Itziar Lomba

Mondelēz International: effective PPA & disciplined execution pay off as MDLZ beats both top and bottom-line consensus with broad-based growth across all markets In the words of MDLZ CEO the key drivers of outperformance: - accelerate our core business and strategically reshaping our portfolio (Evrith...) - executing with excellence across categories, markets, and brands - reinvesting behind brands - driving distribution - expanding our capabilities - maintaining cost discipline 𝐐𝟑 𝐅𝐘𝟐𝟎𝟐𝟒 • NR: $ 9,204m • OSG: +5.4%; Volume: +0.3%, Price/ mix: +5.1% • GM%: 32.6%; -610 bps vs Q3 FY23 • Adj. OP%: 20.9%; +270 bps vs Q3 FY23 • Beats analysts’ consensus for revenue and EPS 𝐑𝐞𝐬𝐮𝐥𝐭𝐬 𝐛𝐲 𝐑𝐞𝐠𝐢𝐨𝐧𝐬 • Latin America: $1,204m NR; OSG: +2%; Vol: -3.9%, Price/ mix: +5.9% • Asia, Middle East, & Africa: $1,851m NR; OSG: 5.8%; Vol: +0.7%, Price/ mix: +5.1% • Europe: $3,323m NR; OSG: +8.1%; Vol: +0.5%, Price/ mix: +7.6% • North America: $2,826m NR; OSG: +3.7%; Vol: +1.7%, Price/ mix: +2.0% 𝐑𝐞𝐬𝐮𝐥𝐭𝐬 𝐛𝐲 𝐌𝐚𝐫𝐤𝐞𝐭 𝐓𝐲𝐩𝐞𝐬: • Emerging Markets: $ 3,530m NR; OSG: +4.9%; Vol: -1.0%, Price/ mix: +5.9% • Developed Markets: $ 5,674m NR; OSG: +5.6%; Vol: +1.0%, Price/ mix: +4.6% Fiscal 2024 Outlook – Reaffirms • Organic Net Revenue growth: to be at the upper end of 3-5% • Adjusted EPS growth: high single-digit on a constant currency basis based 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: Frederic Fernandez & Associates FF&A solves the most complex strategic problems of the world's largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (eCommerce, DTC, EB2B), and M&A. 14 out of the world's 20 largest FMCG companies are repeat Clients (more on FF&A website: https://lnkd.in/dc6jY4Qp) #fmcg #cpg

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Improverished consumers and what does it mean for #FMCG players? Personal savings rate hitting the all time low, while at the same time credit card debt is near all time high signals that consumers are poor and may be nearing their limits with unprecedented cost of living and assets inflation far outpacing their income growth (excl. top decile) Most of the FMCG players rely on a strong middle class, and the purchasing power of the bottom 90% of the consumers across the major economies got visibly poorer, as the vast majority of newly 'created' (printed) wealth got accumulated by the very rich (>66% of all the wealth 'printed' since 2020 ended up with the top 1%) that are unlikely to drastically increase their spend on CPG (how much more shampoo can Jeff Bezos buy?) If so far the price elasticity was low (low to no volume decline) it was driven by several forces that may well be about to expire, as many metrics are hitting the respective lows/ highs not seen since 2008/09 downturn Maintaining the pre-pandemics consumption will result tricky for many consumers. As such, we may expect strong demand for the entry level and luxury segments, while the mid-tier will face drop in demand (most of consumer goods are not really discretionary, so some mid-tier consumer will switch to Private Labels/ value brands, and 'the rich' got even wealthier so they will not trade down from luxury) The upcoming quarters will bring some important decisions for many Brands willing to defend/ expand their positions, and/ or adjust according to shifting demand Know more about our perspective on how to accelerate organic volume growth create incremental category value read our last publication on Zero Based Growth: https://lnkd.in/eG62xkNE To receive the corresponding deck, pl. leave your name in comment 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀/ 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #strategy Frederic Fernandez & Associates Source: tradingeconomics

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CPG industry trends in 2024: Rescuing the decade | McKinsey Megatrends impacting CPG - the highlights of which we know but - but how to deal with them is the question - interesting overview: 1) Population growth stagnation - target, focus and personalization - profitable growth pockets M&A&D work with entities that can identify the sting in the tail of too large portfolios and identify new opps - predictive AI to help generate those insights. Reinventing brand building and marketing, scaling commercial excellence across business. 2)Crop failures increasingly frequent - volatility mitigation supply chain is key. This multi-enterprise ecosystem at its core must be collaborative, connected, responsive, and innovation centric, most importantly sustainable in this green century 3)Better for you better for the planet - how we embrace and recognize the natural world and its biomass is good for the planet and good for you. 4) Prescription weight loss drugs coming - lifestyle change and healthier nutritional choices exist - an option play but not the norm.

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This took me back to early '00s in Greece when we used to give +20% free product of our snacks to consumers during pre-Easter fasting, capitalizing on positive consumption seasonality. It was so successful in post metrics that eventually became a yearly trade campaign. Some best practices never age 🙂. However, now the driver is different but still an easy way to reward loyal consumers and not only. Brands have to give back a lot of the value created by 'shrinkflation' over the past 2 years. And consistency will be key to rebuild trust of dissatisfied shoppers who switched to cheaper alternatives or reduced overall consumption. #marketing #product #brand #value #shrinkflation #inflation #shoppers #consumers #trade #Lays #Ruffles #Doritos #PepsiCo

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The party in among top FMCG players continues (not as much as in tech, but still...), with only 33% missing the top-line in Q1 (vs. 50% in Q4 2023) and 88% beating bottom-line • 33% of the world largest listed FMCG companies missed their top-line guidance (against 50% in Q4 2023) in a context 73% lowered their guidance to their long-term algo (3-5% range) while still benefiting from historically very high pricing gains (4.5% pricing gains/ carry-over) • The immense majority (75%) continued to improve their profitability as a result of pricing gains & savings programs although only 56% recovered for now their pre-covid profitability level • Absolute EBIT since 2019 grew on average by 57% • Q1 saw unprecedented lay-off announcement (18k job cuts globally, up to 5% of the global workforce at some companies) • In this context, the majority (88%) continues to beat their EPS guidance The pricing tide is now going out Time to refocus for all on organic (volume) growth Exciting times To read of last publication on how to accelerate organic (volume) growth: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗙𝗶𝗻𝗮𝗹𝗹𝘆 𝗙𝗼𝗿 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 (𝗩𝗼𝗹𝘂𝗺𝗲) 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗿 𝗛𝗼𝘄 𝗧𝗼 𝗦𝘁𝗼𝗽 𝗦𝗵𝗿𝗶𝗻𝗸𝗶𝗻𝗴 𝗧𝗼 𝗚𝗹𝗼𝗿𝘆 - 𝗙𝗿𝗼𝗺 𝗭𝗕𝗕 𝘁𝗼 𝗭𝗕𝗚® (𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵) https://lnkd.in/eV5d39VE 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg Frederic Fernandez & Associates

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Striking a Balance for Sustainable Growth. We have been developing Category Strategies at JB for decades, and consulting on the often tricky subject of target setting. Getting to a stretching but achievable 'Size of Prize', via mutually exclusive growth drivers, is where data expertise, mathematical projections, and shopper insights combine. Credible cash figures are needed, alongside creative design to communicate the drivers with impact. As this recent era of high inflation wanes, the time is now to focus on sustainable consumption and true value generation, in balance with market realities. JB ARC was launched in 2019 within JB’s wide suite of company services. We have provided even greater focus on balanced category growth approaches. They have been more needed than ever with Brexit, Covid and a cost-of-living crisis in the mix. Key success cases have been in keeping long-term growth visible and viable in cases of post-Covid market corrections. Helping our clients to be bold and land innovation in challenging times, avoiding over-compensation of shelf space and SKU count reductions that could have led to a self-inflicted cycle of deeper losses for suppliers and retailers. Accepting and embracing the ‘leaky bucket’ analogy, we can help with mitigating decline, and with some ‘refills for growth’ elsewhere. A balanced approach.   Similar balances can be needed within internal FMCG strategies, as distinct from retail-facing ones, and increasingly within sustainability strategies. These three strands should of course be integrated, but we find that is often not the case. Look out for my coming post on the" 4 Eras of Category Strategy and What's Next?" But before that I’ll share some personal views on Unilever's sustainability target announcements - look out for my post next week. It's a current example of trying to strike a balance between stretching yet achievable targets, with many forces at play. The consequence of under-cooking sustainability targets is much more significant of course than the commercial impact of a given category losing market momentum. But some parallels exist. Sustainable growth can be complex but we can help you simplify. Just get in touch. We provide seamless end-to-end support, from content to communication, that is proven to drive action.

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75% of the top 50 FMCG companies managed to improve EBIT vs previous year For gross margin, this number was 93% (the delta went mostly in A&P - and not in SG&A - that's our hypothesis considering that a minority of companies disclose full P/L details in Q1 - as the cost of marketing is still growing) 56% have now recovered their pre-COVID profitability. Last quarter it was only 30% At this game: - Outperformers remain Beauty, Consumer Health & Impulse Food & Beverage - Challengers remain generally alcoholic drinks companies & the last three years underperformers (The Estée Lauder Companies Inc. Shiseido AB InBev Kraft Heinz Edgewell Personal Care The Clorox Company Bayer | Consumer Health) We predict that by the end of 2024, >75% of FMCG companies will have recovered their pre-COVID profitability (which still does not prevent them from large scale cost cutting) More details in our Q1 2024 results publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗤𝟭 𝟮𝟬𝟮𝟰 𝗥𝗲𝘀𝘂𝗹𝘁𝘀 𝗜𝗻 𝗥𝗲𝘃𝗶𝗲𝘄 - 𝗧𝗵𝗲 𝗣𝗿𝗶𝗰𝗶𝗻𝗴 𝗧𝗶𝗱𝗲 𝗜𝘀 𝗡𝗼𝘄 𝗚𝗼𝗶𝗻𝗴 𝗢𝘂𝘁 https://lnkd.in/eqtWZjxV Time now to refocus for all on organic (volume) growth Exciting times To read our last publication on how to accelerate organic (volume) growth: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗙𝗶𝗻𝗮𝗹𝗹𝘆 𝗙𝗼𝗿 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 (𝗩𝗼𝗹𝘂𝗺𝗲) 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗿 𝗛𝗼𝘄 𝗧𝗼 𝗦𝘁𝗼𝗽 𝗦𝗵𝗿𝗶𝗻𝗸𝗶𝗻𝗴 𝗧𝗼 𝗚𝗹𝗼𝗿𝘆 - 𝗙𝗿𝗼𝗺 𝗭𝗕𝗕 𝘁𝗼 𝗭𝗕𝗚® (𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵) https://lnkd.in/eV5d39VE 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #strategy Frederic Fernandez & Associates

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Agree with Ben on two out of the three, but not sure about RTDs...not sure if 22% growth is dollars, units, SKUs, or what. There's a market for them, absolutely, and we'll probably continue to see dollar and unit sales increase, but as with many new categories and innovation, there's a lot of new entrants into the market so not all the brands you love will survive. Brands with big names behind them (either established alcbev brands or deep pocketed investors) likely have the best chance to thrive, IMHO.

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Next week is all about sharing Digital Shopper Insights, a favorite topic of mine! Starting with #ESOMARCongress24 and then, #MEMEX. My presentation topics are different, but have common themes: - they originated from big business challenges - innovative methodologies were used in an iterative manner - great collaboration ensued with research partners (#Radius & #eyesquare) - new, game-changing insights were unearthed - and, they led to improved shopping experiences for online shoppers. Thank you Matthew Blacknell, Lauren Browder, Tom Manktelow, Stephanie Heath, Stephanie Halley, MBA, Shari Aaron, Shayna Beckwith, Preriit Souda, Chrissy Love, Gareth Tuck, Felix Metger, Frederick Alloh, Dr. Ruchira Suresh, and Yueling Liu for the collaboration and partnership over the years on 'driving impulse online' and 'winning in ODD'. #Mars #proudlyMars #shopperinsights #digitalinsights

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One look at the promo leaflet of a category and it tells you the extent to which players are willing to grab the last bit of the volume… all the while eroding value for the customer and themselves AND without the context of real category growth/decline - Getting more buyers to the aisle through proper, noticeable marketing might require same/less/more amount of money… but it only builds gradually. This is where, in my view, the “grit of the p&l” is tested. -The interesting part is, promotions are usually thought to give instant volume uplift; where it gets complicated is when every brand agrees to spend more on undercutting price… and race to the bottom. Customers/retailers are usually happy to accept it… since most might work on a cash principle than margin% -relative pricing/pricing gaps and its relation to volume realization is real… but there are brands that due to their sheer size can establish new floors and gap ranges… but then again needs time (marketing: basics and innovation) -some level of promo competitiveness is a must… no denying that… but when it fast becomes a reaction tool, that is when I believe most managers lose real control -one path is reactionary other is leadership. Or as Simon Sinek says “finite” vs “infinite”… one is of instant gratification the other takes grit Enough literature out there to support either of the approaches, but long term trends will always show growth only being sustainable when you drive category growth. No insights here, just me being mildly unhinged after looking at the flyer across a few categories… Have a good weekend ahead…

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Net enabler score (NES) = % enablers - % disablers Just as we measure consumer loyalty with NPS, loyalty to the vision of teams/ orgs could potentially be measured by a simple NES assessment: On a scale of 0-10, where 0 is “doesn’t know, doesn’t care” and 10 is “rocketship propellant”, how likely is this team member to action & drive the team’s vision? 0-6 = disabler 7-8 = inert 9-10 = enabler Orgs/ teams with NES > 60% are unstoppable, <20% might never meet full potential despite otherwise great individuals even. Dispassionate assessment of one’s team/ leadership from time to time can be a huge mirror. Cultivate enablers, educate/ align inerts, critically review disablers.

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I had the distinct pleasure of sitting with Kantar BrandZ for an in-depth conversation about global brands through the lens of PepsiCo's iconic portfolio -- what makes a brand valuable, the role of brands, how to stay relevant, deploying distinctive assets in a consistent and connected way, how the best-of-the best do it and so much more. I believe brands have a bigger role to play than before and at PepsiCo we talk about Positive Brands. We want to inspire people to make better choices for them and the planet. We are developing programs that leverage the scale and power of our brand marketing to accelerate our sustainability journey and connect with consumers. And we recognized brands are only relevant to people to the degree that they connect to something meaningful in their lives; something bigger that connects to core human needs like community, security, control, connection, enjoyment, etc. When it comes to deploying distinctive assets, we have to be very humble as marketeers. Memory structures, distinctiveness, brand meaning is built over generations. As marketeers, we stand on the shoulders of the giants that went before us. I'm very humble to the generations of incredible marketeers who have built these brilliant brands. Thank you Kantar for recognizing PepsiCo in the BrandZ Top 100 Brands Global Report 2024. Check out the full conversation: https://lnkd.in/eE3mtGxZ #PepsiCoProud #BrandZ #Kantar

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It's been an honor and an amazing experience to share a moment & some insights on Amazon with Daniel Torres Dwyer and Christine Nikolaou from The FMCG Guys. 🎙 Find the podcast here if you are interested in 🎧 : https://lnkd.in/dziS3NN3 Digital & eCommerce transformation is a long & exciting journey. Starting small, building the momentum with a vision and step by step bring rational, testing (and failing) & learning, unlock the blockers & keep moving on! I really think Christine wrap it up perfectly when it comes to Amazon challenges : "How to catch growth opportunities with Amazon, because the growth is there, but capturing it is not only about being there, but how you turn up. And how you do so profitably?" If you want to share more on this, let's connect and DM me. #eCommerce #DTC #Directtoconsumer #Amazon #Digitaltransformation #GroupeSEB

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Yesterday was an important day. At Cannes Lions , the Unstereotype Alliance, part of UN Women, launched the findings of research with Saïd Business School, University of Oxford using sales data from our global billion dollar brands, as well as from some of the other largest advertisers in the world. It objectively proves that progressive advertising sells more. Full stop. 58 countries. 392 brands. 4 years of data. 3.5% uplift in immediate sales 16% in long term sales Irrefutable evidence that doing the right thing and growth can, do and should go hand in hand. Whilst some parts of the business world are wobbling on the path to creating a more inclusive society - as Vice Chairs of the Alliance, at Mars we hope this data will help support the case to stay on the path. Be consistent. Be persistent. Be brave. We can make a difference together. Where good business means a better world. #mars #proudlymars #canneslions #inclusivity #genderequity#unstereotype #unwomen # tomorrowstartstoday UN Women UK

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Follow the money...Good lens to understand where investments are flowing in categories & attributes. Overall deal volume down 50% in 2023. Top investments in Food, Pet, Beverage and Beauty...all with innovative attributes in emerging segments. Also, noteworthy - what's not on the list...consumer healthcare & household products.

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Kraft Heinz: one of the most challenging turnaround cases in the entire #FMCG industry after its defining 2015 merger Kraft-Heinz just reported Q3 & lowered its 2024 guidance, mostly driven by challenges on its Lunchables brand & overall vol. weakness The stock price is down 12% YTD Since 2016, Kraft-Heinz lost 2/3 of its market cap, nearly ~$70bn Few observations: - Concerns over Lunchables sodium & lead levels reported last April by a US consumer watchdog weigh heavily on results - Divestiture of the Oscar Mayer business (incl. Lunchables) continues to progress in the background with JBS & Sigma Alimentos as key suitors - Kraft-Heinz has arguably always had one of the most challenging cat/ country footprint (combination of slow growth/ high price elasticity/ higher share of PLs/ lower growth margin) within the top 50 FMCG companies and it became only worse over the last years as 'US core food categories' vol. decelerated the most globally & PLs share gains accelerated (cf - our last publication - https://lnkd.in/eUpsJbE7) - The overall being amplified by a long period of under-investment (at least vs. peers) in growth (products/ brands/ capabilities) - The new management team has a clear growth mandate and while the challenge is high, there is a path to make it work (cf. Kraft-Heinz assets starting with its local scale in the US & the large unmet consumer needs when it comes to food: health/taste/affordability) - In this journey, it should learn from the most recent & successful turnarounds (from P&G to the early promising results obtained by Unilever & Danone- cf our last publication: https://lnkd.in/ePej9HF3) 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world's largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (eCommerce, DTC, EB2B), and M&A. 14 out of the world's 20 largest FMCG companies are repeat Clients (more on FF&A website: https://lnkd.in/dc6jY4Qp) #fmcg #cpg Frederic Fernandez & Associates

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I was once skeptical about personality assessments. But a single test called Riso-Hudson Enneagram Type Indicator (RHETI) changed my perspective. As a CFO, I always believed in the power of hard data. Yet, the most transformative insights came not from balance sheets but from a better understanding of myself. Let me share why this tool became my secret weapon: In my early years, I struggled with team dynamics. I was great with numbers but not so much with people. A personality assessment revealed my strengths and weaknesses in communication. Suddenly, I saw patterns. ↳ I realized why some meetings felt like a breeze while others turned into a storm. With newfound selfawareness, I could adjust my approach. My leadership style evolved. I became more empathetic, more approachable. The impact? My team flourished. Projects ran smoother. Deadlines met effortlessly. And it wasn’t just about work. I became more resilient to stress. I understood my triggers and developed strategies to manage them. Today, I encourage every finance professional to dive deeper into their psyche. Because numbers are essential, but understanding yourself is priceless. Have you ever taken a personality assessment? #FinanceLeadership #CareerDevelopment #TeamSuccess #CFOJourney

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Talk about physical availability….. Big brands are big because more people buy them… more people buy them because those are the brands people usually remember when they need a solution (products/brands/categories) and once people want it… those brands are most easily available. (Or are available most that then drives salience — no particular order) Apply a ROI metric and this entire branding activity is negative or completely wasteful… but there is a reason ROI based evaluations oppose long term brand building Ruthless focus on consumer acquisition! I personally feel this to be a great example of what books like How Brands Grow or work of Ehrenberg Bass has advocated for some time.

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I've had the privilege of witnessing firsthand several dream team, rightfully so especially when built on the foundation of true diversity. Diversity is capable of driving innovation, resilience, and growth, but it’s crucial to move beyond the surface level of gender balance. Gender equality remains a fundamental goal, but real diversity encompasses so much more. True diversity is about bringing together varied perspectives, cultures, experiences, expertise…. This means considering factors like age, background, industry experience, the mix of in-house talent and external hires. It’s about creating teams where every member brings something unique to the table—whether that’s a fresh perspective from another industry, a wealth of experience within our own sector, or an innovative approach that challenges the status quo. That’s why I believe that diversity has to be category agnostic. I’ve always looked for talent that isn’t confined by traditional labels or pigeonholed by previous roles. The right team is one where cross-functional collaboration thrives, where a marketing expert can inspire supply chain innovation, or a finance leader can drive sustainability initiatives. Ultimately, the goal is to build a team that doesn’t just reflect diversity in numbers but embodies it in mindset and action. By doing so, we ensure that our decisions are well-rounded, our strategies are innovative, and our company is poised to meet the challenges and opportunities of an ever-evolving global market. At the heart of it all is respect. Respect for each individual uniqueness, their contributions, and the belief that our collective strength lies in our differences.  This is how we drive not just a culture of inclusivity and excellence, but also business success itself. #Leadership #Diversity #TeamBuilding #Innovation #Inclusion

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