WEBVTT - Rosalind Brewer

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<v Speaker 1>Currently, there are only two fortunate five companies run by

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<v Speaker 1>African American women. One of those women is Ross Brewer,

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<v Speaker 1>who is leading Walgreen Spoots Alliance, a well known pharmacy chain.

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<v Speaker 1>I sat down with Ros. We were to talk about

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<v Speaker 1>how she's trying to transform that company into one that

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<v Speaker 1>also offers additional healthcare services to its customers. I have

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<v Speaker 1>noticed that Walgreens and another company that's also in the

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<v Speaker 1>drug store area of I won't mention their name, but

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<v Speaker 1>the competitor of yours, both of you seem to be

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<v Speaker 1>interested in being in the healthcare business as opposed to

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<v Speaker 1>the pharmaceutical drug store business. Why is that? What's what's

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<v Speaker 1>so much better about the healthcare business? So, first of all,

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<v Speaker 1>you know we've been Walgreens started in nineteen o one,

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<v Speaker 1>and you know, when you think about drug dispensing, it's

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<v Speaker 1>um it's critical to all of us at some point

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<v Speaker 1>in our lives. But one of the things that's very

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<v Speaker 1>clear to us um ending the pandemic, or in the

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<v Speaker 1>middle of the pandemic, we realized our relationship with our

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<v Speaker 1>customers and our patients was so much more critical. We

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<v Speaker 1>delivered seventy million shots in arms during the time of

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<v Speaker 1>the pandemic, but the relationship just went to the next level.

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<v Speaker 1>Pharmacists have always been consultants with customers and patients, and

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<v Speaker 1>you will see your pharmacists ten times more than you

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<v Speaker 1>see your primary care physician. But the idea of having

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<v Speaker 1>a primary care physician interacting with the pharmacists is the

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<v Speaker 1>way of the future and we will we will need

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<v Speaker 1>that ecosystem around us. Okay, So in your case, um,

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<v Speaker 1>Walgreen's case, you have begun a business. You've bought a

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<v Speaker 1>lot of companies in this area that are primary physician companies.

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<v Speaker 1>In the words, you buy the practices of primary physicians,

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<v Speaker 1>and then in effect their stockers are working for Walgreens

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<v Speaker 1>and they are still serving their patients, but they're in

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<v Speaker 1>effect employees of Walgreens. Is that right? That's that's correct there.

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<v Speaker 1>So we are purchasing We just purchased Summit Health in

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<v Speaker 1>the New Jersey, New York area and now we're one

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<v Speaker 1>of the largest primary care physician practices in the country.

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<v Speaker 1>So primary care physician practice. Um, what how many people

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<v Speaker 1>in the United States of the thirty million people we

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<v Speaker 1>have or so, how many of them actually have a

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<v Speaker 1>primary physician? From what we understand less than thirty of

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<v Speaker 1>Americans have a primary care physition, and you think it's

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<v Speaker 1>good to get an annual physical every year. I know

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<v Speaker 1>you're not a doctor, but now I'm not a doctor,

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<v Speaker 1>but you know I will tell you that. You know,

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<v Speaker 1>we are all going to be responsible for our health,

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<v Speaker 1>both financially and managing our own care. And to get

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<v Speaker 1>a physical every year is a good database for you,

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<v Speaker 1>a baseline to build for yourself because it's going to

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<v Speaker 1>fall back on you. You need to know more about

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<v Speaker 1>your personal health so that you can interact effectively with

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<v Speaker 1>your primary care physicians. So I get an annual physical

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<v Speaker 1>every year. I try to starve myself for the two

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<v Speaker 1>weeks before the end. Yes, I have mine tomorrow. Yes

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<v Speaker 1>I have found it doesn't work. But okay, what do

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<v Speaker 1>you think the biggest health care challenges for Americans? Is

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<v Speaker 1>it that we're overweight, we take too many drugs? What

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<v Speaker 1>is so? I think it's it's too pronged. One is that, yes,

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<v Speaker 1>obesity is a big problem. Um, But I think it's

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<v Speaker 1>it's negligence, but it's not intentional. I think people are

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<v Speaker 1>confused about the cost and access of healthcare, and they

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<v Speaker 1>think it's going to cost them a lot um and

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<v Speaker 1>when people have variable employment, as we've seen across these

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<v Speaker 1>last several years, is that you know, they're not quite

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<v Speaker 1>true what their insurance will cover and and not covering

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<v Speaker 1>what their autopockets expense will be, so they avoid going

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<v Speaker 1>to the doctor. And I think that is something we've

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<v Speaker 1>got to bring clarity to, which is why, you know,

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<v Speaker 1>the digital side of healthcare is going to become very

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<v Speaker 1>important so that we can all look at our mobile

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<v Speaker 1>devices and understand what's going on with their bodies. COVID

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<v Speaker 1>brought a lot of people into the drug stores to

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<v Speaker 1>get their COVID shots. I guess has a business picked

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<v Speaker 1>up or gone down since COVID is more or less

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<v Speaker 1>waned a bit in terms of people getting shots. You know,

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<v Speaker 1>what we're seeing at Walgreens is that we created, you know,

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<v Speaker 1>an expanded relationship. Um it did start with immunizations, but

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<v Speaker 1>now people are very deliberate about their flu shots and

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<v Speaker 1>so they're still getting COVID shots today, vaccines today, and

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<v Speaker 1>they're getting flu shots in combination. Our retail business, if

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<v Speaker 1>you look at our prior earnings, is up and performing well,

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<v Speaker 1>especially as we transition into healthcare. The front of our

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<v Speaker 1>stores are are picking up. So I have read that

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<v Speaker 1>post COVID it's difficult for companies like yours to get

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<v Speaker 1>entry level of people to come in there. They either

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<v Speaker 1>don't want to come back into the workforce or they

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<v Speaker 1>don't want the job that you can provide them. Is

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<v Speaker 1>it hard for you to get people? I noticed in

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<v Speaker 1>the stores I go to the drug stores, they're always

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<v Speaker 1>fresh people all the time, new people. Yeah, so you

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<v Speaker 1>know there's a lot of turnover at the hourly level.

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<v Speaker 1>I will admit um. But as we have these conversations,

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<v Speaker 1>it's becoming less about pay and more about their lifestyle

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<v Speaker 1>and what they want to do and progression. And so

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<v Speaker 1>what we're encouraging is that, you know, work at at

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<v Speaker 1>a Walgreen store and you can become a shift manager

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<v Speaker 1>and escalate. And that's really what they want to think about,

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<v Speaker 1>is a career and development. So if you were an

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<v Speaker 1>entry level person at one of these stores like Walgreens,

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<v Speaker 1>what kind of compensation you get above the minimum wage?

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<v Speaker 1>But you pay like fifteen or something exactly exactly, and

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<v Speaker 1>then it moves up based on you know, shift manager

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<v Speaker 1>and other responsibilities in the in the building. So I've

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<v Speaker 1>noticed that in none of these stores I go into

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<v Speaker 1>there used to be younger people post college or something.

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<v Speaker 1>Who it's the younger people working servicing the drug store.

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<v Speaker 1>Now I see a lot of people who are older

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<v Speaker 1>that like post retirement kind of people doing it. Is

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<v Speaker 1>that a phenomenon? You know, we we see both. Um,

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<v Speaker 1>you know, on the younger end of the spectrum, its

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<v Speaker 1>those looking for development or fill in job while they're

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<v Speaker 1>in college and doing something otherwise in their lives. And

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<v Speaker 1>then the retirement community is a very um, you know,

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<v Speaker 1>rich environment for us to recruit from. So I noticed

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<v Speaker 1>in a couple of drug stores even in my area,

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<v Speaker 1>which is not the poorest area in washing d C.

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<v Speaker 1>It's a nice upscale area. Um, when I want to

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<v Speaker 1>get razor blades, you have to go to the front

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<v Speaker 1>of the place and ask somebody unlock it. Why why

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<v Speaker 1>are you locking up razor blades and other things that

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<v Speaker 1>I might want to buy? Yes, So, you know this

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<v Speaker 1>is a national problem, and you know this isn't you know,

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<v Speaker 1>random theft, This is organized crime. And you know state

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<v Speaker 1>legislation has put guidelines on you know how much you

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<v Speaker 1>you know the theft that you can steal before you're convicted.

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<v Speaker 1>So it's a thousand dollar limit. But we have been

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<v Speaker 1>partnering with other retailers and sharing our camera feed. I

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<v Speaker 1>know some of our partners here from walmartter here, but

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<v Speaker 1>we're all part of an organization that's coming together that says,

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<v Speaker 1>if you've you know, we can put our camera feed

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<v Speaker 1>together and tell that that person has been in our

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<v Speaker 1>store in their store, and the numbers are higher than

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<v Speaker 1>one thousand. So we've been able to impact these theft

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<v Speaker 1>rings most recently. What are the things that are unlock

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<v Speaker 1>and key the most? What are people trying to steal

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<v Speaker 1>the most? Other than razor blades, like you know, I

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<v Speaker 1>will tell you, um I actually it started at razor

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<v Speaker 1>blades because that's such a high ticket item, but um,

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<v Speaker 1>you know, it's a lot of cosmetics. But really what

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<v Speaker 1>happens is that they take advantage of what I would

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<v Speaker 1>call the elbow move and they just come in and

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<v Speaker 1>swipe a counter. And so it's just a matter of

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<v Speaker 1>categories now almost and not just particular. So what is

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<v Speaker 1>the most profitable, high margin thing that you all sell.

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<v Speaker 1>I'd have to say it's in our cosmetics area, is

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<v Speaker 1>um is one, and then in some of our durable

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<v Speaker 1>medical goods. Some of our take home testing and things

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<v Speaker 1>like that are are very nice margin item. What is

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<v Speaker 1>the most common, most frequent thing that you sell? The

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<v Speaker 1>most frequent thing is probably toiletries like toothpaste and personal

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<v Speaker 1>care items of those those And why is it that

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<v Speaker 1>whenever there is like a scare coming along or a

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<v Speaker 1>pandemic or something, people rush to buy toilet paper. Noticed

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<v Speaker 1>that people are just are stockpiling toilet papers of hoarding,

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<v Speaker 1>and it's one of those things you never want to

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<v Speaker 1>be without. Okay, you're from Detroit. Your family, how many

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<v Speaker 1>siblings do you have? If I have three sisters and

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<v Speaker 1>a brother, okay, and you were the youngest, I'm the

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<v Speaker 1>youngest of five okay, and any of the others running

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<v Speaker 1>drug store change? No, But I do have a sister

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<v Speaker 1>that's a pharmacist. Wow, she had No, she's not. We

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<v Speaker 1>don't want to mix, ok okay, So um, all right,

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<v Speaker 1>So you're you're one of your parents do so? Both

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<v Speaker 1>my parents are are deceased, But my parents worked in

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<v Speaker 1>the auto industry, and so my dad eventually worked as

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<v Speaker 1>a member of management and my mom worked in hourly

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<v Speaker 1>labor at Okay, so you are many good colleges you

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<v Speaker 1>went to Spellman, an excellent college in Atlanta. Why did

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<v Speaker 1>you choose Spellman? Well, I chose Spellman because, you know,

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<v Speaker 1>I grew up in Michigan. I wanted to do something

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<v Speaker 1>a little different, um, get out of the cold weather.

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<v Speaker 1>But it was also a chance for me to be

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<v Speaker 1>at an institution that I thought really reflected me who

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<v Speaker 1>I was and what I wanted to do. And I

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<v Speaker 1>think also too, I mean, I got a scholarship, and

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<v Speaker 1>so that was helpful being at the time there were

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<v Speaker 1>four of us in college and so um, I was

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<v Speaker 1>actually pursuing you know, support at that time too. And

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<v Speaker 1>what did you major and what did you want to be?

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<v Speaker 1>I majored in chemistry, and I thought, you know, I

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<v Speaker 1>had always been pretty decent in the math and sciences.

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<v Speaker 1>So I just did what I knew what to do.

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<v Speaker 1>And I thought I'd either go into medicine or engineering. Um.

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<v Speaker 1>And actually I was recruited away by Kimberly Clark to

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<v Speaker 1>work in long range research as a chemist. So I

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<v Speaker 1>thought you might go to medical school, but Kimberly Clark

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<v Speaker 1>sold you away, right, Okay, So what did you do

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<v Speaker 1>for twenty two years at Kimberly Clark so I started

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<v Speaker 1>off in long range research as a as a chemist.

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<v Speaker 1>I was an organic chemist UM, and I had interned

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<v Speaker 1>my summers at General Motors, and so I worked in

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<v Speaker 1>chemistry there. I worked in analytical chemistry and moved into

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<v Speaker 1>organic worked in palmer science, and then I worked in

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<v Speaker 1>UM on one of the business as. I got a

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<v Speaker 1>chance to join the M and a team probably about

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<v Speaker 1>six years into my career and UM. At the time,

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<v Speaker 1>it was when Kimberly Arc was converting itself from a

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<v Speaker 1>paper company to consumer products company, and we acquired several

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<v Speaker 1>companies and I got to run one of those companies,

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<v Speaker 1>and I just stayed on the business side after that.

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<v Speaker 1>He so you're doing that, You're there twenty two years,

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<v Speaker 1>You're happy, presumably, and all of a sudden somebody clos

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<v Speaker 1>you up and says, how about working for Walmart? What

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<v Speaker 1>did you say? No? No? On the first call, I

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<v Speaker 1>said no UM. Probably the first, second and third call,

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<v Speaker 1>I said no. UM. You know if initially they were

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<v Speaker 1>speaking to me about a job in human resources and

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<v Speaker 1>I really don't have that skill set, and so UM,

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<v Speaker 1>once an opportunity came home, came about that had P

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<v Speaker 1>and L to it, I joined the company and I

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<v Speaker 1>I was a group president at Kimberly Clark and I

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<v Speaker 1>took a VP regional job to run the state of Georgia. Okay,

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<v Speaker 1>so you're at Walmart and then somebody calls up and says,

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<v Speaker 1>how would you like to wrong Sam's Club? Is that right? Yes?

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<v Speaker 1>Well a lot happened in the first five years where

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<v Speaker 1>um I ran Georgia the southeast, then the east coast

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<v Speaker 1>of Walmart stores, and then um I was a candidate

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<v Speaker 1>for the Sam's Club job. All right, so you're minding

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<v Speaker 1>your business. You're running Sam's Club eventually right right there

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<v Speaker 1>for five years? Yes, I did. Okay, so you're there

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<v Speaker 1>for five years or the CEO. That's a pretty good job.

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<v Speaker 1>I guess where you were you living to do that.

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<v Speaker 1>I was in Bentonville, Arkansas. Okay, you're in Bentonville and

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<v Speaker 1>all of a sudden, I guess another headhunter called you

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<v Speaker 1>up and said, how would you like to go to Starbucks? Right? No, Actually,

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<v Speaker 1>I made the decision to leave Walmart stores, and um

0:11:34.320 --> 0:11:37.400
<v Speaker 1>I was on the board of Starbucks and I had

0:11:37.400 --> 0:11:41.319
<v Speaker 1>taken them the board seed as I was leaving Sam's Club,

0:11:41.440 --> 0:11:45.000
<v Speaker 1>and so I had a conversation attending a board meeting

0:11:45.040 --> 0:11:49.199
<v Speaker 1>and Howard Charlton Kevin Johnson approached me to become the

0:11:49.280 --> 0:11:52.600
<v Speaker 1>cheap operating officer. But you said you don't really drink coffee,

0:11:52.679 --> 0:11:55.800
<v Speaker 1>or you didn't say that, you know. I was a

0:11:55.800 --> 0:11:59.000
<v Speaker 1>tea drinker at the time, so that was interesting. UM

0:11:59.679 --> 0:12:03.840
<v Speaker 1>and battle wasn't in my UM plans, but UM I did.

0:12:03.920 --> 0:12:06.440
<v Speaker 1>I fell in love with the brand in the company.

0:12:06.559 --> 0:12:10.360
<v Speaker 1>UM I saw a great opportunity for UM to help

0:12:10.360 --> 0:12:12.920
<v Speaker 1>the company operate a little stronger. Okay, so you moved

0:12:12.960 --> 0:12:15.920
<v Speaker 1>from Bentonville to Seattle and you became the chief operating

0:12:15.920 --> 0:12:20.320
<v Speaker 1>officer of Starbucks. And Starbucks has become so successful because

0:12:20.360 --> 0:12:22.840
<v Speaker 1>it's coffee is better than other people's coffee or what

0:12:22.960 --> 0:12:25.000
<v Speaker 1>is the reason you think it's so successful. I think

0:12:25.080 --> 0:12:28.800
<v Speaker 1>it's two things. I think it is definitely quality coffee.

0:12:28.920 --> 0:12:34.360
<v Speaker 1>It's customized right for all drinking palettes. UM. I also

0:12:34.480 --> 0:12:38.280
<v Speaker 1>think that it's their coffee practices along with the baristas

0:12:38.320 --> 0:12:41.240
<v Speaker 1>in the store. I think the barista's our top notch

0:12:41.440 --> 0:12:43.840
<v Speaker 1>and really interact great with the customer. What's the most

0:12:43.880 --> 0:12:46.560
<v Speaker 1>popular thing that people ask for when they go to Starbucks?

0:12:46.679 --> 0:12:49.720
<v Speaker 1>Is it? Oh gosh, you know, really just a simple

0:12:49.760 --> 0:12:53.199
<v Speaker 1>pike um is, which is a black coffee. Um it's

0:12:53.200 --> 0:12:56.679
<v Speaker 1>still very popular at Starbucks. Okay, the cod beverages are

0:12:56.720 --> 0:13:00.600
<v Speaker 1>really you know, trending. So okay, so you're there, You're

0:13:00.640 --> 0:13:03.439
<v Speaker 1>doing that for four years and all of a sudden,

0:13:03.480 --> 0:13:05.480
<v Speaker 1>I assume my head hunter caused you again. Yeah now

0:13:05.520 --> 0:13:10.720
<v Speaker 1>that was and says, uh, how would you like to

0:13:10.800 --> 0:13:14.640
<v Speaker 1>run Walgrains? And you say, I'm happy at Starbucks? Or

0:13:14.720 --> 0:13:18.080
<v Speaker 1>what I say. I think about it for a minute, because,

0:13:18.880 --> 0:13:22.600
<v Speaker 1>um I I really I was enjoying Starbucks. Um, I

0:13:22.960 --> 0:13:26.280
<v Speaker 1>you know, wanted to be there, and I didn't really

0:13:26.320 --> 0:13:29.120
<v Speaker 1>think of myself, you know, coming back into that level

0:13:29.120 --> 0:13:32.719
<v Speaker 1>of retail. But it was the pandemic and there were

0:13:32.760 --> 0:13:35.640
<v Speaker 1>so many people dying at that point in people who

0:13:35.800 --> 0:13:40.000
<v Speaker 1>were adverse to being vaccinated. And I knew for sure

0:13:40.040 --> 0:13:42.160
<v Speaker 1>because I follow the science on things. You know, my

0:13:42.200 --> 0:13:46.280
<v Speaker 1>background is in chemistry, and the science just screened you

0:13:46.320 --> 0:13:49.880
<v Speaker 1>know that if a vaccine became available, we could curtail this.

0:13:50.080 --> 0:13:53.240
<v Speaker 1>But Starbucks, you have a perfect name for that brewer, right,

0:13:53.400 --> 0:13:56.560
<v Speaker 1>so ever mentioned that to you, you know, I got

0:13:56.559 --> 0:13:59.920
<v Speaker 1>that all the time. You know, everything was what's brew

0:14:00.040 --> 0:14:04.000
<v Speaker 1>wing and all these yes, hashtag every So what did

0:14:04.000 --> 0:14:06.120
<v Speaker 1>you when you told Howard Schultz you're leaving to go

0:14:06.440 --> 0:14:09.120
<v Speaker 1>to another company? What did he say? Actually, I had

0:14:09.160 --> 0:14:14.120
<v Speaker 1>that conversation with Kevin first. Um, it wasn't it wasn't pleasant. Um.

0:14:15.120 --> 0:14:18.840
<v Speaker 1>I think the board was a little surprised, you know,

0:14:18.960 --> 0:14:22.040
<v Speaker 1>but we made it work. So do you ever go

0:14:22.120 --> 0:14:25.440
<v Speaker 1>to Starbucks now every day? Every day? Okay? You ever

0:14:25.520 --> 0:14:29.280
<v Speaker 1>go to Sam's Club every day? Yes? Not every day?

0:14:28.880 --> 0:14:32.920
<v Speaker 1>I bulk up in loyal Okay. So now, what's the

0:14:32.920 --> 0:14:37.560
<v Speaker 1>biggest surprise of being the CEO of Walgrains? You know,

0:14:37.720 --> 0:14:41.280
<v Speaker 1>I think the biggest surprise to me was how complex

0:14:41.320 --> 0:14:46.800
<v Speaker 1>health care is and how unfortunate it is to try

0:14:46.840 --> 0:14:50.640
<v Speaker 1>and manage, you know, personal health in the health systems

0:14:50.680 --> 0:14:54.640
<v Speaker 1>that we've set up in this country. And it's it's

0:14:54.680 --> 0:14:59.080
<v Speaker 1>it's perplexing. I think that this marketplace is right for disruption,

0:14:59.360 --> 0:15:04.080
<v Speaker 1>and I'm sort of drawn to transformation and disruption. So

0:15:04.600 --> 0:15:07.320
<v Speaker 1>I became super excited about it once I began to

0:15:07.320 --> 0:15:10.080
<v Speaker 1>peel back the understanding of the business. Right, So you're

0:15:10.120 --> 0:15:13.360
<v Speaker 1>the CEO of a healthcare company. In effect, it does Um,

0:15:13.760 --> 0:15:17.320
<v Speaker 1>you have the physicians business and you also have the

0:15:17.360 --> 0:15:20.120
<v Speaker 1>pharmaceutical business. What do you do to stay healthy because

0:15:20.120 --> 0:15:21.720
<v Speaker 1>you have to be a role model, right. You can't

0:15:21.760 --> 0:15:23.840
<v Speaker 1>look like you're not healthy, right, So how do you

0:15:23.880 --> 0:15:26.480
<v Speaker 1>have to exercise a lot? Or well? First and foremost,

0:15:26.520 --> 0:15:28.920
<v Speaker 1>you know, like I said, my my health examin is

0:15:28.960 --> 0:15:31.200
<v Speaker 1>tomorrow morning. I'll be heading back to Chicago to to

0:15:31.240 --> 0:15:33.280
<v Speaker 1>get that done. So I take care of myself in

0:15:33.320 --> 0:15:36.760
<v Speaker 1>that way. I like supplements, so you know, I take

0:15:36.800 --> 0:15:40.040
<v Speaker 1>my vitamins um daily and then I will tell you

0:15:40.080 --> 0:15:41.800
<v Speaker 1>that I work out three or four times a week

0:15:41.840 --> 0:15:45.360
<v Speaker 1>as best I can, and so I make it a

0:15:45.360 --> 0:15:47.760
<v Speaker 1>priority for you. I think about working out three or

0:15:47.800 --> 0:15:50.400
<v Speaker 1>four times and I actually done. The thing I haven't

0:15:50.400 --> 0:15:53.239
<v Speaker 1>solved though, is sleep and I think that's our biggest opportunity.

0:15:53.280 --> 0:15:55.400
<v Speaker 1>If I get sleep down, maybe I can lay off

0:15:55.400 --> 0:15:58.280
<v Speaker 1>of the supplements alone. Um, you're supposed to get eight

0:15:58.280 --> 0:16:01.320
<v Speaker 1>hours of sleep at night. In a way, don't get anywhere. Okay.

0:16:01.520 --> 0:16:03.320
<v Speaker 1>What would you say is the key to success and

0:16:03.520 --> 0:16:06.360
<v Speaker 1>rising up the corporate world that you would advise people

0:16:06.520 --> 0:16:09.640
<v Speaker 1>they should do. I really advise people as I'm mentoring

0:16:09.680 --> 0:16:13.200
<v Speaker 1>them to look at these roadblocks as opportunities because you're

0:16:13.200 --> 0:16:16.360
<v Speaker 1>going to have them. And I sometimes I get a

0:16:16.400 --> 0:16:19.600
<v Speaker 1>little frustrated because you know, some will you know, people

0:16:19.640 --> 0:16:22.520
<v Speaker 1>that I mentor believe that this is like a conveyor belt,

0:16:22.560 --> 0:16:25.400
<v Speaker 1>like it's just easily going to happen, And you know,

0:16:25.480 --> 0:16:28.040
<v Speaker 1>sometimes you have to look at you know, in my career,

0:16:28.080 --> 0:16:32.280
<v Speaker 1>I took probably three lateral jobs and probably maybe even

0:16:32.360 --> 0:16:37.040
<v Speaker 1>more uh setbacks financially, just to get the development. You know,

0:16:37.080 --> 0:16:39.400
<v Speaker 1>Like I said, I left Kimberly Clark's group president and

0:16:39.440 --> 0:16:43.280
<v Speaker 1>came into Walmart as a regional vice president. But you know,

0:16:43.320 --> 0:16:45.680
<v Speaker 1>it was important for me to learn a new skill set,

0:16:46.040 --> 0:16:48.760
<v Speaker 1>and I hope that this generation is patient enough to

0:16:48.760 --> 0:16:51.440
<v Speaker 1>make those decisions. So you're finishing up your tenth year

0:16:51.520 --> 0:16:54.760
<v Speaker 1>a share of Spellman's board. So what's it like to

0:16:54.760 --> 0:16:57.280
<v Speaker 1>go to the college and become the chairman for ten years?

0:16:57.280 --> 0:17:01.080
<v Speaker 1>And Um, what are the biggest problem that college students

0:17:01.080 --> 0:17:04.840
<v Speaker 1>have at place like Spellman these days? One is affordability. Um,

0:17:04.880 --> 0:17:07.879
<v Speaker 1>the cost of higher education is escalating, and so I

0:17:07.880 --> 0:17:10.760
<v Speaker 1>would say that affordability is one of the issues. And

0:17:10.800 --> 0:17:13.320
<v Speaker 1>then second, if I look at this point in time,

0:17:13.400 --> 0:17:16.840
<v Speaker 1>right now, we have what I will call the pandemic

0:17:17.240 --> 0:17:20.800
<v Speaker 1>UM teenagers attending college right now, and they had a

0:17:20.840 --> 0:17:25.680
<v Speaker 1>lot of social and emotional um impacts, and so many

0:17:25.720 --> 0:17:29.160
<v Speaker 1>college campuses are addressing that with increased counseling because it's

0:17:29.320 --> 0:17:32.880
<v Speaker 1>it's it's real, and what will you hope ultimately your

0:17:32.960 --> 0:17:36.200
<v Speaker 1>legacy to be when you retire forty years from now?

0:17:36.640 --> 0:17:39.800
<v Speaker 1>You know, I hope um, that people can talk about,

0:17:40.160 --> 0:17:45.560
<v Speaker 1>you know, the opportunity they had to work at Walgreens. Um,

0:17:45.600 --> 0:17:48.080
<v Speaker 1>I am you know, I was that person that was

0:17:48.160 --> 0:17:50.359
<v Speaker 1>low on the totem pole that needed to escalate. I

0:17:50.400 --> 0:17:53.320
<v Speaker 1>hope that people can talk about what their experiences where

0:17:53.359 --> 0:17:55.440
<v Speaker 1>as a as an employee. So let me ask you

0:17:55.560 --> 0:17:58.040
<v Speaker 1>what it feels like to be in your situation? Is

0:17:58.080 --> 0:18:01.600
<v Speaker 1>it more disappointing or surprise? Using that of all the

0:18:02.280 --> 0:18:05.200
<v Speaker 1>CEOs and the Fortune five, there are only two female

0:18:05.240 --> 0:18:10.520
<v Speaker 1>African American CEOs, only two you and the CEO of

0:18:10.520 --> 0:18:13.320
<v Speaker 1>of of Teachers is the only other one, I think,

0:18:14.040 --> 0:18:17.280
<v Speaker 1>And so are you surprised at this late date in

0:18:17.320 --> 0:18:21.320
<v Speaker 1>our history, we only have to or disappointed? Well, I'm

0:18:21.359 --> 0:18:25.560
<v Speaker 1>more disappointed than I am surprised. I'm not surprised because

0:18:25.560 --> 0:18:27.160
<v Speaker 1>I know what it took for me to get here,

0:18:27.320 --> 0:18:29.920
<v Speaker 1>and I know the trials and tribulations that I've been

0:18:29.920 --> 0:18:33.920
<v Speaker 1>through and UM, you know, I'm not quite sure of

0:18:34.240 --> 0:18:36.919
<v Speaker 1>a lot of people would want to withstand that, but

0:18:37.080 --> 0:18:40.920
<v Speaker 1>I would tell you that the disappointing part is that, UM,

0:18:40.920 --> 0:18:44.240
<v Speaker 1>this is just is totally ridiculous that there's only two

0:18:44.320 --> 0:18:46.680
<v Speaker 1>of us. UM. I think you know, it's going to

0:18:46.800 --> 0:18:51.119
<v Speaker 1>go beyond mentoring and sponsoring. It's it's pipeline, you know,

0:18:51.160 --> 0:18:57.560
<v Speaker 1>filling the pipeline effectively getting people of different races in

0:18:58.160 --> 0:19:02.040
<v Speaker 1>operating roles. UM, having the confidence that you know that

0:19:02.080 --> 0:19:04.679
<v Speaker 1>they can do it, because they absolutely can. So in

0:19:04.720 --> 0:19:07.800
<v Speaker 1>your career, what has been a bigger problem being a

0:19:07.840 --> 0:19:12.399
<v Speaker 1>female or being African American or neither? You know, I

0:19:12.440 --> 0:19:18.560
<v Speaker 1>would have to say being African American. UM. I think that, UM,

0:19:18.600 --> 0:19:23.240
<v Speaker 1>it is still you know, a an issue in our

0:19:23.359 --> 0:19:26.680
<v Speaker 1>environment to accept people of different races more so than

0:19:26.720 --> 0:19:29.640
<v Speaker 1>it is gender. UM. I think I've seen a lot

0:19:29.680 --> 0:19:32.800
<v Speaker 1>of progress with women in corporate American and I'd like

0:19:32.840 --> 0:19:35.119
<v Speaker 1>to see more progress with people of color. So as

0:19:35.119 --> 0:19:37.840
<v Speaker 1>we talk today, you're in Washington, d C. I presume

0:19:37.880 --> 0:19:40.280
<v Speaker 1>you're here to meet with government officials to some extent.

0:19:40.880 --> 0:19:43.639
<v Speaker 1>Do you find that enough uplifting experience when you do that?

0:19:46.320 --> 0:19:49.879
<v Speaker 1>You know, I find I find, UM, quite a few

0:19:49.920 --> 0:19:52.359
<v Speaker 1>teachable moments for both of us. You know, I try

0:19:52.400 --> 0:19:54.679
<v Speaker 1>and bring the real life experience of health care to

0:19:54.800 --> 0:19:59.000
<v Speaker 1>legislation so that when the right um decisions are in

0:19:59.040 --> 0:20:01.560
<v Speaker 1>front of them, they make decisions. So what is the

0:20:01.560 --> 0:20:04.640
<v Speaker 1>principal thing that they, let's say the drug store industry

0:20:04.640 --> 0:20:07.720
<v Speaker 1>would like to have the Congress, do you know? First

0:20:07.720 --> 0:20:09.639
<v Speaker 1>and foremost, you know, I would love to see our

0:20:09.640 --> 0:20:12.040
<v Speaker 1>pharmacists to operate at the top of their license and

0:20:12.080 --> 0:20:15.320
<v Speaker 1>so for them to pass legislation that will allow pharmacists

0:20:15.320 --> 0:20:17.679
<v Speaker 1>to both test and treat so that there's not a

0:20:17.720 --> 0:20:20.320
<v Speaker 1>second step. And you know, just imagine a mom who

0:20:20.320 --> 0:20:23.040
<v Speaker 1>has to take a child out of school and take

0:20:23.080 --> 0:20:25.400
<v Speaker 1>them to pick up a prescription, only to find out

0:20:25.440 --> 0:20:27.119
<v Speaker 1>that the child is still sick and go back to

0:20:27.160 --> 0:20:29.920
<v Speaker 1>the doctor. So if it's an ear infection strip through,

0:20:30.320 --> 0:20:32.200
<v Speaker 1>we can do a test in the store to figure

0:20:32.240 --> 0:20:35.120
<v Speaker 1>out and then pass on the prescription and in the

0:20:35.160 --> 0:20:39.440
<v Speaker 1>recovery period is smoother. And every legislation that we absolutely do, yes,

0:20:40.160 --> 0:20:42.480
<v Speaker 1>And do you meet people from the administration as well

0:20:42.560 --> 0:20:45.919
<v Speaker 1>or I do you know? Most recently, Um, there's members

0:20:45.960 --> 0:20:49.960
<v Speaker 1>of Senate that our primary care physicians and so I

0:20:50.359 --> 0:20:52.359
<v Speaker 1>know who they are, so I meet with them regularly

0:20:52.400 --> 0:20:55.200
<v Speaker 1>because they understand its best and help us carry them

0:20:55.520 --> 0:20:59.480
<v Speaker 1>the message, you know throughout. So your competitor, principal want

0:20:59.480 --> 0:21:01.880
<v Speaker 1>to she be us? I think probably the largest competitor.

0:21:01.920 --> 0:21:05.440
<v Speaker 1>Some people would say, Um, if if if CBS is

0:21:05.560 --> 0:21:08.200
<v Speaker 1>right here and Walgreens is right there, and I can

0:21:08.240 --> 0:21:10.359
<v Speaker 1>go to either one, why should I go to Walgreens

0:21:10.480 --> 0:21:12.520
<v Speaker 1>ver CVS? I could pick either one? What what? Why

0:21:12.520 --> 0:21:14.800
<v Speaker 1>are you better than? So glad you asked me that question.

0:21:15.280 --> 0:21:20.840
<v Speaker 1>The you know, I believe our customer experience model is

0:21:21.320 --> 0:21:25.520
<v Speaker 1>UM stronger. I think that when you walk into a

0:21:25.520 --> 0:21:27.760
<v Speaker 1>Walgreen store, you may not have this happen to you

0:21:27.800 --> 0:21:30.560
<v Speaker 1>every time, but I think you get a nice greeting

0:21:30.640 --> 0:21:34.000
<v Speaker 1>from our cashiers. And I think our pharmacists are second

0:21:34.040 --> 0:21:36.480
<v Speaker 1>to none. If you walk into a Walgreens today, but

0:21:36.560 --> 0:21:39.119
<v Speaker 1>they know you. It depends if I worked out that

0:21:39.160 --> 0:21:45.040
<v Speaker 1>morning now, because they don't recognize me. But um, sometimes no,

0:21:45.280 --> 0:21:48.520
<v Speaker 1>sometimes yes, um. And sometimes I can hear them say

0:21:48.560 --> 0:21:51.320
<v Speaker 1>that I'm in the store. You know, I can hear chattering.

0:21:51.480 --> 0:21:53.600
<v Speaker 1>So they said, So you walk into a store, though,

0:21:53.680 --> 0:21:56.040
<v Speaker 1>and if you don't like something, you call the manager

0:21:56.040 --> 0:21:57.960
<v Speaker 1>and say this isn't good or do you just kind

0:21:57.960 --> 0:21:59.760
<v Speaker 1>of tell them when you get back to the office.

0:21:59.800 --> 0:22:01.639
<v Speaker 1>So really, what I do is I take a picture

0:22:01.680 --> 0:22:03.920
<v Speaker 1>of it, and I send it back to my team

0:22:03.960 --> 0:22:06.679
<v Speaker 1>at the office and say, I wonder why this is happening, right,

0:22:06.760 --> 0:22:10.240
<v Speaker 1>because usually it's a decision we've made that is causing

0:22:10.280 --> 0:22:12.440
<v Speaker 1>something to happen. Nine times out of ten, it's something

0:22:12.520 --> 0:22:15.000
<v Speaker 1>we've done versus what the stores done. So if you

0:22:15.040 --> 0:22:16.960
<v Speaker 1>need a prescription, do you have to wait in line?

0:22:17.160 --> 0:22:19.080
<v Speaker 1>Or I do I have to wait in line? Wait

0:22:19.080 --> 0:22:21.359
<v Speaker 1>in line? I do you ever say I'm the CEO

0:22:21.400 --> 0:22:25.240
<v Speaker 1>of this company, I'm waiting in line? Absolutely not No,

0:22:25.520 --> 0:22:28.480
<v Speaker 1>But usually there's not too much of a line. So

0:22:29.040 --> 0:22:31.640
<v Speaker 1>but I and I know the best hours to show

0:22:31.720 --> 0:22:34.359
<v Speaker 1>up to. Obviously, you've had an incredible career. Your parents

0:22:34.359 --> 0:22:37.080
<v Speaker 1>did Your parents lived to see your success. You know,

0:22:37.160 --> 0:22:40.879
<v Speaker 1>it's interesting, Um, if I could describe my dad, my

0:22:40.960 --> 0:22:44.119
<v Speaker 1>dad would define my success as what I did in

0:22:44.440 --> 0:22:47.240
<v Speaker 1>my you know, throughout my education. My dad was at

0:22:47.480 --> 0:22:50.760
<v Speaker 1>father that showed up to everything. If I was getting

0:22:50.800 --> 0:22:53.119
<v Speaker 1>the yellow ribbon and not the gold ribbon, he was

0:22:53.160 --> 0:22:57.160
<v Speaker 1>still there rooting me on. So he really knew who

0:22:57.200 --> 0:23:00.480
<v Speaker 1>I was as an individual. You know. He we talked

0:23:00.520 --> 0:23:03.879
<v Speaker 1>about that a lot. He passed away six weeks before

0:23:03.880 --> 0:23:09.600
<v Speaker 1>I finished Spellman, and he we had conversations. Um, he

0:23:09.640 --> 0:23:11.439
<v Speaker 1>saw something in me and he let me know that.

0:23:11.480 --> 0:23:14.040
<v Speaker 1>So I think he is looking down. I think he

0:23:14.119 --> 0:23:16.239
<v Speaker 1>kind of knew something good was going to happen. My

0:23:16.280 --> 0:23:19.440
<v Speaker 1>mom definitely lived through a good part of this. UM.

0:23:19.520 --> 0:23:22.560
<v Speaker 1>And then my siblings are sharing in, you know, the

0:23:22.560 --> 0:23:24.800
<v Speaker 1>the excitement in our family. But your siblings, you were

0:23:24.800 --> 0:23:27.200
<v Speaker 1>the youngest. Your siblings say, well, when we were beating

0:23:27.200 --> 0:23:28.840
<v Speaker 1>you up, we didn't really mean it. Oh yeah, the

0:23:28.920 --> 0:23:32.080
<v Speaker 1>days my brother right right, the days my brother would

0:23:32.119 --> 0:23:35.560
<v Speaker 1>throw me across the room. Yes, but we're very close

0:23:35.680 --> 0:23:39.080
<v Speaker 1>now and they have the wait in line for prescription.

0:23:42.000 --> 0:23:44.560
<v Speaker 1>So sometimes head hunters have called you and said, would

0:23:44.560 --> 0:23:46.280
<v Speaker 1>you be interested in this job or that? If a

0:23:46.320 --> 0:23:49.399
<v Speaker 1>headhunter called you now for another corporate job, You're no,

0:23:49.920 --> 0:23:53.800
<v Speaker 1>I would not. I really truly think this is the

0:23:53.840 --> 0:23:56.640
<v Speaker 1>culmination of everything I've done in my life is coming

0:23:56.680 --> 0:24:00.000
<v Speaker 1>to bear right now. This is what I want to do. UM.

0:24:00.000 --> 0:24:05.159
<v Speaker 1>I'm being we're being very intentional about impacting medically underserved communities.

0:24:05.160 --> 0:24:08.800
<v Speaker 1>That's important to me. Thanks. For listening to hear more

0:24:08.840 --> 0:24:11.879
<v Speaker 1>of my interviews, You can subscribe and download my podcast

0:24:11.960 --> 0:24:14.639
<v Speaker 1>on Spotify, Apple, or wherever you listen.