Emily Hayward is Obsessed. The co-founder and chief brand officer of Red Antler was my very special guest recently at Retail Council of Canada’s STORE2021 thought leadership conference, so I thought it only appropriate to bring our conversation onto the podcast.
Welcome to the The Voice of Retail , I’m your host Michael LeBlanc, and this podcast is brought to you in conjunction with Retail Council of Canada.
Emily Hayward is Obsessed. The co-founder and chief brand officer of Red Antler was my very special guest recently at Retail Council of Canada’s STORE2021 thought leadership conference, so I thought it only appropriate to bring our conversation onto the podcast.
We talk about how her agency is now the “go-to” agency for retailers looking to create brands that people want to talk about, and what it takes to build and sustain a remarkable brand. We discuss lessons learned from her career working with top companies such Casper, Boxed and Allbirds, and delve into the key concepts she unpacks in her recent book, "Obsessed: Building a Brand People Love From Day One”
Thanks for tuning into today’s episode of The Voice of Retail. Be sure to subscribe to the podcast so you don’t miss out on the latest episodes, industry news, and insights. If you enjoyed this episode please consider leaving a rating and review, as it really helps us grow so that we can continue getting amazing guests on the show.
I’m your host Michael LeBlanc, President of M.E. LeBlanc & Company, and if you’re looking for more content, or want to chat follow me on LinkedIn, or visit my website meleblanc.co!
Until next time, stay safe and have a great week!
Michael LeBlanc is the Founder & President of M.E. LeBlanc & Company Inc and a Senior Advisor to Retail Council of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience, and has been on the front lines of retail industry change for his entire career. Michael is the producer and host of a network of leading podcasts including Canada’s top retail industry podcast, The Voice of Retail, plus Global E-Commerce Tech Talks and The Food Professor with Dr. Sylvain Charlebois. You can learn more about Michael here or on LinkedIn.
Michael LeBlanc 00:04
Welcome to The Voice of Retail. I'm your host Michael LeBlanc. This podcast is brought to you in conjunction with Retail Council of Canada.
Michael LeBlanc 00:10
Emily Hayward is obsessed. The Co-founder and Chief Brand Officer of Red Antler's, my very special guests recently at Retail Council of Canada Store 2021 Thought Leadership Conference. So, I thought it only appropriate to bring our conversation. On to the podcast, we talked about how her agency is now the go to agency for retailers looking to create brands that people want to talk about, and what it takes to build and sustain a remarkable brand. We discuss lessons learned from her career working with top companies such as Casper, Boxed and Allbirds. And delve into the key concepts she unpacks in a recent book, ‘Obsessed: Building a Brand People Love From Day One’.
Emily Heyward 00:45
I think to a certain degree, and it's definitely true with retail marketers, we've all become victims of data, in the sense that there's just, there is so much data and it is powerful. And like it's hard not to kind of just become addicted to that. And forget that like yes, of course, like we've got the data, we should use it, we should, like, optimize as much as we can, like, you know, get those conversion numbers up.
Michael LeBlanc 01:13
Let's listen in now.
Michael LeBlanc 01:14
Emily, welcome to Store 2021. How are you doing this morning?
Emily Heyward 01:19
I am great. I'm so happy to be here.
Michael LeBlanc 01:22
Well, I'm thrilled to have you back on the mic, so to speak, and have a chance for you and I to share you and I have met before I've had the pleasure of interviewing you for my Remarkable Retail podcast. And so, while many of the people out there could read about what you do, and all that, tell us a little bit more about Red Antler and yourself, and why you've become such a great go to destination for people looking to create powerful brands, powerful retail brands.
Emily Heyward 01:52
Absolutely. So, Red Antler is a company that my Co-founder and I started 14 years ago, and it's hard to remember now, but things looked very different. 14 years ago, sometimes I say to team members, there was no iPhone, and they look at me like I'm 100 years old. At the time that we started Red Antler, this new wave of businesses was just getting going. The startup scene in New York was really young. And nobody was talking about the importance of brand for early-stage companies, we were still very much in the era of the lean startup and get out there test your way to success. Iterate was the buzzword of the day and our hypothesis at the time, which remains true today is that the sooner you can start thinking about your brand, the more set up for success, you'll be as a business and the brand is not something to sort of tackle later once you figure out all the important stuff, but really can be a driver of business growth.
Emily Heyward 02:50
So, that's at the heart of who we are as a company. You know, fast forward to today, our business is split among pre-launch startups, that's still a huge part of what we do, as well as later stage and even established companies who are looking to think differently and really want to behave more like a startup or you know, business of the future.
Michael LeBlanc 03:11
Well, really looking forward to this morning and I wanted to talk about your book a little bit. It's a great book, anyone should, you know, run not walk to their local bookstore and pick it up, ‘Obsessed: Building-, Building a Brand People Love From Day One’. So, there's the book, make sure and pick it up. It's a great read. It is very practical; I want to pull out a couple of the words right from the title. Two words always jumped out at me: love and day one. And, you know, sometimes I've been writing brand briefs myself and, and those words don't typically find their way into the brand brief right away, like, you feel like I want to, you know, own a category or I want to, you know, be meaningful, but those are very powerful words. So, you know, how do you, how do you frame that with new brands or brands that are looking for a bit more acceleration to get that acceleration point. So, quickly, tell me about the framework and how you approach it.
Emily Heyward 04:09
So, first, I want to say in terms of day one, it's also never too late to start hearing the right thing and sometimes I think more established businesses are like, well, that's all well and good if you're starting late now. We have a 30-year legacy to contend with. And of course, that has its own challenges. But I don't want anyone to be discouraged by the phrase 'day one'. I think that you know what that philosophy is really about, again, is the importance of baking brand into who you are as a business and not just seeing it as a layer that sits on top.
Emily Heyward 04:43
So, I think it starts with clarifying a fundamental misconception that a lot of business owners have, or they think that brand is a logo or a name. They sort of confuse the expressions of their brand with the definition of brand and I've had Many founders or even, you know, established companies say to me like, oh, yeah, we don't need a brand, we have a logo. But what we really need is help with our website messaging and email strategy and I'm like, no, no, that all of that is your brand and all of that contributes to the relationship you have with your customers. And I do think that these days, you need to aim for love. Like that may sound like an extreme word, but we're living in an era where consumers have so much more choice, so much more information right at their fingertips, you know, back in the day, you just sort of had to buy the brand of detergent that your mom, bob, because that was what was available on it was the only one you'd heard of. And, that you could afford a national TV campaign. Now, you can, like, go online research, the founders read about the ingredients, what's their packaging philosophy and amidst all that choice, that bar is so much higher, but the opportunity is also so much greater.
Michael LeBlanc 05:54
I want to connect that philosophy was something you said at the very beginning around how you think about and again, it's whether you're launching a brand-new brand, or you know, reinvigorating an existing one that kind of idea of the minimum viable product that kind of crept its way in from technology and software into business, where you'd say, well, let's just get it going. And then we'll figure it out as we go because you know, we want to, it's fast paced, you feel this urgency, how do you connect those two, is it, is it well, you've got to get this figured out, even if you haven't got A to Z in, in the operating profile figured out, how do you, how do you square that circle, so to speak, when you're talking to your clients?
Emily Heyward 06:35
Yeah, to me, it's about thinking about how competitive the landscape is, how savvy consumers have gotten, and setting yourself up to even have the opportunity to figure it out. So, again, if we go back to how I define brand, it's really about understanding from the beginning, why are people going to care about this business? And how do we make sure that the second they meet us, they have a sense of why they should care. And you know, I think a lot of times, there's a temptation to again, just sort of exactly what you're saying, get it out there, sort of see if it gets traction. But so much of what gives something traction is the brand, right is the way that the story is told and the connection that you form, it's so rarely, the product itself is strong enough and differentiated enough that people are going to, you know, discover that on their own. So, again, you know, I don't think it needs to be that you're, you're going out of the gate spending millions of dollars on media, or that you have, you know, your sort of 10-year plan solved. But I do think that you need clarity around what you stand for, and why people should care.
Michael LeBlanc 07:42
You know, in our previous conversations, we've talked about how you will often talk with founders, who, you know, want to dent the universe, and they think this idea almost doesn't need explaining. It's so self-evident. And I think some of us get caught in that trap, right, it's like, why do I need to be thinking about this, it's obvious, but it feels like sometimes you're, if not the governor of those things, maybe. And if not splashing cold water on it. Sometimes you're just saying, well, let's unpack that a bit because there's really one, Google. And, you know, those things don't happen very often. How, what's your experience in that in talking to Founders or Brand Managers or Vice Presidents of Marketing, as they come to you with ideas that just are well-ish formed, but need a little more love, so to speak?
Emily Heyward 08:28
Yeah, I mean, there's a few things first, is that the cycle of competition has gotten so much shorter, like it used to be that over a year, we'd see a trend playing out like, oh, a lot of people are launching businesses in clean beauty. Now, within a month, we will often be meeting three different founding teams that are doing almost the identical thing. I mean, it's insane, and I think it's because people are, you know, witnessing the same trends, they're seeing the same whitespace, the same opportunities, and the barriers for launching a business have gotten so much lower. So, that doesn't mean there aren't businesses that, you know, have proprietary technology or onto something really innovative but there's bound to be another business that sort of sees the same opportunity. So, that's one. Two is that we've actually done quite a bit of work with businesses that are a little bit further along in their journey, who were first to market with something really innovative and are leading, but newer entrants into the category who are coming in to just look better and talk better and explain their benefit more clearly, and don't have nearly as much credibility and nearly as much, you know, sort of history and knowledge and expertise, but they're winning, because they're doing a better job of convincing people that they're the right choice. So, I think it's also about making sure you're set up to stay ahead and that you're not going to have a fast follow copycat who ends up leaping past you.
Michael LeBlanc 09:52
It's a good segue to my next question, was, and this is a very broad as a barn, kind of, question, but what a retail market gets wrong, when they when you meet with them. And when they talk to you, and we, you know, as a community, we don't always get it right. Certainly, these days, there's a lot, a lot more questions than there are answers but in the things that jump out at you that you hear a lot, they say, listen, you're you've already talked about, you know, a logo is not a brand, kind of, base, base foundation. But anything else come to mind when you think of that?
Emily Heyward 10:23
I think to a certain degree, and it's definitely true with retail marketers, we've all become victims of data, in the sense that there's just, there is so much data, and it is powerful, and like, it's hard not to kind of just become addicted to that, and forget that, like, yes, of course, like we've got the data, we should use it, we should, like, optimize as much as we can, like, you know, get those conversion numbers up, but we also need to remember, like the power of surprise, and you know, everyone's running the same promotions and sort of leaning into the same seasonality. It just, it gets boring, and I think the brands that like really, again, form that connection, are the ones that, yes, are doing all those things and I'm not saying ignore it, then are also thinking about, like, What's something small we can do, that's just going to make someone's day, and that totally hasn't been proven or tested. So, that's one and then, you know, I also see a lot of brands and also true in the retail space that are so focused on growing their customer base that they forget, it's almost like you take your, your spouse for granted. And it's like, how are we going to keep this romance fresh for the people who loved us first, right, and how do we make sure that we're putting just as much if not more energy into retention as we are into acquisition.
Michael LeBlanc 11:48
You know, I love that last part, because I've been to many meeting tables where you come up with fantastic acquisition campaigns. And sometimes they feel a little bit alienating to your existing customers, customer base, hey, I've been loyal for so many years, it feels like that. I guess the potential for that is pretty, pretty great when you kind of layer in all the different types of media that you can now deploy, that are out there that kind of go past your loyal customer base, and are just consumed as media, you know, whether it's a TikTok, or Instagram or any of the other platforms is that is that another risk, like, when I think of how I see brands using social media that's evolving pretty quick, is there any tips on that where you want to, kind of, try to stop and understand that connective tissue back to your brand?
Emily Heyward 12:35
Yeah, again, I think that, you know, look, there's so many opportunities now to make a splash and, you know, get buzz, but I think again, the brands that I've seen that are doing the best sort of five years down the road, 10 years down the road are the ones that are building long term relationships, and figuring out how to continue to fuel that fire and social has been an incredible place to do that, because you have this direct conversation with your consumer in a way that we couldn't have even imagined 20 years ago. I mean, when I started, you know, my career in traditional advertising, if you had told me that people would be choosing to follow what's basically just like one long commercial. You know, we were terrified of TiVo at the time.
Michael LeBlanc 13:20
Right, right. It's going to, it's going to, it's going to annihilate everything, we're not going to be able to talk to anybody.
Michael LeBlanc 13:25
Yeah, yeah crazy, right? Alright, so I can't have you on the mic with your experience and not talk about your insights around the COVID era and I was, I was taking another look through your book and I always kind of pick it up and I refresh my memory. But there's one part where you're talking about, you know, creating connection as a brand. And you know, this, the headline here is, we're all in this together. And, and, you know, it got me thinking about how, I don't know if you need to create that in your brand. But sometimes you need, you need a gathering point or mustering point. And it feels like, you know, for good or ill, mostly ill, COVID has kind of been this galvanizing thing that happened to every company all the same time it created basically a mission, right, and businesses - get through it, take care of our customers, retailers - take care of our employees. As you reflect on the past 18 months, I mean, we can kind of see the end of the COVID era. The goalposts keep moving a little bit, but we're kind of there it's been 18 months of change about, are there new habits? How are you thinking, two-part question, how are you thinking about consumer behavior habits, in other words, posts COVID or after the last 18 months, and how are you thinking businesses should think about the relationships with consumers and their brand, given the context of the, the time we're in?
Emily Heyward 13:25
Yeah.
Emily Heyward 14:48
Yeah, I mean, I think that we now have a much greater advantage, right, because when COVID hit, nobody could have anticipated its impact and every business was left scrambling and some were really lucky to be in categories that thrived, and others, you know, had a really tough time. I think now there's a little bit more, I mean, knock on wood, but I feel like there's a little bit more predictability about what we're facing in the coming year. And, I think that there are going to be plenty of unique challenges that come from this hybrid lifestyle, that we're all finding ourselves in hybrid, in terms of like, we're still spending a lot of time at home, but we're also suddenly having to, like show up in the world a little bit more.
Michael LeBlanc 15:30
Yeah.
Emily Heyward 15:30
Hybrid in terms of like, yes, we want to start traveling, but we still feel nervous, you know. And I think that businesses that can think about what are the consumer insights that are attached to that, kind of, like, one foot in one foot out moment that I think is going to last a pretty long time, will absolutely thrive. I mean, I've been googling so if anyone here at the conference has a suggestion for me, I've been googling work pants that feel like sweatpants, and I have not found a good answer. So, you know, it's like, get to the top of Google search results on that, and you'll at least have one customer right here.
Michael LeBlanc 16:10
All right, there's a business-to-business development for our audience out there, I do have an idea. Actually, I think I have found those. But I'll mention it off mic. You know, we started today, with a great presentation from IKEA and, and you know, nested in the IKEA brand, what a powerhouse brand. IKEA is, I mean, you know, the stats and the work they do in their deep, deep connectivity to sustainability, you know, now they're either making a billion plant-based meatballs or plant balls, which is kind of fun. Of course, now, you know, that, everyone is talking about in one way, shape, or form sustainability. I was saying to a fellow marketer, I mean, there's no vaccine for the environmental challenges. We've got these, there's no quick fix. There's no, nothing getting out of this soon. I see a lot of brands reaching for a connection to sustainability to impact, you talk about impact. We all talk about ESG more. So, it feels like, how do you own that thing of sustainability, and connect that to your brand, when everybody is basically trying to own the same thing, is it an ownable proposition for your brand or is it just now table stakes, like, we don't all have the resources of an organization like IKEA, but is it, is it table stakes, or is there still something you can do that, that helps your brand and makes you stand out and connect to your customers?
Emily Heyward 17:31
I want to say both, like I hope it's table stakes, you know, when we meet with a new company, and they don't have a plan around sustainability, especially if it's a company that makes a physical product and is engaging in, you know, packaging exploration, I'm like, what are you doing. Like, I just I do not think that any company should be existing without a strategy around sustainability, both from you know, good business practice, and also just from, like, let's save ourselves, we still can, we're all human beings who have to live here. But
Michael LeBlanc 18:02
Right.
Emily Heyward 18:02
There's so much more that we could be doing. And I think that there absolutely is still opportunity to differentiate, to go the extra mile, and to stand out. And I think it's something that people are going to only care more, and more, and more about.
18:18
Yeah, I was interviewing a gentleman, Sir Ronald Cohn. And he's got a book called Impact. And really, he was a leader in the venture capital impact space, is a leader. And he was telling me about this app that is launched in France where people can, can scan items on a shelf, and understand their end-to-end impacts, so this feels like it needs more attention than perhaps we're giving it, you know, the technology is evolving. But, you know, can you see that being a major part of a brand platform where they're doing that, kind of, deep work? I think the answer to it is, is yes.
Emily Heyward 18:56
Absolutely
Michael LeBlanc 18:56
Yeah.
Emily Heyward 18:57
I think that's so interesting. And I think that we are seeing that movement happened in terms of ingredients, you know, particularly in the beauty and skincare industry, you know, less about sustainability, more about health and safety, but the two are obviously connected. And I think there's just more and more desire and demand for that, kind of, transparency and accountability. So, I think it's great. I just, I only want to see us moving in that direction. And I think that if businesses recognize that this is a chance to stand out and get positive attention and gain more customers, like that's only gonna you know, sort of, help all of us in the long run.
Michael LeBlanc 19:38
We started the, the week with, I had the opportunity to interview Michael Snyder from Bunnings, and Bunnings is a powerhouse in Australia. They're their home improvement retailer, and they are interesting from a brand perspective. And you would really appreciate this. I'm sure that not only are they the number one retail brand, but they're one of the most, if not the most trusted of all brands. You know, our discussion, I wanted to get your thoughts on it as we, kind of, go away from tactics into strategies, how do you, as an organization start to inject these brand attributes into the DNA of the organization, you know, my question to Michael was, it's one thing to get to number one, it's another thing to stay there and it feels very cultural, more than tactical. How do you have that broader conversation, what's your advice to retail marketers about, listen, the brand is more than the logo, the brand is what we do, but it's got, it feels like it has to be right in the DNA. If it's not already there. How do you, how do you have that conversation?
Emily Heyward 20:36
I 100% agree. And you know, I've seen it go well, and I've also seen it go poorly. You know, I think especially because so much of our work is with venture backed startups, there's an incredible pressure to grow and scale. And in the sad case is, you know, companies sort of forget what made people fall in love with them in the first place and abandon those principles in a quest to just get bigger, and bigger, and bigger. So, I understand that struggle. I think it's a, it's probably the hardest thing that a growing business faces and all the challenges that sort of come with success, but I think, Michael, I think you articulated it really well. I think it is about recognizing that your brand needs to be inward facing just as much as outward facing and that your team are actually your most important audience and making sure that everyone on the team, particularly new people, understands the values that got you where you are, and continues to implement those values as they think through new strategies, because if they don't, they're just gonna come in and have tactics that sort of undercut that specialness, that unique-ness helped you get out there from the start.
Michael LeBlanc 21:44
Yeah, I've been, again, I've been to tables where you can see that little drip irrigation erosion of your brand, it's like, we need to do this to secure a particular part of the market. It's yeah, it's a little off brand but then, you know, it's that creeping incrementalism that could, kind of, add up to be a bit frightening. And you know, I kind of you know, you can imagine that that happening.
Michael LeBlanc 22:08
Let's talk about, as you step back and understand your world running an agency, the companies you deal with, we talked about culture, in this virtual world, kind of, where we started talking about, you know, it's nice to have you here in the virtual world, the pro is, it's great to have you coming in, expert for a, global expert. The downside is we're not in person a how, what's your advice, what's your personal experience, running your agency trying to keep your culture together in a, you know, in this environment, any, any tips of what works well, how do you inculcate new people in a culture, how do you, how do you keep it from eroding slowly because, you know, you're, you're not together and is that even important anymore?
Emily Heyward 22:50
Oh, I think it's so important and I wish I had all the answers. I'll be totally honest, I think this is something that we are struggling with, um, like, I imagine most companies and it's the most important conversation that we're having at a leadership level, not only are we still predominantly virtual, but we have a ton of new employees. You know, like a lot of other companies, there's been a lot of turnover and people rethinking their life and other people joining
Michael LeBlanc 23:19
Sure, sure.
Emily Heyward 23:19
and, you know, it's, it's tough. I think that it's really important in the same way that a consumer facing brand needs to do this for its consumers, I think it's really important that business leaders help people understand, like, why they're there beyond the day to day, sort of, list of tasks in front of them and again, going back to what you're just saying about scaling a business, right. Like, what is the philosophy that drives this business, why did we make the decisions that we made way back when, and let's not take for granted that it's obvious, let's take the time to walk people through, oh, hey, here's why we do things this way, you know, and this was the thinking behind it. And these were the other prospects for that we didn't go down and it can be so easy in the normal course of business to just be like, we've got to get it done but I think having those conversations whether it's in small training sessions, or large all hands meetings, or you know, one on one of like, hey, you know, that thing that's just a part of how we operate, like, here's the origins of that, and here's the philosophy behind it, and we found that taking the time to have those conversations has been really, really helpful.
Michael LeBlanc 24:22
It's great advice. You know, when I talked to retail executives coast to coast, I asked them a question about the working environment and how happy they were from a productivity perspective, no other perspective than productivity and, and talking to a lot of executives, they ranked it like 8 out of 10, we are very productive. It's, it's, you know, we were afraid we weren't, turns out we're very productive. But again, they express that same concern that you lose something in the soft tissue, you lose that cultural connection, you know, why did we do things that we started out, do you see going forward, again, another fairly unfair question, but in your you know, what's going, but in the future, do you see your organization and organizations you work with moving to a hybrid model, and sticking with that, that, kind of, bounce off the best of both worlds get great productivity, and get great innovation, creativity and cultural adhesion, can, can you see a future like that?
Emily Heyward 25:17
So, I think we have to, and, you know, I know there are industries that are, sort of, calling everyone back, that is absolutely not in the plan for us, I think that it would be a disservice to our team. And I don't think that we can sort of take away the gains that people have gotten from having more flexibility, whether that's as a parent or even just someone who, like, loves to go for a run right after work and doesn't want to be dealing with a commute, you know. So, we are determined to make hybrid work. That doesn't mean it's going to be easy, but I don't see an alternative. It doesn't, you know, I think that this forced us to realize we can do it, and now we have to embrace the gains and solve the challenges.
Michael LeBlanc 26:02
All right, last question for you. As you look across the broad canvas of brands and retail, any ones that jumped out at you, as you, kind of, look back and reflect on recent history, even before, even in the before time that really stand out in your mind, you say, wow, of course your clients, you've got some amazing clients, feel free to articulate them, but anyone stand out in your mind to go wow, these, these are some folks to watch and they're they I think are on the right path to being a Steve Dennis would say Remarkable.
Emily Heyward 26:33
How about I give you one client and one non-client just so, it's a you know, unbiased.
Michael LeBlanc 26:37
Balanced.
Emily Heyward 26:37
So, I think a client of mine that's just did a phenomenal job all through COVID and continues to be really adaptive. And at the forefront of, of culture is a brand called Judy, which actually sells emergency preparedness kits. So, you know, fortunate, you could say they launched about a month before the pandemic hit. But I often tell,
Michael LeBlanc 27:00
Perfect timing.
Emily Heyward 27:00
It is but this wasn't just a lucky coincidence. I think the founders recognize that, you know, due to climate change and other forces, we're only going to be facing more and more and more of these unexpected scenarios. And most people don't have a plan. So they really see themselves as catalysts for getting people to think about like, what do I do in case of a hurricane or flood or, you know, a global pandemic, like, we have to expect the unexpected, and they're right at the front of that conversation and also sell very well thought out products, but the products are almost like a foot in the door to get people behaving more responsibly and giving them more tools to take care of their family in themselves. So, I love that brand. And then from a non-client perspective, I'm personally just a huge fan of the brand Hillhouse. They make a dress called the Nap Dress. Going back to my sweatpants comment earlier I'd say one piece of clothing I've bought in the past couple years, you know, year and a half isn't as leisure and it's just incredibly comfortable but also looks nice and I think they've done such a good job of you know, being like relevant for the moment but also recognizing that we still need a little bit of aspiration in our lives and they've just balanced that really, really well.
Michael LeBlanc 28:19
Well, that's great. Thank you for sharing both of those wonderful examples so, the, my guest Emily Hayward, the agency Red Antler, the book, Obsessed needs to be on your shelf, needs to be on your night table. How can, and where can people go to learn more about you and get in touch and all that great stuff?
Emily Heyward 28:36
I'm on Instagram just as Emily Hayward and, of course, Red Antler is too, and Red Antler's website is probably the best place to understand what we're all about.
Michael LeBlanc 28:46
Well, Emily, such a treat again to see you virtually. We've actually never met but that too shall come, I look forward to doing that and thank you so much for joining us and sharing your wisdom and insights and experience. Much, much appreciated, and I wish you continued success and, and a great rest of your week.
Emily Heyward 29:04
Thank you, back at you. I feel like we know each other. Have a great day. Thank you so much.
Michael LeBlanc 29:10
Bye, bye and thanks everyone. Bye, bye.
Michael LeBlanc 29:13
Thanks for tuning in to today's episode of The Voice of Retail. Be sure to follow the podcast on Apple, Spotify, or wherever you enjoy podcasts, so you don't miss out on the latest episodes, industry news, and insights. If you enjoyed this episode, please consider leaving a rating and review as it really helps us grow so that we continue to get amazing guests onto the show.
Michael LeBlanc 29:32
I'm your host Michael LeBlanc, President of M.E. LeBlanc & Company Inc. and if you're looking for more content or want to chat, follow me on LinkedIn or visit my website at meleblanc.co
Michael LeBlanc 29:42
Until next time, stay safe. Have a great week.
SUMMARY KEYWORDS
brand, business, people, brands, retail, sustainability, company, bit, day, founders, consumers, feel, emily, question, opportunity, antler, philosophy, talk, thinking, conversation