Podcasts about euro rscg

Vandaag bespreken we het boek The Infinite Game van Simon Sinek. De titel van de Nederlandse vertaling is Het Oneindige Spel. Sinek studeerde culturele antropolgie en rechten, hij begon zijn carrière bij de New Yorkse reclamebureaus Euro RSCG en Ogilvy & Mather en startte daarna zijn eigen bedrijf, Sinek Partners. De why van Sinek Partners: We are here to inspire people to do the things that inspire them so that, together, each of us can change our world for the better. Finite and infinite games Just cause Cause. No cause. Keeper of the cause The responsibility of business Will and resources Trusting teams Ethical fading Worthy rival Existential flexbility The courage to lead Volgens mij had dit boek met 100 pagina's hetzelfde kunnen vertellen. Sinek is een groot vertellen en houdt van heroïsche verhalen en voorbeelden. De kern van het boek gaat over het verschil tussen een eindige of een oneindige instelling voor een bedrijf. De meeste ondernemers en bedrijven spelen een eindig spel. Wanneer je de oprichter of CEO hoort spreken merk je vaak al snel of ze een groots doel hebben of het spel spelen om te winnen. De mensen die spelen om te winnen, zijn uiteindelijk de verliezers.Het oneindige spel is een interessante gedachte, maar wanneer je naar de praktijk kijkt zijn er weinig bedrijven die dit volhouden. Met name wanneer de oprichter, de drager van het idee, de bron, vertrekt, het lastig om een opvolger te vinden die ook het oneindige spel speelt. Vaak vervalt een oneindig bedrijf bij succes naar een eindig spel. Het boek beschrijft mooie voorbeelden, waarbij Sinek een overduidelijke liefde heeft voor Apple. Mooie voorbeelden van Kodak, Microsoft, Victorinox, Walmart Ik moest denken aan Hidden Champions en familiebedrijven. Finite and infinite games In an infinite game, the primary objective is to keep playing, to perpetuate the game. When we lead with a finite mindset in an infinite game, it leads to all kinds of problems, the most common of which include the decline of trust, cooperation and innovation. Despite the fact that companies are playing in a game that cannot be won, too many business leaders keep playing as if they can. We have to stop thinking about who wins or who's the best and start thinking about how to build organizations that are strong enough and healthy enough to stay in the game for many generations to come. The true value of an organization is measured by the desire others have to contribute to that organization's ability to keep succeeding, not just during the time they are there, but well beyond their own tenure. finite-minded leader works to get something from their employees, customers and shareholders in order to meet arbitrary metrics, infinite-minded leader works to ensure that their employees, customers and shareholders remain inspired to continue contributing with their effort, their wallets and their investments. In business, that means building an organization that can survive its leaders. Players with an infinite mindset want to leave their organizations in better shape than they found them. An infinite-minded leader does not simply want to build a company that can weather change but one that can be transformed by it. finite-minded leader must concede that the longer an organization can survive and thrive, the more likely it is to achieve all its goals. Any leader who wants to adopt an infinite mindset must follow five essential practices:  Advance a Just Cause Build Trusting Teams  Study your Worthy Rivals  Prepare for Existential Flexibility  Demonstrate the Courage to Lead (Dit is de kern van het boek) Just cause A Just Cause is a specific vision of a future state that does not yet exist; a future state so appealing that people are willing to make sacrifices in order to help advance toward that vision. A Just Cause is not the same as our WHY. A WHY comes from the past.

Pour ce douzième épisode, nous avons l'honneur de recevoir Alain Cayzac, co-fondateur d'Euro RSCG (avec Jacques Séguéla) et ex Président du Paris Saint Germain. Alain Cayzac est un homme d'exception : Communiquant hors pair, en 1972, il créé avec 3 autres compères, dont Jacques Séguéla, Euro RSCG, une agence de communication. Ils vont monter jusqu'à 16 000 collaborateurs dans le monde. L'entreprise sera revendue à Havas, dirigé par Vincent Bolloré. Passionné de sport depuis tout petit, il est particulièrement amateur de football, et du PSG. En 2006, il réalise l'un de ses rêves : il devient Président du PSG. Épisode très intense de sa vie qu'il nous raconte dans cet échange. Enfin Alain, est reconnu pour être un humaniste, qui se dresse contre toutes les sortes de discriminations : racisme, homophobie, antisémitisme. C'est un grand patron, qui se dit ouvertement "plus à gauche". Dans cet épisode, nous avons parlé de son expérience à HEC Paris, chez Procter & Gamble, de Marcel Conche, de Jacques Séguéla, de la campagne de François Mitterand en 1981, de Vinent Bolloré, de la définition d'un bon communicant, de Pierre Mendès France..

About Maya Colombani:Maya's Profilelinkedin.com/in/maya-colombani-0a118369Websites:https://www.loreal.com/en/nordics/pages/commitments/l-oreal-for-the-future/Email:info@laurainserra.comLaura Inserra MAYA'S BIO:Maya Colombani - L'Oréal Canada - Chief Sustainability & Human Rights OfficerMaya Colombani has been appointed Chief Sustainability and Human Rights Officer of L'Oréal Canada in April 2022. With an international career of over 20 years at L'Oréal, Maya is distinguished by a rich and comprehensive professional background. She began her career in France, working for leading design and advertising agencies such as Dragon Rouge, Publicis, and Euro RSCG. She then joined L'Oréal's Professional Products division in 2001. There, she held positions in operational marketing and DMI (Direction Marketing International), for Kérastase and L'Oréal Professionnel. She carried out assignments in India and in the Western Europe zone, before moving to Brazil in June 2010 where she worked in marketing functions. Since the end of 2016, she has been Director of Sustainable Development for Brazil.In this role, she profoundly transformed L'Oréal Brazil's approach to sustainable development and human rights. She has implemented actions that inspired the L'Oréal Group and positioned L'Oréal Brazil as a national benchmark. L'Oréal Brazil is indeed regularly cited as an example and is used to fuel new reflections, both on environmental issues and on human rights issues, as well as with respect to the relations with the indigenous people of Brazil. Her projects have been rewarded by the best rankings such as Guia Exame 2017/2018/2019; recognized as the best company in climate change as well as biodiversity management; and has received the WEP gold award 2021 on women empowerment supported by ONU Women and Compact Global. In 2022, thanks to her strong inclusive social programs for indigenous and communities, the GLOBO recognized L'Oréal Brazil as “The company that makes the difference in term of inclusion and diversity.”In Canada, Maya's mission is to increase the positive footprint internally and externally in terms of sustainable development and human rights, and to accelerate the actions carried out within the framework of “L'Oréal For the Future.” Among her first projects, she has already focused, with the Canadian teams, on achieving the company's full carbon neutrality on all its sites, as well as accelerating ambitious targets on water management and implementing cleantech partnership and eco-design business with committed brands.Thanks to impactful projects in Canada, earned her the prestigious “Canada's Clean 50” award that "recognized the most impactful 50 individual LEADERs that have demonstrated measurable leadership in fighting climate change and helping Canada transition to a low-carbon economy." Another important achievement for Maya is being named President of the “Positive Impact Club” of the French CCI in Canada, to have a positive impact on our society and reinforce the bond between France and Canada. Maya graduated from Reims Business School and completed an MBA semester of International Business Strategy in Victoria University, Australia. She now lives in Montreal, Québec, Canada with her family.  SHOW INTRO:Welcome to the NXTLVL Experience Design podcast.These dynamic dialogues based on our acronym DATA - design, architecture, technology, and the arts crosses over disciplines but maintains a common thread of people who are passionate about the world we live in and human's influence on it, the ways we craft the built environment to maximize human experience, increasing our understanding of human behavior and searching for the New Possible.    The NXTLVL Experience Design podcast is presented by VMSD Magazine part of the Smartwork Media family of brands.VMSD brings us, in the brand experience world, the International Retail Design Conference. The IRDC is one of the best retail design conferences that there is bringing together the world of retailers, brands and experience place makers every year for two days of engaging conversations and pushing the discourse forward on what makes retailing relevant. You will find the archive of the NXTLVL Experience Design podcast on VMSD.com.Thanks also goes to Shop Association the only global retail trade association dedicated to elevating the in-store experience. SHOP Association represents companies and affiliates from 25 countries and brings value to their members through research, networking, education, events and awards. Check then out on SHOPAssociation.orgIn this episode I talk with Maya Colombani Chief Sustainability and Human Rights Officer of L'Oréal Canada. Maya is one of the most passionate proponents of rethinking sustainable business practices and supporting human rights that I have ever met. Her energy is infectious and her passion is a positive push to do more in support of people and the planet. First though, a few thoughts…             *                         *                         *Certain themes keep on emerging in my discussions with my guests. Health, wellness, and sustainability frequently come into the conversation regardless of whether or not I'm speaking to a designer, a neuroscientist, an artist or obviously someone who's work life is focused on sustainable design Practice within their business.We are more aware today of the influence of the built environment on our mind body state, our very psychology and neurophysiological makeup. I have often referred to this as ontological design - The fact that the things we design and bring into the world design us back.The field of neuroaesthetics that have come up in previous conversations with Susan Magsamen and Ivy Ross in the ir book Your Brain on Art or with Tasha Golden in my discussion with her and the work she does at the Arts and Mind Lab at Johns Hopkins have pointed out that the psychological effects of bad or simply banal buildings is part of our potential mental health crisis.Advances in neuroscience driven by technologies is allowing us to see into the human brain and understand the interrelationships between its functional areas and it's and our connection to the environment in a way that we have not been able to do so before. And because of this new ability we are more able to determine, with a very high degree of confidence, what goes on in our inner world when we are immersed in our outer world. We've talked about color and its influence on our mind body state with Valerie Corcias and we've talked about music and how the arts having a deeply resonant place in our collective experience of our social groups and culture.Sustainability keeps on emerging as an obvious focus in the guests that I speak to whether it was with Bruce Mau and talking about his book MC24 or Martin Kingdon and his relationship to the store fixture manufacturing world in Europe and then there was Denise Naguib, of VP of Sustanability and Vendor Diversity at Marriott International, who I won't soon forget reminded me that the planet will be just fine without us and that we just have to decide whether or not we want to live here.When I go to conferences and I listen to the subjects that are often talked about by keynote presenters, panelists and just the everyday conversations that happen outside of the lecture room, sustainable design practice quickly surfaces and becomes a focal point.I think to most of us now, we are aware that we are facing an existential crisis that will shape the course of humanity in the near future. There are some that say we are already too late that reversing the effects of climate change maybe a losing battle. There are others that soldier on believing that it is the responsible thing for us to do and that changing our approach to living, manufacturing, building and other human endeavours needs to be reconsidered so that we change to protecting the planet from ourselves, not so much for the planet itself but for the fact that if we want to live here we need to be able to preserve Mother Nature and be good stewards of the gift that we have been given. When you consider the length of time that this little blue dot has been spinning around our sun, somewhere in the neighborhood of 4.5 billion years, and you consider the amount of time that humans have been occupying the earth, it should be setting off alarm bells that in just a couple of centuries we've begun to destroy the ecosystem that was here long before we arrived. And that frankly will be here a long time after we are gone. The challenge is that I don't think we're going to be able to get off this planet and get on an interplanetary transport to Mars and build colonies there before this earth go through some significant changes that will affect all of humankind.Is it too late? It may be but one thing is for sure, if we don't change our practices and think about regenerating nature along with driving capitalism forward we will most definitely end up in a climate disaster. And so, this is why it is so important that the practices and policies that are being pushed forward by people like my guest on this episode, Maya Colombani, are so critical to the course of humanity. One of the obvious things is that sustainable design practices are not just about saving the planet and providing a viable environment for humans but they also happen to be good for business. One of the opportunities here is to change our thinking about how we see innovation in the sustainable design space and make sure that we consider that it is something that brings value for business and societies.Retailers and manufacturers have a responsibility with the power they wield to address innovating our way into a sustainable future that addresses directly the effects of climate change.Part of this of course is going back to our roots - meaning engaging indigenous communities in understanding how to treat the planet better. A westernized mentality towards dominating the planet and its people have put us on a collision course with a disastrous future. If we could fully realized that indigenous communities can teach western societies a great deal about how to manage our resources we would ultimately be much better off.One school of thought is that we have created this problem and we can therefore therefore fix it, but my hunch is that we are not going to be able to continue to be so arrogant as to believe that we can do it on our own. Large corporations need to turn to the ancient wisdom of indigenous peoples and engage them in a collaborative process of sustainable and social responsibility which should be, in the end, at the center of all of the decisions that we make.L'Oreal Canada along with Maya Colombani wants to be a laboratory for good and they want to reinvent retail and corporate manufacturing policies that are good for society with the added benefit of it being also good for their business. That involves engaging the corporate structure including suppliers in the process of rethinking how they bring goods to market. Maya Colombani will say that it's not good enough just to fight climate change… what we have to do is regenerate nature and part of that is that sustainability is not about having good intentions it's about action and measurable outcomes.This of course requires a significant shift in mindsets which is very difficult, kind of like changing the direction of the aircraft carrier in the middle of the ocean because in the end the future belongs not in the hands of major companies but in those of the citizens of the world who have, through their buying power, the ability to vote for companies who are doing the right thing and to do so with their wallets.Maya Colombani would say that in sustainable development there is never an individual victory but only great collective victories that push us to grow further every day. Having won a number of awards for her efforts she sees these recognitions as an invitation to work even harder and faster to face the unprecedented global humanitarian and climate crisis that we are currently embroiled in.Maya Colombani was appointed Chief Sustainability and Human Rights Officer of L'Oreal Canada in April 2022. In her more than 20 years with the company prior to her current role, she had carried out assignments in India and Western Europe and then moved to Brazil in 2010 where she worked in marketing functions.In 2006 she was the director of sustainable development for Brazil. While in this role of she transformed L'Oreal Brazil into a national benchmark for how to rethink both environmental and human rights issue as well as our respect for relations with indigenous peoples.She has received many distinguished awards being recognized for her passionate approach to people and the planet. In Canada, Maya's mission is to increase the positive footprint internally and externally in terms of sustainable development and human rights and to accelerate the actions carried out within the framework of “L'Oreal For The Future.”She has been focused on achieving the company's full carbon neutrality on all of its sites as well as accelerating ambition targets on water management and implementing clean tech partnerships and eco design businesses with committed brands.Thanks to the impactful projects in Canada she earned the prestigious Canada's “Clean 50” award that recognized the 50 most impactful individual leaders that have demonstrated measurable leadership in fighting climate change and helping Canada transition to a low carbon economy.When I met Maya Colombani at the Bensadoun School of Retail Management Retail Summit in the fall of 2023, I was immediately struck by her energy and passion for this subject. I think you'll discover in this episode that to say that Maya is passionate about people on the planet might be an understatement.ABOUT DAVID KEPRON:LinkedIn Profile: linkedin.com/in/david-kepron-9a1582bWebsites:  https://www.davidkepron.com    (personal website)vmsd.com/taxonomy/term/8645  (Blog)Email: david.kepron@NXTLVLexperiencedesign.comTwitter: DavidKepronPersonal Instagram: https://www.instagram.com/davidkepron/NXTLVL Instagram: https://www.instagram.com/nxtlvl_experience_design/Bio:David Kepron is a multifaceted creative professional with a deep curiosity to understand ‘why', ‘what's now' and ‘what's next'. He brings together his background as an architect, artist, educator, author, podcast host and builder to the making of meaningful and empathically-focused, community-centric customer connections at brand experience places around the globe. David is a former VP - Global Design Strategies at Marriott International. While at Marriott, his focus was on the creation of compelling customer experiences within Marriott's “Premium Distinctive” segment which included: Westin, Renaissance, Le Meridien, Autograph Collection, Tribute Portfolio, Design Hotels and Gaylord hotels. In 2020 Kepron founded NXTLVL Experience Design, a strategy and design consultancy, where he combines his multidisciplinary approach to the creation of relevant brand engagements with his passion for social and cultural anthropology, neuroscience and emerging digital technologies. As a frequently requested international speaker at corporate events and international conferences focusing on CX, digital transformation, retail, hospitality, emerging technology, David shares his expertise on subjects ranging from consumer behaviors and trends, brain science and buying behavior, store design and visual merchandising, hotel design and strategy as well as creativity and innovation. In his talks, David shares visionary ideas on how brand strategy, brain science and emerging technologies are changing guest expectations about relationships they want to have with brands and how companies can remain relevant in a digitally enabled marketplace. David currently shares his experience and insight on various industry boards including: VMSD magazine's Editorial Advisory Board, the Interactive Customer Experience Association, Sign Research Foundation's Program Committee as well as the Center For Retail Transformation at George Mason University.He has held teaching positions at New York's Fashion Institute of Technology (F.I.T.), the Department of Architecture & Interior Design of Drexel University in Philadelphia, the Laboratory Institute of Merchandising (L.I.M.) in New York, the International Academy of Merchandising and Design in Montreal and he served as the Director of the Visual Merchandising Department at LaSalle International Fashion School (L.I.F.S.) in Singapore.  In 2014 Kepron published his first book titled: “Retail (r)Evolution: Why Creating Right-Brain Stores Will Shape the Future of Shopping in a Digitally Driven World” and he is currently working on his second book to be published soon. David also writes a popular blog called “Brain Food” which is published monthly on vmsd.com.    The next level experience design podcast is presented by VMSD magazine and Smartwork Media. It is hosted and executive produced by David Kepron. Our original music and audio production by Kano Sound. The content of this podcast is copywrite to David Kepron and NXTLVL Experience Design. Any publication or rebroadcast of the content is prohibited without the expressed written consent of David Kepron and NXTLVL Experience Design.Make sure to tune in for more NXTLVL “Dialogues on DATA: Design Architecture Technology and the Arts” wherever you find your favorite podcasts and make sure to visit vmsd.com and look for the tab for the NXTLVL Experience Design podcast there too.

Ravi Prasad is a former ad man turned social entrepreneur. A strategist, who in a career spanning over 20 years, worked for agencies including, EURO RSCG, Leo Burnett, John Singleton Advertising, Ogilvy & Mather, Sapient Nitro and Clemenger BBDO. Over the years his work has won, or been a finalist, in awards, from W3 in New York to the IIB Awards in London, and from ADMA to AIMIA in Australia.  In 2013 Ravi shifted the focus of his life and work to pursue his interest in social justice and civil society, and founded Parliament on King. Parliament on King addresses the barriers to social, cultural and economic participation faced by asylum seekers and refugees.  It's also a social enterprise catering business, that offers training, work experience and paid employment to asylum seekers and refugees – all funded by the proceeds of its commercial catering operations. The project has been recognized with awards including a Refuge Council Humanitarian Award and the Good Food Guides ‘Food for Good Award'. Ravi is also the recipient of a UTS Human Rights Awards and the 2022 NSW Human Rights Medal. Ravi shares such valuable insights in this interview. There's a theme that threads its way throughout our chat - the importance of belief, clarity of belief, self-belief and shared belief. This, combined with the other recurring themes of the power of ‘action' to build belief; and the fallacy of limited resources, makes for an interview that I really hope will inspire people to act without any further delay.   Some of the highlights of our conversation A great philosophical discussion about the role of love in business Ravi's view on the role of the social enterprise sector and the future of business The life defining moment that forced Ravi to examine his beliefs and what happened as a result The idea of limited resources being a barrier to starting to live your beliefs. Parliament On King's start-up story – you're going to want to listen to this! The importance of action – “doing things” – to create proof and belief to take the next step The power of doing something small What can one single person do? The power of one The secret to people being trustworthy is to trust them – Ravi's story about his experiment on trust Social businesses are built on belief. Social business leaders can make their own rules. Parliament On King's ripple-effect of impact –on asylum seekers and refugees, the homeless and other vulnerable groups Shared narrative, transformative leadership, action and stories Transparency of impact that builds trust   Connect with Ravi Email:  myintuition@yahoo.com Phone: +61 414 235 325 Linkedin: https://www.linkedin.com/in/raviprasad/  

Le salon Millésime Bio, qui fête ses 30 ans cette année,  ouvrira ses portes à Montpellier dans quelques jours. C'est devenu aujourd'hui la première place de marché mondiale du vin bio. Sa présidente, Jeanne Fabre, issue d'une lignée de vignerons qui remonte au début du 17èeme siècle, a un parcours atypique. Après de brillantes études littéraires (Hypokhâgne, Khâgne, Sciences PO, ESCP), elle démarre sa carrière dans l'agence de communication EURO RSCG, avant de rejoindre un cabinet de recrutement puis de créer sa propre agence de voyages.  De retour au domaine familial en 2017, elle gère aujourd'hui les Ressources Humaines et la partie œnotourisme du domaine Fabre, en Occitanie et  armée de fortes convictions, est devenue en 2020 Présidente de Millésime Bio. Elle nous explique pourquoi il faut venir fêter les 30 ans de ce salon réservé aux professionnels et nous éclaire également sur les spcécifictés du vin bio

This week on Maximum Mom, your host Elise Buie is joined by Nishea Clark. Nishea is not a lawyer but the is Founder and Owner of NVC Consulting, LLC market research and strategic planning customized services.Since 2002, NVC Consulting has provided insights and analysis for customers in pharmaceuticals, consumer package goods, media and entertainment and financial services. Nishea experience spans from the most elite advertising agencies such as EURO RSCG, Leo Burnett and DDB to premier Fortune 500 clients including, Pfizer, IMG, Procter & Gamble, McDonalds, SiriusXM, Johnson & Johnson, Novartis, Microsoft and many more. Her team of seasoned professionals is equally skilled at delivering excellent insights with the highest level of customer service.Nishea received her BS in Journalism from Northwestern University. She also earned her MBA from the Kellogg School of Business at Northwestern, where she has consulted and returned as a visiting lecturer to the business school. NVC Consulting is currently based in New York.At present, NVC Consulting is engaged with Pfizer, conducting proprietary and customized market research that is novel to the industry in the area of rare diseases. NVC engaged with the team to design and execute an innovative take on the standard patient journey, which encompassed all stakeholders along the patient experience. The project utilized non-traditional recruiting, community based interviewing and an immersion vs. observation approach. This methodology allowed the team to uncover deeper customer insights that are more robust and supportive to strategy. Nishea and her associates have provided a viewpoint that allows Pfizer to better anticipate issues/opportunities with the target audience prior to going into market. The philosophy of delivering actionable strategies led to an output that empowers the entire team to be more proactive versus reactive.01:00 Meet Nishea 12:14 Being a mom is the most humbling journey in my entire life 17:48 Getting a parenting coach so you can parent the kids you have 21:38 Personality archetypes in the workplace are so valuable … here's why!27:40 Have the label of intimidating — and coming to terms with people about it 33:13 Making it work for you! — back to boundaries 36:15 What does marketing research look like Connect with Nishea:Website InstagramFacebookTwitterReading: Find Your Unicorn Space by: Eve Rodsky

Sat, 10 Dec 2022 04:45:00 +0000 https://jungeanleger.podigee.io/501-sportwoche-podcast-s2-14-matthias-berlisg-partnerships-der-sporthilfe-calls-to-action-und-der-business-athlete-award 393e789c0e1bd5cdb0271dec5e1ddda4 Matthias Berlisg ist Head of Marketing und Partnerships der Österreichischen Sporthilfe. Seit 2009 (also rund 1/4 der 51jährigen Sporthilfe-Geschichte) ist er dabei, war davor Werber bei u.a. Demler, Publizis, Euro RSCG. Wir reden über die Bedeutung der Sporthilfe in Österreich, wie sie sich international einreiht, über grosse TV-Formate und haben natürlich auch die Calls to Action: Wie kann man unterstützen? Wie Talente entdecken? Wie Förderanträge stellen? Auch die gemeinsame Schnittmenge, ich nenne da den Business Athlete Award sowie auch ein neues Projekt, das wir gerade besprechen, ist Thema. http://www.sporthilfe.at http://www.sportgeschichte.at/baa About: Die Marke, Patent, Rechte und das Archiv der SportWoche wurden 2017 von Christian Drastil Comm. erworben, Mehr unter http://www.sportgeschichte.at . Der neue SportWoche Podcast ist eingebettet in „ Wiener Börse, Sport, Musik (und mehr)“ auf http://www.christian-drastil.com/podcast und erscheint, wie es in Name SportWoche auch drinsteckt, wöchentlich. Bewertungen bei Apple machen mir Freude: https://podcasts.apple.com/at/podcast/christian-drastil-wiener-börse-sport-musik-und-mehr-my-life/id1484919130 . Unter http://www.sportgeschichte.at/sportwochepodcast sieht man alle Folgen, auch nach Hörer:innen-Anzahl gerankt. 501 full no

W kolejnym odcinku programu Reklamiara Marta Macke gości Agnieszkę Radawiec, CMO firmy OBI. Gościni dzieli się w rozmowie perspektywą doświadczonej managerki pracującej zarówno w branży reklamowej (EURO RSCG, dzisiejszy Havas), jak i w marketingu reklamodawców takich jak UPS, Douglas a obecnie sieć OBI.

Dans cet épisode, je reçois Marlène Schiappa, Ministre Déléguée à la Citoyenneté. Marlène Schiappa grandit en Corse, au sein d'une famille de professeurs, principalement élevée par son père qui est historien et trotskiste. Elle reçoit une éducation à la fois stricte et positive, empreinte de bienveillance et de culture

In 2008, Carolyn Kopf had been around the world--NYC, Boston, Madrid and Tokyo--working at top global agencies like Young & Rubicam, Arnold Communications, and Euro RSCG. After moving to Atlanta while interviewing during the great recession of 2008, she started consulting. Upon the successful completion of several contracts, she saw the opportunity to establish a […] The post Carolyn Kopf With C.E.K. & Partners appeared first on Business RadioX ®.

Alexandre Keyland a un parcours atypique, il a d'abord été fusiller marin à Lorient, ensuite il a travaillé dans la communication publicitaire chez Euro RSCG et suite à un burn out il a fait un retour aux sources dans le sud de la France en s'investissant dans différents métiers et activités, l'art, l'écriture le chant. En 2008, il rencontre Olivier Lanteri, artiste troubadour et constitue le duo Olive & Alex et parcoure le sud à la rencontre d'un public inspirant et des artistes de tous bords. En 2014, il crée un collectif de musique du monde “World Can Sing” avec un objectif de “Caravane Music” avec Guillaume Mouton de l'émisson TV Nus & Culottés, un voyage au travers du langage universel de la musique, pour embarquer le spectateur à la rencontre des peuples du monde en traversant les plus hauts sites légendaires. En 2017 il devient conseiller Starseed.. L'ancien directeur du programme spatial israélien a fait des révélations au mois de décembre 2020 sur une «fédération galactique» impliquant les Etats-Unis et des visiteurs extraterrestres. Haim Eshed, 87 ans, n'est pas n'importe qui : général, professeur d'université, il a été à la tête du programme spatial de l'Etat hébreux pendant plus de 30 ans et a reçu à trois reprises le Prix israélien de la sécurité. Il a écrit un livre “L'univers au-delà de l'horizon" Dans le journal Israélien à plus grand tirage “Yediot Aharonot” il affirme qu'une Fédération Galactique est en stationnement autour de la terre – il ne s'agit pas de migrants mais bien d'une alliance de plusieurs civilisations, vous pouvez nous en dire plus? Articles parus dans la presse dominante subventionnée: La Dépêche: https://www.ladepeche.fr/2020/12/09/les-extraterrestres-sont-deja-en-contact-avec-nous-les-surprenantes-revelations-dun-general-israelien-9247396.php Le Journal du Dimanche: https://www.lejdd.fr/International/nous-sommes-deja-en-contact-avec-les-extraterrestres-selon-un-ancien-chef-de-la-securite-spatiale-disrael-4010879 Paris Match https://www.parismatch.com/Actu/Insolite/Extraterrestres-les-revelations-choc-d-un-general-israelien-1715779 Dans cet interview est abordé la présence en stationnement d'une Fédération Galactique, une alliance de civilisations extraterrestres, le lien avec l'état profond, les enjeux de l'humanité.. Abonnez-vous au canal de France Liberté sur Telegram pour des informations exclusives et confidences Inscrivez-vous à la liste de France Liberté ici: https://franceliberte.tv/subscribe/

Mondher Abdennadher et Olivier Mouliérac, professionnels de la communication, ont créé en 2014 LES NAPOLÉONS. Un réseau, tant physique que digital, qui réunit des chefs d’entreprises, des journalistes, des artistes, des militants et activistes autour de l’innovation et des grands sujets de société. Le premier a cofondé dans les années 90 la première filiale digitale de Havas, il est spécialiste de l’intégration marketing, et enseigne la responsabilité d’entreprise et l’impact des technologies sur les médias et les marques à SciencesPo Paris. Le second, repéré à ses débuts par Jacques Séguéla, est un passionné d’image et d’art graphique. Il a été Vice-président en charge de la création au sein d’Euro RSCG de 1995 à 2012, ce qui lui a permis de décrocher de nombreux prix à l’international. Ces deux anciens publicitaires, aujourd’hui totalement investi dans la communication vont nous aider à répondre à une question : à l’ère de la crise écologique, de la consommation durable, et de la nécessité pour les marques d’être vertueuses, La Publicité peut-elle vraiment rimer avec responsabilité ?

  Fred Goss has made a name for himself as an actor, director, writer, and producer. His initial foray into directing was on the critically acclaimed ABC series ‘Sons and Daughters.' He also served as co-creator, writer, producer and star of the series. Fred's first commercial project was directing a series of award winning spots for Coke Zero and within a year, Fred had directed spots for clients such as ESPN, Nike, Crowne Plaza, Office Depot and Burger King. He has worked with such agencies as Crispin Porter & Bogusky, Deutsch, FCB, Euro RSCG, Fallon, McGarry Bowen, BBDO and several others. Commercial Directing Masterclass has helped over 550 filmmakers globally and has received 100% 5 star reviews. DM me if it can help you. I'm still offering a free consultation call to help you take over the world. Thank you and please share this episode with your filmmaking pals. Be sure and stick to the end for Jake Brady's encouraging words. Jordan This episode is one hour and 16 minutes and sponsored by Oso Delicious Hot Sauce, the hot sauce made by bears. Flavorseeker Fun Pak's ship Friday's at 3pm. My cult classic mockumentary film, "Dill Scallion" is online for rent and I'm giving 100% of the gross money raised to St. Jude Children's Hospital, in fact I'll match it. Roger Ebert called it "The country music 'This is Spinal Tap'" so that sums it up. All star cast and a great cause.

Chas Lacaillade is the founder and CEO of Bottle Rocket Management. Chas took a big bet on the digital video revolution, and now builds businesses for some of the most exciting creative talent from New Hollywood. We discuss why he left a prestigious talent agency to sell water pumps, Louisiana roadtrips, and how he converted a $5,000 bank loan into a multi-million dollar business. Full episode transcript is below.  Subscribe to our newsletter. We explore the intersection of media, technology, and commerce: sign-up linkLearn more about our market research and executive advisory: RockWater websiteFollow The Come Up on Twitter: @TCUpodEmail us: tcupod@wearerockwater.com--EPISODE TRANSCRIPTChris Erwin:Hi, I'm Chris Erwin. Welcome to The Come Up, a podcast that interviews entrepreneurs and leaders. Chas Lacaillade:I had my Jerry Maguire moment where I called all my clients and said, "Am I your manager? Am I your manager? And if so, this is my new endeavor, I'm going out on my own." It was terrifying. I took out a $5,000 loan from Chase Bank to live, and there was no interest for the first 18 months. Chris Erwin:This week's episode features Chas Lacaillade. Chas took a big bet on the digital video revolution, and now he builds businesses for some of the most exciting creative talent from New Hollywood. Yet Chas's career has a lot of twists and turns, and includes a lot of early disillusionment to be honest, like when he left a prestigious Hollywood talent agency to sell water pumps. But Chas's ambition eventually pays off. A Louisiana road-trip inspires a new career and soon after he turns a $5,000 bank loan into a multi-million dollar business. So Chas is a close friend of mine, and he's known for telling you like it is. It makes for fun listening. All right, let's get into it. Chris Erwin:Quick heads up, that my interview with Chas was recorded back in December and prior to COVID. Chas, welcome to the podcast. Chas Lacaillade:Great being here. Chris Erwin:Before we go through your entire entertainment story which is an impressive one, let's talk about some of your early days. Where did you grow up? Chas Lacaillade:I grew up in Lincoln Park, a neighborhood in Chicago which is very picturesque, very walkable. I attended schools in the neighborhood. All my friends lived in the neighborhood and it was great. I just had a really magical childhood, to be honest. I walked through Lincoln Park to my school, on winter days I'd walk through this enchanting, snow-covered park back home from school, and I'd have lots of time to review what I'd experienced that day, and what was going on in my life, and what I wanted to do. And I think that meditative time was really helpful for me in getting in tune with my thoughts because your teenage years are so frantic, and there's so much insecurity. You know, it took me about 40 minutes to get home probably, or between 30 and 40 minutes to walk home from school, and so- Chris Erwin:"Up hill both ways-" Chas Lacaillade:Yeah. Chris Erwin:... as my father used to say. He was also from Chicago- Chas Lacaillade:Yeah. Chris Erwin:... which was considered a pretty flat neighborhood overall. Chas Lacaillade:Yeah, and dodging crossfire from enemy combatants. And so, just walking home gave me some contemplative time, it was very therapeutic, that probably a lot of kids don't get. Chris Erwin:So in these meditative moments, were you thinking about your future career and that you were planning to start something, or was it more of like the whimsical child fantasies and fun back in the day? Chas Lacaillade:Well, I was a big reader as a child, so I read a lot of fiction and nonfiction, and I consumed a lot of biographies from basically, the age I could start reading. And biographies on a really wide range of people. So I remember when I was 12, reading Muhammad Ali's biography, and then Ayatollah Khomeini's biography. Chris Erwin:Wow. Chas Lacaillade:Just a real span of people because I was interested in a lot of different points of view, and the more I became exposed to what was out there and the different ways to obtain leadership, and fame, and infamy, and repute, and accomplishment, the more I became fascinated with what was possible if you just created a path for yourself. Chris Erwin:Yeah. Chas Lacaillade:And so, a lot of my thoughts were dedicated just to reviewing what these people who really impressed me, how they got to where they did. And how I could chart a path for myself that would employ my personal interests, that could hopefully some day lead to me being successful and known. Chris Erwin:Through many of our conversations over the years, there's a strong sense that you are highly ambitious, and that you really strive to overcome challenge. And I know that you often share with me, different biographical stories from magazines, something that you're reading in Esquire or GQ, or we will compare notes about Shackleton's journey to the Arctic. Chas Lacaillade:Yeah. Yeah. Chris Erwin:And I think these stories really resonate with you. I see this as a precursor to starting Bottle Rocket dating back 15, 20 years. Was there entrepreneurs in your family, your mother and father, siblings? Chas Lacaillade:Touching on what you were saying about these people that I've always been very impressed by, fortunately my parents exposed me to a lot of different ways of life. And I remember visiting William Randolph Hearst's mansion and just being so blown away by the scope of what this guy built, and how he lived, and his lifestyle, and the indoor pool and the outdoor pool. And all the art and architecture that he had imported from around the world, and how he'd customized this lifestyle. And so, I was so thrilled by that ambiance and the glamor of it. You know, how could I not be curious about how he provided this, and how he made this possible for himself? And so that lead me to familiarize myself with his accomplishments. And so once you know who somebody is and how they did it, and in this case he was very entrepreneurial, right? He created a newspaper empire and there's little he wouldn't do in order to achieve success. Chas Lacaillade:And so exposure to things like his mansion, or The Breakers in Rhode Island, and Providence, Rhode Island. I would go tour the Vanderbilt's mansions with my family in Rhode Island too. So just, I got exposure to these really impressive families. And my parents, my mother and father, would tell me how Cornelius Vanderbilt made his fortune, how he created a shipping empire. Or how Randolph Hearst created a newspaper empire. Chris Erwin:It's essentially made these stories accessible to you. Chas Lacaillade:Yeah. Chris Erwin:They grounded them in saying, "These are normal people-" Chas Lacaillade:Right. Chris Erwin:... "just like you and I, and so this is attainable if you have the spirit, and the intent, and drive to make it happen." Chas Lacaillade:Right. Chris Erwin:Is that like what you're processing of these stories and exposure? Chas Lacaillade:That's how I internalized it. It was also just like, "This is a pretty fascinating place. It's basically a museum, it's also a house. And it's indicative of a lifestyle that is pretty much bygone." And different people are going to take that in differently, but the way I interpreted the whole experience on all those occasions was like, "This is what's out there. If they did it, you can do it." Chris Erwin:I like that. Instead of looking at it and saying, "Oh, I can never achieve that," and then there's pangs of jealousy and frustration, it's, "Wow, if I hold myself big, there's incredible opportunity in front of me." Chas Lacaillade:Yeah. Chris Erwin:So let's fast forward. You find yourself in LA in 2006, and you're starting as an agent trainee at ICM Partners. So, what lead to the decision to join entertainment, overseeing and representing talent? Did you perceive it as, "This is the way to pursue your big ambitions"? Or, "Hey, this is just a key building block in learning, and I have a structured trajectory that I'm planning"? What was that thought process? Chas Lacaillade:Well, I'd always been really enamored with the world of entertainment, and Hollywood, music, they are areas that have fascinated me from a very young age. Consumed movies, and television, and music at a very high volume ever since I could remember, because I had an older brother and sister who could turn me on to different artists, and actors, and directors, and writers. So I felt like that was the path for me, and so basically I started my career out in an advertising agency in New York. Basically, I felt like I was spending a lot of time and effort at making a distraction and an impediment to what people really wanted, which was the TV show or the movie. I didn't want to make the advertisement before the movie, or the advertisement between blocks in the television show, I wanted to make the show or the movie. Chris Erwin:And just clarify for the listener, did you say that you worked in an ad agency in New York prior to ICM in LA? Chas Lacaillade:Yes. So my first job was at an ad agency that was called Euro Rscg, it's now known as Havas. It's like a worldwide advertising conglomerate. Then I worked on the Volvo and Charles Schwab accounts. I produced Volvo's first Super Bowl commercial, featuring Richard Branson. And I took a DVD of that and I sent it to the mail room basically, at ICM, and I got an interview and it worked out. Chris Erwin:And so you were at this precursor to Havas, for under a year? Chas Lacaillade:I was there for two years. Chris Erwin:So then you go to ICM- Chas Lacaillade:Right. Chris Erwin:... likely stars in your eyes, saying, "I don't want to just be the advertisement or the media spot, I want to help actually create the content." Chas Lacaillade:Oh yeah. You know, at ICM they wrapped Woody Allen, and Dr. Seuss estate, all these really luminaries like Halle Berry, Samuel L. Jackson, Guillermo del Toro, really famous directors and screenwriters. And was I so impressed by the luminaries that were represented at ICM, and I thought, "This would be a great place for me to gain experience and learn the ropes of the entertainment business." And it was. Chris Erwin:So the experience was what you expected? Chas Lacaillade:Yeah. You know, obviously you get a dose of reality. When you're young you don't know how hard it's going to be, and all the humbling moments that lie in store for you, and you want success much more quickly than it's likely to happen. And impatience can sometimes just frustrate how you're enjoying and processing things because you want more money, or you want more respect, or you want to be acknowledged, and truthfully, you're just another assistant, or you're just another guy fetching coffee. And you want to be seen as more than that, but until you prove yourself, you're not more than that. You are a means to an end. Chris Erwin:Something that is interesting about the agencies is that they attract ego, and I think it's something that they want. They want people coming in with confidence, with great ambition, yet at the same time there's a clear culture of, when you're there, you're in training mode, you have an incredible amount to learn. So you have to put that ego aside and say, "It's time to be a sponge." It's time to absorb from all these people that have been working for a lot longer than you have, so that you can then learn to be like, start to paint your own way. It seems like there's a unique duality there. Chas Lacaillade:I had a lot of ego and a lot of ambition, and I was humbled very quickly and- Chris Erwin:What was one of those humbling moments that you remember? Chas Lacaillade:I remember I had this really tyrannical boss, and there's no way I would've been able to accomplish what I did, subsequent to working at ICM, without his mentorship, but he used to tell me, "I'm your mentor and I'm your tormentor." Chris Erwin:That's funny. Chas Lacaillade:And he definitely did not go easy on the tormenting part. He'd tell me to do many things simultaneously, to the point where it was untenable. Like, he'd tell me to call a list of people, while composing letters to different clients, while scheduling his next lunch or his next dinner, and all of this stuff he would command me to do at that moment. At that moment. Which is physically impossible, but he didn't have any patience for any other alternative. And he also expected me to "be his brain." So he would be in the middle of conversations, he'd often have lapses of memory and he would snap his finger right before he began a sentence, which he was unsure if he could finish because he didn't know if he could remember the information. Chris Erwin:So, snapping his fingers is like an audio cue [crosstalk 00:11:12]? Chas Lacaillade:He'd snap at me hundreds of times throughout the day. Chris Erwin:No. Chas Lacaillade:So there's your first example of being humbled. He'd be on the phone with a client or a buyer at some studio and he would be embarking on this story, and he would snap at me and I would have to know what the next word in the sentence would be. Chris Erwin:You're expected to anticipate? Chas Lacaillade:Yes. And so he taught me anticipation. He made it crystal clear that if I couldn't anticipate his needs, then there's really no place for me working for him or at the company. You know, really top-tier client services anticipating what the talent is going to need, how the situation's going to present itself, how to navigate really difficult landscapes. And so, yes, it was self-serving for him because I was basically there to make him look good, but at the end of the day if you're a talent representative, you are there to make your talent look good. And so it was great training for that. Chris Erwin:I've heard a lot of the trainees and agents, sometimes they come from a place of fear about assuming the worst, so you always have to prevent or be in defensive mode. Chas Lacaillade:Right. Chris Erwin:But I think the best agents, and this is also good business practice for anyone is, you can also assume the best, and be opportunistic and say, "What's around the corner? What are people not thinking about? What are people not wary of that can be incredibly exciting for my talent? Can be incredibly exciting for my business?" As well as, "What is a major threat? What is a risk?" And I think, again, having that duality's important versus those that just solely come at it from a place of fear. Chas Lacaillade:Right. Exactly. And those are the people that succeed and rise most quickly, are the people who don't adhere to just status quo, and there's very few of those people in any industry. I remember being at a meeting and somebody saying, "You know which client at William Morris generates the most revenue?" And everybody thought it was Quentin Tarantino or Bruce Willis, and the person who posed the question said, "Emeril Lagasse." And he said, "This chef was unknown to most of the world five years ago, become a complete juggernaut, and has got all these lines of revenue. And the person who discovered him from William Morris and who's been helping forge opportunities for him, they're booking more revenue for him than anybody else." Chris Erwin:Wow. Chas Lacaillade:And that was an eye-opening moment for me, and that's something I really took close note of. And I thought to myself, "How can I go outside the confines of what everybody else is doing, and forge a path that will allow me to ascend higher?" I only had scant knowledge of him until that moment, and then of course first thing I did after that meeting was look him up. And then, "Who is my Emeril Lagasse? What is the avenue that's being unexplored right now?" And of course you're in a peer group that's incredibly ambitious, and incredibly intent on being successful, and oftentimes not generous with their expertise of information because any information that you get that is valuable, that diminishes their position and their value. And you're as valuable as what you know in that business. Chris Erwin:When you are entering markets where there is massive awareness about the opportunity, or where everyone is talking about it, there is less head room to grow into. Chas Lacaillade:Right. Chris Erwin:I think there's less profit and revenue to be created. And so it's time to be contrarian. It's also time to say, "You know, what is maybe not popular?" Or, "What is a risky bet, but that I'm going to take with the right amount of risk profile and I'm going to go forth?" And I think it's people and leaders that have that mindset, they usually have the biggest winnings. Chas Lacaillade:Right. But then, a lot of Hollywood's very traditional. The irony is that it's where all this cutting-edge entertainment and expression is generated, but at the same time the leadership and the hierarchy doesn't always encourage asymmetric thinking. And so, in fact, most people are incredibly defensive and incredibly insecure, and are adverse to taking risks. So, the only way you're going to be successful is by taking risk, and the least likely way to be acknowledged is by being different, so it's a struggle. Chris Erwin:You were at ICM Partners for a few years and then you left, what was the reason for leaving ICM? Chas Lacaillade:You know, I basically got a point there where, the WGA strike of 2008 was really tough, and that stagnated wages and it slowed everything down in the entertainment industry, in terms of opportunity and promotions. And you get to a certain point where you're like, "What am I doing to do with my life? I don't want to be just another person walking the halls here, slowly inching my way forward." And the culture at that time, it was just like, "Everybody, do what they're told." You know, that's pervasive culture, regardless of where you are. After four years of grinding and playing by the rules that had been laid out, it felt like it was time to just explore a different way of life. Chris Erwin:So, explore a different way of life? Chas Lacaillade:Yeah. Chris Erwin:So that seems to capture maybe a lot of things that happened over the next few years? Chas Lacaillade:Yeah. Yeah. So I'd always been very environmentally conscious, and really interested in sustainability and renewable energy, and I thought, "Maybe I'm not attaining the success I had always envisioned for myself at this stage in my life." Chris Erwin:Going back to the earlier part of our conversations where you're visiting the Hearst Castle- Chas Lacaillade:Right. Chris Erwin:... and learning about the Vanderbilts, and saying, "Wow, there's all this potential." Chas Lacaillade:Right. Chris Erwin:So you take a moment after a few years into our career, and you realize, "I don't have the success that I want." How did that feel? Chas Lacaillade:At that time I was 30 years old and I feel like if you're sane, you start to question yourself. I'm still a confident person, I'm still a very driven person, but I was beginning to wonder if my confidence and my drive were going to necessarily yield an impressive outcome, or any sort of meaningful outcome. Like, maybe I was just going to be just another guy locked into a 9:00 to 5:00 subsistence life? And maybe I wasn't as impressive and driven as I thought I was? Chris Erwin:Did that scare you? Chas Lacaillade:Oh, yeah. Definitely. That's a very unique kind of terror because it's not fleeting. It's not momentary. It's ongoing, doesn't leave you even when you sleep. It's with you when you're awake. It's with you when you're asleep. It changes your demeanor. It changes your outlook. It changes how people see you because you're questioning your very essence. You don't know if you're capable or, at that point, I didn't know if I was capable of doing what I always thought I was capable of. And so basically, at the same time I wasn't going to stop. You know, the only way forward was to push on. Chris Erwin:I think what you're getting on that's interesting is that, your planned trajectory and your fast rise had become part of your identity, that's how you knew yourself. And all of a sudden you're saying, "There could almost be a paradigm shift in my life. And if this is not my identity, then who am I-" Chas Lacaillade:Right. Chris Erwin:... "what's my purpose?" Chas Lacaillade:You know, I was used to being identified as keen, and hardworking, and talented, and then I had to look at myself in the mirror and say, "Well, if I'm those things, then why am I 30 years old and have a few hundred bucks in the bank?" Because people with those characteristic generally have a little bit more to show for them. And so I figured, okay, I'm running into a bit of a wall here, in my life and in my career, I need to do something where I can hopefully apply my drive and get something more out of it. And so, basically I got a job at a renewable energy company- Chris Erwin:Change industry's entirely. Chas Lacaillade:Change industry's entirely. And all these friends and family who'd seen you really work hard at something, in my case was in Hollywood, they say, "Good. Great." You know, "Happy for you," but you detect a little bit of doubt in their voice and you can't help but be unsettled by that. And you're 30 years old, I was 30 and I was like, "Oh my god. I'm basically starting from the bottom." Chris Erwin:Yeah. And I think that could also be a downward spiral where you think that there's doubt in your peer's voice about you, or their thoughts about you, but is that reality or is that just your perception and you're whipping yourself? Chas Lacaillade:I think it was reality, I think people were skeptical. But I would also say that, as you get older you realize that everybody's insecure about themselves, and so that could also be their lack of belief that they could do it. And so when they hear that you're going to switch fields, and you're going to do something completely different, in some cases what they're thinking is, "Well, I can never do that, so how's he going to do it?" Or, "I don't know anybody who's done that, how's he going to do it?" And what you need to take faith in is that, look, if you're determined and you have a game plan, it doesn't matter if they don't know anybody who's done it or if they can't do it, you can do it. Everything is doable. If there's a problem, there's a solution, so that's the way I approach things. Chas Lacaillade:And I got a job at a renewable energy company based out of Orange County, it was in Costa Mesa, and I had to commute from West LA to Costa Mesa five days a week. Chris Erwin:Wow. Chas Lacaillade:I mean, my office was essentially a garage in Costa Mesa, I mean, it was dark. Chris Erwin:So you show up- Chas Lacaillade:Literally and figuratively. And my peers were nothing like ... I wasn't interacting with these entertainment luminaries who are ... Tom Cruise wasn't on the phone. It was just basically old guys who were selling water pumps to plumbing warehouses, so talk about a total shift in gears. And my job was head of national sales, so when I wasn't in the office I was meeting with different plumbing supply warehouses and distributors throughout the nation, and getting them to carry our product, which I did very well. I increased the distribution and footprint of the product dramatically, like over 10 times. And I drove sales for this company, and I established a reputation with a group of people that I never thought I would know. Chas Lacaillade:And I say that I could not of started Bottle Rocket without my time working at ICM for that really hard boss, and I also couldn't have started Bottle Rocket had I not been head of sales for this company selling a product. It's a lot easier to sell a glamorous movie star to a studio that already wants to work with her, than it is to sell another water pump to a plumbing warehouse that has to carry it on the shelf. Chris Erwin:Did you believe that you learned these sales skills from any of your peers or the leadership at this company, or did you just have to figure it out on the go? Chas Lacaillade:You have to be open to your environment. You have to pick up cues. You have to see what people respond to. You have to read and listen to people who are experts in the field. So, there's a lot of sales manuals I read, and techniques I tried to pick and employ. Chris Erwin:Any sales seminars, weekend seminars, courses? Chas Lacaillade:No, I didn't do those so much, but obviously YouTube videos. And sales is so much about people and your relationship to people, and luckily I had developed an ability to really relate to a broad array of people, and broad range of people. And if you lead with sincerity and humor, generally, then at least you can open up somebody's receptivity to whatever message you want to convey. Chris Erwin:And the fact that you were looking at YouTube videos back then, it's just interesting to think about where you then went next. Chas Lacaillade:Right, isn't that funny. Yeah. Chris Erwin:Because you ended up at Fullscreen, but did you go right to Fullscreen, a multi-channel network, after selling water pumps, or was there another stop in between? Chas Lacaillade:Basically, I'd been working at this restaurant in West Hollywood all the while, just to pick up extra revenue. So I was definitely hustling, hustling hard to made ends meet. Chris Erwin:So you're full-time and part-time work in this period? Chas Lacaillade:Yeah. I had an epiphany when I was on a sales trip to Louisiana, and I was driving around the Bayou of Louisiana with this manufacturer's rep who was my conduit in Louisiana, distributing the pumps, and he said, "What did you used to do before you were selling pumps?" And I told him about my career at ICM. And he said, "Hold on. You and I are driving around Louisiana in 95 degree heat, trying to sell friggen water pumps, and you used to talk to movie stars and screen writers? What the hell is your problem?" He's like, "I would give up everything to start at the company that you left." He's like, "If you can leave this and go back to that ... And if you don't love this, which nobody does ..." Chas Lacaillade:He's like, "This is a means to the end. I put food on the table for my family, myself. I've got a daughter and this is how I pay for my life. You don't have any of those commitments. You're not married. You're single. You're young enough to go back to it." He's like, "If you love it like it sounds like you do, go back." This guy's name was Dustin [Ubray 00:23:08], shout out to Dustin Ubray. Chris Erwin:Thanks, Dustin Ubray, for pointing Chas on his new path. Chas Lacaillade:Yeah, and- Chris Erwin:So you hear this- Chas Lacaillade:And I'm like- Chris Erwin:... and what goes through your head? Chas Lacaillade:And I'm realizing like, you know what? I'm always going to care a lot about the environment and sustainability, but the real truth is, this is not the life I envisioned or that I want. And I was open to it and I gave it a go, but I don't see this unfolding in a way that's going to make me happy. And it's always important to explore things and really give them a sincere look, but if it doesn't feel right, you cannot be reluctant to pull the ripcord. And a lot of people are scared of starting over, and so much of success boils down to your ability to start from scratch and just persist. Chris Erwin:So in that moment, did you feel any regret where you were like, "Oh my god, I made this big change in my career and it seems that it was off to the wayside, and now I've got to get back on track"? Or did you interpret it as, "Wow, this was a really special moment, I learned a lot, and now I'm going to go back into entertainment, find a new opportunity space, but I'm further energized to do it"? Chas Lacaillade:Yeah. Chris Erwin:What were you feeling? Chas Lacaillade:Well at that point, so now I'm 32, and I'm like, "Okay, the sand's going through the hourglass on me, and I'm going to do another pivot to I don't know where. I don't know who's going to hire me." And I've got some explaining to do next time I sit down at an interview because I've got some accomplishments under my belt, but they're two wildly different and divergent fields. So people are going to be curious, some people are going to be skeptical, and I'm going to have to prove myself in the room and I'm going to really have to prove myself ... if somebody gives me a chance, I'm going to really have to bust my arse for them to have faith that they made the right decision. Chris Erwin:But you had confidence that you were going to be able to do that? Chas Lacaillade:I had confidence I was going to be able to do it, but back to what we were discussing with people not wanting to take risks, HR departments are not known for being open-minded. They want to look at that resume and they want to see identifiable qualities that will give them insurance if they make a hire that doesn't work out. And so, I didn't have this, and so what I depended on was getting in the room. It was like, if I get in the room, I've got a strong chance at getting the job, but just getting in the room is tough. Chris Erwin:How did you get in the room for Fullscreen? Chas Lacaillade:I had a- Chris Erwin:Did you pick them or did they pick you? Chas Lacaillade:I had a really close friend from ICM who was best friends with the head of production at Fullscreen, and Fullscreen was a startup, and they had- Chris Erwin:Yeah, what was Fullscreen, for our audience? Chas Lacaillade:Fullscreen was a multi-channel network known as an MCN, which is basically, Fullscreen's raison d'etre was "we are going to collect a broad range of YouTube channels, and sell advertising against those YouTube channels." That's a really broad overview of what they did. And so the money that Fullscreen made was, the revenue source, was advertising on YouTube. Chris Erwin:Got it. Chas Lacaillade:That's how they made money. They had a few dozen employees. They had some venture capital investment from Peter [inaudible 00:25:59]. So yeah, a good friend of mine knew they had production there, had a production. Put my resume in the mix for a role, I went in to interview, they needed somebody just to work with these YouTuber's. I had a background in entertainment and I really, really emphasized that. Chris Erwin:Yeah. Chas Lacaillade:And my background was legitimate, and it was quality, and I had worked with a lot of people, and I had good references. Chris Erwin:So you had ICM on your resume- Chas Lacaillade:Yeah. Chris Erwin:... that's instant pedigree in entertainment. Chas Lacaillade:I had references, and if they wanted to call anybody, that a lot of people liked me or were fond of me, and my work ethic was there. So at that point, a lot of people from the traditional entertainment world didn't respect YouTube, and didn't see it as a viable commercial avenue. Chris Erwin:And why do you think that was? Chas Lacaillade:They basically regarded it as a distraction, as not a competitor to TV, and radio, and film. And just for very low cost entertainment that people didn't pay for. Chris Erwin:Yeah. One of the things that I heard myself, because I was also part of the multi-channel network eco system where I first started, big frame, a wish like Fullscreen had, venture capital backing, and then also had funding from a Google originals channel program, from Google itself, and then on to AwesomenessTV. And from a lot of traditional Hollywood they would say, "These digitally native creators, they're not used to hearing the word, no. They just had this unique moment in time where they started publishing videos on YouTube or a social channel, and then they got famous." And it felt very strongly that unless you were in the annals of these MCNs, or working with these next-gen talent, you don't understand the amount of hard work, the amount of time and the commitment to the audiences that they created for themself, and the brands that they created for themself. So, I hear you on that. Chris Erwin:Chas, you're at Fullscreen and this is the job that you had right before founding Bottle Rocket, and remind me what was your role while you were at Fullscreen? Chas Lacaillade:I was the head of talent sales. Chris Erwin:Was this a division that you actually founded at the company? Chas Lacaillade:Yes. So basically what happened at Fullscreen was, I was hired to be a "talent manager," and we had a sales department and division at Fullscreen. You know, I was talking to the talent, I was working with these YouTubers. This is early, this is 2013. They would get offers to promote products for 5,000 or 2,500 bucks, and the big YouTuber's case like $10,000, and I said, "You know, I've got experience in talent representation, let me secure and negotiate these opportunities for you." So I close a deal for a talent to promote a product, and sales caught wind of what I was doing, the sales department, and they said, "Listen, it's not your role to do any sort of sales activity here at Fullscreen. We are the division and the department that's dedicated to that. And the threshold for any deals that our talent participates in is $50,000. If it's not $50,000 or above, it's not worth Fullscreen's time. You know, if it's less than 50K, we pass on it." Chris Erwin:So, they're telling you to stay in your lane- Chas Lacaillade:Right. Chris Erwin:... and here's your lane by the way, what this looks like, and let us do our thing? Chas Lacaillade:And if it's less than 50K, decline. And I said, "Well, there's a lot of money between $1 and $50,000, we're leaving a lot of money on the table, and that's really important for our clients, that's how they pay their bills." And they said, "Listen, if it gets to 50K, hand it over to us and we'll take care of it." Kind of a pat on the head. And I found that incredibly shortsighted, and I was not deterred for a nanosecond. And I- Chris Erwin:Yeah, let's focus on that for a second. So, not deterred. So, other people might hear that feedback, get really frustrated, but then just say, "Okay, I've been told to stay in my lane, this is what I'm going to do." But you did not react like that. Was it potentially a catalyst for you? Chas Lacaillade:Yeah. No, it absolutely was. So I'm like, "I know how to do this. I see the opportunity here. These people are really creative, they have really large audiences. They've got a really special unique relationship with that audience, and this is something that nobody's doing, so I'm going to do it." And I went up to the business affairs office. I was on the second floor and I said, "Please make me a two-page template that I can repeat and just swap out names, and print out information." They made a two-page deal template for me, and I proceeded to create my own world basically, and owned a division, an army of one, where I would source a deal, secure and negotiate the deal, and close it, and invoice for it, and Fullscreen's 10% would just go to Fullscreen's accounting department. And the sale division didn't like that, but I was providing a service to all the talent that was in the network, that became undeniable. Chris Erwin:Now you're running around as a team of one- Chas Lacaillade:Right. Chris Erwin:... was this exciting for you, while also- Chas Lacaillade:Yeah, absolutely. Chris Erwin:I mean, it must have been awkward at the same time because then within the same walls of the building, there's people frustrated with your behavior, yet you're like, "Wow, I just found this goldmine and I'm going after them." Chas Lacaillade:Yeah, I didn't care about them. You know, they weren't my friends and I wasn't impressed by them professionally. I didn't think that they were good at their jobs. I didn't think they knew their product. To be an effective salesperson you have to know our product, and none of these people watched YouTube, none of them had relationships with the YouTubers that they were tasked with selling. Chris Erwin:Got it. Chas Lacaillade:To work in this space, you have to be able to pick up the phone and call the talent and say, "I've got this opportunity for you, is this exciting to you? How would you integrate this product into your content?" And you have to have a conversation with them. And if you don't any sort of rapport with that talent, then good luck. And so, I had developed a rapport with this talent. I knew how advertising worked. I could speak that language very fluidly, given my experience at the ad agency in Manhattan. I also knew how to deal with talent via my experience at ICM. I knew sales, via my experience at the renewable energy company. Chris Erwin:It's like all this is coming together. Chas Lacaillade:So all these three really separate experiences unified in this really elegant tapestry, that set me apart, made me unique from my peers at Fullscreen, and allowed me to really confidently stake out my claim, and so that's what I did. At this point I'm 32 years old. Had I been 25, I might've been a little bit more intimidated. But because I knew what I was doing, I had a very clear vision for the future and how I was going to use my skillset to drive value and create value for the company, I was able to rebuff all the feeble pleas and objections that were being posed by my peers who were threatened. Chris Erwin:Did this moment feel like a very unique inflection point where all my past career experience, my capabilities, my learnings, my mindset, it's like, "This is happening now in my early 30s." Going back to that identity of "the world is my oyster." Right? Chas Lacaillade:Mm-hmm (affirmative). Chris Erwin:It's like what you were thinking when you were in high school in your early days. Chas Lacaillade:Right. Chris Erwin:And did you feel like in this moment it's like, "This is it"? Chas Lacaillade:Yeah. So it did feel like that, and I felt like, "Look, the money's not big now, but everything has to start from somewhere." And also, I was synthesizing all of those biographies I'd read of Sam Walton starting out Walmart with just a Five and Dime store here, or then he built to three "Five and Dime stores in Arkansas and Memphis, and these outposts that were in these rinky-dink towns, but no one else was building there. And what I felt was, I'm building stores where no one else is, and I'm going to get customers that no one else is going to get. And by the time that everybody wakes up, I'm going to have more stores than anyone else. And so I moved very quickly and I thought, "Look, I don't know where this is going to go, but this is something that's valuable, and interesting, and engaging, and I'm developing a reputation internally as somebody who's got a clear point of view." And people are attracted to and drawn to someone with a point of view and an idea on how to create value. Chris Erwin:It's clear that you are no longer at Fullscreen. Chas Lacaillade:Right. Chris Erwin:You now are at a company that you founded, Bottle Rocket Management. Chas Lacaillade:Right. Chris Erwin:When did you found Bottle Rocket? Chas Lacaillade:So AT&T bought Fullscreen in 2015, and at that point Fullscreen was not intent on being in the talent representation business and I was. And I had my Jerry Maguire moment where I called all my clients and said, "Am I your manager? Am I your manager? And if so, this is my new endeavor, I'm going out on my own." Chris Erwin:Was that scary to do that? Chas Lacaillade:It was terrifying. I took out a $5,000 loan from Chase Bank, and there was no interest for the first 18 months. Chris Erwin:And what was that loan for? Chas Lacaillade:To live. So- Chris Erwin:Pay rent, food- Chas Lacaillade:Pay rent, my rent was $1,200 a month, so I figured I could get by for a quarter, three months- Chris Erwin:Wow. Chas Lacaillade:... if I just had one meal a day, didn't do anything on the weekend, no bars or entertainment, or movies. Basically, ate one meal a day, and paid my internet bill, and paid my rent, I could get by for three months. Chris Erwin:So this is extreme focus. Chas Lacaillade:Yep. Chris Erwin:Your job during these three months is, I got basic financing in place and now I'm going to build a company, and it's going to win. And you have your horse blinders on? Chas Lacaillade:Yeah. Chris Erwin:What happens over those three months? Chas Lacaillade:And so, I was able to pay the $5,000 back within 45 days- Chris Erwin:Wow. Chas Lacaillade:... and had no debt, and I'd closed enough deals that I knew I was going to make enough money to live in that year, in 2015. So, Bottle Rocket started March 1st, 2015 and all the clients I represented at Fullscreen formally, decided that they wanted to line up with me and I built a business. So from a one-bedroom apartment in Venice, I just sat there and called people all day. Chris Erwin:You knew 45 days in, you had something? Chas Lacaillade:Yes. Chris Erwin:You look at your business now, the business that you have from a revenue point of view, and volume point of view, is a lot larger than a lot of other next-gen management companies. What was that next inflection point where you're like, "Okay, I don't just have something here, I have something really special"? Chas Lacaillade:I think it's when I started needing to bring on staff. You know, I'd been doing everything by myself. Chris Erwin:And when was that? Chas Lacaillade:It was 2017, and now we've got a staff of five, including myself. You know, what I'm really thrilled about it how busy everybody is, and how the environment feels really entrepreneurial, really light. I feel like if you have a sense of lightness within the company, and joy, that people are going to put forth discretionary effort, they're going to give you that extra ... whether it's talent, or whether it's the buyer, or whether it's your own colleague, if they know that you're coming from a place of reason and you're a good person, you're just going to get more out of everything and everybody. Now, there's a lot of challenging encounters, there's times when points of view collide and you still have to be firm, and you have to have faith that your position is legitimate. And perhaps somebody wants something from you or from your client that is unreasonable, that's where the challenge is. How do I create customer delight and value for this person, whilst still maintaining my position? Chris Erwin:As you think about how you energize in your business, and you continually refine your leadership and your management philosophy, how do you do that? Is it through reading? Do you have like a mastermind's group? How do you come into your business every day and push yourself to be better for your clients? Chas Lacaillade:Personally for myself, you've got to nurse your mind with new points of view, and you've got to read, and you've got to stay current. Personally, I read the Wall Street Journal, which is not exactly cutting-edge technique. Chris Erwin:While on the bike at the Bay Club? Chas Lacaillade:Yep. Yep, I read the Wall Street Journal every day. One of my professors at USC Business School said, "If you want to be smarter, read The Wall Street Journal every day." Very simple piece of advice and I took it to heart, and I feel like it's very helpful. You know, basically I want to get information from places that aren't the internet. You're definitely a more well-rounded individual if you're not just sighting whatever was on Apple News that day. So I read the newspaper every day. I read fiction and nonfiction. You've got to keep your vocabulary relevant and sharp, and your mind dynamic, and reading different pieces of information and literature, it helps you do that. Because so much of being interesting to others, is being interested in what other people are doing and how the world's working. And so, if I'm interesting to my peers and people that I want to do business with, then that's already a head start in the right direction. And so, that's how I keep it fresh. Chris Erwin:You raise a good point because if you're just reading the same industry pubs that everyone's reading, which it's good to be current, but if you're just in Variety, and Hollywood Reporter, and Tubefilter all day, you're not giving your mind space to breathe. And so when you say, "Mind, body, spirits," so it's out of being an avid reader, how do you also energize your body and your spirit? Chas Lacaillade:You know, sometimes I surf, as you know. I play soccer at a rec sports league. I play basketball with some friends occasionally. I'm very active, it's just important to me to be out there moving. And the spirit and the body are very closely linked, so I feel like if I'm running or playing a sport, then my spirit is being nourished. Chris Erwin:I'm not sure if you're going to enjoy me sharing this story, but yes, Chas and I, we have skied together many times at Sundance and Park City. We've also surfed many times here in LA. And I will say, I think the last time that we went and surfed at Malibu at Second Point, Chas was really excited to get in the water, he hadn't been in in a bit. As we're walking to the beach, I just look at his surfboard and I'm like, "Okay, there's normally three fins on a surfboard, but I only see two on yours, Chas. What's going on?" You're like, "Yeah, it's immaterial, don't worry about it." I'm like, "Okay," thinking you need three fins, but all good. Then we get to the beach and Chas says, he's like, "This wetsuit is so uncomfortable, it's so tight in all these weird places. What's going on here?" I'm like, "Is this a new wetsuit? You've had it before, right?" He's like, "Yeah. No, it's the same one, but this is just weird." Chris Erwin:I thought to myself and I was like, "All right, I remember a similar conversation the last time we surfed." And then I look over at Chas, right before I say it, Chas says it, he goes, "I think this wetsuit's on backwards." And so the suit was on backwards, but what I loved was that instead of Chas being like, "Oh, I'm going to go walk back to the car and change it," or, "I have to go get another fin," you were just like, "I'm getting in the water. I'm fine. You know, I don't care what people think, let's go," and we went right into it. And I think that was a great reflection of how you approach life- Chas Lacaillade:Yeah. Chris Erwin:... and business, and friendships. You're just like, "I'm doing what I'm doing, and I'm happy with it-" Chas Lacaillade:The wetsuit- Chris Erwin:... "and I don't care what anyone else thinks." Chas Lacaillade:The wetsuit being on backwards is not going to change the waves. Chris Erwin:Yeah, exactly. Chas Lacaillade:The board's there, the wave's there, I'm here. All the necessary elements for me surfing are present, so ... I was in the water and some dude's like, "Your wetsuit's on backwards." I was like, "I'm clear on that. I know that." I think I spaced out in the moment, I think I was caught up in conversation. Hadn't had my caffeine dose and idiotically put my wetsuit on backwards, but then I was just like, "Ah, you know what?-" Chris Erwin:Maybe it's a reflection- Chas Lacaillade:... "It's not going to slow me down." Chris Erwin:You're so in the moment and you're so present, you didn't even know your wetsuit was on backwards. You know, so maybe that's a good thing, maybe more people need to have that happen to them. All right, so before we get into our rapid fire round, last question on Bottle Rocket. What are some of your 2020 goals for Bottle Rocket and the team? What do you look forward to? Chas Lacaillade:I want to develop relationships with new buyers that we haven't worked with previously, that's really important to me. You've got to keep exploring opportunity with the marketplace and developing new relationships. And then, definitely signing new talent that's exciting and dynamic, and that's going to raise and elevate the perception of Bottle Rocket. And hopefully growing the Bottle Rocket team, so that I continue to have peers that inspire me and feel energized to come to work. Chris Erwin:When we talk about new talent, because we were talking a bit before this, you're not just a digital talent management company, you're next-gen. To prove that point out, you've signed traditional talent, you've signed also writers, you've diversified across your entertainment roster. Which I think is great and it's interesting to see how when you have that diversity of talent, they can work and collaborate with one another- Chas Lacaillade:Right. Chris Erwin:... which really fuels your own internal business. But are there any certain types of talent that you are specifically seeking out in the new year? Chas Lacaillade:What I want to identify and what I'd love to represent, are people with really unique points of view and unique skillsets. YouTube, there's a lot of derivative content on YouTube, and herd mentality is pervasive in all forms and genres of entertainment and media. But when you really strike gold is when you've got that person who galvanizes an audience because of who they are and how they see the world, and how they interact with the world. The Will Smith's of the world, ELiza Koshy, Ellen DeGeneres, Oprah. And so you want to find that person or people who have a magnetism about them that's undeniable. Chris Erwin:Well, we wish you a very prosperous 2020. Chas Lacaillade:Thank you. Thank you. Chris Erwin:So, we'll go into the closing rapid fire questions, how's that sound? Chas Lacaillade:Great. Chris Erwin:All right. So these can be just quick, two to three sentence answers. If you want to be even more brief, we're open to that. Looking back on your career, what would you say your single proudest moment and accomplishment is to date? Chas Lacaillade:The day I started Bottle Rocket Management, March 1st, 2015. Chris Erwin:What do you want to do less and more of in 2020? Let's start with less. Chas Lacaillade:Worry. Worry, there's no form of progress when you're contemplating what's going to go wrong, or whatever may happen will adversely affect you. You've just got to believe. Chris Erwin:Rapid fire follow-up to that, what do you worry about the most? Chas Lacaillade:Delivering for my clients and my team. Chris Erwin:What do you want to do more of in 2020? Chas Lacaillade:Well, I definitely want my team to feel inspired and really excited to be at Bottle Rocket. And I want them to have personal wins, so that they feel like it's not just a company where they work for me, it's where they work for themselves and they're developing their own reputations. Chris Erwin:Entrepreneurial advice. What one to two personal characteristics do you think have primarily driven your success? Chas Lacaillade:Say, persistence. Persistence is definitely the main identifiable characteristic that's helped me. And humility, just accepting that you're going to have to prove yourself and people aren't going to hand you the biggest, juiciest opportunities off the bat. And so, you have to be humble and prove yourself. Chris Erwin:We talk about persistence a lot, where there's ebbs and flows in the business cycles and your own individual business, and with your team, but if you just are always showing up everyday, there are going to be these incredible moments for you to take advantage of. But if you're not showing up, it's not going to happen. Last few questions here. How do you best take advantage of things you can't control? Chas Lacaillade:I think you've just got to be clear. You've just got to figure out what your position is and how you see things. Articulate that to whomever is necessary, and be open-minded. Chris Erwin:Okay, last two. Quick shot advice for media professionals going into 2020? Chas Lacaillade:Try to schedule as many meetings with people that you're curious about, and want to meet and want to know, and sit down with them wherever they are, and make yourself available. Chris Erwin:Last question. How can people get in contact with you, Chas, the CEO and founder of Bottle Rocket Management? Chas Lacaillade:My email address is chas@bottlerocketmanagement.com, spelled out. Chris Erwin:We'll also include that in the show notes. Chas Lacaillade:Excellent. Chris Erwin:Well, this has been a delight, Chas. Great to have you in today. Chas Lacaillade:Thank you. Chris Erwin:See you around at the next surf sess. Chas Lacaillade:Right on. Chris Erwin:Wow, I really enjoyed that conversation with Chas. Like I said in the beginning, he is a total straight shooter and tells you like it is, and that really came across. I don't know if you guys felt this, but when he started talking about founding Bottle Rocket and leaving Fullscreen, in the room you could see and you could feel his energy just ramping. It was exciting. I thought that was a pretty special moment in our conversation. The excitement of an entrepreneur. So a few quick things on your radar, our next podcast will feature Christian Baesler, the President of Complex Media. He is a young media savant, with a very impressive career track record. Fun facts about Christian, he was born east of the Berlin Wall, and in the same week that the week came down. Pretty incredible. And when he was right out of college at a big international media company, he was tasked with overseeing a digital division, and they needed a digital website network to be built, Christian just built it himself. Impressive stuff. Chris Erwin:Second thing on your radar, listeners, is that our company RockWater, will be hosting a live stream media and selling conference in 2021. Likely in the first quarter in March, we don't know exactly what it's going to look like yet, but we will bring together great speakers, good programming, and we're looking for people who want to get involved. So if you're interested, you can email us at TCUpod@wearerockwater.com. Stay tuned for that. All right, that's it. Thanks all for listening. Chris Erwin:The Come Up is written and hosted by me, Chris Erwin, and is a production of RockWater Industries. Please rate and review this show on Apple Podcast. And remember to subscribe, wherever you listen to our show. And if you really dig us, feel free to forward The Come Up to a friend. You can sign up for our company newsletter at wearerockwater.com/newsletter. And you can follow us on Twitter @TCUpod. The Come Up is engineered by Daniel Tureck. Music is by Devon Bryant. Logo and branding is by Kevin Zazzali. And special thanks to Andrew Cohen and Sean Diep from the RockWater team.

21/09/20 20:07 Bonsoir à tous ! Ce soir on se la fait façon Euro RSCG et on parle Covid pour Halloween et pour Noël. Ben moi... j'me marre. Le NOël simple qui nous attend.... Roooo qu'il faut rire. Souvenez-vous de vos parents (et/ou grand-parents) qui vous parlaient de leurs Noëls.... ils avaient une clémentine. C'était un magnifique cadeau à l'époque. Ce qui est bien avec la clémentine de Noël, c'est que même s'il n'y en a qu'une, on peut la partager à 8. AstridP 21/09/20 20h10

Jenna Young has risen to a title few women have been able to claim - Executive Creative Director. She has spent the past 10 years at Weber Shandwick and previously led teams at The Martin Agency, Euro RSCG and Y&R. She has progressive and inspirational approaches to hiring and management, and we dove into both during this interview. We also talked about opening an office overseas, the value in identifying your 'magic team of seven' and what you can learn from discussing the work and projects that didn't make the cut.

In dieser Sonderausgabe der "Freitagsspitzen" spreche ich mit Frank Bodin über die Auswirkungen von Corona auf den Werbemarkt und darüber, ob/wie Unternehmen jetzt reagieren können. Reinhören lohnt sich - insbesondere für alle, die Frank schon mal am Klavier hören wollten. Frank Bodin ist einer der renommiertesten Werber der Schweiz. Er war von 2001 bis 2018 Chairman & CEO von Euro RSCG bzw. Havas, eine der grössten, strategisch und kreativ führenden Agenturen. Darüber hinaus bringt er internationale Erfahrung mit: Er restrukturierte als CEO Havas in Österreich (2011 – 2013) und war Chairman des European Creative Council von Havas (2011 – 2016). Als Chairman des Global Creative Council (2014 – 2016) war er zuletzt für 75 Länder mitverantwortlich. Frank Bodin ist unter anderem Präsident des ADC Switzerland, Kommunikationsrat von ks/cs Kommunikation Schweiz und in zahlreichen Verwaltungs-, Stiftungs- und Beiräten. Ausserdem ist er Beirat am Center for Communication an der Hochschule für Wirtschaft Zürich (HWZ), Gastdozent an mehreren Universitäten und gefragter Referent im In- und Ausland. Quelle / Website von Frank Bodin: https://bodin.consulting/en/ Warum ein "Freitagsspitzen Spezial"? Besondere Zeiten erfordern besondere Massnahmen. Und was kann im Moment wichtiger sein, als sich über die aktuelle Situation auszutauschen? Deswegen gibt es ab sofort das Sonderformat „Freitagsspitzen Spezial“. Ich spreche mit alten und neuen Gästen der Freitagsspitzen, wie sie durch die Corona-Krise kommen. Wir sprechen über ihre persönlichen Erfahrungen, welche Herausforderungen sie besonders betreffen - vor allem aber, wie es ihnen geht und welche Tipps und Kniffe sie haben, um durch diese schwierige Zeit zu kommen. Vielleicht sind die ein oder anderen Anregungen für Euch mit dabei. Immerhin betrifft das Virus uns alle. Und: Zusammen ist man weniger allein. Das gilt auch fürs Hören! Bleibt alle gesund und genießt ein paar Minuten Abwechslung mit den „Freitagsspitzen Spezial“. Fotocredit: Frank und Ayleen Bodin

Camas Winsor is the Chief Operating Officer of Rangle.io, a company that builds high-quality customer-centric software experiences. Previously, she was the Vice President of Operations Bubl Technology Inc., Director of Operations at Nurun, and Director of Product Management of Euro RSCG. She holds a bachelors of science in computer science and psychology from Queens University. Camas talks about how to unlearn habits like upspeaking, the importance of self care, and how companies can keep up with the changing workforce with design thinking. Reach out to Camas on LinkedIn and Twitter.Stay up to date with Witty through our website, LinkedIn or email us at podcastwitty@gmail.com.Support the show (http://wittypod.com)

Dans ce troisième épisode, Céline Boura reçoit Édouard Malbois, CEO & co-fondateur d'Utopia Hackers, sur le thème Chaos & Utopie. « Être un éclaireur, un détecteur de dysfonctionnements, toujours en quête de vérité, d'universalité, de meilleur pour les autres. Ne pas se contenter... » Édouard est un électron libre comme il en existe peu : après une brillante carrière chez Tag Heuer / LVMH, Coca Cola, Euro RSCG, il fonde en 2002 Enivrance, une agence de design et prospective sur la modernité alimentaire, qui accompagne des grands groupes, des chefs, des marques à imaginer et prototyper le futur de l’alimentation. En 2019, il élargit son prisme pour co-fonder Utopia Hackers, agence d'innovation qui replace l'utopie au cœur de la création de valeur économique, avec pour point de départ le réenchantement du domaine de l’alimentaire, qu’il connaît bien. Un pari audacieux, sous forme d’urgence à ne pas se laisser aspirer par le chaos ambiant. À proposer un regard radical pour réconcilier les marques, les consommateurs et la société. « Pour se transformer, les entreprises doivent se transformer au plus profond, repartir des grandes aspirations consommateurs et les mettre au centre. » C’est dès le lancement d’Enivrance que Céline le repère, s’inspire de son travail pour son projet de fin d’études en école de design et marketing de la création : un espace de vie dédié au rêve et à l’imaginaire à New York-post 11 septembre. Son questionnement existentiel et créatif d’alors : comment traverser le chaos en se reconnectant à ce que nous avons au plus profond de nous – nos rêves et notre imaginaire ? Toile de fond de tous les sujets qu’elle développe depuis, avec ses clients, à travers ses livres, son film, sa conférence TEDx… jusqu’à ce que la trajectoire d’Édouard et la sienne se croisent « pour de vrai » fin 2018. Transformer le chaos en utopie devient une évidence à co-réaliser. « Le chaos est permanent. C'est en étant ami avec cet état de nudité et de simplicité qu'on se donne des repères et qu'on reconnaît ses repères. » Dans cet épisode, ils parlent de vulnérabilité, de page blanche, d’être en vérité pour créer de l’universalité, du 11 septembre 2001, d’avoir un projet de société inédit, de conscience du vivant, de retour aux fondamentaux, de traduire ces aspirations dans le monde de l’entreprise… et de vivre dans un monde où « chaque blessure peut devenir un élan infini à aller vers le sublime ». Bon voyage !

Frank Bodin ist eine der spannendsten Personen in der Welt der Werbung. Nach langen Jahren des kreativen Schaffens hat er eine Pause eingelegt und ist seit diesem Jahr wieder zurück. Ursprünglich studierte er Piano am Konservatorium und Recht an der Universität Zürich, bevor ihn die Werbung fesselte. "Schuld" daran war Martin Suter. Der Bestsellerautor war zum damaligen Zeitpunkt Präsident des ADC-Switzerland und begeisterte den jungen Bodin nachhaltig. Von da an ging es aufwärts mit der Karriere. Er war von 2001 bis 2018 Chairman & CEO von Euro RSCG bzw. Havas, eine der grössten, strategisch und kreativ führenden Agenturen der Schweiz. In seiner Laufbahn betreute er praktisch alle bedeutenden Kunden. Darüber hinaus bringt er internationale Erfahrung mit: Er restrukturierte als CEO Havas in Österreich (2011 – 2013) und war Chairman des European Creative Council von Havas (2011 – 2016). Als Chairman des Global Creative Council (2014 – 2016) war er zuletzt für 75 Länder mitverantwortlich. Derzeit ist Frank Bodin Präsident des ADC Switzerland, Kommunikationsrat von ks/cs Kommunikation Schweiz und in zahlreichen Verwaltungs-, Stiftungs- und Beiräten. Ausserdem ist er Beirat am Center for Communication an der Hochschule für Wirtschaft Zürich (HWZ), Gastdozent an mehreren Universitäten und gefragter Referent im In- und Ausland. Er wurde mit unzähligen Awards von allen bedeutenden Wettbewerben weltweit ausgezeichnet und war Werber des Jahres. In dieser Ausgabe der Freitagsspitzen sprechen wir nicht nur über aktuelle Werbe-/Marketingsthemen, sondern auch über Bücher die man unbedingt gelesen haben muss und die mangelnde Diskursfähigkeit unserer Gesellschaft. Quelle: https://bodin.consulting/en/wer/ Fotocredit: Frank Bodin Website Frank Bodin: https://bodin.consulting/en/wer/ Frank Bodin bei Twitter: https://twitter.com/FrankBodin ADC-Switzerland: http://www.adc.ch/de/ Steven Hawking - "Kurze Antworten auf große Fragen" https://www.amazon.de/s?k=steven+hawkins&__mk_de_DE=%C3%85M%C3%85%C5%BD%C3%95%C3%91&crid=159MWWDA8O188&sprefix=steven%2Caps%2C174&ref=nb_sb_ss_i_6_6 Eric-Emmanuel Schmitt - "Als ich ein Kunstwerk war" https://www.amazon.de/Als-ich-ein-Kunstwerk-war/dp/3596192927/ref=sr_1_1?__mk_de_DE=%C3%85M%C3%85%C5%BD%C3%95%C3%91&keywords=eric+emmanuel+schmitt+als+ich+ein+kunstwerk+war&qid=1569785408&s=gateway&sr=8-1

Aujourd'hui je suis avec Alain Cayzac. Né en 1941 à Évreux, rien ne prédestinait Alain à créer l'une des plus grandes agences de publicité au monde. Ses parents veulent qu'il se constitue un bagage. Bon élève, il se retrouve à HEC. Un peu par hasard. Alain s'adapte sans difficulté et surtout fait là-bas, et sur un terrain de foot, la connaissance de deux amis, qui le sont restés dont Jean-Michel Goudard avec qui il cofondra plus tard l'entreprise qui allait devenir Euro RSCG. Le C dans RSCG c'est le C de Cayzac. Les autres lettres Bernard Roux (R), e le fameux Jacques Séguéla (S). Pendant des décennies, les 4 fondateurs ont formé le carré magique de la publicité en France avec leur agence. En 2006 après plusieurs décennies passées dans le monde de la pub, Alain change complètement de vie et prend un immense risque : celui de suivre sa passion, le foot, et de devenir président du PSG. Ses deux années de présidence seront difficiles et Alain nous en parlera. Ils nous parlera d'autres moments difficiles comme son AVC, dont il a été victime en 2016 et qui s'est suivi d'une paralysie partielle sur le côté gauche du corps. Alain fait partie de ce genre d'homme qu'on rêve d'avoir comme un mentor : malgré tous ses succès, des coups durs il en a connus. Il a l'empathie de ceux qui s'en sont publiquement pris plein la figure. Et ça fait un bien fou. Sans langue de bois, il dit ce qu'il pense, quitte à fâcher, mais sans juger, et avec une force tranquille qui force le respect. 1. La News du GratinLa News du Gratin est une mini newsletter pour vous nourrir en plus du podcast. C'est une newsletter très courte, à lire en 5mn top chrono de ce qui m'a marqué dans les dernières semaines : livres à lire, réflexions, applis à télécharger, citations, films ou documentaires à voir etc. Pour la recevoir, il n'y a qu'à s'abonner à la newsletter ici : http://legratin.news/newsletter2. Des conseils concrets sur ma chaîne YouTube Envie de lancer votre propre podcast ? De bénéficier de conseils sur quel matériel utiliser ? Ma nouvelle chaîne YouTube est faite pour vous !3. Contactez-moi ! Si le podcast vous plaît, le meilleur moyen de me le dire, ou de me faire vos feed-backs (et ce qui m'aide le plus à le faire connaître) c'est simplement de laisser un avis 5 étoiles ou un commentaire sur l'application iTunes. Ca m’aide vraiment, alors n’hésitez pas :) Pour me poser des questions ou suivre mes tribulations c’est par ici : Sur Instagram @paulinelaigneau Sur LinkedIn @pauline laigneau Sur Facebook Sur Twitter @plaigneau

Jeff Kling was Chief Creative Officer of Fallon until May of 2018, when he resigned his post. Jeff joined Fallon in 2012, where he led successful campaigns like "Get Your Taxes Won" for H&R Block starring John Hamm, and Arby's "We Have The Meats." Prior to Fallon, Jeff was ECD at Euro RSCG (now Havas), where he created the now mythic "Most Interesting Man Alive" campaign for Dos Equis. From 1996 to 2003 Jeff worked at Wieden+Kennedy, where he authored the famed Miller High Life campaign shot by Errol Morris. He later returned to Wieden as ECD of Amsterdam, where he helped create Nike "Write the Future." Jeff has received every major industry award. He was named "Copywriter of the Year" three times by the AICP. Last year, Forbes featured him in a piece titled "14 Creative Directors You Should Have on Your Speed Dial."

You're in for a really great conversation this week. I talked with the venerable Husani Oakley -- creative technologist, technical director...the titles go on and on. He's worked with some of the biggest agencies in the world like Wieden + Kennedy, Euro RSCG, and EVB, and he's also had his own firm called Oakley + Partners. We talked about Husani's start with entrepreneurship, his spark for coding and creating, and what's coming up for him in the future. Husani is a kick-ass force in this industry, and if you don't know his name by now...well now you know. Enjoy! Husani Oakley's Website Husani Oakley on Twitter Husani Oakley on Facebook

An Art Director/Designer based in New York City, Joe specializes in digital media. He graduated with distinction from the American University of Beirut with a BFA in Design and an MFA in Design and Technology from Parsons in New York. Joe believes in using the creative process to promote cross-cultural dialogue, leaving traces of Latin and Arabic typography and design wherever he goes. You can spot some across 3 continent and in such locales as Paris, Beirut, Italy, Abu Dhabi, Bahrain, Qatar, Dubai, both coasts of the US, and of course the infinite on-line universe. Heavily influenced on the diverse cultures and languages he was brought up with, Joe's favorite dish in fact is a stew of serifs and sans-serifs. As traditional Mezze goes, you can always drop by for a sampler. Find Joe on the 5th floor of Euro RSCG in New York.

Marian Salzman is President of North American, Euro RSCG Worldwide PR. Salzman came aboard Euro RSCG in 2009. She was just recently named PR Weeks Professionals shaken things up. Hear how shes done that andget her thoughts on PR, social engagement and more.

Le candidat pour gagner à gauche Un homme d'Etat responsable Euro-RSCG, le Parti Socialiste, les Médias réunis, Air France First, Sondeurs & associés, Porsche Panamera, Benchemoun traiteur (Champs-Elysées, Paris), les milieux d'affaires et le 3615 Hot Maid vous ont présenté leur candidat de gauche préféré pour 2012. Idée : Silvain Gire - Archives : Pascale Pascariello - Réalisation : Samuel Hirsch