Daniel: Hello and welcome to another episode of the You Should Talk to Podcast. I am Daniel Wiener, your host. Your sponsor, your everything. You should talk to pairs, brands, and marketers for free with vetted agencies and or freelancers because finding great resources is an enormous pain these days. Super excited to be joined today by Nandan Non de Kumar.

Did I get that right? 

Nandini: Yes, you got it. Did I actually? Hundred percent. 

Daniel: Okay. First try, we'll take it. Uh, she is the Global Marketing Director for Smirnoff under the Diageo Portfolio. Super excited to chat today. Thank you for joining. 

Nandini: Thank you, Elle. Happy to be here. 

Daniel: Welcome, welcome back from your, uh, from your, your hiatus, your trip.

Nandini: Oh, yes. I mean, it feels like a long time ago. Uh, one week into the grind. I feel like that vacation was like long on. 

Daniel: Well, I'll, I'll take it easy on you today, I promise. Uh, but we'll kick off with a fun [00:02:00] one. What's an unpopular opinion you have in the, uh, the marketing world or a hot take of sorts? 

Nandini: Okay.

For, uh, take it easy. Uh, the first question is not so, uh, easy a conversation. You can, you can be as 

Daniel: controversial as you would like, you know? 

Nandini: Okay. Let's go for the full swing. So, okay. Uh, I, I would say, um, um, uh, the hot take that I have right now on marketing is, um, I'm gonna be a little provocative to say that.

Have we lost our way in marketing in what's the real power of marketing? I feel we have lately become more of. Performers versus real value creators. And let me, let me double click on that a bit to say that, you know, um, we, I, I, I mean the reason why I fell in love with marketing is because of the impact we can drive both on people and business.

This is one of the rare fields which, uh, gives us that power in our hands to like really impacting lives of people, uh, and society at large. [00:03:00] And also driving the business impact both top line and bottom line. Right? But lately, I feel that we have become more of communicators. Uh, we are so focused on communication side of marketing, the, all the, all the levers that we can control, versus really connecting the dots back into a commercial results for business.

And, uh, and the reason why I'm pushing us into that front is because the real power is when we are on the seat of table with the CXOs, uh, and not being, you know, just used as a tool, um, in, in, in the larger business context. And there is a lot of conversations about how. CMOs and CEOs have to work together and as a function, we need to drive that level of commercial results even in can this year.

Right? The focus on, uh, bringing CEOs and CFOs and has been, you know, there has not been a year where there is so much of focus on us having to drive commercial results. Uh, I, I see a need for us to like really bring that job back on the table of marketers. [00:04:00] Um, so that's, that's what I would, you know, put, put out there, Daniel, in terms of, uh, where we need to push even further, uh, on being, bringing back the art and science of marketing and really driving that impact on business along with people.

Daniel: Do you think that that has a lot to do with, uh, I, I'll just, I won't, I won't speak about anybody in particular, but leadership, um. Giving folks like you and directors and VPs, you know, short term, uh, performance goals versus thinking of the big picture and thing, you know, bigger conversations around brand versus performance and things like that.

When I hear, uh, you know, what you just said, the first thing comes to me. Well, yeah. Like really strong leadership empowers people to think that way versus thinking, oh, I have to like. You know, make sure this $1 we spent today yields $3 tomorrow. We're like, you know, I'm not gonna sleep at night. Do you think that has to do with leadership?

Nandini: Uh, I, I, I would say, I mean, I, I'm a firm believer of, [00:05:00] uh, as marketers, we need to be entrepreneurs and hence, um, you know, it's, it's, uh, it's, it's kind of lazy for us to like put it back onto the leadership as a, as a challenge. We should, as individual leaders. And marketers take that ownership on us to kind of really take that, um, you know, directive on us to like focus on both short term and long term.

I wouldn't say it's the trickle effect alone, it's also in our hands to kind of push, you know, all the ways your peers, your um, uh, decision makers and stakeholders. So I would say the owners is on individuals. Uh, and as marketers at every level, be it the BM to an a BM, to a director, to a vp, whoever it is, or a CMO in that sense, right?

Uh, the onus is on every individual and, but, uh, I, I completely resonate with what you are saying in terms of. Uh, as we are looking or as we are taking up the task, I think we need to push even further. The current context of consumer sentiments, I think is really pushing us to focus on the [00:06:00] here and now, and hence short term.

Um, and I understand the context is changing. People are consuming very different mediums. Uh, there. You know, shrinking per strengths in that sense. So there is, there is, uh, real headwinds that we are facing as leaders. And I think, um, so hence our first immediate response is to kind of correct the here and now.

But I guess, uh, let's not lose sight of the longer term. Uh, so while we deliver here and now, let's also look at longer term, um, both on business fronts, right? I mean, not just about how your inputs. Marketing inputs are delivering in the short term in terms of your, is your engagement rates going up and down, or your clickthroughs have improved, but also look at the, um, you know, share improvement if you're in any, any, any segment share improvements in the, in the here and now, but are all, are you also building value for the brands for the future?

Let's have that long and short term lens to it is what I would say. 

Daniel: I like it. A good, a good segue into my next question. You've been at Diageo now for close to 10 years, which is, you [00:07:00] know, rare, uh, in, in my world at least. I, I can't, you know, think of a ton of people I know who've been at the same company for 10 years, which is awesome.

Uh, you've probably seen a ton. Tell us a little about that journey and also what you've seen, I'd say in marketing in general, but I'm particularly interested, you had already talked a little bit about it, just consumer behavior and how you've seen it evolve over that period. 

Nandini: Yeah, absolutely. I mean, yeah, dijo has been fantastic, uh, both personally and professionally.

I started as a brand manager on black and white whiskey, uh, scotch in India. And uh, currently I'm the global marketing director for Smirnoff. Uh, which is a global role as well in these entire 10 years, no year. One year has been the same as the other. No. In fact, no other day is same as the other. Uh, there is a lot of like different challenges, um, and opportunities which has been thrown at me both career wise.

Odd brand wise, which has K kept every day Very interesting. Daniel. I mean, I wake up every day having, uh, with that intent of what can I really [00:08:00] impact as a person, I am all about driving impact. Uh, that's a big one for me. And I see, I see an opportunity and challenge. Thanks to the sector, uh, which keeps it very interesting.

But also Diageo really entrust a lot of, um, us as leaders to push, push boundaries at, at every stage. So in my career within Diageo, I've been fortunate to kind of work on fantastic legacy brands like McDowell's and India or Smirnoff here in this current role, uh, but also local jewels. Uh, a lot of brands like, um, in, um, India, there is a, there is a brand called Signature.

So every, uh, which is a challenger brand, right? So there are these, uh, brands which have very different, uh, stages and jobs to be done. Um, so some are about reinventing legacy, um, for, for a generation, which is really changing. To your question on consumer sentiments. Uh, how does, um. A whiskey, uh, drinker who is in his, um, 25 years, um, uh, [00:09:00] looking at a whiskey versus a 55-year-old who has, you know, uh, grown used to a certain taste, um, versus, you know, on a, on a brand like Smirnoff where vodka, uh, is.

So evolving. I mean, uh, people are choosing convenience and hence how do we bring in ready to drinks for these users, but also, uh, play along with the versatility of liquid, which makes it unique for every user. You can have a different taste profile with the same one bottle, you can create many different tastes, things like that, right?

So how do you really, um, play along with times people and their preferences is, um, uh, is what keeps the job, uh, interesting every, every other day. 

Daniel: I'm curious. I've had this conversation with some other folks who work in, uh, you know, I'll just lump it all in, in spirits in general, um, are, are you leaning into your core consumer?

Are you, you know, ebbing and flowing with, uh, trends that, you know, I've at least seen in headlines of folks drinking less, um, or moving towards maybe THC, [00:10:00] you know, uh, drinks and CBD type stuff? Or is it, you know, somewhere in the middle? 

Nandini: Yeah. So we have to evolve with, uh, time and the consumer preference.

Um, but at the same time, your core consumer in terms of, we define our consumers not just by, um, you know, age and demographics in that sense, it's also the attitude of consumers. Say for example, on Smirnoff, we talk about vibe shifters. Uh, they are irrespective of your age and um, you know, location and things like that.

They are, it's an attitude that people, uh, really look at. And, uh, based on that is how we kind of. Few, uh, you know, talk to that audience in a way that is relevant to them In terms of, uh, consumer preference, there is, uh, uh, we control the controllables. We are not so much focused on what are the alternate options.

It's more about how can we make ourselves more relevant in a way that is. Uh, you know, uh, that is making sense for them. So, uh, one of the shifts that we are really looking at is the emergence of ready to drink categories, right? I mean, convenience is a big factor for younger [00:11:00] audience. So how do we present, you know, uh, drinks in a ready to drink cans?

Um, like on Smirnoff, Smirnoff Ice is a, you know, a big portfolio in itself where, uh, within, uh, within Smirnoff trademark we have, which is again, ready to be, um. Mixed and enjoyed, but there is also a big business, which is around the ready to drink, uh, Smyrna Ice. So we just launched a new campaign, which is really talking to the younger audience, uh, possibly the younger vibe shifter audience, um, about, you know, uh, how can we be refreshingly self-aware about what we are and what we are not.

So, uh, it's, it's all about making ourselves more relevant, um, to, to newer drinkers. Your cold drinkers. But again, we, we follow the principle, uh, Daniel in terms of, you know, um, light bias, right? I mean, it is not just about your loyalist and things like that. Uh, consumer segments are always about light bias.

So how do we, uh, keep our frequency of, uh, reaching out to [00:12:00] the light bias because we are living in a leak, leaky bucket situation, right? So there is no loyalty in that sense. So how do we, uh, talk to more consumers in the most relevant way in their buying purchase moments is what we focus on. 

Daniel: You're, you're giving me all these natural segues.

You, you may have just answered my next question. I think it's interesting 'cause uh, you know, uh, I talked to a million marketing leaders, uh, and you know, some are always chasing trends and always chasing what's in the news and stuff like that, and trying to insert. Their brand, which that works for some and others kind of double down on to your point, which I think you were saying is we are who we are and we can only control what we can control and we should be the best version of ourselves and try to attract new and, you know, uh, simultaneously appeal to the folks who've always loved us.

What is your best piece of advice for other marketing leaders about how to finish, you know, 2025? Uh, super strong. 

Nandini: Yeah, I would say, um, uh, there is a, it's, it's [00:13:00] a world of changing landscape for sure. It is. It is, uh, in no way to say that you, um, can hold on to what got us, uh, to, uh, got us to be big brands, uh, till till date, right?

So you have to evolve is what I would absolutely say. So there are three things that I would say. Uh, you need to be bold, uh, and I'll double click on each of the three. So you need to be bold. Empathetic and curious. Right, so the reason why I'm saying bold is because we are in a world where there is a lot of like shifts.

As I'm saying, so it requires us to take risk in, uh, how we communicate. So what, what, what has changed, what has changed, I feel, is more around how consumers consume media. The ways to reach consumers are now infinite. Um, your funnel, the traditional funnel is broken. So you need to be bold enough to like latch on to how consumers are consuming media and be experimentative.

Right. That's something which is very, very important. But at the same time, what hasn't changed is the [00:14:00] fundamentals, right? We are always trying to create desirability for brands and demand for our brands, uh, which is rooted in real, uh, brand truths and consumer truths. So that's something that hasn't quite changed, right?

On second, uh, about being em. I think we are moving into a world of machines, and, uh, ai. So, if a roles earlier was about capturing, heart and minds of people, it is now moving into a heart and, machines, kind of a world. So I would say what will differentiate is us really, driving emotional connect with our consumers.

And that's something that is the reason why I'm saying we need to be even more empathetic, even more emotional, human to human is something that is gonna be. so critical in the world of like LLMs in that sense, right? language learning models and ais in that sense. The third one is, um, about being curious, right?

Uh, again, um, to all what I'm change, uh, saying then, uh, the platforms are changing, how we market is different. Uh, so stay curious, stay [00:15:00] humble to kind of unlearn and learn in this landscape, or you are losing out is what I would say. 

Daniel: Yeah, I think your job is harder than ever. 'cause I'd say there's this constant push pull I hear lately of, uh, what if the two things you just mentioned do not align?

So yes, how do you appeal to LLMs and AI recommending you, you know, in certain scenarios versus appealing to your audience and, you know, hitting on the emotion. But what if they don't, you know, what if those are two separate worlds and how to like, play those together? So I think the job of the, uh, the marketer.

Plus all the channels, which changes every 12 seconds and new, you know, new platforms and such. Uh, yeah, I, I don't envy the, uh, the marketer in, uh, 2025. 

Nandini: That keeps us on the toes as well, which keeps it interesting. So it's the double-sided, uh, aspect of the role that we have embraced. I guess 

Daniel: I'd agree, uh, I find at least with, uh, quote unquote big brands like Diageo, uh, folks like you are getting hit up every, you know, six [00:16:00] seconds by agencies, vendors.

People who presume that because you are who you are, you're just sitting at your desk with a, a stack of cash, you know, ready to, to doll out. I'm curious, is that the case for you? You're getting hit up everywhere on the internet, you know, several times per day. 

Nandini: Uh, yeah, I guess, uh, that, that, that is true. I mean, especially with social mediums, um, like LinkedIn and the likes, yes, there is a lot of like bombarding of, uh, uh, you know, constant, uh, reaching out, uh, from a lot of folks.

That's, that's true. Daniel. Yeah. 

Daniel: What, well, you, you replied to me for the podcast request, so I, I know you're at least active on LinkedIn, but I'm curious, is there, you know, I, I bridge the gap between agencies and brands. Is there anything an agency or a vendor even can do? When you're not in market to catch your attention.

Nandini: Um, uh, I would say, I mean, I am a big believer of spontaneity, um, and I am a big believer of, you know, uh, a great idea can come [00:17:00] from anywhere. Uh, and with so many changes there might be, you know, uh, a lot in offer. So, um, my, my message would be more around. Uh, reach out and you never know where things can really work out.

So I am, all of us are in the intent of wanting to make the right impact. Uh, so, um, I, I would keep my channel open is what I would say, though. It can be. 

Daniel: gonna get a lot of outreach from this now. I was gonna go, she said to, she said to reach out.

Nandini: The only disclaimer I would say is, um, uh, you know, be patient, be, you know, be empathetic to each other. I mean, um, we all want the right things to be done on the brand and the business. Um, and yeah, uh, it's, it's not out of lack of interest. It's more about us prioritizing what is, what is the most critical at a certain point of time, and you would do the same, uh, who is sending the message as well.

So that's, well then I, the honor you 

Daniel: replied. You, you deemed this, this critical. So I'll, I'll take it. 

Nandini: See the power of [00:18:00] spontaneous conversations, I would say, 

Daniel: that's what I'm 

Nandini: saying. 

Daniel: Uh, I've seen a big shift, especially since COVID, but a little before I came from a small, you know, 20 person agency of bigger brands moving towards smaller, independent, specialized agencies who even if they say they do 10 things, they do one to two things really, really well.

Have you seen that trend and just what do you think of that in general? 

Nandini: Yeah, absolutely. I, I, I think we are all in a, you know, learn mode right now and there is a lot of like, uh, value that is being brought by boutique agencies. Um, so I, I would say, uh, again, to the point that I just made right now, right?

Great ideas can come from anywhere. Great executions can come from anywhere. So it, we are always hungry to kind of really look at the possibilities. Having said that, I also see a lot of shape shifting happening with bigger agencies as well, bigger networks. So, uh, in the midst of all this, they are also really trying hard to drive relevance and, um.

You know, adapting themselves in the way they're structured, in the way [00:19:00] they are, you know, presenting ideas which, uh, make them, uh, really nimble and for agile in, in a, in a newer world, uh, order in that sense. So I would say both, uh, and I'm always up for, you know, both these models coexisting as well. 

Daniel: Yeah, I think that's totally fair.

Can you think of a really great agency experience you've had in the past, whether at, you know, Diageo or elsewhere? 

Nandini: A lot, Daniel. I mean, um, I, I feel really privileged to, uh, to have come across some fantastic agencies, fantastic humans, uh, across these, uh, you know, multiple years. Um, that's, 

Daniel: that's the, that's the secret there.

No, no great agencies, just great people, you know, 

Nandini: just great people. Right. I mean, I, I, I think I'm, like I said, I'm, I'm so humble to say that I, I have had the privilege to have. You know, that exposure early on in my journey with the Agile as well, that, uh, you come across great minds, uh, who are ready to kind of, um, uh, you know, really respect trust.

I, I think, uh, what I've [00:20:00] really enjoyed is when, uh, it's a mutually respectful, mutually trusting relationship. Uh, and, uh, that's when like you, the, the old saying, right? I mean, you get the work that you deserve, is something that I, uh, love by every day. So I, I strive. To be a better, uh, you know, marketer, partner and partnership is how I always identify my relationship with agencies.

It's never a client on one side and you're sitting across the table. And that has, uh, that has given me some fantastic work, some, some fantastic friendships. Uh, and yeah, and I've seen, uh, one of the, one, one of, I mean both in India, Ireland, or in, uh, actually all the three, uh, places that I've been. Uh, come across irrespective of culture differences.

India is so different from an island or right now in the States, but I see that, um, you know, relationships is, is um, is the same across culture, across geographies. And that's what I'm seeing where, uh, I've seen agencies, uh, do a fantastic [00:21:00] comeback. Um. And that's something that has, uh, that I have. I felt so happy and, um, so inspired to see how agencies, when there is actual feedback in terms of how can you push even further, they have put in that effort to kind of really turn around and those kind of work and those kind of relationships has, has even gone further than where we started from in that sense.

Right. So, uh, yeah, a couple of those is what I can recall in terms of, but yes, overall fantastic and a lot of. Uh, what I do is dependent on great partnerships. 

Daniel: I think it's interesting, you know, you, uh, you're, um, you're, you're speaking my language. Before you mentioned the word work, you know, in any capacity, you mentioned trust, you mentioned respect, and you mentioned relationships.

My, you know, quote unquote hot take is that the work doesn't matter, and of course, the work matters, but what I mean by that is you don't get to even do good work or great work. If you don't like each other and you don't mesh, and the relationship stuff isn't there, you could be the best [00:22:00] agency on the planet, but if you don't vibe with who you are working with, you don't pull it out of each other.

So, uh, I think it's, uh, it's great to hear that that's kind of your, uh, your philosophy as well. I'm, I'm curious on the other side, if you can think of a bad agency or a negative agency experience you've had in the past, and what made it, you know, not, not as good as what you just described. 

Nandini: Yeah, I think, uh, like any relationship, right?

I mean, there is always ups and downs in relationship. Um, uh, and uh, one of the things that I can think of is whenever, uh, um, the agency partnership becomes transactional and the agencies play into. You know, politics, internal politics versus really, and getting into a bit of like selling in versus like really partnering to solve a challenge together.

That's where I have had my, you know, um, um, what can I say, uh, tougher rights with agencies when that's the philosophy of an agency of, you know, playing into the politics versus really working together on [00:23:00] what's right for the brand. Um, is where I, I have felt a lot more of, you know, um, uh, friction, uh, for, uh, for, uh, to say that yeah, that's, that's what I can say.

Daniel: That's a, that's a much more, uh, nice way of, of talking about a bad experience, calling it a friction. I think. I like that. I'm, 

Nandini: I mean, it's, it's all about, like I said, any relationship, you can always try to kind of come around. Um, so it happens 

Daniel: in every client. I mean, even again, the, the honeymoon phase last.

Uh, you know, two to three months. There's always some, I find at least, you know, when I finish a search, everybody's happy. Everybody's in the honeymoon phase. There's always something, some stressor that occurs in like, it could happen the first week, but you know, it could also happen in month three. It's how they get through their first thing, you know, bonding.

Nandini: Bonding beyond just the honeymoon face in that sense. Yeah, a hundred percent. '

Daniel: cause at some point, which is why when I get to the end, sometimes I never tell the brand who to hire, but they'll say like, Hey, we like. You know, these two [00:24:00] groups, you know, and they both seem on paper very similar. And one of the, you know, the questions I tell them to ask themselves if it's eight o'clock on a Friday night, and I don't know, you know, the, the, the website goes down or, you know, something an an actual marketing emergency, uh, who do you trust to, to pick up their phone Absolutely.

Or reply to a text or, you know, do whatever they can to make the, you know, the, the catastrophic situation better and then not ruin the weekend for everyone. So, 

Nandini: totally. Yeah. 

Daniel: I am curious, what are you most excited about in the marketing space at the moment? You mentioned AI a little bit. I'm curious, we've got AI in person experiences or back.

What are you most excited about? 

Nandini: Oh, there is a lot to be excited. I mean, uh, while we talked about how challenging it is, this is also what keeps it so exciting. I think what I, I'm most excited as we go in, into this year, uh, or, or as we continue, is. Um, role of ai, definitely something for us to all kind of, you know, embrace and then adapt.

Uh, [00:25:00] I, I'm, I'm reading so much about how we need to kind of adapt into the world of, from a search engine optimization to a generative engine optimization, how brands present themselves to these machines. Um, uh, which will do, which, which is almost like the eye to the life of consumers in that sense, right?

I mean, people are not searching anymore. They're asking Gemini, they're asking AI on what's the recommendation. So. How do you play into the machines is something that I'm very excited about. Again, second thing of continuing to drive that empathy, uh, human to human connect, um, going forward, um, as a person, as a leader, uh, that's something that I, is a strength of mine, of, you know, being able to like, think with head and heart.

Uh, I would love to like embrace, um, uh, that a lot more as we go into next year. And continue this year in that sense. And overall, uh, I, the, the, the provocation with which I started off right of saying how do we drive more growth and importance of [00:26:00] marketing to drive growth, uh, business growth is something that, and commercial results is something that I, I am, um, you know, driving and committing to, uh, as we speak, right?

So, uh, these are the three things that I, I would, I would, you know, underline. 

Daniel: Okay. What, uh, on the other side, what keeps you up at night or stresses you out? From a, a marketing or business standpoint or just the, the landscape in general at the moment. 

Nandini: Um, there is a lot out there, Daniel. I think, uh, it's, it's more about prioritizing and then responding and then staying curious.

I think it's more a complacency is one thing that I am, I'm like scared of. So how do you. How do you stay relevant? How does your brand stay relevant? Is something that, uh, it takes deliberate effort, um, to kind of evolve. So I would say that's something that I am, I am pushing myself and something which keeps me up.

And of course, I mean, when you have a campaign going, none of us sleep. Uh, so it's, it's a, uh, it's a combined effort so there is something in, [00:27:00] in, in the kitchen, which is cooking for us. So that keeps me up, uh, a lot these days. Um, uh. To, you know, um, to, to press into the world what we have been creating on.

Smart enough. 

Daniel: Oh, I hope, I hope you get some sleep soon. We'll, we'll finish with some fun ones. What was your very first job? 

Nandini: Ah, okay. Um, I interned with, uh, Unilever, uh, while I was in, um, um, with, um. I was doing my MBA, uh, this was on ponds, uh, it was in brand marketing and I fell in love with it. Uh, absolutely.

It was just two months of that, um, you know, grounding, uh, that I had. You thought you were 

Daniel: hooked? 

Nandini: I was hooked and I came back into brand marketing, um, right up because of that experience. Uh, I had a lot going in into the role, but then what I got got out of the role was even bigger than what I imagined.

So that's, that's my first and fantastic experience. Okay. 

Daniel: What would your final meal be? Oh, 

Nandini: that's a tough [00:28:00] one. I'm a, I'm a hardcore foodie, so I will struggle to pick, make my pick. I would say, I don't know. It has to be something with fish. I'm from a very, you know, coastal area of India, so I'm, I'm sure it has to be fish.

Daniel: You gotta gimme something. What, what, what fish in what, what form? 

Nandini: Uh, it, it has to be a authentic care care fish curry, which is like the state that I'm from is Kerala. So it, it has to be an authentic fish curry. Okay. 

Daniel: All right, fair. And then my final question, who's somebody who inspires you personally, professionally, or both?

Nandini: Ah. Uh, a lot of people, but if I have to like do a quick call out, um, there are, uh, personally, I'll start with the personal inspiration. Three men in my life who are so important. My dad, my partner, and my son. Okay. Uh, for very, very, uh, different reasons my not 

Daniel: necessarily in that order. Right. You, 

Nandini: uh, I will, I you are getting me in trouble if I have to, like I was 

Daniel: gonna say I don't Yeah.

You, you choose how to interpret that. 

Nandini: But yeah, my son, he keeps me curious. [00:29:00] Uh, he's a 13-year-old, uh, who keeps me on my toes. My husband with his, um, you know, selfless, caring, and my dad being an entrepreneur himself, uh, he has always inspired me. So three of them. And from a professional life, I have to say, Lena Nier, um, she has been a fantastic leader, um, who is now, uh, Chanel's Global, CEO.

She has risen from. And very humble backgrounds in India, uh, to such a, such a fantastic, uh, pivotal role. Uh, she has been a, uh, source of inspiration. 

Daniel: I love it. Uh, before we wrap up, is there anything going on, any new, uh, new campaigns from Smirnoff? Any, anywhere you want to direct the, uh, the audience listening in?

Nandini: Yes. Uh, let's get the, let's get those click 

Daniel: through rates going, you know? Yes, 

Nandini: yes, yes, yes. Uh, of course, Smyrna Ice. Uh, we just launched our first ever global, uh, campaign. We are 25 years into existence. And, uh, the campaign is all about, uh, how this brand and this. Uh, you [00:30:00] know, uh, the scan is being refreshingly self-aware about itself, uh, all the pluses and and minuses.

So a big shout out to the entire crew who has put this together. We had a fantastic partnership with McCann, um, and Bond social, uh, uh, Bulletproof. I, I, I I, I'll stop referring all the agencies. Smart STAs. There was a lot of, a lot of us who have been working ti um, you know, tirelessly. To get this up and running.

The campaign is launched and uh, we are loving every bit of it. Um, and it is live across the market, so we partnered with Brazil, but it's there, uh, across the world. So that's one thing that I would love to give a shout out. 

Daniel: All right, everybody go by some Smirnoff Ice. Thank you so much for, uh, for joining.

This was awesome. I appreciate you taking the time. 

Nandini: Perfect. Thanks Danielle. [00:31:00]