Podcasts about Kroger

This episode is freewheeling banter and curmudgeonly complaints: the hosts riff on awkward public behaviors (speakerphone chatter, TikToks in waiting rooms, and people who leave carts in parking spaces), spin a hilarious Kroger saga involving declined cards and long delays, and trade gross-out jokes about pegging and unexpected spiders in deliveries. Interspersed are pop-culture detours — celebrating Lacey Chabert's birthday, poking fun at every Kevin in showbiz, and absurd bathroom anecdotes about stubborn bowel movements. It's loose, profane, and genuinely funny: equal parts rant, storytelling, and off-the-cuff comedy.

Episode 2047 Brought to you by our incredible sponsor: Ultra - Ultra is the ultimate guilt-free pouch, delivering instant focus and mental clarity, without nicotine or caffeine. New customers can use code HARDFACTOR to get 15% off at takeultra.com. After you purchase, they will ask you where you heard about them. PLEASE support our show and tell them our show sent you. 00:00:00 Timestamps 00:04:20 The Image of the First Man... 00:06:55 Senator Schmitt from MO mixes up Atlanta Hawks and Iowa Hawkeyes in gaffe accusation attempt on Jack Smith 00:21:49 Flock CEO has house doxxed and renamed "Public Toilet" on Google Maps 00:27:11 Houston area man crashed PT Cruiser into Kroger to take a dump before it was open 00:29:21 BYU Women's Cross-County team under fire for wearing standard uniforms 00:37:07 Oklahoma man took drunken nude scooter ride through neighborhood, alarming neighbors JOIN US!! https://patreon.com/hardfactor for bonus pods and more! Learn more about your ad choices. Visit megaphone.fm/adchoices

(Part 1)Hey, it's a valid question. Six protein shakes a day is going to do something to your digestive system, and Kroger isn't open 24/7. There's always the battering ram method, but then you go to jail, and the toilets there are out in the open.Topics:Texas man rams Kroger with carIn Korea, Jesus looks KoreanDid Pasqual Piñón have two heads?Toshisuke Kanazawa, 90 year old bodybuilder

We kick off The Three Things with a Texas man who drove through a Kroger’s doors because he REALLY needed the restroom. Then, Holly Richardson of KSL’s Inside Sources joins us to preview her weekend conference special on intentional family time. We recognize some good humans, including Orderville neighbors who rallied to help a homeowner after a flash flood and Utah teens whose homecoming story celebrates inclusion. Plus, we explore the University of Utah’s new AI ethics class. And of course, Ethan brings us a bear story—this time about a 500-pound visitor making itself at home beneath California houses.  

The CPG Guys are joined in this episode by Rich Shuman, Chustomer Director, Omnichannel Activation at Mondelēz International and Stan Turek, GM of Media Measurement at InMarket, the outcome intelligence platform built for marketers who demand results over proxy metrics. This episode was recorded in Las Vegas at the 2026 Groceryshop conference.Follow Rick on LinkedIn at: https://www.linkedin.com/in/rickshuman/Follow Mondelēz International online at: https://www.mondelezinternational.com/Follow Stan on LinkedIn at: https://www.linkedin.com/in/stanturek/Follow InMarket online at: https://inmarket.com/Rick & Stan answer these questions:Proving incremental return on Ad Spend is now the hardest thing marketers have to do ... 67% call it their top challenge, ahead of cost. And only 22% say they can act on a measurement insight in time to matter. Why is 'incremental' the number that matters, and where is the industry actually stuck?From the Mondelēz side: walk us through what a Joint Business Planning conversation looks like today when your customer team sits down with a retail customer. What's missing when a brand shows up with a blended sales number instead of proof of what the media actually drove at that specific retailer?InMarket sees actual purchase transactions from real people across the retailers that matter most to CPG — Walmart, Costco, Sam's Club, Target, Amazon, Kroger, ALDI, Albertsons, and Dollar General, with augmented coverage across C-Store. Talk about how that data turns one blended iROAS number into a retailer-by-retailer incremental breakdown, and why that granularity changes the conversation.Once your customer team walks into that room with a retailer-specific incrementality number, how does that actually change the dynamic? Does it elevate what Mondelēz asks for, or what the retailer is willing to give back?Let's talk speed. You've said what happened last week is measurable this week — no quarterly lag, no long wait on reports. Why does that in-flight speed matter as much as the accuracy of the number itself?Rick, On the brand side, if you had access to this data in-flight, how would that change the conversation or the actions you would consider taking?Stan, Maestro, InMarket's AI-powered optimization engine, flags what's incrementally lifting and what's not, in time to act on it. How does that actually work, and how much of that optimization is automated versus a human decision?Stan, you've said the decisioning side is where this breaks, and fixing that inside a big CPG is a long road ... reorganizing teams and processes doesn't happen in a quarter. So what can a brand do tomorrow, while that longer work is underway? Where should they be holding their agencies, their publishers, and their retail media networks accountable ... and what should they stop taking at face value?Let's look forward. AI is about to make the execution side of media dramatically faster ... more creative, more audiences, more combinations, tested continuously. Rick, two years out, what would you want to be able to do with measurement that you can't do today? And Stan, what has to get built for him to have it?To close us out: Stan, InMarket is picking up new recognition in the measurement space and you're stepping into a seat on the IAB Board of Directors — as you take on that industry role, what's the biggest structural change you think needs to happen in how the industry measures retail media? And Rick, what's your advice to another CPG customer team that's still walking into JBP without proof?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.

In this week's Omni Talk Retail Fast Five, sponsored by the A&M Consumer and Retail Group, Mirakl, Ocampo Capital, Quorso, Veloq, and R&S Logistics, Chris Walton is trying something he's never done before: going solo. Coming to you from a hotel room in Nashville after a whirlwind stretch of conference travel, Chris takes on all five headlines himself, with Producer Ella stepping in to put him on the spot with the questions from the A&M Consumer and Retail Group. And this week, there's a pretty clear theme running through the show: who gets to control the customer, whether it's an AI agent, a delivery platform, a retailer, or even a company-issued shirt. Chris digs into five of the biggest stories in retail this week, including: • Amazon blocking Meta's new Muse AI shopping agent from Amazon.com, raising the question of who ultimately holds the power in agentic commerce: the AI super app or the e-commerce marketplace: https://www.geekwire.com/2026/amazon-blocks-metas-muse-ai-assistant-in-new-standoff-over-agentic-shopping/ • Tapestry making Coach and Kate Spade products purchasable through Google's Gemini app and AI Mode, bringing the battle over who owns the customer and checkout moment into focus: https://www.retaildive.com/news/tapestry-sell-via-google-gemini-app-ai-mode/830890/ • Kroger rolling out a new dress code for nearly 400,000 store associates, as Chris weighs whether a more recognizable workforce can help improve the in-store experience: https://www.bloomberg.com/news/articles/2026-09-24/kroger-sets-new-dress-code-rules-for-its-grocery-store-workers • Amazon letting retailers offer Prime delivery directly on their own websites, prompting the question: gift to mid-sized retailers or Trojan horse?: https://chainstoreage.com/amazon-lets-other-retailers-add-prime-delivery-their-websites • Lowe's teaming up with DoorDash and Wing to offer 20-minute drone delivery on more than 100 home improvement essentials: https://www.cnbc.com/2026/09/24/lowes-drones-delivery-doordash-alphabet.html Then Producer Ella takes over the lightning round, putting Chris on the spot about the greatest retail employee uniform of all time, one night in Nashville vs. Vegas, the one thing he wants delivered to his backyard by drone, and whether camera-free AI smart glasses might finally convince him to buy in. P.S. Be sure to check out all our other podcasts from the past week here, too: https://omnitalk.blog/category/podcast/ P.P.S. Also be sure to check out our podcast rankings on Feedspot. Music by hooksounds.

Hour 3 Segment 1 Tony starts the final hour of the show joined with Phil Magness of the Independent Institute to talk about the latest on inflation. Hour 3 Segment 2 Tony talks about Kroger no longer selling Boars Head and Red Bull. Hour 3 Segment 3 Tony talks more about the importance of ICE. Hour 3 Segment 4 Tony wraps up another edition of the show talking more about President Donald Trump renaming AI to SI (Super Intelligence). See omnystudio.com/listener for privacy information.

Hour 1 Segment 1 Tony starts the first hour of the show talking about a flight from the U.A.E. to Israel had to divert to Saudi Arabia after the co-pilot stabbed the pilot. Hour 1 Segment 2 Tony talks about President Donald Trump renaming AI to SI (Super Intelligence). Hour 1 Segment 3 Tony talks about Todd Blanche and Markwayne Mullin’s press conference on federal voter fraud indictments against 10 illegal immigrants in Minnesota. Hour 1 Segment 4 Tony wraps up the first hour of the show talking about a Miami mother leaving her children behind at home while she went on a cruise. Hour 2 Segment 1 Tony starts the second hour of the show talking about how the IRGC urging the U.S. voters to ‘take back control’ from President Donald Trump. Hour 2 Segment 2 Tony talks about a Ukrainian couple facing outrage after riding a nesting turtle. Hour 2 Segment 3 Tony talks more on a flight from the U.A.E. to Israel had to divert to Saudi Arabia after the co-pilot stabbed the pilot. Hour 2 Segment 4 Tony wraps up the second hour of the show playing President Trump’s press conference at the Hispanic Heritage Celebration. Hour 3 Segment 1 Tony starts the final hour of the show joined with Phil Magness of the Independent Institute to talk about the latest on inflation. Hour 3 Segment 2 Tony talks about Kroger no longer selling Boars Head and Red Bull. Hour 3 Segment 3 Tony talks more about the importance of ICE. Hour 3 Segment 4 Tony wraps up another edition of the show talking more about President Donald Trump renaming AI to SI (Super Intelligence). See omnystudio.com/listener for privacy information.

Joey admitted he got completely distracted watching construction equipment while waiting on his boys’ piano lessons. He compared grading dirt to watching a Zamboni smooth ice, and Nancy confessed she's just as mesmerized by satisfying games on her phone like Block Blast and Good Sorting. The show talked about a University of Georgia student who survived an eight-story fall after reportedly falling through a window while dancing on a couch. Joey, Nancy, and Karly shared moments when they thought they were seriously hurt, including horse accidents, hydroplaning, and Joey spinning out on an icy interstate ramp. Hot Tea: Lady A's Charles Kelley revealed he's been diagnosed with multiple myeloma after doctors investigated several unexplained rib fractures. The CEO of Flock reportedly had his home blurred on Google Maps for privacy, only for internet users to mark it as a public toilet. And a Texas man crashed through the front doors of a Kroger at 4 a.m. because he urgently needed a bathroom. Nancy witnessed a full-blown fight in the Buddy's Bar-B-Q drive-thru after a driver mistakenly pulled around a truck that appeared to be stalled. The misunderstanding led to yelling, threats, and Buddy's refusing service to the guy who cut the line. Listeners shared the craziest places they've seen fights break out, including a liquor store drive-thru, a Keith Urban concert, a Hardee's drive-thru involving a very small woman with a gun, a grandmother's funeral, Black Friday at Walmart, and youth football games. Lucky 7 For $50 to the Copper Cellar Family Restaurants Nancy was shocked when his daughter asked whether there would be a livestream of the upcoming Christa Pike execution. The conversation turned into a discussion about true crime culture, public fascination with criminal cases, and why turning real-life tragedies into entertainment can feel uncomfortable. Joey shared a parenting moment after one of his sons accidentally dinged another car with a door in a parking lot. He used the situation as a lesson in accountability, left a note with his contact information, and joked that including a church note card with a Bible verse probably didn't hurt. For What Makes You Special, listeners met Kent from the Apple Barn in Sevierville. Kent shared that the family operation started with just a handful of trees and has grown to around 7,000 apple trees, all still picked by hand. He also talked about the Apple Barn's 50th anniversary celebration and upcoming Apple Festival featuring hayrides, bluegrass music, apple treats, and family activities over the first two weekends of OctoberSee omnystudio.com/listener for privacy information.

Support the show: http://www.newcountry963.com/hawkeyeinthemorningSee omnystudio.com/listener for privacy information.

Joey admitted he got completely distracted watching construction equipment while waiting on his boys’ piano lessons. He compared grading dirt to watching a Zamboni smooth ice, and Nancy confessed she's just as mesmerized by satisfying games on her phone like Block Blast and Good Sorting. The show talked about a University of Georgia student who survived an eight-story fall after reportedly falling through a window while dancing on a couch. Joey, Nancy, and Karly shared moments when they thought they were seriously hurt, including horse accidents, hydroplaning, and Joey spinning out on an icy interstate ramp. Hot Tea: Lady A's Charles Kelley revealed he's been diagnosed with multiple myeloma after doctors investigated several unexplained rib fractures. The CEO of Flock reportedly had his home blurred on Google Maps for privacy, only for internet users to mark it as a public toilet. And a Texas man crashed through the front doors of a Kroger at 4 a.m. because he urgently needed a bathroom. Nancy witnessed a full-blown fight in the Buddy's Bar-B-Q drive-thru after a driver mistakenly pulled around a truck that appeared to be stalled. The misunderstanding led to yelling, threats, and Buddy's refusing service to the guy who cut the line. Listeners shared the craziest places they've seen fights break out, including a liquor store drive-thru, a Keith Urban concert, a Hardee's drive-thru involving a very small woman with a gun, a grandmother's funeral, Black Friday at Walmart, and youth football games. Lucky 7 For $50 to the Copper Cellar Family Restaurants Nancy was shocked when his daughter asked whether there would be a livestream of the upcoming Christa Pike execution. The conversation turned into a discussion about true crime culture, public fascination with criminal cases, and why turning real-life tragedies into entertainment can feel uncomfortable. Joey shared a parenting moment after one of his sons accidentally dinged another car with a door in a parking lot. He used the situation as a lesson in accountability, left a note with his contact information, and joked that including a church note card with a Bible verse probably didn't hurt. For What Makes You Special, listeners met Kent from the Apple Barn in Sevierville. Kent shared that the family operation started with just a handful of trees and has grown to around 7,000 apple trees, all still picked by hand. He also talked about the Apple Barn's 50th anniversary celebration and upcoming Apple Festival featuring hayrides, bluegrass music, apple treats, and family activities over the first two weekends of OctoberSee omnystudio.com/listener for privacy information.

Man destroys a home with a stolen tractor after his rival urinated on his family's graves. Driver crashed truck through a Kroger grocery store in Texas because he needed to use the bathroom. Police investigating after toddler brings a loaded gun to a daycare. Weird AF News is the only daily weird news podcast in the world. Weird news 5 days/week and on Friday it's only Floridaman. SUPPORT by joining the Weird AF News Patreon http://patreon.com/weirdafnews - OR buy Jonesy a coffee at http://buymeacoffee.com/funnyjones Buy MERCH: https://weirdafnews.merchmake.com/ - Check out the official website https://WeirdAFnews.com and FOLLOW host Jonesy at http://instagram.com/funnyjones - wants Jonesy to come perform standup comedy in your city? Fill out the form: https://docs.google.com/forms/d/e/1FAIpQLSfvYbm8Wgz3Oc2KSDg0-C6EtSlx369bvi7xdUpx_7UNGA_fIw/viewform Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On today's MJ Morning Show:Testing the phonesMorons in the newsA road sign on the Howard Frankland BridgeCrane topples in south Florida, so let's get another to....uh oh...More moronsBaker Mayfield updateTaylor Swift at the VMA'sRed light therapy hatsDear Flabby, pot smoking neighborWhen you've gotta go... a guy crashed into a Kroger's to use the bathroomBrownie bottom blowout on a Delta flightA purse was stolen at Lambeau Field from the wife of the Packers' quarterbackTom Brady... Gisele Bündchen - "We're not compatible"... new bookMike Porricelli, Foodie justiceUniversity of Georgia student fell from 8th story window... and survived?Movies MJ wants to seeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

A man drove through a Kroger on purpose because he was upset.See omnystudio.com/listener for privacy information.

This one is a full-circle moment. Our guest isn't just one of Mary Alice's oldest friends (25 years and counting), she's also one of Dr. A's real-life patients, the doctor who actually froze her eggs. Whitney Cummings, comedian, actress, and creator of 2 Broke Girls and Whitney, has built a career saying the things women usually only whisper about. Today she says them out loud, with us.Whitney was talking about freezing her eggs before it was a mainstream conversation (she did it at 33), and she is refreshingly, hilariously honest about getting pregnant at 40, being handed the term "geriatric pregnancy," the postpartum depression that came after her son, and the body image struggles she's carried for years. She and the hosts get into fertility, the real cost of waiting, why "biology is sexist," and the money advice she gives every young woman (skip the designer bag, save it for your eggs).Funny, tender, and the kind of honesty that makes you feel less alone.Subscribe to SHE MD Podcast for expert tips on PCOS, endometriosis, fertility, hormonal balance, mental health, and more. Share with friends and visit SHE MD website and Ovii for research-backed resources, holistic health strategies, and expert guidance on women's health and well-being.SponsorsProlon: For a limited time, get 15% off sitewide plus a $40 bonus gift when you subscribe to the 5-day program. Visit prolonlife.com/shemd.Egglife: Find Egglife egg white wraps in the fridge at Aldi, Whole Foods, Kroger, Target, Walmart, and more. Visit egglifefoods.com to find a retailer near you.OHHO: Get 20% off your first order at ohho.co with code SheMD20.Acely: Get 20% off SAT prep today at acely.com with code SheMD.Osea: Get 10% off your first order sitewide with code SheMD at oseamalibu.com.Skylight: Get $30 off the 15-inch Skylight Calendar at myskylight.com/shemd.What You'll LearnWhy Whitney froze her eggs at 33 and how it eased her anxiety about dating and timing.Why Dr. A tells patients never to use all of their frozen eggs to make embryos with a partner.How egg quantity and quality decline with age, and what that means for miscarriage risk.The lifestyle changes Whitney made before conceiving naturally at 40.The testing and monitoring Dr. A recommends for advanced maternal age pregnancies, including preterm birth screening, low-dose aspirin, and growth ultrasounds.Why delivery at 39 weeks is recommended for women over 40.The difference between postpartum blues and postpartum depression, and how long the postpartum period really lasts.Whitney's approach to co-parenting, forgiveness, and choosing a partner.Key TakeawaysEgg freezing can reduce the pressure and anxiety around timing, and women should always keep some of their own eggs rather than using them all for embryos with a partner.Both egg quantity and quality decline with age, but many women still have healthy pregnancies in their 40s with the right care and awareness of their personal risk factors.Advanced maternal age pregnancies benefit from closer monitoring, including preterm birth screening, low-dose aspirin, regular growth ultrasounds, and delivery at 39 weeks.Postpartum depression affects about one in seven women, can appear up to a year after birth, and is more likely without strong support at home.Asking for help, leaning on your village, and letting motherhood change you are essential parts of postpartum recovery.Choosing a partner based on respect and integrity, and co-parenting with kindness, creates a healthier environment for your child.Guest Bio - Whitney CummingsWhitney Cummings is a comedian, actress, director, and writer. She is the co-creator of 2 Broke Girls, the creator and star of NBC's Whitney, and the host of the podcast Good for You. Known for her disarmingly honest stand-up specials, Whitney has spoken openly about egg freezing, body image, sobriety, and her recovery from an eating disorder. She became a mom at 40 to her son Henry and has been candid about her pregnancy and postpartum journey.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Welcome back to The Collision Vision, driven by Autobody News. I'm your host, Cole Strandberg. Today's episode is a bit of a reality check in the best way possible. We're talking about what it really means to run a disciplined, high-performing collision business. My guest is Doug Higgins, founder of Collision Advisory and former CEO of TAG Auto Group. Doug brings a rare combination to this industry — he spent over a decade at Kroger as a divisional CFO overseeing a $2 billion business, then transitioned into collision repair where he served as both CFO and CEO of a multi-location group. In other words, he's seen how great businesses are run at scale, and he's also sat in the exact seat many of you are in today. In this conversation, we're breaking down financial discipline in collision repair: what most shops think they know versus what the numbers actually say, where profitability is quietly leaking, how to think about capital allocation, and what it really takes to scale the right way. If you're serious about building a better business, not just a busier one, this episode is for you. Let's get into it. Connect with Doug: LinkedIn https://collisionadvisory.com/

Police investigate after toddler pulls out loaded gun at Michigan daycare, Post office may be be broke but that won't stop them from releasing new forever stamps featuring chipmunks and squirrels, 60 yr-old driver smashed through the front doors of a Kroger because he was upset that they were locked and he needed to use the restroom...at 4:30...Sunday morningSee omnystudio.com/listener for privacy information.

Kroger (KR) shares have been stuck under what Ben Watson of Charles Schwab highlights as a new area of resistance. Is the stock a bargain at current prices? Ben discusses various technical indicators in his analysis of Kroger's chart to explain what's needed for a bullish resurgence. ======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

An i8 year old was injured while getting his haircut in the middle of a median on a busy road...2 men caught on fire trying to syphon gas from a couple box trucks...and an old man crashed his car into a Kroger store because they weren't open and he needed to use the bathroom!

An unidentified driver crashed his car through a wall at Kroger in Rosenberg, TX. He did it on purpose, telling police he really had to use the bathroom but the doors were locked. Well, sir, sure. They always are at 4:30 in the morning.See omnystudio.com/listener for privacy information.

They found a woman under a gazebo in Central Park. First murder there in years. Then Tony tried to explain Barbarian and the chat begged him to stop.Also: the nor'easter was a bust unless you had a kayak, a 60-year-old drove through a locked Kroger because he had to pee, an Australian athlete crapped a whole Hyrox course, and Opie still has the Outer Banks bird story.Here's the video of Artie Lange ROASTING Mike Bocchetti https://youtu.be/cpF_aCV2TRQSupport the Show:https://www.paypal.com/ncp/payment/PRULKVNHUMQVAAbout Opie Unfiltered:Hosted by Gregg "Opie" Hughes—co-creator of the legendary Opie and Anthony show—Opie Unfiltered brings raw, unscripted commentary, classic radio lore, and unfiltered comedy featuring Ron the Waiter and regular guests.For fans of classic New York talk radio, unedited comedy, satellite broadcast history, and the original Opie and Anthony era.

Welcome back to another episode of Crawfordsville Connection! This week we have a special episode going over some of the City's most frequently asked questions. Who owns ____ property? When is the new Kroger opening and what is going into the current building? What is the city's stance on data centers? Listen to this episode to learn more about some of our most popular questions.  Yodel Community Calendar & News Feed: https://events.yodel.today/crawfordsville  To ask any questions about this podcast or to submit topic ideas, please email Sarah Sommer at ssommer@crawfordsville-in.gov

Welcome to Omni Talk's Retail Daily Minute, sponsored by R&S Logistics, ZenlineAI, and Mirakl.In today's Retail Daily Minute, Omni Talk's Chris Walton discusses:Amazon lets Multichannel Fulfillment merchants offer free Prime delivery on their own websites and adds fee discounts plus cross-channel selling tools.Starbucks closes 250 more North American stores this week, even as Brian Niccol's turnaround gains momentum and café remodels accelerate.Kroger requires nearly 400,000 store associates to wear company-issued shirts, its first uniform overhaul in a decade.The Retail Daily Minute has been rocketing up the Feedspot charts, so stay informed with Omni Talk's Retail Daily Minute, your source for the latest and most important retail news.

Whew! What a weekend!!! How's your liver doing? Mine's surprisingly okay, but my voice is sounding a bit rough today. So, apologies for that. In the news this morning, the voting is now open for the "Coolest Thing Made In Wisconsin", a guy in Texas got arrested after he crashed his car into a closed Kroger grocery store so he could use the bathroom, the Nor'Easter that caused flooding in multiple states has also unearthed a shipwreck...and pushed sharks onto city streets! Another wrestler shockingly dies, and Cup Noodles has a new Halloween promotion! In sports, a look at yesterday's NFL scores, USC has suspended Desman Stephens, South Carolina also suspended a player, the Mariners fire their manager after a rough season, and a look at this week's MLB playoff schedule. We talked about what's on TV & streaming today/tonight. Plus, one of the founding members of GWAR has passed away. An interesting story about a "boys weekend" in Vegas that could have saved a man's life. A list of the best TV shows of the 21 century, and a quiz about the real names of rock stars. Elsewhere in sports, Steph Curry gets a new contract extension, the WNBA playoffs are underway, the NHL regular season kicks off tomorrow night, Kyle Larson gets a win in the NASCAR playoffs, and Corey Heim ate a few punches near a hot dog stand. Plus, the incredibly touching moment between Justin Verlander & his daughter. A woman is defending her husband after a video of her went viral...where she's not only carrying a bunch of food at a ballgame, but also carrying her child. And in today's edition of "Bad News with Happy Music", we had stories about guy who was using a GPS tracker to stalk a woman who was delivering Pokémon cards, a house in #Florida that's had TWO cranes fall on it, a dude who got arrested for riding a scooter naked, an Amazon employee who was busted for peeing in the lobby of an apartment building,See omnystudio.com/listener for privacy information.

Not easy to drive distracted without crashing quickly in simulator VASA Fitness opens first Michigan location in long-vacant Kroger store Arab American group opening $25M substance abuse center in Dearborn Fox 2 Detroit anchor Erica Francis announces departure

On today's program, Michael Rogers talks with Ime Ekpenyong, PhD, owner of SGRX Health and a VIP member of the Small Business Association of Michigan. SGRX is a Michigan-based healthcare organization that's been providing a combination of pharmacy benefit management services and third-party administration (TPA) services to private and public sector  payers since 2001. On the pharmacy benefit front, they work with employer groups to help manage employee benefits from a prescription management standpoint. They also recently launched a prescription savings program called SGRX Saves, tailored for both the uninsured and underinsured who face high copays or deductibles, and partnered with major chains including CVS, Walgreens, Walmart and Kroger. The Small Business Association of Michigan is the only statewide and state-based association that focuses solely on serving the needs of Michigan's small business community. We have been successfully serving small businesses like yours in all 83 counties of Michigan since 1969. We're located in Lansing, just one block from the Capitol. Our mission is to help Michigan small businesses succeed by promoting entrepreneurship, leveraging buying power and engaging in political advocacy. When small businesses band together through the Small Business Association of Michigan, they achieve more than they could on their own.  Our 32,000 members are as diverse as Michigan's economy. From accountants to appliance stores, manufacturers to medical, and restaurants to retailers, what unites the SBAM membership is the spirit of entrepreneurship…a spirit that drove you to start and continue to operate your own business because you believe you can do something better than anyone else is doing it! (music licensed from www.jukedeck.com)  

What are headline jobs and inflation numbers missing about the economy investors actually face? Eric Pachman of Data 4 The People joins Matt Zeigler to examine how a changing workforce, rising fuel costs, and differences in household spending could affect inflation, consumer demand, and corporate margins.Using interactive data tools, Eric looks beneath monthly payroll reports, maps changes in America's labor force, and traces how diesel prices can work their way into retail prices. He also shares a grocery-price study that challenged his own assumptions about CPI and explains how he is using AI to make rigorous data journalism more accessible.Topics covered:Why monthly jobs reports need context, including survey uncertainty and revisionsHow to spot unusual industry-level payroll changes and assess the quality of jobs addedWhat county-level labor force trends reveal about aging and rural AmericaEric Pachman's research on foreign-born workers and the limits of replacement assumptionsHow a shrinking supply of workers could create pressure on service pricesHow diesel costs flow through freight surcharges, retailer margins, and consumer pricesWhat to watch for in retailer earnings calls as companies weigh price increasesWhy household income, driving habits, and spending patterns change the experience of inflationWhat Eric Pachman's Kroger study found about CPI, the Thrifty Food Plan, and store brandsUsing AI to test assumptions and expand access to data journalismExplore Eric Pachman's research and interactive tools:https://www.data4thepeople.com/The Men Who Vanished: Testing Labor Market Displacementhttps://www.data4thepeople.com/p/the-men-who-vanishedHow do the government's grocery prices stack up against the real ones?https://www.data4thepeople.com/p/kroger-shelf-vs-cpi-thrifty-food-plan/Chapters:00:00 Introduction and Data 4 The People's mission09:20 Spotting unusual changes in the jobs data18:27 Mapping America's changing labor force27:00 Foreign-born workers, aging, and labor supply34:51 Energy costs and the path to consumer inflation47:49 Why your inflation experience differs from CPI56:12 Personal inflation tools and testing grocery prices1:02:36 AI, data journalism, and challenging your own bias1:11:17 Where to find Eric Pachman's work and toolsLearn more about the Excess Returns podcast network:https://excessreturns.coNo information discussed in this podcast should be construed as investment advice. Securities discussed may be held by the hosts and guests, their firms or their clients.

Kroger is drawing a line on pricing — and some of the biggest brands in CPG are finding themselves on the wrong side of it. We dig into the retailer's standoff with Red Bull, the removal of Boar's Head products from select stores and what Kroger's growing embrace of private label could mean for brands negotiating with major retailers.  We also discuss HopLark's recent bankruptcy filing, recap our San Francisco meetup and recap our spirited San Francisco meetup. Show notes: 0:20: S.F. Standouts, Retail Rumble, Hop Trouble, Product Parade – The hosts share highlights from our San Francisco meetup, including the founders, brands and products that stood out, and discuss the value of bringing together founders, investors, retailers and service providers in an informal setting. The conversation then turns to Kroger's increasingly firm stance on pricing and its decision to stop carrying Red Bull across its stores following a dispute over pricing and trade spending. The team examines the implications for competing brands and retailers, as well as the potential impact on distributors, co-packers and consumers. They also discuss Kroger's removal of Boar's Head products from stores in several regional markets and the retailer's growing emphasis on private label, considering what these moves reveal about the changing balance of power between major retailers and branded suppliers. Next, they turn their attention to HopLark's Chapter 7 bankruptcy filing and what it means for the hop-water pioneer and the broader hop-water and non-alcoholic beverage segments. Finally, the hosts sample and discuss a range of new products, including Alec's Culture Cup probiotic ice cream made with A2 dairy milk in collaboration with Purely Elizabeth; Sodi's five-calorie sodas; and a lemon olive oil cake protein bar from BTR Nation and Kosterina featuring 15 grams of plant protein and seven grams of fiber. Brands in this episode: Soupies, Golden Disco, Calligraphy Wine, Mindful Drops, Hero Bread, Nutty Hazel, Rotten, Bakeful, Mammoth Bars, San Diego Bar, Philosopher Foods, Loha, Red Bull, C4, Ghost, Monster, Alani Nu, Bucked Up, Reign, Boar's Head, Murray's, HOP WTR, Hoplark, Brooklyn Brewery, Alec's, Purely Elizabeth, Sodi, BTR Nation, Kosterina

Welcome to another edition of Retail Roundup. This is your weekly brief helping retail leaders decode the biggest shifts in retail, AI, and commerce. In this special in-person edition, recorded live at Groceryshop, Jeremy Goldman sits down with Michelle Evans (Euromonitor International), Andrea Leigh (Allume Group), and Virginia Marsh (Fluent) to unpack the biggest grocery stories breaking both on and off the show floor this week. Instacart's B2B Pivot Signals Delivery Is Becoming a Commodity Instacart just added Gopuff for 15-minute delivery, expanded its Dollar General deal, and rolled out real-time shelf-mapping software. With order growth slowing and delivery turning into a commodity, Instacart is building its moat elsewhere: enterprise data and an AI assistant, Clementine, widely regarded as the best in the category. Kroger's AI Assistant Is Already Producing Bigger Baskets Kroger EVP and CIO Yael Cosset announced on the Groceryshop stage that the company's new AI shopping assistant is driving bigger baskets. However, higher spend may reflect already-engaged super-users, not the AI itself. Even so, a well-timed recommendation can genuinely remind someone what they forgot, adding real value, even if the causation isn't proven yet. Costco Opens Its Doors to DoorDash and Uber Eats Uber Eats has expanded Costco delivery from 17 states to 47, and DoorDash now delivers from every US Costco warehouse. Handing off fulfillment to third parties sits awkwardly with a membership model built around owning the customer relationship, and risks quietly devaluing the membership itself. Diesel Prices Are Becoming Grocery's Next Inflation Threat US diesel prices have surged past $6.50 a gallon, up 77% year over year, with inventories at their lowest level since 1982. Retailers who can consolidate deliveries and build density into their truck routes may weather this better than most. Fuel surcharges might be a more palatable way to pass costs to shoppers than a straight price hike. Listen above for the full conversation, plus this week's WTF stories: an AI-referral ranking gap so large one pantry brand outperforms its actual sales rank by 23x, and the Converse ad that reminded everyone why you should show your creative to more than one set of eyes before it airs.

A retail store is no longer just a place where someone walks in and buys something. Jeff Rosenberg explains why physical locations can also support online sales and help retailers reach customers in several different ways. Jeff is part of the third generation of an 80 year family business focused on retail real estate. Big V owns and operates open air shopping centers across the United States, with an approximately $2.5 billion portfolio and roughly 55 to 60 assets. Jeff explains what open air retail looks like today, including large centers such as The Rim in San Antonio. He also talks about new construction in Anna, Texas, where Big V is developing projects that include Kroger and Target. A big part of the conversation focuses on how retail has changed. Jeff describes how stores now work as part of a larger system that includes online ordering, delivery, store pickup, and curbside pickup. He also explains why Big V recently opened its business to accredited investors through Big V Direct. Key Topics and Takeaways What Big V means by open air retail How Big V manages acquisitions, leasing, construction, property management, legal work, and capital markets in house Why limited new retail construction has created development opportunities How Target combines physical stores with online ordering and fulfillment Why Jeff says physical stores can support online sales and customer acquisition How accredited investors can learn about and invest in Big V opportunities through Big V Direct Guest Information Jeffrey Rosenberg is a third generation leader at Big V, a retail real estate company with more than 80 years of history. Big V Direct: BigVDirect.com Company information and properties: BigV.com Call to Action Visit BigVDirect.com to learn more about the company, view educational material, and sign up for the newsletter. You can also visit BigV.com for more information about Big V, its properties, and its retail real estate business.

In this hour of The Charlie James Show, host Charlie James opens with a critical commentary on political proposals from progressive Democrats, specifically targeting Representative Ro Khanna's proposal for free universal childcare. James and callers express skepticism over the funding of such initiatives, pointing out historical concerns regarding program abuse and federal spending priorities. The discussion then shifts toward local political dynamics and media scrutiny surrounding political advertisements. Callers join the conversation to debate candidate stances on healthcare, government transparency, and conservative representation in upcoming elections. Later in the segment, James addresses practical consumer issues, warning listeners to double-check their grocery receipts following reports of checkout price discrepancies and billing errors at regional grocery chains like Kroger. Finally, the host emphasizes the vital role of voter turnouts in midterms, urging conservative listeners to stay engaged, participate in upcoming local debates, and turn out at the polls to make their voices heard.

we're back in the world of special forces… thankfully from our couch this time

Larry talks to Dan Donovan, the Senior Director of Public Relations at Giant Eagle, about the anniversary and the future of their stores after being bought by Kroger

Why do people believe you can build an innovation team by hiring a few smart people and giving them a creative space? In my experience, teams built on this false premise die within eighteen months. How do organizations get it so wrong? Innovation consultants have told them, or innovation books have taught them, that this is how you build an innovation team. Those experts have rarely built and led innovation teams that delivered. So why is this episode any different? I built and ran HP's Innovation Program Office (IPO), and the teams I led there were named to Fast Company's Most Innovative list three years running. For the last fourteen years, I've run CableLabs, the research and innovation lab for the global broadband industry, where our teams build technology that half a billion people use every day. This episode is about what it takes to build innovation teams, based on my experience doing it at scale—multiple times. By the end, you'll have the six steps I use, in the order they have to happen, what goes wrong when a team skips one, and a way to score your team today. I'll start with a decision I almost got wrong. In 2007, I was about to approve a 20 percent time policy at HP. Under what is called "20 percent time", employees spend about one day a week, a fifth of their working hours, on projects of their own choosing. Google had made it famous; everyone was talking about it, and it looked like the answer. Chuck House stopped me. Chuck had spent decades at HP working for Dave Packard, who founded the company with Bill Hewlett. "Before you do anything," he said, "you need to talk to Art." Art Fong was HP employee number nine. When I sat down with him, he told me something I didn't know. HP had already tried 20 percent time. In the 1950s. The company had watched Art work on his own ideas on Friday afternoons, so it gave everyone Friday afternoons. Most people sat around not knowing what to do with the time, and HP dropped it. "The ones who were going to innovate, like me, were already doing it," Art told me. "The mandate didn't change behavior." That was the lesson. You can't order people to innovate. The people who will innovate are already trying, and your job is to find them and clear the way. I never approved the policy. Google killed its "20% time" policy in 2013. What Art told me next shaped every innovation team I built after that, and we'll keep coming back to Art and his story. Let's get into it. The Innovation Team Fallacy The innovation team fallacy is the belief that if you hire smart people and give them a creative space, innovation will follow. It's easy to believe, because every successful innovation team you've read about had smart people and a place to work. That's the part you can see from the outside. What you can't see is what had to be in place before the work began. There's a second version of it, and it's the mistake I almost made with 20 percent time: copying what worked at another company and expecting it to work at yours. I'll come back to that later, with the story of a company that learned it the hard way. Teams also fail when you build the pieces in the wrong order. Get the order wrong, and it doesn't matter how talented the people are. Here are the six steps, in the order they have to happen: Build the culture before you hire anyone Recruit for specific roles, not just talent Adapt the process, don't adopt someone else's Fund it like innovation, not like operations Measure what keeps leadership bought in Lead it day to day Step 1: Build the Culture Before You Hire Anyone Culture is how people behave when nobody is telling them what to do, especially when something goes wrong. New hires don't learn it from what you say, or from the employee handbook. They learn it from what they see. Art Fong didn't describe HP's culture with a policy. He taught me through stories. One weekend, Bill Hewlett found a manager had locked the tool room with a padlock. Bill came back with bolt cutters, cut the lock off, and left a signed note on the door: "Never lock this again." He wanted his engineers to get to parts and equipment whenever an idea hit them. The note told every engineer at HP that the founders would remove anything that stood between them and their next idea. When Art tried to buy a house in Palo Alto, and discrimination stood in the way, Bill and Dave bought it from the seller themselves and sold it to him. No memo or values poster builds that kind of trust. It's built by what leaders do. Three things have to be in place before you hire your first person. Permission to fail without penalty. Innovation means working on ideas that are too early, too unusual, or too risky for the company's normal processes. Most of them won't work, and nobody brings you ideas like that if failure costs them. People watch what happens to the first person whose project gets stopped. If that person's next performance review takes a hit, your team stops proposing anything that might fail. Trust built through integrity. Trust gets built when a leader does the costly thing they didn't have to do. It gets destroyed when a leader says one thing and does another. Leadership that protects the team from the rest of the organization. Every company has its own version of that padlock: approval chains, purchasing rules, a legal review that takes six weeks, a budget that only opens once a year. Most of them exist to protect the core business, and they do that job well. An innovation team can't work inside them. What to do: List the padlocks, then remove them. Take one idea and walk it through your organization on paper, from the first conversation to the first test with a customer. Write down every approval, every form, where the money comes from, and how many days each one takes. Then go back through and cut the ones your team doesn't need. Write what happens to a person whose project gets stopped. Do it before the first project, not after, and be specific about the performance review and the next assignment. Then keep your word the first time it's tested, because that's the one everybody remembers. Name the protector, and make sure everyone knows who it is. Pick the person with enough authority to tell the rest of the organization that a rule doesn't apply to this team. If nobody in your organization can play that role, you're not ready to build the team. Go deeper: HP Won Innovation Awards. Then Killed What Made It True. Step 2: Recruit for Specific Roles, Not Just Talent Keep the team small. I've argued for years that the right size for an innovation team is six to eight people. Bigger than that, and people lose focus and stop feeling connected to the work. Small means every seat matters. If you hire the eight smartest people you can find, you'll often end up with eight people who think alike. I look for four roles, and in my postmortems of teams that failed to innovate, they were missing at least one. The visionary. This is the person who sees an idea before there's any evidence for it. They're rare, and often hard to work with, because they're living in a future the rest of the company can't see yet. The leader, who usually isn't the visionary. This is the most common mistake I see. Somebody has a great idea, so they get put in charge. The leader's job is different: get the resources, protect the team, and stop a project when the evidence says it's time. The person who had the idea is the worst person to make that call to kill it. The evangelist. The evangelist takes the team's work to the rest of the organization and explains it in the language of the people who will have to build it, sell it, or support it. Without one, a team builds good things that nobody adopts. The radicals. These are the people a normal hiring process screens out. They're creative, they push back, and they can drive the people around them crazy. Remember what Art said: the ones who were going to innovate were already doing it. Your radicals are often inside your company right now, working on something nobody asked them to do. At HP, my group became known as the place you could send your radicals. One of them was very creative, and he drove people crazy, especially the other executives. Every week, a senior executive called me to ask if I had fired him yet. I refused, and I spent a fair amount of time running interference so he could keep working. When he left HP, he started a company with some contacts. When it was acquired, he was worth several times what any executive at HP was worth. The person the organization wants gone is often the one with the idea nobody else can see yet. If you want radicals on your team, you have to be willing to take those calls. What to do: Write the four roles on one page and put a name beside each. Use the names of real people, not job titles. Any blank is your first hire, and it tells you what to recruit for. Keep the visionary and the leader as two different people. If one person holds both roles today, decide which one they're better at and fill the other. The test is simple: can this person stop a project they fell in love with? Choose the evangelist from the part of the business that will have to adopt the work. Their credibility with that group matters more than their innovation experience, because those people already trust them. Give the evangelist standing time with that group, not just a presentation at the end. Go find your radicals, and decide in advance how you'll protect them. Ask managers who they would transfer out, and look for the people already working on something nobody asked for. Then agree with your own boss on what you'll say when the complaints start. Skip this step, and you get a team that produces what the core business would have produced anyway, or one that builds good work nobody adopts. Go deeper: What Is the Optimal Innovation Team Size? Step 3: Adapt the Process, Don't Adopt Someone Else's Once you have the culture and the people, you need a process: how ideas come in, how they get tested, and how you decide which ones get more money and which ones get stopped. At HP, we funded innovation in stages. An idea had to earn its next round of money at a checkpoint we called a stage gate, where the team answered a set of questions before anything moved forward. We ran four gates: market validation, customer validation, a limited launch, and then a full launch. We called the journey through all four gates the innovation funnel. Here is what that looked like in practice. From a pool of about three thousand idea submissions a year, we funded roughly twenty into market validation. Around twelve made it through to customer validation. Five or six were in a limited launch‌. Three or four became new products. Now, remember the second version of the fallacy from the start of this episode, copying what worked at another company? A process like this one is exactly what people try to copy. Here is what happened when a grocery chain did it. An executive at Kroger, the grocery chain, heard my podcast and emailed me to say his team wanted to use HP's innovation playbook as written. We had released it under a Creative Commons license, so anyone could use it for free. I said yes, they could use it, but I was clear: "It won't work as is." They ran it anyway. They built an innovation lab next to a Kroger test store in Northern Kentucky and used HP's playbook without changing it. It cost them eighteen months, mostly building credibility with the store teams, who had to adopt anything the lab built for their stores. Their answer was always some version of "Our customer likes it this way." Kroger got it wrong by copying the process. HP's process was built for a technology company. A grocery store is built to run the same way every day, and anything new disrupts that. So I went to Kentucky and helped them tailor it. That work is what the evangelist role exists for. Once they did, the team shipped Advantage Checkout, a scanning tunnel for groceries that was recognized at the National Retail Federation's annual show in 2011. I've said it many times: adapt, don't adopt. That runs against what a lot of innovation consultants sell: a framework you can install. I had to follow my own advice when I moved from HP to CableLabs. What worked at HP wouldn't work at CableLabs without changing the language, processes, funding level, and who the customers for the innovations were. What to do: Write how your organization already makes decisions. Who approves spending, how long an approval takes, and the words people use for customers and products. Your process has to run inside that reality, or it gets rejected. Keep the purpose of each piece and change the form. A stage gate decides whether an idea gets more money and resources or stops. Write your own gate questions, in your own vocabulary, and make them about where the market is going rather than what is happening today. Translate it, then prove it in one place. Rewrite the process in the words the group that has to adopt it already uses. At Kroger, that meant the language of the merchants and category managers, who decide what goes on the shelves. Then try it with one team, on one idea, for ninety days, and let that team show the results to everyone else instead of presenting the framework. Go deeper: Kroger Copied HP's Innovation Playbook Perfectly. It Failed Anyway. Step 4: Fund It Like Innovation, Not Like Operations Operations get budgeted once a year because operations are predictable. Ideas don't arrive on a budget schedule. Someone has an idea in March that needs a small amount of money to test, and the answer they get is to put it in next year's plan. By the time the money arrives, the opportunity has passed, or the person who had the idea has moved on. At HP's Innovation Program Office, and again at CableLabs, I set up what I call the Idea Fund. It's a pool of money that isn't committed to any project. When a good idea comes up, we give it money from the pool, say $50,000 for seven months. Once committed, the project has that money for the full seven months, no matter where we are in the fiscal year or what happens in the next budget cycle. And because the pool stayed at the same level year after year, no one had to wait for next year's budget. It takes a leader who can protect that pool, and that means having the CFO on your side. A pool of uncommitted money is an easy target when the numbers get tight. What to do: Set the pool once, and keep it at the same level year to year. Agree the number with your CFO up front, and agree that it stays in place, so it isn't swept up the first time the numbers get tight. Commit money to a project for a set amount of time, not for a fiscal year. Write the amount and the end date together, and hold to both, so the team knows exactly what it has and can get to work. Put a deadline on every commitment. If a project can't answer the questions for its next gate in the time it was given, find out why before you decide anything. Sometimes the team learns something that changes the question. Decide whether to stop or pause. If the answer at the gate is no, stop the project and put the money back into the pool for the next idea. If the problem is market timing rather than the idea, pause it, so you don't keep investing before it has a real chance to launch. Skip this step and every good idea waits for the next budget cycle, which is how innovation teams die of patience. Go deeper: Are You Playing The Innovation Long Game? An HP Story. Step 5: Measure What Keeps Leadership Bought In A team that can't show its leaders what the innovation funding is buying gets cut at the first bad quarter. A team measured on the wrong thing stops taking risks, even if nobody tells it to. You need a small set of numbers that do both jobs: show what the money is buying, without killing the risk-taking. Start with what not to measure: the number of ideas. The Innovation Program Office received over three thousand ideas and pitches a year, about sixty a week, and that sounded like success. But no team, however smart or well funded, can properly evaluate three thousand ideas a year. After reviewing a few thousand, I found myself skimming proposals that deserved hours and would catch myself looking for reasons to say no. We had built what we thought was the most sophisticated innovation evaluation process in corporate America, and it was filtering out the breakthroughs it was designed to find. The number of ideas, or the size of your funnel, doesn't matter. What matters is ranking them well enough that the best ones get the proper attention. The goal isn't to evaluate everything. The goal is to evaluate the right things properly. Then get the best ones into the funnel, so the ones that survive the gates have an impact. Leadership is not interested in the funnel. They want to see the impact from the innovations. That is what you need to measure to keep leadership bought into innovation. What to measure: Percent of revenue from new products. Pick a time window, say products that didn't exist three years ago, and keep it the same. This answers the question, "What are we getting for this money?" How many innovations ship each year. At HP, our target was two new global products a year. The Innovation Program Office averaged three to four. Profit on what shipped. Bill Hewlett and Dave Packard considered a product successful only when its profit over time was six times what it cost to develop. Any one of these on its own will push the team in the wrong direction. Measure only new-product revenue, and last year's product in a new color starts counting as new. Measure only how many products ship, and the team will ship small, safe ones. Together, they keep each other honest. Skip this step and the first bad quarter ends the team, because nobody outside it can say what the money bought. Go deeper: 6 Innovation Metrics and KPIs Every Organization Should Use Step 6: Lead It Day to Day Everything so far can be set up as a process once. This step never ends. Art Fong told me one more story. One evening, while Art was working on a new piece of equipment, Dave Packard came in, sat down next to him, and looked at his notebook. "I'll tell you what," Packard said. "I'll write it down while you take the readings." The company's co-founder worked as Art's lab assistant until nearly midnight. Packard was running a company. He could have asked for a report the next morning. Instead, he sat down and did the work alongside Art. A great example of an innovation leader who led. Three behaviors hold an innovation team together. Show up in the work. Not only in the meetings about it. The team needs to see that you understand what they're doing and care how it turns out. Hold a vision that reaches past this quarter. Innovation takes longer than anyone expects. What your team is working on now will show up as a product long after this quarter has been judged. The team needs to hear where the work is going, from you, more often than feels necessary. Take the pressure so the team doesn't have to. Every quarter, someone in an executive meeting will ask what the company is getting for this money. The leader answers that question, using the numbers we just covered, and keeps it from landing on the team every week. Those weekly calls asking whether I'd fired my radical were part of the job. The team trusts you because you protect them, and that trust keeps them innovating when a project gets hard. What to do: Spend time every week on the work itself. Sit in on a test, join a customer call, or read the raw results before someone summarizes them for you. Put it on the calendar and protect it the way you'd protect a board meeting. Write the three-to-five-year destination in one sentence, and repeat it. Say it in team meetings, in reviews, and in your own updates until everyone on the team can say it back to you without looking. Take the executive questions yourself. Bring the numbers from the last step into the leadership review, and be willing to defend the innovation teams, especially when the organization is facing a tough quarter. Protect your people in public. When someone complains about a member of your team, answer it yourself, in the room where it came up. The person being complained about should never have to defend themselves to the rest of the organization. Skip this step, and the other five come undone. The padlocks come back, the radicals leave, and the idea fund gets raided. Go deeper: 9 Leadership Behaviors for Innovation Leaders The Payoff, Told Straight When this worked at HP, the teams I led made Fast Company's Most Innovative list three years running, and the recognition credited the Innovation Program Office, the products it created, and the culture we were rebuilding. Stanford and Harvard both wrote teaching cases on how the team worked. I retired from HP in December 2011. A few years later, HP shut down the Innovation Program Office. As of last fall, when I last wrote about it, HP hadn't been back on that Fast Company list in thirteen years. That's the part of this playbook I'd underline. Leading the team day to day depends on one person. The culture is what has to survive when that leader leaves, so spread it widely enough that others defend and protect it. At CableLabs, I used the same playbook, adapted to a unique organization. In the twenty-four years between CableLabs' founding in 1988 and my arrival in 2012, CableLabs had been granted approximately 70 patents in total. In the fourteen years since, we've added more than a thousand. While I'm the CEO, innovation is a team sport. Everyone in the organization owns CableLabs' innovation culture, not one person. To avoid repeating what happened at HP, we established a small council of employees, not executives, who champion the culture and corporate values. The Innovation Team Scorecard Building a high-impact innovation team starts with an honest assessment of the team you have. Not the one described in a board update. The one your people work in. The first step is to honestly score yourself on the six steps. Then have someone on the team score it separately, and compare. The gap between your score and theirs is usually the most useful thing on the page. Fix the earliest weak step first, because later steps rest on earlier ones, and adding people to a weak foundation only makes it fail faster. You can run this on a sheet of paper today. I've built a scorecard as a free download you can fill in. For each of the six steps, the scorecard describes each step and what a 1 and a 5 look like.  

Intoxicating hemp beverages as they appear now may vanish from the market in mid-December. A looming federal ban was delayed a month, but the industry hasn't slowed down amid the existential threat.   BevNET and Nosh senior reporter Lukas Southard joins the Brewbound Podcast to give a pulse check on the market, alternatives that may be in play if a ban goes into effect and why some states may ignore the ban altogether.   "When people are being realistic … most of them concede that the December 12th deadline will pass without regulatory being in place," Southard said. "And that brands and stakeholders in this industry are gonna need to at least bide their time into 2027 until some type of regulatory framework is put into place."   Before the interview, the Brewbound team discusses the latest news, including C4's beer-flavored energy drink; Kroger pulling Red Bull from shelves, Tilray's positioning of BrewDog as an Ohio craft beer brand and the Shock Top-Spirit Halloween candy corn beer collab.

Matt Feczko is director of product operations at Ocado, the UK grocery technology company whose warehouse robots and delivery automation now run for retailers including Kroger in the US and Coles in Australia. He spent the first half of his career as a customer-facing product manager, starting on SharePoint and Office at Microsoft before moving to the UK to join Skype and then four different startups over six years. A LinkedIn recruiter's typo — dropping a comma from his job title — led him to Ocado three and a half years ago, where his remit has since expanded to cover both product and engineering operations. Talking to host Randy Silver backstage at MTPcon London, he explains how he replaced Ocado's roadmap planning process, rebuilt its Jira taxonomy from scratch, and built a product management skills framework that other functions have since copied without being asked.Key takeawaysOcado's roadmap problem wasn't a lack of roadmaps, it was too many of them, rebuilt by hand every quarter. Before Feczko joined, product teams spent two months of every three-month cycle remaking roadmap slides in Google Slides, with no shared document explaining what the company was building or why, and no way for anyone outside the planning meetings to weigh in.He traced that chaos to a single root cause: an inconsistent Jira taxonomy. Different teams used "epics" to mean different things, some nesting parent epics inside parent epics, so there was no agreed definition of what a feature or an initiative actually was. Feczko fixed the hierarchy first, using Denise Tilles and Melissa Perri's book Product Operations as his reference, before touching the roadmap process at all — his team nicknamed the project the "Jira Revolution".The hard part wasn't designing the new structure, it was getting roughly 3,000 developers to adopt it. Feczko frames that adoption problem as the actual job of product operations: not producing an artefact, but changing how a large organisation works, thinks and describes its own output.Two years on, Ocado has replaced its quarterly roadmap slide decks with an internal app, built on top of Jira data, and Feczko is aiming to run the next planning cycle with zero slides. His team also worked with finance to translate operational metrics — such as items added per basket, or driver deliveries per shift — into the financial value each initiative is expected to produce, so planning conversations use the same language as the business case.To answer a question Ocado's product managers couldn't answer for themselves — what "good" looks like in the role — Feczko built a 12-skill framework across four themes, including execution, influence and strategy. He combined an existing Reforge framework with his CPO's own view of the job and his own 15 years of experience, then spent six months negotiating the exact wording with the wider team before any of it shipped.The skill Feczko insisted on calling "storytelling and evangelising", over his CPO's preferred "effective communication", has become the framework's anchor. His argument: the ability to tell a clear story about a product is itself evidence of every other skill, because it requires command of the data, a defined strategy and the ability to prioritise.The framework's real test came when other functions adopted it unprompted. Engineering, roughly 2,000 people, built its own version, as did design and data — keeping Feczko's four themes but writing skill definitions specific to each craft. That took total usage from around 150 product people to roughly 3,000 across the wider organisation.One skill, product adoption, was added specifically because Ocado's product managers didn't see driving adoption as part of their job — they considered their job done once a feature shipped, and expected the business to work out how to use it. Feczko flags this as a gap worth checking for in any company's own skills work, whatever it ends up being called: he expects most will need their own version, along the lines of "value realisation".Feczko's rule of thumb for when a company needs a dedicated product operations function is somewhere around 30 to 40 product managers, though he says the pressure shows up earlier: even at 10 people split across teams, a cross-functional roadmap with real dependencies is where the gap first becomes visible.Asked what to do first, his advice is to resist fixing everything at once. Product operations, he says, is the "connective tissue" of an organisation: find where there's tension, solve that one problem fully, then move to the next — because switching between half-solved problems just turns the job into whack-a-mole.Chapters(00:00) Slides are dead for product planning(00:26) Backstage at MTPcon London(00:49) From computer science nerd to Microsoft PM(02:02) The Skype mafia(02:58) What Ocado actually builds(04:38) How a LinkedIn typo led to Ocado's product ops job(07:14) The minimum viable bureaucracy problem(08:14) The Jira Revolution(11:46) Killing the roadmap slide deck(12:58) Translating metrics into value(14:43) Building a skills framework for product managers(17:52) Do skills differ across platform and customer teams(19:40) Storytelling and evangelising as the master skill(20:38) Using the framework for promotion and fairness(22:29) Scaling the framework to 3,000 people(23:43) How universal is the framework beyond Ocado(24:53) Vibe-coding the skills tool with AI(26:34) When does a company need product ops(28:24) Product ops in the age of vibe-coded apps(29:58) Product ops as the connective tissue(31:37) Proving the value of a thankless job(32:46) Bringing Ocado's product community together(34:35) Wrap-upReferencedOcado — https://www.ocadogroup.comProduct Operations: How Successful Companies Build Better Products at Scale, Melissa Perri and Denise Tilles — https://www.amazon.com/Product-Operations-successful-companies-products-ebook/dp/B0CKFKX94ZReforge — https://www.reforge.comWe're refreshing The Product Experience and want your input. Take our two-minute survey and help shape where the show goes next! We're refreshing The Product Experience and want your input. Take our two-minute survey and help shape where the show goes next! Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Hunger in Central Ohio isn't a problem at the margins of our communities. It's a workforce issue, a health issue, an education issue, and a test of whether our growing region can take care of the people who make it work (and the families who depend on them). As Matt Habash prepares to retire after 42 years leading the Mid-Ohio Food Collective, we explore his civic legacy and the future of hunger relief in Central Ohio. Food banks and pantries are serving more families, seniors, children, and working adults at the same time food costs, public funding uncertainty, and household instability are making the work harder. What does hunger in Central Ohio look like today? What will the next generation of food-security leadership require? What role do new partnerships and innovative technology play? We mark Hunger Action Month and explore how Central Ohio can move beyond emergency response toward a more resilient and more equitable food system.  Featuring: Matt Habash, President & CEO, Mid-Ohio Food Collective Danielle Tong, Executive Director, CelebrateOne Your host is Jerry Revish, Senior Pastor, Unity Temple, and Retired News Anchor, WBNS-10TV. If you'd like to dive more deeply into this topic, our fantastic partners at the Columbus Metropolitan Library suggest checking out "The Painful Truth About Hunger in America," by Marian Chilton (2024)  The presenting sponsor of this forum was Nationwide. This forum was also sponsored by Cardinal Health, Ian Alexander Photography, Installed Building Products, and Kroger. The presenting sponsor of the CMC livestream was The Center for Human Kindness at the Columbus Foundation. CMC's livestream partner was The Columbus Dispatch. This forum was also supported by Downtown Columbus, Inc. and The National Veterans Memorial and Museum.  CMC's theme music was composed by Jeffrey Ciampa.

The Remarkable Retail podcast turns six. Steve Dennis opens with the macro picture: inflation remains stubborn, driven largely by fuel. U.S. diesel just hit an all-time high, regular gas is up 36% year over year, and retailers absorbing higher freight costs say they're nearing their breaking point. Michael LeBlanc adds that diesel is almost perfectly correlated with food inflation, and that Canadian retailers expect fuel surcharges to persist into early 2027.The hosts review the first holiday forecasts. Deloitte projects 4 to 4.8% growth for November through January, with e-commerce up about 8%; Bain sees 4.5% growth and roughly 9% online over November and December. Steve wonders whether high fuel costs could push more shoppers online.At Macy's Inc., Bloomingdale's posted its highest comp ever at 11.3%, while the Macy's nameplate managed just over 1%, in line with Dillard's. Coresight's mid-year data shows store closings down 44% against an unusually heavy prior year, openings at their lowest since 2020, and a widening gap between scarce A-quality space and struggling B, C and D properties. Toys R Us is betting big, planning 120 more small-format U.S. stores before the holidays, though Michael notes the concept stumbled in Canada.The centerpiece: Steve's Pardon the Disruption post arguing that "the race to the doorstep is escalating." With Amazon rolling out sub-same-day delivery in as little as 30 minutes and holding roughly 40% of e-commerce, most retailers can at best match the offering through store fulfillment and gig partners like Instacart and DoorDash, at far worse economics. The smarter play: reach delivery parity where it matters and compete on reasons beyond ultra-convenience. Both hosts agree traditional grocers sit squarely in the bullseye as Amazon moves from the everything store to the everyday store.In earning news Inditex posted a 9% August sales gain, Zara plans 20 new U.S. stores, and sister brand Bershka is expanding fast from Miami to New York, India and Brazil. Kroger's sales were flat and guidance was cut, with retail media (up 24%) the lone bright spot.On the radar screen: Target Beauty Studio replaces Ulta shops in about 600 Target stores, and Michael shares insights from his quarterly retailer conversations on AI's ROI, including a McKinsey finding that change-management costs run roughly three times the technology itself, plus the shock of seat-based bills and exhausted token budgets. About UsSteve Dennis is a strategic advisor and keynote speaker focused on growth and innovation, who has also been named one of the world's top retail influencers. He is the bestselling author of two books: Leaders Leap: Transforming Your Company at the Speed of Disruption and Remarkable Retail: How To Win & Keep Customers in the Age of Disruption. Steve regularly shares his insights in his role as a Forbes senior retail contributor and on social media.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 NRF as a global Top Retail Voice for 2025 and 2026 and continues to be a ReThink Retail Top Retail Expert for the fifth year in a row.

In this episode, sponsored by Instacart Enterprise, Portager, Vusion, and Sifter Solutions, Ben Miller is joined by Lauren Livak Gilbert, Executive Director of the Digital Shelf Institute, live from Las Vegas on the eve of Groceryshop 2026, to unpack the latest grocery news and trends shaping the global grocery and CPG industry. This week, they discuss: • UK concerns over autonomous delivery robots, following a YouGov poll and the end of Starship Technologies' Sheffield pilot: https://retail-systems.com/rs/Brits_concerned_over_delivery_robots_on_pavements_poll_shows.php • Target naming Mark Weinstein as its new Chief Marketing and Guest Experience Officer, and what his appointment could mean for the shopper experience: https://progressivegrocer.com/target-appoints-new-chief-marketing-and-guest-experience • Morrisons rolling out “Shop to Light” across more than 200 stores, and whether the ESL use case adds real value for shoppers: https://www.retail-week.com/grocery/morrisons-to-introduce-flashing-labels-to-help-customers-find-products/7052135.article • Kroger removing Red Bull from its stores and fuel centers, amid its push to challenge suppliers on pricing: https://finance.yahoo.com/media-advertising/articles/kroger-just-pulled-red-bull-110000492.html Plus, Lauren joins us to preview Groceryshop 2026, including the key themes to watch and her one must-see session, and of course, she shares a global grocery story in GrocerTalk Grab & Go. A few things worth checking out from this week's episode: Follow along with Omni Talk's coverage from Groceryshop 2026, including exclusive interviews with executives from Kroger, Sam's Club, Hy-Vee, Costco, Albertsons, Instacart, Ahold Delhaize and more. Catch the interviews across the Omni Talk LinkedIn page, podcast channels and YouTube. Episode 006. Welcome to GrocerTalk. P.S. Be sure to check out all our other podcasts from the past week here, too: https://omnitalk.blog/category/podcast/ Music by hooksounds.com.

Fresh off the Groceryshop 2026 mainstage, Ben Miller sits down with Yael Cosset, EVP & Chief Digital Officer at Kroger, live from the Vusion podcast studio at booth 913 in Las Vegas, to unpack Kroger's AI strategy and what comes next as the company moves from experimentation toward more advanced AI applications. Yael discusses the foundations behind Kroger's AI strategy, the launch of its AI Shopping Assistant and how the company is thinking about the progression from assisted to augmented to autonomous AI. The conversation also explores governance, the role of humans as AI becomes more capable and how AI can help simplify the business and give associates more time with customers. In this episode: • Kroger's AI strategy and the foundations needed to scale it • What Kroger is learning from its new AI Shopping Assistant • The evolution from assisted to augmented to autonomous AI • Where human oversight fits into an increasingly autonomous future • How AI can simplify work for Kroger associates • The potential impact of AI across customers, associates and the business • What AI could mean for the future of Kroger's 84.51 proposition

Welcome to Omni Talk's Retail Daily Minute, sponsored by R&S Logistics, ZenlineAI, and Mirakl.In today's Retail Daily Minute, Omni Talk's Chris Walton discusses:Kroger stops selling Red Bull at all stores and fuel centers amid a reported pricing dispute, and pulls Boar's Head deli meats from many locations.Toys R Us announces 120 new stand-alone stores this holiday season with Go Retail Group, bringing its footprint to 160 locations.Albertsons launches a new multi-touch attribution tool with LiveRamp, promising "couch to checkout" measurement for retail media advertisers.The Retail Daily Minute has been rocketing up the Feedspot charts, so stay informed with Omni Talk's Retail Daily Minute, your source for the latest and most important retail insights.

Scott talks with retail expert Dominick Miserandino about Kroger being talked about for price gouging. Also Dashia Milden from CNET goes over the subscription creep survey. Finally Austin Elmore breaks down the big Bengals win over the Texans.See omnystudio.com/listener for privacy information.

Scott talks with retail expert Dominick Miserandino about Kroger being in the price gouging debate crosshairs.See omnystudio.com/listener for privacy information.

Scott talks with retail expert Dominick Miserandino about Kroger being talked about for price gouging. Also Dashia Milden from CNET goes over the subscription creep survey. Finally Austin Elmore breaks down the big Bengals win over the Texans.See omnystudio.com/listener for privacy information.

Scott talks with retail expert Dominick Miserandino about Kroger being in the price gouging debate crosshairs.See omnystudio.com/listener for privacy information.

Kroger has trimmed its full-year same-store sales outlook even as digital e-commerce and retail media continue to see strong double-digit growth. Chris Walton and Josh Hahn discuss the state of traditional grocery and what shrinking sales forecasts mean when digital layers are the primary bright spots. ▶️ Watch the full Fast Five episode here: https://youtu.be/089y7s8PKCE

In this week's Omni Talk Retail Fast Five, sponsored by the A&M Consumer and Retail Group, Mirakl, Ocampo Capital, Quorso, Veloq, and R&S Logistics, Chris Walton is joined by J Recruiting's Josh Hahn for another round of Fast Five fun, recorded from Chris's very tiny Paris hotel room across the street from NRF Europe. This week's episode can best be summed up as . . . better ingredients, better pizza, better delivery via Walmart. Chris and Josh dig into five of the biggest stories in retail this week, including: • Walmart adding Papa Johns to Walmart Express Delivery and whether Walmart is quietly building a challenger to DoorDash and Uber Eats: https://chainstoreage.com/walmart-delivery-first-papa-johns • Macy's posting its fifth straight quarter of comparable-sales growth and raising guidance as CEO Tony Spring's turnaround begins to take hold: https://www.cnbc.com/2026/09/10/macys-m-q2-2026-earnings.html • Amazon expanding “Shop the Show” from 1,300 titles to more than 8,000 and whether shoppable TV is finally reaching scale: https://chainstoreage.com/amazon-enhances-shopping-capabilities-prime-video • SKIMS partnering with DoorDash for on-demand delivery and whether instant delivery fits a brand built around exclusivity and hype: https://about.doordash.com/en-us/news/doordash-skims-partnership • Kroger cutting its full-year sales outlook even as ecommerce and retail media continue to grow, raising questions about the future of traditional grocery: https://www.supermarketnews.com/finance/kroger-cuts-same-store-sales-outlook-for-2026 The episode wraps with a lightning round covering Josh's 20 years between Sports Authority and Meijer, the daily chore Chris wishes AI would handle for him, which QSR Josh would like to see added to Walmart's restaurant tab, and Chris's two non-negotiable rules for airport etiquette. P.S. Be sure to check out all our other podcasts from the past week here, too: https://omnitalk.blog/category/podcast/ P.P.S. Also be sure to check out our podcast rankings on Feedspot. Music by hooksounds.

In this episode, sponsored by Instacart Enterprise, Portager, Vusion, and Sifter Solutions, Ben Miller is joined by Chris Walton, President and CEO of Omni Talk, live from NRF Retail's Big Show Europe in Paris, to unpack the latest grocery news and trends shaping the global grocery and CPG industry. This week, they discuss: • Kroger's stalled performance and lowered 2026 sales outlook, examining whether the challenges facing the supermarket giant are specific to Kroger, the broader supermarket format, or consumer confidence: https://www.supermarketnews.com/finance/kroger-cuts-same-store-sales-outlook-for-2026 • Instacart and Shipt launching AI-powered shopping assistants, and what the latest developments in AI-powered grocery shopping mean for the customer experience retailers should be working toward: https://www.grocerydive.com/news/instacart-shipt-launch-ai-powered-shopping-assistants/829859/ • Walgreens partnering with Looma to deploy in-store advertising screens, and whether working with a partner that provides hardware, content production, and measurement is the right approach to in-store digitization: https://chainstoreage.com/news-briefs/2026-09-08?article=walgreens-deploy-store-advertising-screens • Albertsons expanding its board and naming Meg Whitman as its first Executive Chair, examining what the appointment could signal for the company and the wider grocery industry: https://www.grocerydive.com/news/albertsons-expands-board-names-first-executive-chair-meg-whitman/829895/ Plus, Kim Schneider of Vestcom joins us for Five Insightful Minutes to explore how grocers can maximize their investment in shelf-edge technologies. A few things worth checking out from this week's episode: Don't miss our exclusive interviews from NRF Retail's Big Show Europe in Paris, featuring the retail leaders and innovators shaping the future of grocery and retail. Catch them on the Omni Talk LinkedIn page, podcast channels, and YouTube. Register for Omni Talk's Fall Conference Season “Must-See” Tech Preview: https://www.linkedin.com/events/omnitalk-sfallconferenceseason-7486477216600518656/theater/ Episode 005. Welcome to GrocerTalk. P.S. Be sure to check out all our other podcasts from the past week here, too: https://omnitalk.blog/category/podcast/ Music by hooksounds.com.

We're taking another trip down memory lane! This week, Shawn is looking back on what it was like turning pro at just 12 years old and sharing the stories, nerves, excitement, and little moments she still remembers from those early days in gymnastics. What story do you want to hear next?! Love you guys! Shawn & Andrew ➜ Shop SKIMS Cotton, and all of my favorite pieces, at [www.https://SKIMS.com] After you place your order, be sure to let them know we sent you! Select "podcast" in the survey and be sure to select our show in the dropdown menu that follows. ➜ Treat yourself to a childhood favorite. Go to [www.https://kachava.com] and use code EASTFAM for 15% off your first order. ➜ Find egglife wraps chillin' in the fridge at Aldi, Whole Foods, Kroger, Target, Walmart & more. Visit [www.https://egglifefoods.com] to find a retailer near you. ➜ Get prepped for patio season for way less. Head to [www.https://wayfair.com] right now to shop all things home. (00:00) what it means to be a pro gymnast (05:40) making it to the elite level (09:00) receiving my first camp invitation (16:00) the path to the national team (24:10) my first day as a “pro” (26:44) my first assignment (33:27) quickly climbing the competition ranks (36:40) getting scouted by agents (40:11) “i already was very tired” — what does that mean? (45:00) the stress and joy of the journey Learn more about your ad choices. Visit megaphone.fm/adchoices

#1,004: Join us as we sit down with Bobbi Brown – legendary makeup artist, entrepreneur, bestselling author, and one of the most influential forces in modern beauty. Bobbi turned a simple idea and a radically different point of view into Bobbi Brown Cosmetics, building a global beauty empire before selling the company to Estée Lauder. Years later, she walked away from the brand that still carried her name – and eventually decided to start all over again. In this episode, Bobbi takes us inside the entrepreneurial journey behind both Bobbi Brown Cosmetics and Jones Road, sharing what it really takes to turn an idea into something people want. She opens up about starting small, thinking differently, trusting her instincts when others didn't see the vision, selling her first company, navigating life after leaving it, and having the courage to build something new in a completely different chapter of her career. Bobbi also shares why she believes common sense can be one of the most underrated advantages in business, why bigger and faster isn't always better, how she approaches risk and decision-making, and the lessons she's learned about hiring, growth, creativity, health, and knowing when to slow down. This conversation goes far beyond beauty. It's about betting on yourself, staying curious, thinking independently, and refusing to believe you've missed your opportunity. Whether you're building a company, pursuing an idea, changing careers, or simply trying to figure out what's next, Bobbi's story is a reminder that you don't need to have everything figured out to start – and you're never too established to begin again.     For Detailed Show Notes visit TheBossticks.com   To connect with Bobbi Brown click HERE   To connect with Lauryn Bosstick click HERE   To connect with Michael Bosstick click HERE   Read More on The Skinny Confidential HERE   Head to our ShopMy page HERE and LTK page HERE to find all of the products mentioned in each episode.   To Shop Jones Road visit https://go.shopmy.us/p-83608501.    This episode is sponsored by The Skinny Confidential Get your routine back! For a limited time get 25% off at https://theskinnyconfidential.com.    This episode is sponsored by SoFi's Small Business Loans Visit http://Sofi.com/skinny to learn more and see if a SoFi Small Business Loan is right for your business.   This episode is sponsored by Caldera + Lab Go to http://calderalab.com/SKINNY and use code SKINNY for 20% off your first order.   This episode is sponsored by Boll & Branch Get 15% off your first order plus free shipping at http://BollAndBranch.com/skinny with code skinny.   This episode is sponsored by egglife Find egglife wraps chillin' in the fridge at Aldi, Whole Foods, Kroger, Target, Walmart & more. Visit http://egglifefoods.com to find a retailer near you   This episode is sponsored by WACOAL Visit http://WACOAL.com and use code SKINNY at checkout for 10% off your first purchase. Offer valid for new customers only. Limit one code per customer.   This episode is sponsored by Sam Edelman Visit us at http://samedelman.com to explore everything you need for Fall and get 15% off with code SKINNY15. Produced by Dear Media