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Kelly Brownell interviews Jon-Paul Bianchi, Director of Systems Change at the W.K. Kellogg Foundation, about the foundation's systems-change approach linking food, health, early childhood, and family economic security to address inequities affecting children and families. Bianchi describes his path from PhD research to policy work and then to Kellogg, and explains how integrated grantmaking focuses upstream on policies, practices, resource flows, narratives, and long-term investment in people and relationships rather than isolated programs. He highlights Vermont's inclusion of food quality in childcare ratings and the foundation's Farm to Early Childhood efforts connecting procurement, regional food systems, and state policy, with examples from states like North Carolina, Iowa, and Wisconsin, and notes Brazil's national local purchasing policy as a model for success. Transcript As I was mentioning before we got started, I've long admired the work of the Kellogg Foundation. Working with the concept of food systems or connecting agriculture with nutrition and thinking about regenerative agricultures. There are a lot of places where your foundation was out front. So, I salute you and your colleagues for that. And it'll be interesting to find out what's happening right now. Tell us a little bit about yourself, and how did you get into the philanthropic work and your work with Kellogg in particular? I'm Jon-Paul Bianchi. I'm the director of the Systems Change team at the W.K. Kellogg Foundation. And what that essentially means is I'm the director of national programs at the foundation. But we call it systems change because we really do see in the different areas of work that we focus on- health, family economic security, food, and early childhood- that these things are all interconnected by some distinct systems. But also, common systems that overlap across them. And so, that's the approach that we take. And I'll spend some time sort of diving into that today. You know, to answer the question of how I got here... you know, a master stroke of luck. I was set to be an academic researcher. I was working on my PhD at the University of Wisconsin. I was ABD and decided that I didn't want to be a researcher and I wanted to work in policy. And I moved to Colorado to take a job sort of sight unseen, being the policy director of an organization that worked in K-12 and children's health, and food and early childhood education. And did that for a few years and learned to translate research into practice; into policy. And was giving a presentation and got a tap on a shoulder from somebody that worked at the Kellogg Foundation who was interested in what I was saying. And we had one conversation, and six months later, I wound up having a new job and leaving Colorado and moving to Michigan. That was 15 years ago. Well, you went into this with a great background having done the science as a graduate student and then into the policy world. And you're right, the intersection of those two is really where the magic can occur. You began talking about this, but let's talk about it a little bit more. So, when you say that there are systems that cut across different problems like food and health and economic security, etc., and I know you structured your team to reflect that cross-cutting kind of view of things. But tell us a little bit more about that. And how is this different than what's usually done, and how does it affect the way your work gets carried out? So, big picture at the Kellogg Foundation, we envision a society where every child can thrive. But we know that there's too many kids and families that still can't access good food or quality childcare, or their parents can't find quality jobs because of inequities that are embedded in the policies and the practices and narratives that shape our systems. And so, having a multi-issue integrated grant making team, it's made us more effective by better understanding the points of intersection and collaboration across those bodies of work. So, our food systems program officers are in the same team, and they work closely with our program officers in early childhood and family economic security and health. And those collaborations strengthen the work in a variety of ways. We have experts in each of those areas, but because they're spending time with each other and working in the same team, they're exposed to, and they learn about each other's work and each other's worlds. And that creates powerful collaborations in the foundation, but more importantly, out in the field. And it helps us to see that we can't fix any of these systems, including food systems, with surface level or patch kinds of solutions. We really have to work together to get upstream and focus on policies, focus on practices, focus on resource flows and narratives that really sustain the inequities that we see. And so, the foundation partners with organizations to dismantle barriers in food systems in the other areas so that children and families can access quality food. But I think we also recognize that's about investing in people. And it's about investing in people over time to drive transformational change in any of these systems, including food. For people listening to this who aren't in the world of philanthropy or academics or science or policy they might be saying, "Well, this kind of makes common sense. Isn't this the way it's usually done?" And in fact, it's not usually done to have this cross-cutting work accomplished the way you're doing it. It's actually a pretty impressive thing. Yes, thank you. And I have a lot of respect for our philanthropic partners and peers, and we work very closely with a lot of large and small foundations. And I think the adage in philanthropy is you know one foundation you know one foundation. So, we do it this way and somebody else will do it differently. And I think there's a lot of connection for us back to our founder. You mentioned Will Keith Kellogg at the top of the call. He was ahead of his time in terms of understanding the interconnectedness between food and the land and opportunity and people's education. And a lot of that came out of his tradition as a Seventh Day Adventist. But also, I think just as a person coming up in the Depression and seeing what happened afterwards and really beginning to understand in his own community of how these things were sort of connected to one another. And so, for us, both inside and outside the foundation, systems change really means betting on people long term to reshape those systems from the outside in. But also, from the inside out. And that's really what we're striving for. You mentioned the history of Dr. Kellogg. The history of that family is so interesting, and what went on in, you know, the sanitarium in Battle Creek, Michigan, and how the concept of breakfast cereals came about. And how the focus on natural foods was so important. It's worth spending a little time even on just Wikipedia to try to find out what that history is, because I find it fascinating. So, let's go back to food and go a little bit deeper and talk about what this systems approach looks like in practice. You're a philanthropic organization. You exist in the context of a capitalist society where businesses are out to do as well as they can. How is the foundation's work different from, say, funding a food pantry, launching a single nutrition program somewhere, which is what typically might be done? Yes, I think what we intend to do and how I think our systems approach is a little different from, say, you know, funding a single nutrition program, is that we mean to design and redesign practice and policy based on how kids and families actually live their lives. Right? So, where food and health and early childhood and family economic security show up together in a community, right? Families experience these things simultaneously in their everyday lives. They don't experience these things in silos. And so, we try to have our team and our work reflect that. So, instead of treating food as a narrow problem to fix with one program, we try to think about how the entire system around a child and their caregivers works or doesn't work and find those opportunities and levers to move that whole system. I'll give you a concrete example that will bring in our colleague Linda Jo Doctor, who you mentioned at the top of the conversation. Early in my time at the foundation, I was a reviewer for the Race to the Top Early Learning Challenge Grant. This was an Obama era competitive grant process for building early childhood systems in states. And the state of Vermont did something really interesting that I had the good fortune to review as part of that team. They included the quality of food and access to fresh, healthy food in childcare centers as part of their quality rating and improvement system for childcare. They didn't just talk about teacher quality or curriculum or reflective practice. They actually said, "If we care about child development, then what children are eating every day in those childcare centers is part of what quality means." That's a systems approach. They connected food policy and procurement directly into early childhood policy and practice so that nutrition and education and child wellbeing were all being advanced simultaneously. I brought that back to the foundation and brought it back to Linda. And we had a really great conversation about it, and then another, and then another, and then another. And that experience helped shape how I think and how many people think about our work at the foundation. And it led to things like the expansion of our Farm to Early Childhood work, which again, leans heavily on procurement as the strategy to drive systems change, but connects it into early childhood policy. Tell us about that. You know, the Vermont example you gave is a terrific one. And you talked about Farm to Early Childhood. What does that mean in practice? In practice for the foundation, it really leaned heavily first on, sort of, understanding the landscape of where there was capacity to connect regional food hubs, farmers and producers and growers to systems of early childhood. At the same time that you have these burgeoning and developing systems of early care and education with regard to financing and sophistication, you have something similar going on in them in the food system movement, depending on the state that you're in. And so, we work diligently in a subset of states to really connect those policy levers, pull them together, and try to create essentially more situations like Vermont, you had partnership at the local community level, at the regional level, and then at the state systems level. So, syncing up the actual practice on the ground, syncing up how the relationships between different organizations are formed and maintained with regards to better food and early childhood. But then also trying to codify that into state policy and practice. And we did that for a number of years and had remarkable success in places like Iowa and Wisconsin and even in North Carolina, and a handful of other states. And we very much saw this as a build off our successful farm-to-school work, but doing it in a system that comparatively in terms of early childhood, was a little more fragile, right? And it wasn't necessarily as easy to do it, but all the more important and helpful because of the age and the vulnerability of the kids and families that we're talking about. The systems approach is very powerful, and so I'm going to ask a question not to be challenging, but to in some ways give you a softball for proving the systems approach. If at the end of the day, the most important thing in a childcare setting is to get healthy food into the bodies of the children so they can thrive intellectually and medically and everything else. Couldn't you accomplish that by just giving a good shopping list, a Costco shopping list to the daycare directors, and they could go buy good foods? And why does it need to be connected with farmers and, you know, the broader connection into the community at large, why is that important? Yes. Well, backing up, I wouldn't want to state, as an early childhood person, that the only thing that, you know, makes an early childhood program high quality would be the quality of the food and that that would, you know, lead to optimal child development and school readiness. I think, you know, there's other things in there that actually matter too. But this is definitely a key component. I would say, you know, to your question, that that system that you named already exists. We have the Child and Adult Care Food Program. We have the ability to subsidize the cost of food, and to have that good shopping list in play. But, I think, what the systems approach does is it asks different questions, right? It seeks to say, where does the food come from? How is it grown? Who is benefiting economically, right? How are schools and childcare centers and farmers and communities connected? And how do we strengthen those, connections and relationships so that we can begin to shift policy and practice so that children and families can reliably have access to good food. And they know that it's coming from the community in which they're situated. And the people on the side that are actually producing the food, the farmers and the folks doing procurement and others, that they're actually connected to it too. And they know where the food is going. And so there is this social kind of interstitial benefit to connecting those systems in a way that I think brings value beyond just you get a healthy meal today. I think it begins to shift culture. And if you could shift culture in the institutions that people are participating in, you can actually shift culture in people. So, you could see if a parent that potentially wasn't exposed to that before, or maybe didn't have access, or didn't know how to get access to that kind of food, if their expectations suddenly shifted because in their childcare program they're getting access to quality food, that then becomes an opportunity to engage in a different way. But it also becomes an opportunity for that parent to become empowered and to come together with other parents and other community members and begin to insist that's a reality in everyday life for them. That becomes a norm rather than an exception. I really like your answer because, you know, in some ways, people in our country have become distant from their food. You know, it used to be you could just go to the store, and there might've been one agent between you and who grew the food. The farmer would deliver it to, and now there are factories and machines that process the food, and 10 steps, and it comes from different countries, and all that kind of thing. And what you're talking about is shrinking that gap again to decrease the distance, so people are more in touch. And you could easily see that if the food is coming from farmers and the daycare providers know that they're going to feel better about the food. They're more likely to tell a story about it to the children. The farmer might come to the daycare center, or the children go to the farm. And you could see there's a lot more going on here than nutrition, and that's the beauty of this systems approach, isn't it? I mean, the children want to have a garden, right? I mean, how many times have we seen that? It seems like a small thing in early childhood, but just that simple act of having a garden and being able to understand how things are cultivated and grown. Even for a small child, and I have two small kids, we have a small garden in our backyard: it's meaningful. And it also, I think, establishes a norm that the tomato that you pick off the vine or the pole bean that you pick off, that you eat, that you find just unbelievably delicious, then that becomes normative for them. That's a normative experience, and kids are not as frightened by things when they encounter it. And I think we have a real opportunity in the early childhood space to link up those two systems to say, "Yes, we can affect change." And I think that, again, back to this notion of investing in people long term, the investment in those kids long term and what they come to expect will be the norm matters very much to how we think about our work at the Kellogg Foundation. So you're talking about both practices and policies and a cross-sector approach to these things. And let's talk about policy for a moment. Where does policy typically break down? And what kind of people need to be at the table, and what sort of partnerships need to be established in order to have better food policy? I think if we take seriously that food policy is cross-sector, I believe that we need to build tables that look like the food system. And that means not just public health experts or nutrition advocates or academics, but farmers and food workers, and those childcare providers and teachers, and leaders in K-12, and tribal leaders, community organizers, local state government officials, right? And the funders, right? The funders who are willing to invest in the long slow work of doing systems change. And, you know, one place I would highlight is in your home state of North Carolina. For years, there was significant investment that helped really build a dense ecosystem. You established regional food hubs and meat processing infrastructure, and anchor institutions into schools and early childhood centers. And a really strong network of organizers and philanthropic partners. And that made it possible to fully integrate farm to early childhood in your state's definition of early childhood. And as an aside, I would say North Carolina was also one of the leading states back when I was first coming into the field of building out a high-quality system of childcare. North Carolina led that. And so, these two things converging is a very powerful example, but again, we're getting back to local sourcing. We're getting back to bigger things than just doing food education, right? Those things are now built into the system. And they're not just a side project of the system. They actually are the system. So, you're talking about a foundation doing a lot more than getting proposals, seeing what needs to be funded, and then sending money out the door. You're talking about connecting people in innovative and unique ways. And building bridges that didn't exist before. And getting people to understand the systems change approach. And it just can lead to so many interesting and innovative things that just weren't possible using traditional models. So, really my hat's off to the work you do, and I can see why it's creating such powerful outcomes. One piece I would be remiss if I didn't say this, right? What makes all those partnerships work or fall apart? Usually, it's not the brilliance of a single policy idea or practice idea. I. Sort of. Sound like a broken record, but I'm going to come back to this. Investing in that people infrastructure that sits underneath it is really important. And the places that we find that make progress in any of the issues we're talking about, family economic security, food, health, Medicaid, early childhood, K-12, right? The places that make progress really do have varied and diverse voices at the table, and they're able to build real trust. And they're able to cultivate champions and also the next generation of champions and the next generation of champions who can move between those sectors, right? And the funders are involved, but they really understand that they're financing relationships and governance and people. They're not financing programs. And I think as a grant maker, that's an interesting distinction to think about. Think we know it implicitly and we know it when we see it. It's a lot harder to stick it in a white paper and define it and disseminate it in Stanford Social Innovation Review, for example. No, I totally agree. In the work that we've done over the years with, uh, community partners in Durham, it's been my impression that they get this systems thing from the very get-go. That they understand that if poverty is too severe, then nothing else is going to work, and if housing is a problem, then these other things are going to be affected in pretty serious ways. And they understand the importance of these. And in a way you're letting the flowers bloom. You're taking, I think, what some people understand intuitively and would like to accomplish, but they've been forced into silos. And then once a funder comes along and can allow this to prosper, I think it's sort of a natural thing that occurs. I think so. And I think the tricky thing there is to not be seduced by the programmatic solution. Like, do you remember several years ago when the notion of collective impact was this very popular term that folks talked about? And it's a good thing. I mean, I think the framework and the model is powerful, and it's a useful thought exercise. But what I found in a lot of collective impact work was that it focused very much on aligning the programs. Sufficiently funding the programs and aligning the programs, but not the human side of design and redesign of how do those programs function, right? Who do they serve? Who's at the table when building them or rebuilding them? Do you have the ability to change them midstream if you feel that you need to? And I think a slightly different approach with systems change is you're sort of engaging in a loose hold of the policies and the practices and the issues to give people and the people infrastructure and the relationships time to come together and figure out how they want to move them individually, and how they want to move them collectively. And that's a subtle difference. That's a nuance that I think has really worked in our particular corner of the world. One thing I bet some people are interested in is how the Kellogg Foundation might be distinct from Kellogg as a company. You've described beautifully the innovative work you're doing. The company is off doing what it does commercially. How do these two things intersect? And what's been the history of the connection between the foundation and the company? Yes. So, when the foundation was founded in the 1930s, Will Keith Kellogg, as you said, he endowed the foundation and created it separate and apart from the company. So, it's an independent philanthropic organization. And so, while we bear the name of Will Keith Kellogg, the foundation does not have a formal connection or stake in the company any longer. As you may know, the company split into two companies a few years ago, one called Kellanova and one called the W.K. Kellogg Cereal Company. And since then, I believe both companies have been acquired. I think Mars now owns Kellanova, and Ferrero, an Italian company, owns W.K. At present, the W.K. Kellogg Foundation does not have any connection to either of those companies because they've been acquired by other groups. And aside from having some stock with the foundation, that was sold to support our endowment, we don't have any formal connections anymore. But I think the proximity of the foundation to the company in Battle Creek, and I think the shared history of Battle Creek and the shared history of Mr. Kellogg's vision is actually important to note. And I think it does matter to how the two institutions are connected. I said this a little while ago in the conversation, but in the 1930s, Mr. Kellogg knew that you couldn't separate food from health and education, family economic security, and he knew this while he was making cornflakes, right? And so he helped make sure in the late 1930s that children in Battle Creek had access to fresh milk in schools at the same time that he was doing work in soil conservation and in building healthy land. And he had a sense of knowing that how the food is grown and how kids are nourished, it's part of the same story. And I think that DNA has pulled forward into the foundation, and it makes it a really special place to work because we still carry that memory of him, and we still carry that vision of him into the work that we do. Thanks. You know, a long time ago, when I first became familiar with the Kellogg Foundation, I wondered about the history and the independence of the foundation from the company. And I pretty quickly came to learn that the foundation, as you said, is quite independent from the company. But you've enriched my knowledge even beyond what I've known over the years, so thank you. That's a fascinating history. So, let's end with one final question. If you fast-forward and kind of look ahead, what do you think is on the way? And what does success look like to you and your colleagues? Yes, it's a good question. I mean, I think if we got this right, you know, 10- 20 years from now, success would look like children and families living in communities where good food is just a part of everyday life. It's normal and reliable and not something that folks are lucky to find. I talked a little bit about how Mr. Kellogg thought about this in the '30s, but we also see what's possible in other places, right? When that vision can become a reality in terms of policy and practice. So, we had done some work in the country of Brazil. And we see now that national policy in the country of Brazil now requires that at least 50% of school food be purchased from local sources, grown with high-quality standards, right? That one decision reshaped incentives all along the food chain. What farmers grow, what institutions buy, what kids eat. That's a powerful example of institutions using their everyday purchasing power to build healthier and a more just system. So, you know, 10- 20 years from now, if we've done our job, it would mean that the kinds of innovations in places like Brazil or North Carolina or even in Michigan with our 10 Cents a Meal program, that those types of things would have become the norm. That schools and early childhood centers and hospitals and tribal and local governments would be routinely buying good, locally rooted food. And that workers and farmers are earning a fair and stable wage, and they have incomes. And the communities most affected by hunger and inequity are actually at the core of leading and designing new systems. And food policy would no longer be a patch on top of the inequity. It would be one of the main ways that we build healthier and more equitable futures for kids and families. BIO Jon-Paul Bianchi is the Director of Systems change at the W.K. Kellogg Foundation (WKKF) in Battle Creek, Michigan. In this role, he leads WKKF's national grantmaking strategy focused on early childhood care and education, health equity, employment equity and food systems. As a longtime philanthropic leader and national expert with a focus on early childhood education, Bianchi provides strategic oversight to the foundation's national programmatic work to support thriving children, families and communities. Bianchi holds a doctorate of Education from Vanderbilt University's Peabody College of Education and Human Development, a master's degree in child development and a bachelor's degree in child and family studies from the University of Wisconsin-Madison. He helped found and currently serves on the board of Valley Settlement in Glenwood Springs, Colorado.

This week on The Food Professor Podcast, our interview is recorded live at SIAL Canada 2026 in Montreal. Michael LeBlanc welcomes one of the most influential executives in global consumer packaged goods: Jessica C. Adelman, Mars Snacking North America. Fresh off Mars' massive $36 billion acquisition of Kellanova, Adelman offers a rare inside look at the strategic thinking behind one of the largest CPG transactions in history. She explains how Mars — now a $86+ billion privately held global powerhouse operating across more than 80 countries — is reshaping itself into a modern snacking giant with iconic brands spanning M&M's, Snickers, Skittles, Pringles, Pop-Tarts, Cheez-It, and more. The conversation dives deep into how large food companies are navigating a radically different operating environment shaped by geopolitical volatility, inflation, climate pressures, AI disruption, and changing consumer behaviour. Adelman shares Mars' approach to resilience, reputation management, and long-term strategic planning in an era where business shocks arrive faster and harder than ever before. She also discusses why Mars continues investing heavily in North American manufacturing, including a recent $180 million investment across Ontario facilities. Michael and Jessica explore the transformative impact of AI across food retail and supply chains, from reducing food waste and optimizing logistics to enabling consumer discovery and personalization. They also examine how GLP-1 weight-loss drugs are changing eating habits, portion sizes, and snack consumption patterns — a growing issue every major food manufacturer is now monitoring closely. The interview also touches on sustainability, food system resilience, consumer affordability, and the evolving role of global brands in helping consumers balance value, convenience, nutrition, and enjoyment. Throughout the discussion, Adelman offers a thoughtful perspective on leadership, agility, and why companies must move beyond simply “playing the hits” to remain relevant in a rapidly changing marketplace. But first, Michael and Sylvain Charlebois tackle another packed week in food and agriculture news. The hosts debate Ontario's emerging “6% milk” trend, the accelerating adoption of GLP-1 drugs across Canada thanks to the launch of a generic pill format, and renewed calls (along with the history and original objectives) to overhaul Canada's confusing best-before date system to combat food waste and improve affordability. They also discuss food theft and organized crime concerns in grocery retail, mounting pressure on Atlantic Canada's oyster industry, mushroom trade tensions with the United States, the definition of food deserts in urban Canada, and the critical importance of grain infrastructure in Atlantic Canada and a world awash in Bourbon. About UsDr. Sylvain Charlebois is a Visiting Professor in Food Policy and Distribution at McGill University and a Professor in Food Distribution and Policy in the Faculty of Management at Dalhousie University in Halifax. He is also the Senior Director of the Agri-food Analytics Lab, also located at Dalhousie University.Known as “The Food Professor”, his current research interest lies in the broad area of food distribution, security and safety. He is one of the world's most cited scholars in food supply chain management, food value chains and traceability with over 775 published peer-reviewed journal articles. Dr. Charlebois is also an editor for the prestigious Trends in Food Science Technology journal. He co-hosts The Food Professor podcast, discussing issues in the food, foodservice, grocery and restaurant industries and which is the most listened Canadian management podcast in Canada. Every year since 2012, he has published the now highly anticipated Canadian Food Price Report, which provides an overview of food price trends for the coming year. Furthermore, his research has been featured in several newspapers and media groups, nationally as well as internationally. He has testified on several occasions before parliamentary committees on food policy-related issues as an expert witness. He has been asked to act as an advisor on food and agricultural policies in many Canadian provinces and other countries.With extensive experience collaborating with businesses, governments, and NGOs, Dr. Charlebois combines academic rigor with practical expertise, making him one of the most influential voices in the global agri-food landscape. His work continues to advance the understanding of food systems, fostering innovation and resilience in a rapidly evolving industry. In 2025, he received the prestigious Charles III medal recognizing his tremendous work in informing Canadians about food issues. Michael LeBlanc is a senior retail advisor, keynote speaker and media entrepreneur. Michael has delivered keynotes, hosted fire-side discussions hosted senior retail executive on-stage in 1:1 interviews worldwide. Michael produces and hosts a network of leading retail trade podcasts, including The Remarkable Retail Podcast, The Voice of Retail, The Food Professor, The FEED powered by Loblaw and the Global eCommerce Leaders podcast. He has been recognized by the National Retail Federation (NRF) as a global Top Retail Voice for 2025 and 2025, and continues to be a ReThink Retail Top Retail Expert for the fifth year in a row.

David Lawlor spent 35 years at Kellogg and Kellanova, eventually retiring as President of Kellanova Europe. In this conversation with Ryan, he reflects on the moves that shaped him most: leaving Ireland, building the company's Middle Eastern business, leading in Russia, and stepping into roles that looked risky from the outside but became defining chapters in his career. He talks about fear as the starting line of growth, why the right agenda matters more than the longest to-do list, and how leaders build belief by creating cultures where people know they can make a difference. Now in retirement, David is thinking about identity, relevance, and what it means to keep growing when the operating rhythm suddenly goes quiet

The CPG Guys are joined in this episode by John FitzGerald, Sr Director of Growth at Mad Tree Brewing Company. Founded in 2013, MadTree is an award-winning brewery that's rooted in Cincinnati and planted in purpose. Driven to craft great beer - but more importantly - build a business dedicated to doing good, MadTree protects and celebrates nature while reducing impact on the environment. MadTree is a B-Corp certified company and proud member of 1% for the Planet with a commitment to donate 1% of sales to local, sustainable nonprofits.  Follow John on LinkedIn at: https://www.linkedin.com/in/johnwfitzg/Follow Mad Tree Brewing online at: https://madtree.com/ John answers these questions:What is the one core discipline or strategic framework from that world that you've found most indispensable when running a craft brand like MadTree?How do you find the balance between Big CPG rigor and the "fail fast" agility required in the craft brewing industry?When you look at the beer aisle now—which is notoriously crowded and fragmented—how do you apply a "Category Management" mindset to help MadTree win at the shelf against the mega-brewers?How are you leveraging your background in retail partnerships to ensure MadTree isn't just a "local favorite" but a "must-have" brand for major regional retailers?From a leadership perspective, how do you ensure that sustainability isn't just a marketing "badge" but a functional part of your supply chain and operational DNA?You're managing a complex journey between the taproom (DTC/Experience) and the grocery store (Wholesale). How do you ensure the brand "feeling" a consumer gets in the Oakley taproom translates when they are picking up a 6-pack at Kroger or Meijer?In craft beer, data can often be opaque. How are you building a "Full View" of your consumer, and are you leveraging tools like AI to predict the next big flavor profile or seasonal trend?How is MadTree evolving its product portfolio to capture that shifting demographic and maintain relevance?For a regional brewer, how critical is real-time inventory and sales data to your production planning, and how do you handle those "uncomfortable" supply chain moments?What is the biggest "reality check" you can give to someone looking to transition from a global giant like Kellanova to a high-growth local leader like MadTree?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comSheCOMMERCE Website: https://shecommercepodcast.com/Rhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Kellogg Company divided itself into WK Kellogg and Kellanova. But then, less than two years later…each got absorbed by another Big CPG portfolio. Keurig Dr Pepper is going through a strategic separation process. Kraft Heinz announced it will split into two standalone businesses. PepsiCo is currently dealing with an activist investor urging portfolio simplification. And those are just the most buzzworthy “breakup and buyout” examples within the CPG industry! Though, many pundits seem to be misreading these “new configurations” as some type of signal that the “Big CPG” empire has collapsed. Yet, Big CPG is flushed with resources and full of strong (intelligent) human capital…that know the future will be shaped by those who disrupt themselves. In fact, a recent PwC report showed 49% of CPG executives believe their current business model won't survive the next decade…a rate that is seven times higher than the average across other industries. So, what if the next big CPG disruptor isn't a startup, but a legacy brand rebuilt from the inside out that's better equipped to navigate changing consumer preferences, increasing competitive pressure, and heightened economic uncertainty?

En el Radar Empresarial de esta jornada ponemos el foco en la designación de Steve Cahillane como nuevo consejero delegado de Kraft Heinz. El directivo tomará el relevo de Carlos Abrams-Rivera, quien permanecerá vinculado a la compañía en calidad de asesor hasta el próximo 6 de marzo. Procedente de Kellanova, Cahillane llega a un grupo inmerso en un proceso complejo, con retos estratégicos y organizativos relevantes, que marcarán el corto y medio plazo del gigante alimentario. Su nombramiento llega en un momento de cambios profundos en el sector, marcado por la presión de los costes, la evolución del consumo y la necesidad de simplificar estructuras corporativas. Su principal misión será liderar la separación de Kraft Heinz en dos negocios independientes, una operación aprobada por el consejo el pasado mes de septiembre. La empresa pasará a estructurarse en una división centrada en salsas y condimentos, con productos emblemáticos como el ketchup Heinz, y otra enfocada en alimentos de consumo diario, entre los que destaca el queso de untar Philadelphia. Con esta división, la dirección busca otorgar mayor agilidad operativa a cada negocio y facilitar decisiones de inversión más claras, adaptadas a mercados y consumidores distintos. Esta reorganización representa un hito delicado en la historia reciente del grupo y también uno de los escasos tropiezos atribuidos a Warren Buffett. El inversor, conocido como el oráculo de Omaha, se asoció en 2013 con el fondo brasileño de capital privado 3G Capital para adquirir Heinz por unos 2.300 millones de dólares, con importantes expectativas de crecimiento global sostenido. Dos años después, aquella apuesta desembocó en la fusión con Kraft, dando lugar a un conglomerado valorado entonces en cerca de 40.000 millones de dólares. El objetivo era reforzar ambas marcas, aprovechando la red internacional de Heinz y ganando mayor poder de negociación en los lineales de los supermercados estadounidenses, una ambición que hoy se revisa con un enfoque más pragmático.

The CPG Guys are joined in this episode by Joe Mueller, VP of Industry & Customer Relations at Mars Snacking (formerly known as Kellanova).Follow Joe on LinkedIn at: https://www.linkedin.com/in/joe-mueller-1a31454/Follow Mars on LinkedIn at: https://www.linkedin.com/company/mars/ Follow Mars Snacking (Kellanova) on LinkedIn at: https://www.linkedin.com/company/kellanova/Here's what we asked Joe:Joe, you have a great title - industry & customer engagement. What does that mean - what is your remit and who all do you work with at Kellanova?You recently penned a white paper for MMR (Mass Market Retailers) focused on the shopper experience. Can you talk about the motivation behind that piece?Talk more about what is driving these changes in shopper behavior? So what is the answer? From your perspective, how can the industry shift to meet the changing needs and wants of shoppers?What does a true win-win partnership with retailers look like, and what behaviors signal that it's moving in the right direction?Can you talk a bit about how Kellanova is engaging differently in light of these shifts?In light of this and other changes, What are therefore the most important skills a future CPG commercial leader needs to learn and sharpen?Looking to what's ahead in the next 3 years, what are you focused on, excited about - and are there any concerns  ?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comSheCOMMERCE Website: https://shecommercepodcast.com/Rhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Second week of December, what'd you miss in vet med?The Farmer's Dog Study under FireInstinct launches GP PIMSWagmo studies Employees and PetsMars to complete Kellanova AcquisitionHelpful links:The Bird Bath substack

Kroger will pay Ocado $350 million as it closes some automated warehouses. Anheuser-Busch plans to acquire BeatBox. And Mars Inc. has received unconditional approval from the European Commission for its pending acquisition of Kellanova.

What happens when supply chain turbulence, leadership under pressure, and mission-driven business collide?This week's conversation dives deep into the realities of managing complex supply chains — including the challenges of the wine industry during peak season — and how the right leadership, mentorship, and communication can turn crises into powerful learning moments.I'm joined by Chris Silcock, who was appointed head of Kellanova's United Kingdom and Ireland business in October 2019.Before stepping into this role, Chris built an impressive career across FMCG and food retail — from ASDA, to Coca-Cola European Partners, and later Kellanova, where he first joined as UK Sales Director.At Kellanova, Chris has focused on strengthening the company's reputation as one of Britain and Ireland's most trusted brands by:

The CPG Guys are joined in this episode by Kellanova's Mike McCune, Sr. Dir Sr. Director of Integrated Commercial Analytics & Maggie Gilliam Hoy, Sr. Director , and Omni COE lead. Today's episode is all about data, analytics, the changing shopper behavior to lean omnichannel and the story of how one snack manufacturer has leaned into reporting and insights in a meaningful way. Follow Mike on LinkedIn at: https://www.linkedin.com/in/michaelthomasmccune/Follow Maggie on LinkedIn at: https://www.linkedin.com/in/maggie-gilliam-hoy-22800120/Follow Kellanova on LinkedIn at: https://www.linkedin.com/company/kellanova/Here's what we asked them :1. Maggie, let's get this started with you. As Senior Director of Omni Capabilities at Kellanova, you cover a broad remit across commerce & marketing. How are you defining “omni commerce” in the snack/CPG space today? Also tell us about your remit.2. Mike, talk to us about your remit. You also have an RGM background - who do you support at Kellanova and what does a day in your life look like?3. With such a change in consumer behavior to omnichannel & ecommerce, believe you have developed a system called KOPS. What does it stand for and what data sets are the inputs - did we hear over 30 data sets? Mike to go first.4. Mike- what prompted the need for KOPS in the first place? What was not working well? What was replaced? How has it been received? Any surprises?5. Maggie - how are you preparing for more growth in ecommerce and digitally engaged shoppers in 2026. What sort of analytics do those whom you service need in these uncertain times?6. Mike - I'd like to ask you the same question - you touch much more than omnichannel and digital. Everyday business - what sort of data sets are now in play that are non negotiable?7. Maggie - as the head of the omnichannel COE, how do you coordinate omni activities so that the consumer experience is seamless across digital, physical retail, and experiential activations?8. Maggie - how are you handling non-traditional retailers or 3-party services like Instacart, Doordash, or Tik-Top Shop?; Are these a priority?”9. This last one is again for both of you - with your respective roles and lenses, looking into the next 3-5 years, what do you see as the biggest disruption (or opportunity) in how snack brands will go to market?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comSheCOMMERCE Website: https://shecommercepodcast.com/Rhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent.CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

What drives snacking purchases and practices? According to Waller, general manager, it's different for everyone, which can make planning products a challenge. She shares insights about current trends, BFY desires, and other factors at play in the snack market.

In this episode, recorded live at Shoptalk, Sarah Hofstetter sits down with Louise Cotterill, Global Senior Director of Insights and Intelligence at Kellanova, for a wide-ranging conversation on how to turn complex data into business results and build cross-functional trust along the way.Louise shares how her team built a proprietary clean room solution to drive more precise audience targeting, tailor creative to shifting shopper behavior, and ultimately deliver a 36 percent sales lift for Special K in the UK. She also explains how marketers can move from one-size-fits-all campaigns to dynamic, behavior-based segmentation, even without first-party data.Beyond the tech, Louise emphasizes the importance of soft skills. From speaking the language of the CFO to running test-and-learn pilots that bring skeptical teams along gradually, she shows how marketers can lead with both credibility and curiosity. In a standout personal moment, she reveals the bravest thing she's ever done: spending a summer living with nomadic eagle hunters in Mongolia.Key takeaways:Insights only matter if they drive action. Clean rooms enable smarter targeting and measurement, but results come from applying those insights across creative and media strategy.Buy-in is built through transparency. Louise outlines how gradual testing, third-party validation, and a shared focus on sales help teams embrace new tools with confidence.Transformation is both technical and cultural. Success depends on aligning stakeholders, evolving incentives, and creating a safe space to test, learn, and adapt. Hosted on Acast. See acast.com/privacy for more information.

In this episode, Europe Executive Editor Javier Espinoza sits down with Senior Editor Jeff Bliss to discuss his reporting on the European Commission's review of the proposed $36 billion merger between Mars and Kellanova.

Bongani Bingwa speaks with Kellanova’s General Manager and Executive Director, Philip Nieman, who shares insights on the company’s Better Days™ Promise a global purpose platform focused on ending hunger and fostering stronger, more resilient communities. 702 Breakfast with Bongani Bingwa is broadcast on 702, a Johannesburg based talk radio station. Bongani makes sense of the news, interviews the key newsmakers of the day, and holds those in power to account on your behalf. The team bring you all you need to know to start your day Thank you for listening to a podcast from 702 Breakfast with Bongani Bingwa Listen live on Primedia+ weekdays from 06:00 and 09:00 (SA Time) to Breakfast with Bongani Bingwa broadcast on 702: https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/36edSLV or find all the catch-up podcasts here https://buff.ly/zEcM35T Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Kellanova's pilot offers a blueprint for using data clean rooms to bridge gaps between brands and retailers, unlock deeper shopper insights and rebuild brand value amid inflationary pressure

What does it take to lead innovation for some of the world's most beloved snack brands? And how do you balance creativity, technology, and sustainability to shape the future of food? In this episode of Food for Thought Leadership, The Food Institute's Rebecca Fryer sits down with Dr. Deepali Palta, vice president of Global R&D, Innovation, and Sustainability at Kellanova, for a deep dive into the science, strategy, and spirit driving the next generation of food innovation. Dr. Palta shares how her leadership philosophy—rooted in curiosity, courage, and connection—guides her team to reimagine iconic brands like Cheez-It and Pringles for a global audience. She discusses Kellanova's mission to unite innovation and sustainability, its “CBT” framework (Consumer, Business, and Technology), and how responsible use of digital tools and AI is transforming how food companies innovate. Additionally, the pair explores what it means to lead with purpose in a rapidly changing industry—balancing data with human insight, honoring brand legacies while embracing disruption, and building a more connected, sustainable future for food worldwide. More about Dr. Deepali Palta: Dr. Deepali Palta is Vice President of Global R&D Innovation & Sustainability for Kellanova, previously Kellogg Company.  In this role, Dr. Palta drives a science and technology-led agenda with her team to deliver consumer-centric top and bottom-line innovation pipeline while advancing Kellanova's packaging sustainability agenda forward. She joined Kellanova/Kellogg in November 2021. Since then, she has led the Wellness agenda and Global Value Transformation agenda delivering both in-year savings and robust pipeline for the future. Prior to joining Kellogg, Dr. Palta worked with PepsiCo for 14 years. During her tenure, she worked across multiple geographies (North America, Europe and Africa) and multiple brands to support and lead R&D strategy, product development, and packaging sustainability. Her last role took her to UK where she led the West Europe Regional Snacks R&D and was accountable to deliver $2.7 Bn Snacks portfolio across 16 countries. She is an executive advisor for Women of Kellanova business employee resource group committed to co company's vision of gender parity. She is a STEMinist and serves on the board of Illinois Science and Technology Coalition to cultivate innovation and technology-based economic development in Illinois. She holds M.S. in Engineering from IIT Delhi and a Ph.D. in Polymer and Material Science from Georgia Tech. More about Kellanova: Kellanova is a leading company in global snacking, international cereal and noodles, plant-based foods and North American frozen breakfast, with iconic, world-class brands. Kellanova's strategy pushes us to pursue differentiation in everything we do. It drives us to continuous improvement and more impactful ways of winning. And it focuses us on delivering our commitments to our investors, our suppliers, our customers, our communities and our employees. Learn more here: https://www.kellanova.com/

Neste CMO Playbook, Rapha Avellar recebe Eduardo Lemos, CMO da Kellanova no Brasil. Com mais de 20 anos em marcas globais, principalmente no setor alimentício, Eduardo insiste no básico: a construção de relevância. Ele que diz ter obsessão por conhecer como ninguém o seu consumidor, tem como um dos maiores cases de sua gestão, a marca Pringles, que fatura mais de US$ 200 milhões no Brasil, impulsionado por uma decisão estratégica de nacionalização da produção,O executivo que também foi CMO no México aponta que, embora o Brasil e o México sejam latinos e culturalmente próximos em muitos aspectos, os hábitos de consumo de alimentos são muito diferentes, e divide suas percepções sobre as particularidades do consumidor brasileiro.Siga o CMO Playbook na sua plataforma de áudio favorita e acompanhe os cortes dos melhores momentos no instagram: @cmo_playbook

Hoy hablamos de una ruptura empresarial importante: tras una década de colaboración, Kraft Heinz ha decidido poner fin a su asociación. Ambas compañías se unieron en 2015 con la intención de combinar sus fortalezas y crear una potencia global en el sector alimentario. Sin embargo, esta alianza terminará oficialmente en la segunda mitad de 2026. Tras el anuncio, las acciones de la empresa sufrieron una caída de más del 7%. A partir del próximo año, cada compañía operará y cotizará por separado. Para Carlos Abrams-Rivera, actual CEO, esta separación permitirá "liberar el verdadero potencial de nuestras marcas y negocio", aunque lo cierto es que se pone punto final a una historia de expectativas no cumplidas. En sus inicios, el proyecto fue impulsado por figuras como Warren Buffett y el fondo de inversión brasileño 3G Capital. La estrategia buscaba que Kraft se beneficiara del alcance internacional de Heinz, mientras que esta última aprovecharía la presencia de Kraft en el mercado estadounidense. No obstante, solo nueve años después, el propio Buffett admitió el fracaso de la operación en una entrevista con CNBC, lamentando que las negociaciones con grandes cadenas minoristas siempre son complejas. Basta con observar los resultados financieros: en 2016, las ventas netas fueron de 26.000 millones de dólares, mientras que en 2024 apenas alcanzaron los 25.000 millones. En cuanto a beneficios, la compañía también ha retrocedido. En 2016, sus ingresos netos fueron de 3.400 millones de dólares, cifra que descendió a 2.700 millones en 2024. A nivel bursátil, la situación tampoco ha sido favorable. El valor de sus acciones pasó de 62,15 dólares en 2016 a 27 dólares en la actualidad, y su valoración total ha disminuido de 45.000 a 32.000 millones de dólares. Este descenso se ha visto acentuado por una caída en el consumo de productos no esenciales en EE. UU., impulsada por la inflación. Los analistas coinciden en que uno de los grandes errores fue no aprovechar completamente la red global de Heinz. Incluso en 2017 intentaron comprar Unilever, sin éxito, lo que también afectó negativamente a su cotización. Ahora, Kraft Heinz opta por simplificar su estructura y retomar el uso independiente de ambas marcas, una tendencia creciente en el sector. Ejemplos recientes incluyen la escisión de Kellogg en 2023 —dividiendo su negocio en Kellanova y WK Kellogg—, Dr Pepper separando sus líneas de café y bebidas frías, y Unilever planeando que su división de helados, liderada por Magnum, cotice por separado.

Stephanie Stabulis is a 15-year veteran influencer marketing strategist working exclusively in the industry since the early days of modern influencer marketing. She's developed impactful, award winning programs and campaigns across a wide range of consumer industries for icons such as Southwest Air, ESPN, Budweiser, Nestle, Nickelodeon, McDonalds, TJMaxx, KellaNova, Sanofi, and Smirnoff. She has worked at both large and small marketing and ad agencies, has freelanced, owned a business and been a full-time employee. She is a VP of Strategy & Analytics at OneFluential, servicing the L'Oreal US portfolio of beauty brands. As a speaker, writer, colleague and mentor, her focus remains on innovation and strategic industry leadership, helping to shape the next generation of influencer marketing, while protecting what's beautiful about human-to-human social relationships.With five years of content creation and almost a decade of social media expertise, Alli Kennon is a Social Creative Producer at Microsoft, shaping brand stories across Copilot and the broader Microsoft ecosystem. After three years as an in-house content creator, she's honed the craft of turning strategy into scroll-stopping visuals. A former speech & debate kid, Alli brings narrative flair to every frame—whether she's producing campaigns or curating matcha latte flavors with the precision of a scientist. She currently resides in Boise, Idaho with her husband.

Start your morning with Buzzcast with Austin Karp: The time horizon for approval on the NFL-ESPN deal; WWE takes its talents to Disney; Callaway and Topgolf stay on track for a 2026 split and Kellanova partners up with U.S. Soccer.

In this episode of Learning Matters, we sit down with Tomissa Smittendorf, Senior Director of Commercial Capabilities at Kellanova, to explore how her team is leading the charge in learning innovation through immersive technology, data-driven strategy, and AI integration.Tomissa shares how Kellanova is using virtual reality to transform retail sales training, achieving measurable results in engagement and performance. She also discusses the importance of having a strong learning value proposition, building a culture of continuous development, and leveraging AI as a co-intelligence partner. From marketing L&D internally to managing change and well-being, this episode is packed with insights for forward-thinking L&D professionals.✅ Topics Covered:• Building a learning strategy that aligns with business goals• Driving adoption of AI in learning• Using VR for onboarding and skills development• Measuring behavior change and learning ROI• Navigating data overload and telling the “so what” story• Fostering a people-first learning culture

En la edición de hoy de Radar Empresarial, abordamos la reciente adquisición de WK Kellogg's por parte del grupo italiano Ferrero, propietario de marcas como Kinder y Ferrero Rocher. Desde hace semanas circulaban rumores sobre la operación, que medios como Financial Times y The Wall Street Journal ya daban casi por confirmada. Ahora, el acuerdo se ha concretado. Ferrero ha comprado al histórico fabricante de cereales por una suma que supera ampliamente su valoración bursátil: 3.500 millones de dólares. La empresa italiana ha pagado 23 dólares por acción, cuando el valor estimado de WK Kellogg's no superaba los 1.500 millones. Esto ha impulsado sus acciones más de un 30%. Ferrero ha sabido actuar con agilidad, aprovechando la debilidad de WK Kellogg's, que comenzó su recorrido en solitario en octubre de 2023 tras la escisión del negocio original de Kellogg Company en dos divisiones: Kellanova y la unidad de cereales WK Kellogg's. Aunque 2024 fue positivo, con ganancias netas de 72 millones de dólares, el panorama cambió drásticamente en 2025: las ventas bajaron un 5,6% y el beneficio se redujo a la mitad. Este movimiento estratégico permite a Ferrero consolidar su presencia en Estados Unidos, uno de los mercados más grandes del mundo. En el país se venden alrededor de 2.700 millones de cajas de cereales al año y el 70% de las familias consume este tipo de producto. Además, la operación le abre la puerta al sector de alimentos saludables, hasta ahora poco desarrollado por la compañía en Europa. Con esta compra, Ferrero refuerza su plan de expansión, como ya hizo en 2022 al adquirir la marca de helados Bomb Pops. Por otro lado, la empresa diversifica su portafolio ante la subida de los costes del cacao y las tensiones por la escasez de avellanas, especialmente en Turquía, que amenaza la producción de uno de sus productos clave: Nutella.

SUMMARYIn this energizing conversation, Tomissa Smittendorf, a transformative Sr. Director of Commercial Capability from Kellanova, talks with Patrick Fitzmaurice about how a modern L&D strategy can power culture change, employee engagement, and long-term business growth. With a focus on building knowledge capital, nurturing a growth mindset, and developing strategic industry partnerships, Tomissa lays out how learning becomes a competitive advantage in times of transformation.TAKEAWAYS INCLUDE:Why investing in people fuels successful changeHow L&D drives both retention and innovationBuilding a culture of safe spaces and continuous growthThe role of sales training in culture evolutionWhy relationship-building is essential in change leadership

Fed-baas Jerome Powell is nog bijna een jaar de baas van de Amerikaanse centrale bank. Maar Trump zou deze zomer al 'de nieuwe Powell' willen benoemen. Volgens The Wall Street Journal mikt 'ie op september. Dat is veel eerder dan gebruikelijk. Iets waar beleggers van schrikken.We hebben het er deze aflevering over. We bespreken de kandidaten die genoemd worden, maar ook het risico van zo'n schaduwbaas. En of de angst van beleggers terecht is (en wat die dalende Dollar voor gevolgen heeft).Over centrale bankiers gesproken: we hebben het ook over de ECB. In Frankfurt hebben ze een bijzonder onderzoek gedaan. Ze hebben namelijk gekeken of ze ChatGPT kunnen inzetten voor hun onderzoek. Het korte antwoord: ja!Verder bespreken we de hype rondom het aandeel van Nvidia. Dat maakt ineens zijn comeback en dat heeft alles te maken met een aandeelhoudersvergadering en een enthousiaste topman. Al lijkt het er steeds meer op dat de aandeelhouders enthousiaster zijn dan de topman zelf... Ook gaat het over: Shell. Dat mag (omdat het geruchten over BP ontkent) nu niet op overnamepad. Jeff Bezos. Die probeert, nu Elon Musk weg is, te slijmen bij Trump. Ikea. Dat gaat de prijzen met 50 procent verlagen. See omnystudio.com/listener for privacy information.

Steve Grzanich has the business news of the day with the Wintrust Business Minute. Chicago-based Kellanova, the snack company spinoff of Kellogg’s, faces an anti-trust investigation in the European Union. The European Commission, which acts as a watchdog for the 27-country bloc, is concerned about the $36 billion bid by Mars to acquire Kellanova. The […]

[Patrocinado] Conoce más sobre el nuevo modelo de negocio de Mercedes-Benz aquí. CORRECCIÓN: Venta de la empresa Kellanova a Mars aún no está completada, sigue en proceso. La planta de Kellanova es la sexta a nivel mundial, no la quinta.Kellanova invertirá en una nueva planta en México, el dólar cotiza por debajo de los 19 pesos, las proyecciones de la generación de empleo y el inicio del Foro de Emisoras.

CORRECCIÓN: Venta de la empresa Kellanova a Mars aún no está completada, sigue en proceso. La planta de Kellanova es la sexta a nivel mundial, no la quinta.Hablamos con el presidente de Kellanova en Latinoamérica, Víctor Marroquín, la compañía de snacks y cereales anteriormente conocida como Kellogg Company, porque está iniciando la operación de una nueva fábrica para producir localmente esta botana, en un momento en que el Gobierno mexicano promueve por separado la sustitución de importaciones mediante la iniciativa Hecho en México. Los tiempos coinciden, pero Marroquín explica el trasfondo de su estrategia en esta conversación.

In this episode of The Speed of Culture, Matt Britton speaks with Julie Bowerman, Chief Marketing Officer at Kellanova North America, about full-funnel marketing, retail media evolution, and how iconic brands like Cheez-It and Pringles stay relevant through culture, data, and personalization.Follow Suzy on Twitter: @AskSuzyBizFollow Julie Bowerman on LinkedInSubscribe to The Speed of Culture on your favorite podcast platform.And if you have a question or suggestions for the show, send us an email at suzy@suzy.com Hosted on Acast. See acast.com/privacy for more information.

Two Major ALM Conferences back-to-back … they said it couldn't be done.  Legal Speak believed it … and went there to see it for themselves. For over 20 years, the General Counsel Conference Midwest has been the premier event in the industry.  Delivering key insights and practical solutions that today's general counsel need to manage and better leverage C-Suite relationships, successfully overcome a litigation crisis and do more with fewer resources just to name a few.  For the 2nd year, Legal Speak was there live to bring you you interviews with interesting attendees as well as moderators and speakers from various panels from this year's event in Chicago.   In this episode, host Patrick Smith is joined by Emily Dillingham, Corporate Counsel in Litigation & Regulator for Kellanova.   Host: Patrick Smith Guest: Emily Dillingham Producer: Charles Garnar

In this episode, the CPG guys speak with Carrie Sander, Chief Customer Officer at Kellanova, formerly the snacks division of The Kellogg Company.Find Carrie on LinkedIn at: http://linkedin.com/in/carrie-sander-b634b04Find Kellanova on LinkedIn at: https://www.linkedin.com/company/kellanova/Find Kellanova online at: https://www.kellanova.com/us/en/home.htmlCarrie answers these questions:You've spent almost the entirety of your professional career with the same company. What were some of the specific experiences that you felt prepared you for your current remit as Chief Customer Officer?Would you share with our audience what you love most about the CCO role and what you find to be some of the major challenges in today's omnichannel world, post-pandemic?Let's talk “customer-first.” What are the core objectives in a customer-first approach. How do you keep your customers at the center of all your key decisions?Joint Business Planning is a key component of how CPG Brands go to market with important retail customers. What are the elements of a successful JBP process that you would like to call out and how are we as an industry doing at incorporating elements of loyalty & retail media into the process?Virtually all of your strategic retail customers have launched retail media platforms in the last few years. With the exception of Amazon and Walmart, these are still largely managed at the trade level. What still needs to be true before any of the “other” RMNs can make it into the strategic investment plan for national brands? Is it scale, is it full funnel capabilities, is it measurement? What?How does Kellanova lead with insights & innovation and tell stories that influence growth?What are the relevant industry trends that you are focused on building skills against for you and your team?What are your thoughts on the industry looking out 1-3 years?Apply to join the Cornell retail media program https://ecornell.cornell.edu/certificates/marketing/retail-media-strategy/?utm_source=cpg+guys&utm_medium=multi-channel_campaign&utm_campaign=mktgstrat_Retail+Media+Strategy+-+CPG+GuysCPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comCPG Scoop Website: http://CPGscoop.comRhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Amazon Australia has seen its revenue jump to $7.7 billion in the last financial year - up nearly 20% from the previous year. Mars Inc, the snack and sweets giant, is planning to sell $25-$30 billion USD worth of bonds next week to finance its takeover of Kellanova. Tesla is taking steps to launch a ride-sharing service that could compete directly with Uber, Lyft, and Waymo. _ Download the free app (App Store): http://bit.ly/FluxAppStore Download the free app (Google Play): http://bit.ly/FluxappGooglePlay Daily newsletter: https://bit.ly/fluxnewsletter Flux on Instagram: http://bit.ly/fluxinsta Flux on TikTok: https://www.tiktok.com/@flux.finance —- The content in this podcast reflects the views and opinions of the hosts, and is intended for personal and not commercial use. We do not represent or endorse the accuracy or reliability of any opinion, statement or other information provided or distributed in these episodes.See omnystudio.com/listener for privacy information.

Google's long kiss goodnight with third-party cookies seems never-ending at this point, as the tech giant's cookie phase-out plans still remain unclear. Seemingly, Google's plan to ask Chrome users to opt in to cookie-based tracking is reflective of Apple's App Tracking Transparency (ATT) move a few years back. Sure, marketers have long since seen the writing on the wall with this. But, as the future of third-party cookies remains rather ambiguous, marketing and brand executives, including Rankin Carroll, global chief brand officer at Mars Snacking, have started eyeing partnerships and leveraging artificial intelligence to fill in the gaps, with an eye toward a cookie-less future. “We had what we had, and it was the norm for the standard for the industry,” Carroll said on a recent episode of the Digiday Podcast. “As we move beyond that, we're focused on innovating.” In talking with Digiday, Carroll laid out Mars' plans to scale its first-party data across brands like M&Ms and Snickers and the role partnerships play in scaling said plans. Carroll also talked about Mars' Super Bowl stunt and rehashed the company's plans to acquire the Kellanova family of snack brands.

Leslie Serro, Vice President of Marketing, Sweet Snacking, Kellanova, joins Barbara Kahn and Dr. Americus Reed about the brand identity of Kellanova, building a brand on legacy and heritage, what it takes to standout in today's marketplace, and their college football bowl game sponsorship. Hosted on Acast. See acast.com/privacy for more information.

It's the spookiest time of the year! For this Halloween-themed episode of The CMO Podcast, Jim welcomes Gabrielle Dallas Wesley, the Chief Marketing Officer of Mars Wrigley North America. Privately held since its founding in 1911, Mars Wrigley is a giant in the consumer goods industry. The company boasts about $50 billion in sales and includes famous brands like M&Ms, Snickers, Orbit, Pedigree, Whiskas, Ben's Original, and MasterFoods. In August 2024, Mars Wrigley announced the purchase of Kellanova–the Kellogg's spinoff–with brands such as Pringles, Pop Tarts, and Nutrigrain. Gabrielle has worked with Mars Wrigley for about seven years and stepped into the North America CMO role about fifteen months ago. Before Mars Wrigley, Gabrielle worked at Conagra for three years, and General Mills for eleven years. Before she became a food and snack marketer, she spent eight years in financial services before jumping to CPG, using her MBA from Michigan Ross. Tune in for Jim's Halloween Trick or Treat chat with a CMO who is all about a united team!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Scott Lindahl, Vice President Corporate Services & Chief Security Officer at Kellanova, shares his insights on aligning security with business goals. Scott explores the evolving role of security professionals in risk management and the importance of partnership and active listening within organizations. His conversation with Chuck provides practical guidance on balancing multiple business functions and driving security initiatives that enable business success.Tune into his conversation with Chuck Randolph to hear:Key transformations in the security industry and the shift from traditional methods to risk and resilience conversations.The role of active listening and critical thinking in aligning security strategies with corporate objectives.Strategies for managing multiple remits and synchronizing efforts across business lines for optimal outcomes.Learn more about Security Management in Ontic Resources.Have a question for our hosts? Or want to be on the podcast? Email us at podcast@ontic.co.

THE CPGGUYS are joined in this episode LIVE from the Cannes Lions international festival of creativity at the Amazon pod - by Anastasia Leng, CEO of CreativeX. It's a conversation centered around the immense power of AI and how digital creative is changing by the hour. We are joined by special guest Ajay Sharma, VP at Bayer, who has also been our special guest interviewer on a previous episode with Nicole Vinson from Kellanova.Find Anastasia Leng on Linkedin : https://www.linkedin.com/in/aleng/Find CreativeX on Linkedin : https://www.linkedin.com/company/creativex/Find CreativeX online : https://www.creativex.com/Here's what we asked her : 1. Your career - UPenn to google to a startup founder at hatch.co to CreativeX. Take us through the years and your advice for anyone wanting to follow in your footsteps as a creative captain running such a creative agency.2. We are at creative's most important gathering in the world, so far what have you seen that captivates the mind as a consumer of content?3. As brands build creative content, what role does data play in the final product? This includes both data to create content and data that is produced from content.4. No better place than Cannes to see the evolution of creative excellence. Take us through your own experiences as CEO of CreativeX what you have seen evolve over the last few years and decade. Does the pre covid post covide digital creator economy mean anything?5. AI is all around us - its a buzzword to many, many functions have been using it for ever. How AI is changing what creative excellence means. Will generative AI allow auto creation of campaigns? Is that a good thing?6. Finally, touching creative all the time - what is your advice to building brands in a digital age?7. In a digital creator economy, everyone is doing creative. How do large brands responds and how do agencies respond?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comCPG Scoop Website: http://CPGscoop.comRetailWit Website: http://retailwit.comRhea Raj's Website: http://rhearaj.comLara Raj on PopStar Academy: https://www.netflix.com/us/title/81587828?s=i&trkid=258593161&vlang=enKavita's podcast: Spotify   AppleDISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Fall is almost here and it's M&A season. This month Patrick and Emma dig into three proposed mergers and/or acquisitions - Mars and Kellanova, Instacart and Uber, and two Amazon aggregators - Branded and Heyday. Why have these acquisitions come into the spotlight and what could these outcomes could mean for the retail industry?

The hosts welcome NOSH managing editor Monica Watrous to the show as they discuss Mars' $36 billion acquisition of Kellanova, including key takeaways from the deal, its impact on the food industry and why it may spur a flow of M&A activity among entrepreneurial companies.  Show notes: 0:35: Ripple Effect. Bread Certified. Yu Try That New Brew? Cold Kelce. Meet Tha Kids. – Ray and Mike are OOO, so no soccer banter, but Monica is here to share the deets on a couple new episodes of CPG Week and her plans for the upcoming Newtopia Now trade show. She also presents a historical perspective and analysis of the Mars/Kellanova deal before John highlights a Linkedin post penned by Once Upon A Farm co-founder and CEO John Foraker about the potential for it to “start an avalanche.” The hosts munch on chia-laden snacks, sip on Liquid Death's chocolatey collaboration with Van Leeuwen Ice Cream, tease a peanut butter taste test and praise a new premium instant coffee. Brands in this episode: Once Upon a Farm, M&Ms, Snickers, Dove Chocolate, Rice Krispies, Pop-Tarts, Pringles, Cheez-It, Starburst, Skittles, Twix, Kind Snacks, TruFru, Natural Heaven Foods, SkinnyPop, Pirate's Booty, Dot's Pretzels, RXBAR, Nutrigrain, Nature's Bakery, Chia Smash, Liquid Death, Van Leeuwen, One Trick Pony, Diamond Brew, Ruby Jean's Juicery

Prior to the announcement of Mars' $36 billion acquisition of Kellanova, the hosts discussed the possibility of a major M&A deal, one that could create a domino effect for some CPG brands. They also opined on the future of NA bottle shops, munch on ramen-flavored snacks and sip on banana cream soda. Show notes: 0:35: Hoodie Jinx. Junk Food, Part Deux. Fung Wah. An Ambient Future. NA & THC. — It's clear that Mike and Ray dressed from the same closet, but neither is into granny thrifting. Ray shares limited-edition flavor of Jacqui's favorite childhood snack and promises to bring her a bag when the team meets up in San Diego next month, and the hosts chat about birthday cake flavor and reminisce about a defunct bus company. They also discuss Olipop's new line of shelf-stable sodas and Poppi's eye-popping marketing spend during the first four months of 2024, before chatting about the first two speakers announced for NOSH Live Winter 2024 and why the beverage industry is cheering for Sechey, but no so much for Boisson. Mike and John crack open a banana beverage and non-alcoholic tequila, respectively, before the former gives an update on his experience with THC gummies.  Brands in this episode: Funyuns, Twinkies, Maruchan, Pop-Tarts, Sprinkles, Spudsy, Bang Energy, Olipop, Poppi, Red Bull, Bai, Vita Coco, Zico, Justin's, De Soi, Kin Euphorics, Ghia, Wildwonder,Rudi's, Phil & Goode, Gorilla

Group Chat News is back and we got the hottest stories of the week including the July inflation setting the stage for a September rate cut, Mpox declared a public health emergency, Mars acquired Kellanova for $36 Billion, Starbucks fires CEO and steals Chipotle CEO to replace him, dating apps are on the decline, and of course everyone favorite WINNERS LOSERS CONTENT 

Debut Biotechnology grows their beauty ingredients in a lab. The company has recently inked deals with L'Oreal and… The US Department of Defence. So why does the Pentagon need this beauty company and why are they paying millions? Plus: Mars acquires Kellanova and Inflation eases up in the US. Join our hosts Jon Weigell and Juliet Bennett, as they take you through our most interesting stories of the day. Grab the free Entrepreneurship Kit here https://clickhubspot.com/ent Follow us on social media: TikTok: https://www.tiktok.com/@thehustle.co Instagram: https://www.instagram.com/thehustledaily/ Thank You For Listening to The Hustle Daily Show. Don't forget to hit Subscribe or Follow us on Apple Podcasts so you never miss an episode! If you want this news delivered to your inbox, join millions of others and sign up for The Hustle Daily newsletter, here: https://thehustle.co/email/  Plus! Your engagement matters to us. If you are a fan of the show, be sure to leave us a 5-Star Review on Apple Podcasts https://podcasts.apple.com/us/podcast/the-hustle-daily-show/id1606449047 (and share your favorite episodes with your friends, clients, and colleagues).

The CPG Guys are joined in this episode by Nicole Vinson, VP Global Digital, Media & Omni Shopper Experience at Kellanova. This episode was recorded at the Cannes Lions International Festival of Creativity. Ajay Sharma, VP of eCommerce & Omnichannel at Bayer guest hosted this episode.Follow Nicole Vinson on LinkedIn at: https://www.linkedin.com/in/nicolevinsonFollow Kellanova on LinkedIn at: https://www.linkedin.com/company/kellanova/Follow Kellanova online at: http://kellanova.comFollow Ajay Sharma on LinkedIn at: https://www.linkedin.com/in/ajay-sharma-26900360/Nicole answers these questions:You have a career with ecommerce experience and even touched Xbox and CRM systems. Take us through the years and how you got to the leadership role you are in today? What advice would you give an entry level you?Retail media - 2020 bs 2024. What's changed, how do you coach brands and sales teams on this?Capabilities - does digital content, images, videos all these mean anything anymore?You've been in ecommerce account development since day one Amazon. How has this evolved and how have you handled the evolution.What is digital transformation in a world where most are now Omnichannel trained? What are you advocating in the industry?AI - how are you approaching it?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comCPG Scoop Website: http://CPGscoop.comRetailWit Website: http://retailwit.comRhea Raj's Website: http://rhearaj.comLara Raj on PopStar Academy: https://www.netflix.com/us/title/81587828?s=i&trkid=258593161&vlang=enKavita's podcast: Spotify   AppleDISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Carl Quintanilla, Jim Cramer and David Faber discussed market reaction to the latest batch of inflationdata: The Consumer Price Index for July matching consensus estimates. Marsagreed to acquire Kellanova in a deal valued at nearly $30 billion, putting snack brands such as Snickers and Cheez-Itunder one roof. A double dose of Google: The Justice Department reportedly considering a breakup of the tech giant.The anchors also reacted to comments by former Google CEO Eric Schmidt, who slammed the company's remotework policy. Also in focus: Nvidia's four-day surge, a follow-up on Starbucks and Chipotle after the coffee chain's CEO shakeup, Southwestresponds to Elliott's push for board seats. Chili's parent Brinker tumbles on earnings, shares of DraftKings and Flutterin rally mode. Squawk on the Street Disclaimer

Consumer prices increased 2.9 percent year over year down from 3 percent in June and the lowest reading since 2021, Mars to acquire snack maker Kellanova in 36 billion dollar deal bringing massive brands like Pringles, CheezIts and nutri grain bars to Mars' snacking unit, McDonald's debuts Happy Meals for adults complete with collector cups

July's consumer inflation read not matching the tenor of the cooler wholesale inflation print. Our panel of experts discusses whether that means a 50 basis point rate cut at the next Fed meeting is off the table. But whatever track the Fed takes Morgan Stanley says rate cuts will help REITs both on  a macro level and on a fundamental one. Their head of Global Listed Real Assets lays out the names to buy now. Plus, Mars agreeing to buy Kellanova in one of the biggest deals the industry has ever seen, Elliott Management readies a proxy fight against Southwest, and we preview Macy's, Tapestry, and Alibaba earnings.

Tim Walz Damn Proud Of His Service To This Country, Despite His Stolen Valor. Hunter Biden sought help from US ambassador for Burisma, lawyer confirms. Are Kamala Harris' poll numbers accurate? Mars buys snack company Kellanova known for Pringles, Eggos in $36 billion deal. Ilhan Omar wins her primary. Woke Snow White is going to be terrible. Apple continues its wokeness. Kamala Marx: From each according to his ability, to each according to his needs See omnystudio.com/listener for privacy information.

Walz called Hitler-promoting imam Asad Zaman a “master teacher” who offered Walz lessons over the time they “spent together". Susan Rice: ‘Bizarre and Offensive' to Say that Kamala Harris Has Not Been an Integral Architect of the Policies of the Biden Admin. Too early to know what the Ukraine incursion into Kursk means. Today on the Marketplace: The Easy Way to Break your Neck! Kamala still not doing interviews. 'Cops to robbers' Lawsuit alleges police and prosecutors in Indy took hundreds of thousands of dollars without due cause. Nikki Haley Issues Warning About Kamala Harris: 'Quit Whining About Her'. NJ Gov. Phil Murphy: Kamala Harris will have ‘plenty of time' for interviews. US to sell $20b worth of military equipment to Israel, get ready for fireworks at the Chicago DNC. Black Philadelphia woman gets emotional describing how inflation is "killing us without killing us." Tim Walz Damn Proud Of His Service To This Country, Despite His Stolen Valor. Hunter Biden sought help from US ambassador for Burisma, lawyer confirms. Are Kamala Harris' poll numbers accurate? Mars buys snack company Kellanova known for Pringles, Eggos in $36 billion deal Ilhan Omar wins her primary. Woke Snow White is going to be terrible. Apple continues its wokeness. Kamala Marx: From each according to his ability, to each according to his needsSee omnystudio.com/listener for privacy information.

Sign up for our newsletter here!  https://the-wall-street-skinny.beehiiv.com/subscribeToday we chat about the WSJ article: "How Bank of America Ignores Its Own Rules Meant to Prevent Dangerous Workloads". https://www.wsj.com/finance/banking/bank-of-america-worker-death-policies-89eff5f6We get into the announced Mars acquisition of Kellanova, as well as who the heck Kellanova is, what a spin off is, why the deal was likely done all cash. And finally we chat about the lessons we can learn from the Microsoft monopoly ruling in the early 2000s as they apply to a judge finding that Google is a monopoly.  Get a free trail of Macabacus here using this link! https://macabacus.comFollow us on Instagram and Tik Tok at @thewallstreetskinnyhttps://www.instagram.com/thewallstreetskinny/Public Disclosure: All investing involves risk. Brokerage services for US listed securities, options and bonds in a self-directed brokerage account are offered by Public Investing, member FINRA & SIPC. Not investment advice. Public Investing offers a High-Yield Cash Account where funds from this account are automatically deposited into partner banks where they earn interest and are eligible for FDIC insurance; Public Investing is not a bank.Cryptocurrency trading services are offered by Bakkt Crypto Solutions, LLC (NMLS ID 1828849), which is licensed to engage in virtual currency business activity by the NYSDFS. Cryptocurrency is highly speculative, involves a high degree of risk, and has the potential for loss of the entire amount of an investment. Cryptocurrency holdings are not protected by the FDIC or SIPC. Securities investments: Not FDIC Insured; No Bank Guarantee; May Lose Value. See public.com/#disclosures-main for more information.Our content is for informational purposes only. You should not construe any such information or other material as legal, tax, investment, financial, or other advice.

Plus: Vice President Kamala Harris moves closer to naming her running mate. And, candy giant Mars is in talks to buy Pringles and Pop-Tarts maker Kellanova. Luke Vargas hosts. Sign up for WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices