,120
Speaker 3: the end of the day, you are marketing to a person.

700
00:38:24,520 --> 00:38:27,240
Speaker 3: You're not marketing to an IP address, You're not marketing

701
00:38:27,280 --> 00:38:29,720
Speaker 3: to a robot. You're marketing to a person. That person

702
00:38:29,800 --> 00:38:34,640
Speaker 3: has needs and dreams and fears, and we have to

703
00:38:34,680 --> 00:38:37,239
Speaker 3: think about that. So with all the data that we have,

704
00:38:37,640 --> 00:38:41,120
Speaker 3: we can build better brands, We can build better experiences,

705
00:38:41,160 --> 00:38:43,120
Speaker 3: and we should and that, to me, I think is

706
00:38:43,680 --> 00:38:45,640
Speaker 3: a big piece of it. And then the last thing

707
00:38:45,680 --> 00:38:49,319
Speaker 3: I would say is experience I think is going to

708
00:38:49,360 --> 00:38:52,600
Speaker 3: be a big like real life experiences, I think are

709
00:38:52,680 --> 00:38:55,000
Speaker 3: going to be a big thing that we are seeing

710
00:38:55,040 --> 00:38:57,399
Speaker 3: more and more brands do. We certainly are doing that

711
00:38:57,480 --> 00:39:00,800
Speaker 3: with all of our lounges. But the access to things

712
00:39:01,239 --> 00:39:05,000
Speaker 3: that being a part of your brand gets your customer

713
00:39:05,080 --> 00:39:08,160
Speaker 3: and your client, I think is going to be increasingly important.

714
00:39:08,560 --> 00:39:11,920
Speaker 3: What will be most important from a marketing perspective is

715
00:39:11,960 --> 00:39:14,799
Speaker 3: how do we turn those experiences that might be for

716
00:39:14,960 --> 00:39:19,080
Speaker 3: twenty five people into things that millions of people see

717
00:39:19,480 --> 00:39:21,920
Speaker 3: and millions of people feel, And so how do we

718
00:39:21,960 --> 00:39:25,680
Speaker 3: create the content around those experiences will become really really important.

719
00:39:25,760 --> 00:39:28,160
Speaker 3: So many other things, but those are probably the three

720
00:39:28,200 --> 00:39:29,920
Speaker 3: that are top of my mind.

721
00:39:29,719 --> 00:39:32,040
Speaker 1: Which, by the way, I think it is a bold prediction.

722
00:39:32,200 --> 00:39:35,600
Speaker 1: By the way, it's definitely a bold one. Cala let

723
00:39:35,640 --> 00:39:37,719
Speaker 1: me come back, let me come back to you know

724
00:39:37,719 --> 00:39:40,960
Speaker 1: how we kicked off kicked off our coganization today? Is

725
00:39:41,000 --> 00:39:44,120
Speaker 1: there you know a failure, or let's call it more

726
00:39:44,160 --> 00:39:48,120
Speaker 1: a challenge that shape your perspective and approach as a leader.

727
00:39:48,200 --> 00:39:51,680
Speaker 1: You want to share with our audience. I mean, you

728
00:39:51,680 --> 00:39:55,520
Speaker 1: are so experienced, you know there must be something.

729
00:39:55,640 --> 00:39:59,839
Speaker 3: Here's come on, there's many. There's many. Every single day

730
00:39:59,840 --> 00:40:02,319
Speaker 3: I have failures. I really do. Every single day there

731
00:40:02,360 --> 00:40:04,239
Speaker 3: are failures. I'm going to give you the big one

732
00:40:05,040 --> 00:40:08,439
Speaker 3: because that one, I think shaped me in a way

733
00:40:08,480 --> 00:40:12,799
Speaker 3: that's probably surprising to people. So I left PepsiCo at

734
00:40:12,800 --> 00:40:15,200
Speaker 3: the top of my game. Anyone would tell you she

735
00:40:15,320 --> 00:40:17,520
Speaker 3: was at the top of her game. Why would she

736
00:40:17,600 --> 00:40:20,960
Speaker 3: want to go to Toys r Us a company that was,

737
00:40:21,239 --> 00:40:24,879
Speaker 3: you know, in bad shape for a long time, and

738
00:40:25,160 --> 00:40:27,239
Speaker 3: why would she want to do that? Like that's the

739
00:40:27,280 --> 00:40:30,480
Speaker 3: death of her career? And for me, there were many

740
00:40:30,520 --> 00:40:32,880
Speaker 3: reasons why I did it, which was which is another

741
00:40:32,920 --> 00:40:36,800
Speaker 3: podcast in and of itself, so another episode of your podcast.

742
00:40:37,280 --> 00:40:40,120
Speaker 3: But you know, everyone knows the story of Toys r Us.

743
00:40:40,200 --> 00:40:43,080
Speaker 3: I arrived there, and you know, about six months later,

744
00:40:43,160 --> 00:40:45,520
Speaker 3: we decided that we were going to declare bankruptcy as

745
00:40:45,520 --> 00:40:50,200
Speaker 3: a company. And you know the first thing that sets

746
00:40:50,200 --> 00:40:53,480
Speaker 3: into your mind there is the ego as if I'm

747
00:40:53,520 --> 00:40:56,000
Speaker 3: being honest, it's the first thing that sets in, Oh

748
00:40:56,040 --> 00:40:59,400
Speaker 3: my god, what are people going to say. They're going

749
00:40:59,440 --> 00:41:01,600
Speaker 3: to say, I told you so, you never should have

750
00:41:01,680 --> 00:41:05,160
Speaker 3: done that, et cetera, et cetera. Once you put that aside, right,

751
00:41:05,200 --> 00:41:08,560
Speaker 3: once you put that aside, then you get into the

752
00:41:09,080 --> 00:41:11,200
Speaker 3: you know, the the nitty gritty of like what you

753
00:41:11,239 --> 00:41:13,080
Speaker 3: are doing day to day. And I will tell you

754
00:41:13,120 --> 00:41:18,279
Speaker 3: that I learned so much about that experience, so much

755
00:41:18,320 --> 00:41:20,839
Speaker 3: I learned about how to be a leader during the

756
00:41:20,880 --> 00:41:26,239
Speaker 3: most diverse moments of life. You know, people myself included

757
00:41:27,000 --> 00:41:29,080
Speaker 3: one day, We're no longer going to have a paycheck.

758
00:41:30,000 --> 00:41:30,399
Speaker 2: That's it.

759
00:41:30,560 --> 00:41:32,560
Speaker 3: The door was going to close and you had nothing,

760
00:41:32,760 --> 00:41:35,480
Speaker 3: you know. But I had to lead people through that.

761
00:41:36,000 --> 00:41:39,240
Speaker 3: And so the learning of back to the empathy point,

762
00:41:39,360 --> 00:41:44,200
Speaker 3: leading with empathy, leading with vulnerability, leading with authenticity was very, very,

763
00:41:44,320 --> 00:41:47,880
Speaker 3: very important, and I think a masterclass in that. The

764
00:41:47,920 --> 00:41:51,760
Speaker 3: other thing is, you know, how do you pick yourself

765
00:41:51,800 --> 00:41:55,480
Speaker 3: back up from that because that's so public, and how

766
00:41:55,480 --> 00:41:58,120
Speaker 3: do you build the confidence again to go do something else?

767
00:41:58,280 --> 00:42:01,920
Speaker 3: You know. But I look back on that experience and

768
00:42:02,360 --> 00:42:06,120
Speaker 3: you know, leaving consumer package goods to go into retail

769
00:42:06,400 --> 00:42:09,200
Speaker 3: where at a moment in time in the marketing industry,

770
00:42:09,320 --> 00:42:13,840
Speaker 3: eCOM was really important, becoming really important, digital marketing becoming

771
00:42:13,880 --> 00:42:18,399
Speaker 3: really important, loyalty programs, owning your own data, all the

772
00:42:18,440 --> 00:42:21,360
Speaker 3: things that have set me up to be where I

773
00:42:21,400 --> 00:42:25,080
Speaker 3: am today. It was such an important part of my

774
00:42:25,719 --> 00:42:29,120
Speaker 3: you know, career progression. And so even though yes, it

775
00:42:29,160 --> 00:42:32,520
Speaker 3: was a moment, it was sad, it was public, it

776
00:42:32,680 --> 00:42:36,960
Speaker 3: was you know, very very hard. Today, I look back

777
00:42:37,000 --> 00:42:39,839
Speaker 3: at that experience and I'm like, oh my gosh, even

778
00:42:39,880 --> 00:42:43,520
Speaker 3: though it ended way too quick, it actually gave me

779
00:42:44,280 --> 00:42:46,759
Speaker 3: all the things that I needed to continue to set

780
00:42:46,800 --> 00:42:49,000
Speaker 3: me up for success here. And I think that's the

781
00:42:49,040 --> 00:42:50,800
Speaker 3: way we should think about it. I don't think we

782
00:42:50,840 --> 00:42:53,279
Speaker 3: should think about as hard as the failures are. And

783
00:42:53,320 --> 00:42:55,920
Speaker 3: trust me, I'm making it sound like it's this beautiful

784
00:42:55,960 --> 00:42:59,359
Speaker 3: story of like ultimate success, but you know it's it

785
00:42:59,400 --> 00:43:01,239
Speaker 3: was hard. It was hard for me. It was hard

786
00:43:01,320 --> 00:43:03,600
Speaker 3: at home. It was hard in the industry. You know,

787
00:43:03,719 --> 00:43:06,520
Speaker 3: you realize who your friends are, you realize, you know,

788
00:43:06,560 --> 00:43:08,759
Speaker 3: when you don't have a checkbook and a marketer who's

789
00:43:08,800 --> 00:43:11,200
Speaker 3: still there for you. All of those things, right, those

790
00:43:11,200 --> 00:43:13,880
Speaker 3: are really important lessons I think for marketers to remember.

791
00:43:14,640 --> 00:43:18,120
Speaker 3: But it was an incredible, incredible learning, and I would

792
00:43:18,200 --> 00:43:19,759
Speaker 3: not be where I am today if it was not

793
00:43:19,840 --> 00:43:22,040
Speaker 3: for that experience. So I'm grateful for it, and I

794
00:43:22,080 --> 00:43:24,160
Speaker 3: can say that today several years in the later, I

795
00:43:24,160 --> 00:43:25,640
Speaker 3: couldn't have told you that in the beginning.

796
00:43:26,440 --> 00:43:27,759
Speaker 2: Thank you so much for sharing this.

797
00:43:27,920 --> 00:43:30,920
Speaker 1: I think that was very powerful and it's such a

798
00:43:30,960 --> 00:43:34,800
Speaker 1: pleasure talking to you about your insights and your experiences.

799
00:43:34,840 --> 00:43:36,560
Speaker 2: And I feel it could go on and go on

800
00:43:36,640 --> 00:43:37,160
Speaker 2: and go on.

801
00:43:38,320 --> 00:43:40,239
Speaker 1: I remember my offer to you, you know, to give

802
00:43:40,239 --> 00:43:42,640
Speaker 1: you a couple of hours to force some specific answers,

803
00:43:42,680 --> 00:43:46,279
Speaker 1: you know, to dig in more details. So I'm looking

804
00:43:46,280 --> 00:43:49,080
Speaker 1: forward to do this at some time for sure. Thank

805
00:43:49,120 --> 00:43:51,680
Speaker 1: you so much for being on our show. With your

806
00:43:51,719 --> 00:43:54,640
Speaker 1: insights and your passion you're shown in this conversation, I

807
00:43:54,640 --> 00:43:57,400
Speaker 1: think our listeners have a lot to take away and

808
00:43:57,480 --> 00:44:00,319
Speaker 1: to think about it. Kyla, thank you so much for

809
00:44:00,360 --> 00:44:01,200
Speaker 1: being with us today.

810
00:44:01,400 --> 00:44:04,320
Speaker 3: Thank you, Thank you so much for having me Christian, thank.

811
00:44:04,080 --> 00:44:07,520
Speaker 2: You, thanks for tuning in everyone.

812
00:44:07,800 --> 00:44:10,600
Speaker 1: Once again, I'm your host, Christian moh If you have

813
00:44:10,719 --> 00:44:13,799
Speaker 1: a question or suggestion to me, reach out send me

814
00:44:13,880 --> 00:44:18,160
Speaker 1: DM on LinkedIn. If you're curious to learn more about

815
00:44:18,200 --> 00:44:20,919
Speaker 1: possible sign up for our newsletter, or if you want

816
00:44:20,920 --> 00:44:23,560
Speaker 1: to join us at the Possible Show in Miami, visit

817
00:44:23,640 --> 00:44:27,440
Speaker 1: Possible event dot com. Possible Now is a co production

818
00:44:27,520 --> 00:44:31,960
Speaker 1: of iHeartMedia and Possible. Our executive producers are Ryan Martz

819
00:44:32,040 --> 00:44:36,720
Speaker 1: and Yasmin Melandez. Our supervising producer is Meredith Barnes. Special

820
00:44:36,760 --> 00:44:40,480
Speaker 1: thanks to Colleen Lawrence Mack from our programming team. Our

821
00:44:40,600 --> 00:44:44,600
Speaker 1: theme music is composed by Anthony Keatacoli. For more podcasts

822
00:44:44,600 --> 00:44:48,680
Speaker 1: from iHeart, visit the iHeart app Apple podcast, or wherever

823
00:44:48,719 --> 00:44:50,880
Speaker 1: you listen to your favorite shows.