(Final Video) Angela Johnson, Chief Strategy + Innovation Officer of Edible Brands, The Need for Speed

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Daniel: Hello and welcome to another episode of the You Should Talk to Podcast. I am Daniel Wiener. I am your host. You're everything. You should talk to pairs, brands, and marketers for free with edit agencies because finding great agencies is an enormous pain in the ass and super excited today. I see, I already see you agreeing with me, Angela.

This is. I'm joined today by, uh, I'll call you a friend. Now. You, you can say counter friend, colleague, whatever you want to call Angela Johnson, who is Chief Strategy and Innovation Officer at Edible Arrangements. Angela, thank you for joining. 

Angela: Thank you for having me. 

Daniel: Before we jump into, uh, my first question around your hot take of sorts for those who don't know, 'cause I didn't know if I'm being honest until recently.

What does Edible Arrangements have going on these days? It is not just edible arrangements as we [00:02:00] know it, as far as I can tell. 

Angela: Correct. So our parent company, edible Brands, uh, we own Edible Arrangements. So that's a brand that most people are familiar with. We're a 25-year-old legacy brand. Um, but we recently also purchased Roti, which is a fast casual Mediterranean brand, um, located in Chicago, Minneapolis, and dc.

Um, very similar to Kava. Um, and, um, kind of that customization walked down the line. And then, um, a few months ago, um, we launched edibles.com and yes, that type of edibles, um, it's, I love it. Yeah, it's low dosage, THC and gummies and. Um, you know, our position really is about health, not high and, and really educating that consumer, um, and using our infrastructure across the United States, um, to be able to ship to over 75% of all zip codes.

That's 

Daniel: awesome. Do you, uh, enjoy, find it challenging? What are the pitfalls? I [00:03:00] presume you, you know, they're treated as three distinct, uh, brands, even though there is overlap of course, but what's it like, you know, doing, I'll, I'll use your title, strategy and innovation for, for three brands. 

Angela: Yeah. I, I mean, I love it.

I, I mean, every day is different, right? Of course, because you have. Three very different brands also in three very different stages of their journey, right? So again, edible arrangements, um, you know, that's a brand where we're really focusing on kind of pivoting and reestablishing this brand, making it more modern and, um, you know, bringing in this next generation.

Um, whereas Roti. Smaller brands, 17 locations, um, phenomenal, phenomenal quality, phenomenal brand. Um, also need to bring awareness. You know, it doesn't have the awareness that a brand like Edible Arrangements has. And then edibles.com. You know, the challenge there is that, you know, we've brought on a, um, an expert in that field.

Um, our EVP, Thomas Winston, [00:04:00] um, he's done an amazing job of kind of launching that brand, but you can imagine the red tape and the legalities and everything that comes along with that. Um, so that's an ever-changing landscape as well. So, um, a lot, I mean, a lot of opportunity across all three brands. Um, they all have their different challenges and so from a strategy perspective as well as innovation perspective, I love it though.

It keeps, it keeps it fun. 

Daniel: I had the CMO of a cannabis brand on a few weeks ago, and I think the biggest, you know, challenge he laid out was not just regulation, but like sometimes arbitrary regulation that will come down one day randomly and say, Hey, change your packaging, uh, tomorrow, you know, or change the color.

We don't like that. So, 

Angela: absolutely, you have to, you have to pivot very quickly. Um. But you know, we're set up as a, as a team that allows us to, to do that. So we're very fortunate. 

Daniel: Well, if you get stressed by it, I hear edibles are, uh, good for that. So you guys are well positioned, but, uh, yeah, I know you said a little bit, I would say at the, you know, kind of the, uh, intersection [00:05:00] of strategy and innovation, of course, but also marketing.

What's your, your hot take or unpopular opinion you have, uh, in, in this, in this world around marketing or strategy or innovation? 

Angela: You know, I think as marketers, I think we've overt, rotated on the whole, uh, performance and attribution, I think to a point where you're kind of missing, you're missing the forest for the trees, so to speak.

Like, don't get me wrong, I love data. Like I, I'm all about data, but I think at the end of the day. Um, people don't fall in love because you have this perfectly optimized funnel, right? They fall in love with your brand because of the story. They fall in love with your brand because of the connection, the feeling that you give them, right?

So I would say my hot take is, I think brand matters more than anything. Still. 

Daniel: I agree with you. I find it's often, uh, I'd say leadership, uh, on the good side when people who get that it's strong leadership, who knows? Vibes and, uh, and gut feeling, uh, matter as well. But yeah, I think people are scared if you can't point to why [00:06:00] something worked or didn't work, they're like, well, what the hell do we do?

Why? What are we doing? How are we here? You know, we don't know what to do or where to put money, so. Yep. I love it. Uh, you've had quite the journey, I would say. You've been at Edible for a while, but you led Crystal for a while as well. Very iconic, uh, legacy brand as well in the fast food space. I'm curious, what have you.

Tell us a little about the journey in general, but what have you seen around consumer behavior? Call it, I don't know for the last decade, but I'm, I'm always particularly interested, uh, pre COVID and post COVID, what you've seen and I don't know, buying behavior in general. 

Angela: Yeah, so I mean, so I start, I actually started on the agency side, so I spent 12 years on the agency side.

I loved it. You know, I loved kind of the scrappiness, the juggling of the different clients, and I learned a lot, um, on how to manage brands from that perspective. And then moving to the client side with Crystal, um, working my way up to leading marketing over there, um, and then now edible, then it becomes more about the p and l, right?

It becomes about the customer experience. It becomes [00:07:00] about the long game. And I think what I've seen or I've watched with customers over the last few years, um, especially now, they're smarter, they're faster. I think they're more in control, honestly. Right. I, I think brands, it's, they're, they're not waiting for us to tell them what to think anymore.

They have the ability, you know, on every platform, everywhere at every moment. And so they're on TikTok, they're reading the reviews, they're talking to their peers. Right. I think it's about, um, how do you, it's not about interruption anymore, it's about integration into the customer's lives. I think that's the biggest difference that I've seen.

And you know, it used to be, um, it used to be interruption was that buzzword. I feel like everybody wanted unexpected and interruption in marketing. And I think now it's about connection and, and being where the consumer is. 

Daniel: That damn p and l is why everybody's so obsessed with attribution, you know? 

Angela: Yep, exactly.

Daniel: I agree on [00:08:00] the brand stuff too. Balance. It should be a balance. TikTok is where I find legitimately, I'm not joking. I don't know if it's like depressing or not to say. TikTok is where I learn virtually everything that I know, you know? Yeah. Like, uh, I, I trust verify TikTok sources more than the news sometimes, and it's where I discover everything.

I know TV shows, food, cooking, new restaurants, all that sort of stuff, which is such a cataclysmic shift, I would say. Have you guys leaned into TikTok, Aton? 

Angela: Yeah, I mean, I think definitely we're leaning into it more, um, with Edible arrangements, um, and we're going to start doing more kind of social first content, um, with Roti.

Um, again, that's a newer journey for us, but absolutely. I mean, I think you have to, you know, we are seeing, especially on the edible side, um, where the UGC content, the influencer content is outperforming traditional content in every way. 

Daniel: That's wild. I'll be, we'll, we'll circle back to that when I ask you about agencies.

But yeah, I think that's a big shift I've [00:09:00] seen agencies are, uh, I think no longer allowed to, not always, but it's such an interesting conversation. I'm not saying we don't need agencies anymore, but it's just an interesting conversation to say, Hey, this thing that took two seconds to produce is outperforming this enormous production, you know, uh, that we had.

So, yeah. Uh, interesting conversations on my end around that. I am curious if you had to look into the camera and give a, I don't know, a PSA of sorts to other folks in your, call it the C-suite or marketing leaders, innovation leaders. There's exactly three months left. Today's October 1st. What's the best piece of advice to finish 2025 strong, but also thrive going into 2020?

Angela: Yeah, I would say you gotta double down on clarity in people. And what I mean by that, I think for my team specifically in 2025, um, it's really about understanding the why and not just the what. Right? So what I've found is that they're going to, you know, kind of grind through the rest of that, the end of the quarter if they [00:10:00] know the mission right?

Really what we're trying to do, and not just the what. So for me, that's really being very clear about what our strategic goals. Are going to be for 2025 and meeting those goals. Um, and then I think for 2026, um, you know, I know it's in my title, but innovation, I mean, if you're not evolving and continuously innovating, you're dying as a brand.

And so I think you know it, I think innovation happens in a lot of ways. It's not just from a product perspective. Um, you know, we are looking at ways to innovate within supply chain, um, also structure and how do we change the way we're working internally as well. So I think you have to continuously to innovate and that's gonna be a, a, a sole focus for 2026.

Daniel: Yeah. I'm curious actually, how do you think of innovation? 'cause I see a common, you know, thread online is like not innovating just for the sake of it. Coming out, you said, not just with product, but I think people default to that of like, we need to offer new stuff, you know, for [00:11:00] people to latch onto. How do you think of that?

Angela: I mean, for, for me specifically and my team, it all comes back to the customer, right? So we have to innovate where the benefit is to the customer. And so one example of that, which is kind of product. Um, so we are using AI right now from a product quality perspective, right? When you have over 700 locations across the United States, um.

Product quality, and especially when you're dealing with gifting, right? There's expectations, right? You've gotta get it right. So looking, using AI where it gives you a red or a green light that shows you a 360 camera on whether or not that arrangement or those cookies or whatever it is, can go out the door, right?

So we're using things like that. That's innovation, but it benefits the customer on the end, right? Because we know that they're gonna get a consistent quality product. That's just one example I would, I would give you, but um. Innovation in your thinking? Innovation. I mean, innovation means so many things to me personally.

It's not just about product. [00:12:00] Product, um, is at the center of it because that's what we're selling and that's what, you know, especially with a, you know, a, um, a brand where connection, um, and you're bringing joy to people every day with edible is so critical. Product is the center of innovation for a brand like that.

Right. Um, so it is a big focus, but I, I think innovation can be in many different forms. 

Daniel: Yeah, I think the most, uh, interesting or thing I agree with the most that you just said is regardless of what you're doing and where it is, everything should come back to the customer. You know, if it doesn't, if it doesn't serve the customer, it probably is just innovation for the sake of saying we did something different or something new.

Angela: Absolutely, absolutely. 

Daniel: Most folks in your role, just call it C-Suite in general, VP and above. I think I know the answer to this question, but since I'm such a savage wild animal on LinkedIn, I'm always curious. They're getting hit up every 12 seconds by agencies, vendors. Um, you know, I asked you to give a PSA to your peers a second ago.

I, I'll ask you to do the same, you know, if you had to give a note to folks who [00:13:00] obviously would love to work with a company like Edible or Edible Arrangements or Roti, what would you say to agencies out there? You know, is there anything an agency can say when you are not in market that. It piques your interest or is it, you know, you tell me.

I'm always curious. 

Angela: I'll, I'll tell you. I mean, first and foremost, do your homework. If I, if I get a and and pay attention to detail, if I get another email that says, Hey, Allison, or, I'm serious. I mean, it happens all the time. You know, it's a different, you, I tell you what, you remembered 

Daniel: it though. That's, that's half the battle.

Maybe they should be. Well, I 

Angela: also remembered the guy who said, you know, he had emailed me probably, you know, a dozen times and he said, the day that Angela Johnson responds to me is the day that penguins fly.

And then he had a picture of penguins flying in his email 

Daniel: and you replied, 

Angela: no, but I remembered it. That's 

Daniel: good. 

Angela: It gave me a chuckle, it gave me a laugh. My point is that is not for me. What is going to build a relationship? Right. It it's just, I, I, I, I'm a busy [00:14:00] person. A lot of C-suite people are. Um, I've been doing this, you know, for 24 years within this kind of franchise industry.

I've built relationships. I'm picking up the phone and calling people. That's just how I do business. It's, it is asking people that I trust and I know not from a random email or LinkedIn, um, message candidly. 

Daniel: I don't think it's bad feedback. I think it's, I think it's fair and it's, uh, as more, more honest than most say.

I'm just curious though, if you are potentially in market for something, is there any chance somebody says something that peaks or, no, I don't think it's bad. If it's not. I take the same opinion. It's literally my entire business as people want to talk to people that they know and trust and all that sort of stuff.

Angela: You know what I think, again, if going back to doing your homework, if you, if I can tell that you've actually dug into my brand and you've maybe identified a problem that I may be aware of, you know, or I may not be aware of, but you've given me a solution for it that might pique my interest because that tells me [00:15:00] that you took the time to understand maybe some challenges that our brand is having, and then you're providing a solution.

Because that's what at the end of the day, we're looking for, as you know, brands, right? Help us become better and help us solve for the problems that we're having. 

Daniel: And if all else fails, bring pastries. You know, that's my opinion. And 

Angela: all else fails. Bring pastries. Yes. 

Daniel: Blueberry. Blueberry, scones always work.

Angela: Works every time. 

Daniel: I've seen a big shift, especially since COVID a little before, 'cause I was at a small boutique agencies, but I've seen it in my own business since COVID, especially of bigger, I'll, I'll say bigger named brands. Brands like you, all that a lot of people have heard of have name, power and stuff going from large agencies to smaller, more specialized agencies who do.

One or two things and having a little bit of a bigger roster. Uh, you don't have to directly, you know, discuss the, the agency landscape at Edible. But I'm curious, what do you think of that trend? Have you seen it? Do you agree with it? 

Angela: Yeah, no, I've absolutely seen it. I actually love this [00:16:00] trend candidly. Um, I think there's a place for the bigger holding companies for sure.

Um, but the times have changed and, you have to move so much faster, as a brand today. and. You know, I can't take two weeks to, to wait on a brief. I, I need it in two days, candidly. and so I think these smaller agencies or these more boutique agencies, I think they're hungrier, they're more curious.

 I even have a production shoot happening in three weeks.

I met them five days ago and we're, making the shoot happen very, very quickly. We're able to do that because they're not following the traditional agency model. 

Daniel: I tend to agree. Those are the agencies I seek out. Um, yeah, the, the most common thing I get asked is nimble. Nimble. Nimble. Uh, the word nimble comes up in literally every single call.

Uh, and yeah, speed. I guess the, the biggest negative I hear to bigger, I wouldn't even say holding codes, just enormous agencies, is [00:17:00] the speed of social especially is, you know, you'll have an idea and you want to, you gotta capitalize in 48 hours and bigger agencies will say, well, let's have a meeting in two weeks.

You know, which does not work for anybody, regardless of the size of the agency. So, 

Angela: yeah, I think, I think the only risk with the smaller agencies and kind of building, you know, experts within the various sectors is integration and consistency, right? So, you know, you, you've gotta make sure that you, everything still looks the same and it's pulling through to all the, the various channels, right?

So I think that's really the only risk that I'm seeing with kind of. Building a team or an army of various kind of boutique, smaller people that can really kind of pivot. Just making sure that brand consistency is still there. 

Daniel: I agree. I think the interesting thing where I don't necessarily, I don't know if like big agencies will send me grumpy emails now if they see this, but I find that like.

The, the, the names of agencies just matter. Mine as well, all the agencies I [00:18:00] work with, the names matter significantly less. I just find that, you know, uh, the, the running joke when brands ask me like, oh, how do you vet agencies? I'm like, I look for normal, nice people who do reasonably good work, is like kind of the tagline I maintain because people move around so much so to say, you know, some of the pedigree agencies, you know, who were.

Again, I, I still think they do incredible work and for some like really, really, really big like call it TV stuff, I think they're still in a different echelon. But for, I don't know, 90% of the market, um, yeah, like speed just kills and you need volume as well as polity. Nothing should ever suck, but I often find like speed and quantity being more important than, you know, uh, I don't know.

The saying we need the best of the best of the best. 

Angela: Yeah. And I think especially, um, in e-commerce and restaurant where the two, you know, the spaces that we play, I mean, on e-commerce, it's [00:19:00] by the minute that you can change, right? Like you're looking at clickthroughs and conversion rates, um, and then restaurants.

Yes. I mean, if you wait a week, you're your next door neighbor just, you know, kicked your ass in terms of a promotion, um, that you kind of drug your feet on. So, um, yeah, I think I'll take, I'll take. B plus creative all day long with speed and agility versus a plus creative and slower speed. 

Daniel: Need to make sure I clip that for us.

Angela: Yeah, I, I mean I, that's just, I mean, I, I think 

Daniel: all the, all the shitty creative agencies are gonna be like, we're, we're b plus. We don't have to be an A. This is incredible. And with this, please. No, I mean, 

Angela: I, you know what? I, I think, um, I, I think you can get a plus creative. I think it's tough to get it all the time when you're moving at the rate of speed that we're moving right now.

Daniel: To be 

Angela: clear, I think speed is a skill 

Daniel: that not everybody can figure out as well. Yeah. Like speed doesn't mean chaos, in my opinion. Like finding people who work fast and still [00:20:00] make your life easier is the, the goal. 

Angela: Right. Absolutely. I love it. 

Daniel: Uh, can you think of a really positive agency experience you've had in the past and what made it so wonderful?

Angela: You know, the, the best agency experiences I've had is they've, it is a little cliche, but they've really been an extension of our brand. And what I mean by that is that they're in the stores, they're in the restaurants. Um, 

Daniel: so cliche, but also so true. It doesn't matter if it's, I mean, but, but on 

Angela: a regular basis, they didn't just go.

You know, a few weeks before the pitch, they are on a regular basis just like we are. Um, they're a customer. They're experiencing what our customers are experiencing. Um, for me, those are, those have been the best partners, um, because they really start to understand our brand, our challenges. And, um, it allows them to push back more.

I will tell you, I mean, I don't want a yes agency. I don't, I don't think really any great client does. Um, and the [00:21:00] better you understand our brand as much as I do, the more you can push back. 

Daniel: No, I think it is such, I, again, I, I counsel many, many in agency and, uh, one of the most. I think it's easy, but I have to remind them not again, to your point, especially before the pitch, since I'm not running these things once an agency is hired, but if there is a product you can purchase or an experience you can go experience or a brick and mortar, you can go visit and you are not going to do that.

Uh, I'm blanking on who it was, uh, which brand, which I don't know if I could say anyways, but a brand I just worked with who hired one of my agencies, the winning agency was the only agency who. Went or experienced. I don't know why I can't think of the space, but yeah, it's such an easy thing. To your point, it also shows they give a shit.

Angela: Yes, yes. Absolutely. I mean, take the time. I mean, I'll, I'll say it. I'm shocked on how many people I interview and you ask, well, have you ever been to an edible arrangement or a roti or no? Mm. Well then how [00:22:00] bad do you want the job? 

Daniel: I agree. We got a lot of clips here. I like this. This is, this is gonna be a good episode.

Tell me about a horrific agency experience you've had. Hopefully it hasn't been too horrific, but a negative A. A less positive one. You've had a negative. 

Angela: Yeah, I mean, mean, you know, I've had two come to mind. You know, it's the agency that's like. Uh, good for you for all your trophies and agency of the year and like, that's great for you.

But that honestly means nothing for me from a client perspective. I need you to help me drive sales revenue and become the greatest brand that I can be. Um, I don't care about your agency award, candidly. Um, and that may sound harsh. I'm just, again, you, I'm Daniel. You know me. We are friends. I am, I'm honest and transparent, and I think that also is what makes me a really good client is because you never leave.

You never leave a meeting going, I'm not sure what she meant by that. You know, you know exactly what my feedback is. And so, um, these agencies who are really great at pitching, I think there's some really great [00:23:00] agencies that pitch really, really well and then they just can't deliver. Um, 

Daniel: I agree. Pitching's a separate skill.

Angela: It's a separate skill, pitching versus execution. Um, so that's been an experience of mine. And then the other thing is don't. Don't give me the B team if you're gonna pitch at an A team level. And what I mean by that, you know, gosh, bless her heart. There was this one girl, you know, she said, you know, I don't, I don't eat your brand.

I don't, I don't really like your product. She's account manager on my, on my team. And I, I remind people all 

Daniel: the time, they're allowed to lie. 

Angela: Just I know. Exactly. Just lie, just lie to me. Um, that's where, that's where I don't like lying, but, you know, and that, that might be an opportunity there for that. But no, so I went back and I, I spoke to the president of the agency and I said, look, you know, I don't, I don't need everybody to like be as passionate about my brand or even be truly a hundred percent a consumer, but there has to be something about the brand that they love.

I'll give you an example. Using [00:24:00] myself, crystal. I'm not probably a, you know, a slider in fries. I'm a fairly healthy eater. But there's so many things I loved about the brand, right? I love the customers, I love the legacy piece of the brand. I love the Southernness. And so there's a lot of things that I could bring personal passion to, and I didn't have to be, you know, late night sliders and fries, girl, you know?

And, and so I, I want people on my team from an agency perspective who have passion for that brand. And you need to know who those people are on your team. And just don't give me the girl who, you know, if she's the vegetarian and I'm the burgers and fries account. 

Daniel: It's fair. I posted the other day on LinkedIn a couple weeks ago and got some shit from agencies of course, where I literally, the opening line was nobody gives a shit about your agency awards.

Uh, and to your point, when I'm leading the process, which blows some people's minds as well, I tell agencies, I'm like, your figurehead should speak for three minutes. Yeah. If the CEO is coming, like brands are not [00:25:00] stupid. They know the CEO is not. Hands-on keys, and I think gone are the days of the Don Draper emboldens, you know, vision painting.

I, I don't think it's a bad thing because truthfully, at a certain level, the CEO should care enough to come to the pitch and say hello, which I don't think that part is bad. But if they're giving a 15 minute diatribe about the awards they've won, brands don't, or agencies don't believe me often when I tell them.

Agencies or brands just don't care anymore? No, because there's so many awards. Every agency gets to say we're an award-winning agency these days. That's not for all the agencies listening, I promise. Awards still matter. You should still submit for them and still try to win them. But, um, no, I, uh, I totally agree.

Angela: I think for, I think it's a more of an internal culture building tool. Than a tool to gain clients. 

Daniel: Yeah. But tell, so the only I'll, I'll disagree. You said you don't want a Yes agency, you won't get a yes podcast host. You know, I think if they can tie the award to why it should matter to you. 

Angela: Okay. 

Daniel: Fair. Hey, we're pitching you for social.

We won this [00:26:00] social award for X, Y, and Z client. And based on the ask, we think these things are really relevant and we work so closely together that we want to. Work together. I'm not saying you're gonna go, oh my God, you take all my money. But I think that's compelling versus saying, we won this award.

Look at this trophy. No, no, I think that's 

Angela: a great comment. Yeah, no, I, I definitely can, um, appreciate that for, and it also 

Daniel: makes you, again, I'd be lying if I said it doesn't eventually, if you win an award, make you look good. But again, I think just saying awards for the sake of it, I think making it relevant to the client then is not a bad thing.

Angela: Yeah. 

Daniel: What are you most excited about in the marketing space? I'll, I've started saying outside of AI because, uh, 

Angela: I know it's the buzzword right now. I mean, but it has a place though. I mean, like, I, I, I will say I'm energized about ai, but in combination with human creativity and connectivity. I think that's the one thing that as a marketer, and again, as I, I said [00:27:00] when we started this podcast, brands still matters and, and I think.

You have to connect with the customer more than ever. Right? And I think that's where AI lacks. So you've gotta, you have to have both that balance of how do you have digital and kind of the human connectivity and make it seamless. I think those are the brands, honestly, that are gonna win. Um, but I think, you know, I, I wanna be in person and I wanna, you know, we're looking at doing popups and.

Just creating that energy again, around brands. I, I think that's lacking today because of the fast paced and again, how connected everybody is with technology. Um, let's take a second. Let's pause. Let's like have fun. Let's smile, let's have energy in our brand. 

Daniel: That's what I was gonna say. Like I answer that question as in person experiences.

I'm curious with the brick and mortar location, like how do you think of, I don't know. Weighing technology and AI versus good old fashioned, like grassroots, getting people in person. 

Angela: Again, I think it's a [00:28:00] balance. I think you have to do both. I mean, you have to do both these days. It's just part of, it's part of the overall strategy.

Um, but I think it's different for each brand. I mean, for Edible, for instance, um, you know, we're high seasonal brand, right? With Valentine's Day and Mother's Day. Um, so we're already getting the revenue on those days. Days, right? So I'm gonna choose to do my popups and my connections and my off times, right?

And in order to do that, I've gotta come up with kind of a hook for what's unique. Um, something outside of what we're known for, of that, you know, Valentine's Day or Mother's Day. Um, so that's, so, so those are the types of things we're kind of looking at for edible. Um, but I think it's a balance. I think you have to have both.

Technology is critical. I mean, from an operations perspective, point of sale perspective. Um, product quality as I used the example before, and having consistent, consistent quality, especially when you're in a gifting company. Um, I, I [00:29:00] think you just have to be strategic for the brand and how you kind of weave them into your, your plan.

Daniel: It's a good thing they've got somebody so smart at the helm of, uh, the strategy arm. You know. Uh, my final question and then we'll go, we'll finish with some fun ones. What's something that keeps you up or, or at night or stresses you out from a marketing or business standpoint? 

Angela: Keeping great talent, honestly, how, I mean, I have a phenomenal team.

I'm super grateful for my team, but it's keeping them engaged, keeping them energized, especially in an industry that never stops, like franchising, food, e-commerce, like it just never stops. And, and the burnout, it's there. So it's, it's, how do I keep. He's great people and it's very competitive out there. So that's what keeps me up at night is, you know, how do I keep my team engaged?

How do I keep them excited about working for Edible Brands? 

Daniel: Can you use the edibles for that too? If you need help sleep. 

Angela: That's, that's true. That's a park. 

Daniel: What was your [00:30:00] very first job? 

Angela: I was, I worked for a cookie company and I baked cookies and I decorated cookie cakes. So it's kind of funny that I now, you know, work in a what aran what a transition.

Um, but yeah, I love that job. Gosh, it was so fun. Um, I, I come home smelling like chocolate. 

Daniel: I was gonna say, that's dangerous. What would your, uh, what would your final meal be? 

Angela: My final meal. So I love pasta. Like I, gosh, give me, give me a po like a rigatoni with like a, I'm gonna be very specific as you should.

Like a cream, like a cream white sauce or Mars marsala sauce. Um, with either it's gonna be a tossup, either a glass of wine and a dirty martini. That, that's gonna be my last meal. 

Daniel: I love it. Finish with a chocolate chip cookie. 

Angela: Yes. And maybe, yes, you gotta have ch something, chocolate or dessert, for sure.

Yeah. Yeah, yeah. 

Daniel: Um, my final question, who's somebody who inspires you personally, professionally, or both? 

Angela: Um, you know, somebody, I, I would [00:31:00] say mostly professionally. Um, and somebody who I've followed for a while is Indra noi. She was the former, uh, PepsiCo, CEO. Um, she's just one of those leaders that, you know, I think she's had some bold risks in business, but she also, what I would call her is a people centered leader, meaning she cares about our people.

She has empathy, she brings authenticity to the table. And, you know, that's kind of how I, I hope that I'm perceived and I kind of lead with my team. And so she's somebody that, you know, I continue to follow. And, um, she's got an incredible masterclass out there for anybody if you wanna check it out. Um, but.

She, she definitely inspires me. 

Daniel: Awesome. Before we wrap up, give a plug for, uh, anything new exciting. Uh, you want people to check out from edible, any new products or just go buy everything from, uh, both edibles and edible arrangement and go have lunch at Roti? 

Angela: Yeah, exactly. I mean, all of the above. I mean, for, um, for edible arrangements.

Yeah. Go to edible.com. Check us out. We have so many [00:32:00] products outside of what people just know us for, which is arrangements and dip fruit, right? We've got incredible cookies. We've got cheesecakes, we've got brownies, we've got flowers. And we can get it there within an hour on the same day, and nobody else can do that.

So if you have procrastinated, we love you. Come see us and we will give you, we will make sure that you, your person has the best experience and really there's a product and a price point for everything. And then roadie, if you haven't checked us out, I think it's, I think we have an opportunity to be the number one Mediterranean fast casual brand out there.

We are franchising right now. Um, we just announced that and so I think watch out for that brand because we're gonna be coming in hot. And then I think edibles.com. Um, yeah, check out edibles.com. Um, and again, health and wellness, a lot of great, um, brands that we're partnering with there. Um, so excited things happening over here.

I love 

Daniel: it. Uh, I'll suck up to you for a second. My parents' anniversary is next Wednesday, so I'll. [00:33:00] Head to, uh, one of, oh, not roti, but I'll head to the other two, uh, today. Yes. Since they, they, since they like edible arrangements and edibles, so yeah. Uh, I'll pick out something for them, uh, shortly after this, but, uh, no.

Thank you very much for joining and uh, yeah, hope to chat with you more soon. 

Angela: Yeah, thanks for having me.