AGILE@SCALE: Kraft Heinz's Transformation to a Digitally-Powered Enterprise

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In this episode we are joined by Tope Sadiku, Head of Strategic Planning - Strategy, Transformation, Agile and Digital Revolution at The Kraft Heinz to discuss How AGILE@SCALE: Kraft Heinz's Transformation to a Digitally-Powered Enterprise.

Episode Highlights:
- How Kraft Heinz are using AGILE@SCALE to Transform to a Digitally-Powered Enterprise

- How to Use Human-Centered Design to Uncover the Root Cause of Your Problem"

- Mastering the subtle difference between "no" and "not now" in decision-making

- How subtraction can revolutionize your employee experience

Recommended Resources

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Chris Rainey 0:00
Hi everyone. Welcome back to the HR leaders podcast and today's episode I'm joined by toppie Sadiq who's a head of strategic planning, strategy transformation, agile and digital revolution at the Kraft Heinz Company. During episode top, he shares how Kraft Heinz are using Agile at scale to transform to a digitally powered enterprise. She also talks about how to master the subtle differences between no and not now in decision making, as well as how subtraction can revolutionise your employee experience. As always, before we jump into the video, make sure you hit the subscribe button, turn on notification bell and follow us on your favourite podcast platform. With that being said, let's jump in. Tommy, welcome to the show. How are you? I am very well thank you. Thank you for having me. It's like a rainy day in Chicago, but it's sunny in my life. So life is good. But you're speaking to Chris Rainey as well. So exactly some synergy. Everything is conspiring for the city and awesome conversation that is
Tope Sadiku 0:57
just new. She says raining, right? You said that how I hope you will umbrella because I know you've got to keep looking good. Just get on with it. Put my head up and just go I went to Pilates this morning. And it took me maybe like 12 minutes into the walk to realise that it was raining. I would just when I'm in that mood. I will just go I don't see like my wife and I even leave the house.
Funny. My dog does not give me the luxury of waiting when he wants to go out. It is time to go nice. Well, firstly, congratulations. On the new role. I think last time we spoke last time we spoke you what's your previous role now? If previous role was global head of employee digital experience? Yeah, sorry, I forgot that. It's a lot to get out. So. So what's your new role? Explain to everyone the new role? Yeah, sure. Sure. Sure. So now I sit within our strategy transformation, agile and revolution group. And they lead strategic planning, which is fun. So really looking at like, how do we communicate? We've got like, top 10 strategic priorities. We're looking to be an agile organisation stay on agile within Kraft, Heinz. And really, what does that mean from like, a communications perspective? How do we brand and position ourselves within the market? And how do we make sure we bring all of our employees on that journey? And really shout about all the great things we're doing externally as well? Wow, I can see your smile when just just you can't even say about smiling. I know it's pretty cool. is actually really, really cool.
you exactly, I have been fortunate enough to create opportunities where I've really been able to take a more active position and a role in leading organisations through that. Amazing. So this is a brand new role. Trade. Right? Well, why why is qualifying decided to go on this journey? What's the why behind this? So Kraft Heinz is like, we are one of the biggest food manufacturing companies in the entire world, actually, we want to be able to like revolutionise and transform the future of food and to be able to do that we recognise that there's like development we need to do in tech developments we need to do with people and actually just like rethink the way we organise the company in general. So the strategy transformation, agile and revolution group, we call it like, start internally. You got an acronym
SOS all stars. Yeah. And it's great. It was like a group of people originally from the business to kind of taken from business. I'd say just traditional business rolls and plays into this group to look at what does it mean to transform Kraft Heinz. And over the last two years that role has? Well, that team has grown and really developed. I think we're about 300. Now ambition to even be even bigger and greater. So this was just
Chris Rainey 4:09
300. That's a lot. Yeah, yeah. Wow.
Tope Sadiku 4:12
Yeah, yeah, it's fine. It's fine.
Chris Rainey 4:15
So what is your what's your what's your day to day? work consists of Now what does that look like?
Tope Sadiku 4:21
I think it's quite, it's still quite project based. And I probably operate well, in that I'm like, structured discipline and routine. So I have things that I do in my life, at the same time, every single day, whether it's Monday, Tuesday, Sunday, no surprise, just like that. And then within that I have like space to be creative and like, freedom to focus on different projects. So right now I'm really looking at what is what is agile at scale? When is our branding? What is our communication strategy around that and really making sure that I have a solid framework, and then build the story. It's, it's fun. It's exactly what we did when it came to like the rollout of like Microsoft Teams about two or three years ago. So it It's in my wheelhouse. But I think my role is quite project focused right now and really building a foundation and a framework. So the meat on the bones
Chris Rainey 5:09
and the meat and the bones. Why no last spoke, obviously, you're really passionate about human centred design, and understand the root cause root cause of problems. Could you share a bit more about that? Because it's something that's been a theme throughout your career, and what have you done?
Tope Sadiku 5:21
Yeah, so I use and I probably will still say this, I used to always say that I'm like a corporate doctor, patient comes into my office patient says, Look, Doctor, my knee hurts, you need to operate on my knee. And you need to, like operate today. And like a good doctor should you know rather than say, Okay, let me just do that. Maybe I'll have a conversation with the patient, I'll watch them walk, I'll listen to what they say even what they don't say, I'll listen to that word, like they told me that pain is coming from and probably through that assessment, I might even recognise that, look, you think it's your knee, it's actually the placement of your foot. And if we kind of like through physio help with the placement of your foot, actually, we don't need to operate. And you know, Visio is so much less invasive, so much less costly, and actually just better for your future life. And then, like an operation. And if I was to extrapolate that into a business, maybe like, rather than ripping something out, and putting in a new solution, actually, there's probably like an opportunity to tweak and rethink and redesign maybe what you have today and create things that are in harmony with your existing environment. But at the core of it is like the patient and knowing where they are today, and where their lifecycle is. And you know, technology is like a medical toolkit. And even today, I kind of think in my toolkit, I've got like technology, I've got like, my background in finance, I've got the work they've done around like, behavioural science and human centred design and organisational design. And with any kind of problem, I'm trying to solve a kind of watch, listen, and spend a lot of time listening, and then rumble through my medical toolkit, oh, my toolkit and say, Hey, what might work here? Can we test this? Can we proof of concept a Low risk, low scale, and if it works at scale it out?
Chris Rainey 6:57
Yeah. I love that analogy, by the way. And it's something that I relate to or relate to personally, because you mentioned like, the first thing companies want to go to is this go straight into surgery. Right. And I had the perfect example where I hurt my back really badly my spine, because I grew up playing ice hockey, and breakdancing and all the things that you shouldn't do for your body to be to be healthy. And every single doctor I saw was like surgery, surgery, surgery surgery, then I saw a specialist and they said, Hey, we can actually do some stem cells injections, into your back sort of tissue to grow back and etc. And I went that route. And within a couple of months, my back was perfect. Right. But if I would have just went straight into surgery, I would have spared me. So he's doing it now. Yeah. And by the way, that's a good point. Right? To your analogy. Normally, when a company's go into surgery, they spend the next few years implementing that surgery, I never actually get a solution
Tope Sadiku 7:53
that heals. No, never. I mean, sometimes you need to be quiet. Don't get me wrong, but there should be like the last resort in my opinion. It's not like the past thing you go to I'm a big believer, like trying to explore non invasive in just general and in any way, like not I think prevention is better than cure, but also like exploring non invasive tactics and mechanisms. But don't get me wrong. Sometimes you need to take that route. That is my
Chris Rainey 8:19
course. Yeah, yeah. So so random, again, Danny's analogies? Yeah. What do you think? You know, you, as you may also as big a big part of the company's strategy was during the pandemic, right? What were some of the key learnings that you took away from some of those projects, whether it's hybrid? Or well being, you know, what were the some of the key takeaways that you took? From this? Yeah.
Tope Sadiku 8:44
So in those days, actually, I lead are returned to office from the tech side. So really looking at, okay, what is the future of work, let's say and pausing because I'm like, the future is just a good today and tomorrow, but really, like, what does this next evolution of the workplace look like? And then what is the technology that we need to bring into that environment, and you can come up with any idea that could be a range of different things, but actually, my biggest learning was the power of a proof of concept. And power testing on a small scale, seeing if it works, really being very scientific, coming up with a hypothesis and then coming up with a methodology to actually almost disprove your hypothesis. And if it works, it's great, but not being so attached to this is the outcome and this is the way that we'll deliver it. I would say that's like takeaway. One. Takeaway, too. And by the way, I use a lot of analogies by logging on. I was like, imagine if I was like making an Italian cookbook, and I said, okay, in my Italian cookbook, there's going to be a lasagna. I don't like in traditional lasagna. Maybe there's like tomatoes and onions. Maybe there's like meat. But what if your family like lactose intolerance, so you can't eat cheese? Or what if you are like vegetarian or vegan so you don't eat meat? Well, how do you like create something where there's like a cookbook or a playbook, but it allows for that local isolation and that nuance that tailors to the family. And I think really understanding like, the dynamics of your family is so important. And even when you think of like a family, you may have your family but like your side of the family may be different to like, your partner's side of the family may be different to your brothers or your sisters, but you are all still one family. So how do you like, have this Italian cookbook that everybody can flex to, and feel like they are contributing towards a meal, and we're all kind of having a shared meal, but it's allows for that local nuance or that like family dynamic. So if you meet the power of the proof of concept, big one, I will take that into like the rest of my life, even in my personal life. And then second of all, the understanding of like the local nuances, and specialisation or localization.
Chris Rainey 10:45
I love your analogies. They're so cool. Like, let's start with the first one, the proof of concept, right? Like I think companies, especially large companies are quite guilty of doing these huge two, three year plans, right. And then they figure out right at the end that this isn't the right one. As opposed to testing it immediately. Like you're saying, like we do with innovation, right with product, we test it, we put out a minimum viable product, we get feedback on it. Exactly. About the hate in HR or in business. You know, we we've been petrified of making it an example, like there was a setter I was speaking to just before the pandemic, on the podcast. And on the podcast, she spoke about a two year plan to move a couple of a couple of 1000 employees remote. When the pandemic happened, she did that in one day. Yeah, and we both had a laugh about it on a call a few weeks later, we're like, remember, when you had this phone? She was like, Chris is just ridiculous, right? Because all of that red tape was removed. All of those fit all of those reasons why we couldn't do it went out the window. And we did it overnight. You know, and, you know,
Tope Sadiku 11:56
I actually love that because that's like agile for me, you know, content and of Agile is this idea of like ideating and iterating. As you are moving forward, they sometimes I hear you described as build a plane while you're trying to fly now on 2%. If I would actually go on a plane that someone's trying to build
Chris Rainey 12:11
out the aeroplane and build your parachute on the way down? Exactly.
Tope Sadiku 12:15
I mean, in real life, I probably wouldn't do that. But I get what you're trying to get to. Because sometimes you think it's got to be perfectly formed before it can go public. And you know, Seth Godin talks all about shipping, I did this old MBA with Seth Godin, it was in 2020, up back in 2020, when everything was remote, and it was awesome. Like, I'm a huge advocate of Seth Godin. Sure he's great. I'm just gonna say he's awesome. When he talks about ship it, ship it, ship it, ship it. And really what he's trying to say is just get out, you will write a book, you just have to adapt the discipline of writing every day, and just ship it and like, give yourself like, extend grace yourself, that might not be perfect. You need to feel confident in like, not like someone else told me Don't let perfection be the Perfection is the enemy of good enough, or don't let perfection be the enemy. of good or great enough. And I thought that's kind of true. Sometimes you can hold it back, because you're trying to get an extra 5%. And actually, you don't even know if that 95% is even where it needs to be.
Chris Rainey 13:16
Yeah. 100%. And, like, that's also something I I've developed and kind of been very, I don't know the word is, but I do that personally. So like, a lot of my friends say to Shane, and I like one year not and this is also America. But this is a true story. One of my team members bought me a book, and it was called how to be good at everything. And it was it was like sarcastic because they're like, always say, Chris, you're good at everything. But you could be all these different sports you do. Like, but what you don't see is there's no difference between me and you. It's just I am willing to fail and willing to look stupid and willing to fall over and willing to fall on my face. So, you know, when people say to me, I'm like, No, I'm not good at this. And I say Have you tried it? No. Tattoo, you know, you're not good at it. You know? Try it twice. They go, Oh, I've tried playing golf right once and I wasn't good at it will cost you wasn't good here. I wasn't good at podcasting. When I first started this this is episode one, actually does smokehouse, right. I wasn't good at editing or any of the things that we do day to day, right. So it's that mind shift that once you realise that it's just a process a journey. You can be good at anything. That's why I'm excited. Yeah, and
Tope Sadiku 14:29
there's someone that I really think he would love to meet. I think she's awesome. Her name is Whitney Johnson. I don't know if
Chris Rainey 14:37
she's a friend of mine. Yeah. I love
Tope Sadiku 14:40
all connect together. And Whitney talks about the S curve, right? Yes. Yeah. Is that it's like you have to I mean, when I how I apply that in my own life is need to be comfortable being uncomfortable in the small thing so you can be comfortable being uncomfortable in the big thing. Yeah, actually, there's only in life. I don't think it would be Like if you were learning something new in every area of your life and you just thought you were failing, babies can like live like that because they're probably just not as conscious because like, let's say that they have a way to go into feeling like embarrassment, shame, all these things that we learn as we get older. But the reality is, if you are if you have that like learner's mindset, and you are learning something new, fresh, but you're an expert somewhere else, and you kind of like feeling. And let's say in the middle, you're probably like also feeling like the reward of learning something and seriously succeeding in it. Like, for example, in my yoga, I love yoga right now. There's some moves. I'm like, absolutely awesome. And there are some moves where I'm like, Oh, I didn't know I could do that. One is like this handless pose. There's some handstand. I'm like, in the very beginning, it just throws me off all
Chris Rainey 15:46
about the handstand. Teach me because like, he can do it on like a lot of the finger handstands to do with your wrists, your muscles, your stroking your wrist. Because when you're doing a handstand, you're using your so like I was doing. I was doing it yesterday because my daughter's doing jujitsu and I was like, Can I still do a handstand, I can still walk around the house on my hands because I used to do gymnastics growing up. And my goal as part of breakdancing, you kind of have to learn how to walk pants down. Yeah, but you're not using your legs, it's just your, your heart, you're so fearful, like I'm gonna fall that way, I just pushed down my hand to go back
Tope Sadiku 16:17
to my thing. I don't know, like when I say down, I don't know what way I'm facing like it just
Chris Rainey 16:22
go right. But
Tope Sadiku 16:25
you need to teach me but it's, let's say in a 60 minute yoga practice, I go through each mode, where it's like, there's something that I'm not good at. And like I but I have the competence and I could be good at it. Because there's something I'm excelling at. And also, there's other things I'm working on that I just am doing well that I never thought I could do. And I think you can apply that to life as well. Right? That you got to have this mixture of like being an expert, being like somebody who's developing but in a very strong way and and being a total novice, gives you confidence to like, be good, and be comfortable feeling uncomfortable in the small thing so you can be comfortable feeling uncomfortable in the big thing.
Chris Rainey 17:00
Yeah, no, I completely agree with you. I I always say that. i One of the things that me and Shane, my business partner talked about in one of our sayings is seek discomfort at once when we're not uncomfortable. That's when, you know, we have a lack of innovation. You know, we like like, we're always there's a balance right between too much discomfort and then that turns into anxiety and you know, mental health and stuff like that. So I have gone too far the direction before where it's impacted my mental health, physical and mental health. But there's somewhere in the middle, where's the magic?
Tope Sadiku 17:34
You're at right now called the comfort crisis. Actually, my mentor, his name is Pete Keaton's. If you want to get him on the pockets, he's like, serial entrepreneur in Chicago. And he's, like, just such an awesome person. And he even said to me, you aren't uncomfortable enough? And I'm like, Well, I do this. I don't know. You're not uncomfortable enough? Like, what's the most uncomfortable thing that happens in your life? And I'm like, Well, let me be in yoga. And he's like
that's not what I mean. So anyway, there's a book in Reno called the comfort crisis, which is like really challenging me to, like find big things I didn't think I could achieve Me, I don't need to climb Everest, maybe I don't need to like sleep on the streets. But really one of the things that I say I don't like I tell people, I don't dance, I don't like to dance. That's like my default. But actually, that could be an area for me to be uncomfortable in a public way to give me comfort and confidence, being uncomfortable in a public way in even bigger things.
Chris Rainey 18:30
Ya know, like, what I can tell you right now, after doing this for so long, and speaking to so many amazing leaders, that's one thing they have in common, they have that growth mindset, where they're constantly disrupting their own thoughts as well, right and themselves, and always trying new things. And that's what keeps them relevant, keeps them sharp, and that and also to be in this profession, you kind of have to be like, you know, the world of work and the roles that we're in, they're constantly evolving, that you got to you've got, you've got to keep up. It's also right now, but every day, there needs to be a purpose, right? If something you're learning something new if you if you get to the point where you're just doing the same thing over and over again, and it's easy, it doesn't feel rewarding. It's like saying, you kind of become disengaged. I do personally
Tope Sadiku 19:16
naughty. Here you go. So nice, isn't that? Yeah. For me, I like at least constantly try and seek out opportunities to learn, and I recognise it myself. But once I've like cracked something, I think it's a blessing and a curse. But once it cracks, something, I kind of want to move on. I want
Chris Rainey 19:32
to relate to you so much. My mom and my friends would always say to me growing up, why don't you ever stick to anything? Because you get really good at isolating yourself really good at breakdancing skateboarding business. And I was like, because it's the journey, which is exciting. I've seen the growth. When you finally get to when you get to a level of mastery, I'd say it's just boring. Not boring. I mean, you're like what's next, like?
Tope Sadiku 19:56
Things just be challenged? Exactly. I hope it's not everybody is designed for And I know, everybody looks different. Like, I know my mother, when I tell him oh, I want to like, do this new job or I want to take this new opportunity. She's always like, no, no, no, no, no, no, just enjoy where you are. And I'm like, that's where we are so different, where I'm just like, hungry for the next thing. I'm hungry for the challenge. And the next thing,
Chris Rainey 20:18
that's the same with me and Shane, when we went to start a company, everyone around us don't do it. You know, my mom, our parents, our friends, our family, everyone was like, You have good jobs, you know, good careers, you make good money. Like, why? Why would you do that? I like to think we're crazy right? Now. I'm like, No, that's exactly everything you just said, is why I should do it. Yeah, that what do you mean, I'm like, everything you said that you've read the reasons that you think you should stay? It's exactly why we're like, No, we need to we need to go right, as well. And that's in your role. And what you're doing now that all everything we just said is transferable, as organisations, there's things that we're really good at, it's good to identify what were the areas where we are excelling, but also have to humility to look back and say, here are the areas that we need to make improvement.
Tope Sadiku 21:06
Like, where's the white space? Like, where is the space that we can really transform, you can be fit, you can be like, in shape and fit, but you there's still like an effort to go, there's still like, I don't everything, you know, I pray that I die on this road of like evolution, I want to die on the I don't want to like be living at the end of my life on the decline and just kind of like waiting. For the time that I take my last breath. I want to, in old age be like on that incline. And I think that's like the way you can remain relevant. Even when you look at a company, you have to kind of constantly redefine and reevaluate and reassess who you are.
Chris Rainey 21:44
Yeah. Something you said to me last time, and I wrote down is understanding when it's time when time is not right. And I think you said basically not no, but not now. Now,
Tope Sadiku 21:55
I say that a lot
Chris Rainey 21:57
to explain that. Well.
Tope Sadiku 22:00
Of course, of course, we just you know, let's say four years ago, if anybody was going to accompany and saying, Hey, I think we should allow all of our workers, all of our office knowledge workers to be able to work anywhere, they can work at home, they can work in an alternative location. And actually, maybe let's rethink about that. Let's rethink the purpose of the office. Maybe we make it more of a space for collaboration, people would be like, Wow, absolutely not like, why there is no urgency, there's no need. There's no desire, I actually can't even see that future. But sometimes the reality is, is it's not no as in like a hard No, never. Sometimes it is like a knot now, which is like the timing isn't right. And that can just be in so many areas of your life, like going back to the headstand, maybe it's not a no, it is just not now because my wrists aren't strong enough. Yeah. Or even when you look at like an organisation, and you may say, let's, I don't know, let's rethink what it means to achieve this objective. And actually, maybe the reality is that you're just not ready that it's not no, it is just not now, you know, if you want to look at bringing in like data and analytics, and you're like, really leaning into all that maybe it's not a no, it's just not now. And sometimes it can be like, demoralise when we get to know right, not recognising that it's just not an it's not now. And I had this conversation with my CIO about an alleged I was trying to work on. And he was really trying to be like, don't get discouraged, don't. And I said, You know what, all I'm doing is I'm dehydrating this, and I'm putting it on a shelf. But at the moment that the time is right, I'm just going to bring it down and drop some drops of water on it, and it's ready to flourish and go I love it. So it's not a no, it is just a not now. Again, also, sometimes you have to give people time to like move with that vision as well. If you think of like, even like the internet, in the beginning, no one knew it was going to be what it is today. And probably the people who were coming up with what the internet would be like the ideation people like you are absolutely bonkers. That's not going to act. But the reality is, you know, sometimes you need to give people the chance to come on that journey with you. And it might just be a lot now rather than No.
Chris Rainey 24:04
Yes, important, right? We expect everyone just to jump and jump on the bandwagon. You know, even now, we're still seeing companies struggle to get to grips with remote work. Like, they were forced to do it, but they're still having, they still haven't actually, you know, created the systems and processes and the culture that support that as well. So it's gonna take some time and like I said, it's going to take some times to for HR leaders and companies in general to try different things and everything is going to work and that's okay. Yeah, but don't be afraid to try and experiment you know, concept
Tope Sadiku 24:38
Exactly. as well. There's nothing that can go wrong with that. I mean, low cost, low risk proof of concept. You learn something and most of the time you learn something that you didn't even tend you didn't actually go in, intending to kind of glean so there's nothing wrong with that. I'm I'm a huge advocate for testing and experimenting in like seek ways to try and figure it out. And you know, there's like so many models As unchanged change takes time. actually creating an idea is like the quickest thing, the chain or house is the bit that takes the most time and you need like, a certain type of resilience. And actually like a good, we have achieved learning and Diversity Officer lady called me bossy. And you really reinforced me, this idea of like your board of directors, you need, like a team to support you in the world maybe feels like it's against you. Because typically, it's not what you just need to give people the chance and time to kind of go on that journey to but change takes time and is particularly not like easy. Yeah, bad habits you're trying to shame
Chris Rainey 25:35
is tough. Right? So back to your point. Before about the lasagna analogy, right? We still need to create day experience for each employee. Those different countries have different cultures, like you mentioned, different tastes, as well, right. So like, before, companies were designed, everything was all everything systems processes are always designed for this one size fits all. So we kind of have to completely rip that out. And you know, and start again, and figure out how do we, you know, how do we create these organisation at scale? Yeah, exactly. personalization at scale? How do we create, you know, 20 different lasagnas? For those different people, right, as well, and, and that requires a different type of leadership types, a different type of technology stack. It's everything, you know,
Tope Sadiku 26:23
measurement management, but it's very possible and actually reduces waste. Imagine if there's one size fits all. It's another
Chris Rainey 26:29
good analogy. Yeah.
Tope Sadiku 26:31
People are hungry, but you've gotten all this food, it actually eliminates waste people and gives them strength to be successful in the future. So
Chris Rainey 26:38
true. I didn't think about that. It's true, you got so much waste you just serving up meals that no one wants to eat exactly,
Tope Sadiku 26:45
then people starving and can't actually do they don't have the energy to do what they need to do.
Chris Rainey 26:49
Yeah, you dealt with people that just they want you to remove, you know, for them, it's actually getting in their way, or you need to remove the waste, the waste that's holding them back, either. This is like a whole podcast of analogies like you need to you need to create like, I don't know, some sort of like your own business. Like when you release a book in the future. It just got to be a book of analogies. I don't know how how things
Tope Sadiku 27:12
stick in my mind. I'm like this, like I'm very story and you learn about
Chris Rainey 27:17
yourself, right? You visually. And you can also I'm sure, I don't know how you are. But personally, I do have something similar because I can visualise it can see, as I said a cookbook, I can bring all those pieces that we just spoke about I can put them it brings it all together exactly as well. Otherwise, it'd be quite hard. I just interviewed the the Global Head of hip Alex for GE, just a second ago before this podcast. And one of the things he was talking about about like, I was asked like, what are the main skills that you need to be to be a successful leader? And none of them were technical? And the number one was storytelling to your point, right? How do you create a story, it's just the people you're going to communicate can visualise what you're what you're saying, right? And you might have different different types in a room, someone might want it. Yeah, and my sound might be more analytical. Some might be more like how we are visual, as well, you got to serve all those different audiences. In that room as well, you can't just put an Excel spreadsheet on the table. Because for someone like me, that'll just go straight over my head of like, Oh, great list of numbers. That makes no sense to me. Just tell me what that means. Yeah, but really, what you're most excited about
Tope Sadiku 28:27
moving forward? In general, yeah.
Chris Rainey 28:30
Apart from your handstand, so we're gonna get the handstands down.
Tope Sadiku 28:33
Okay, I'm getting married. I got married in September, I'm very
Chris Rainey 28:37
happy to see it. Let me see it, I saw it, I see it, whoa, I have like, this, isn't it, that's too heavy, you're gonna break your hand up.
Tope Sadiku 28:44
I have a little cart for my ring. I'm excited. And really what that what that wedding represents to me is that there's just a lot of evolution happening in my life. Right now in my career I see in my like, relationships, romantic and professional and personal relationships, as a lot of evolution in my career, this evolution in my home is evolution. And actually like, it gives me a confidence about this power of like growth. So I'm excited just for all of the new growth that I'm seeing in my life and like in the things that I'm able to be involved in, it kind of inspires so many other areas of my life. But from a kraft heinz perspective, I'm actually really excited to see what agile means and how everybody in the company can feel as though they are contributing to it because everybody does. So I'm excited to kind of be involved in that journey. And creating this shared mission and vision.
Chris Rainey 29:34
Yeah, it's such an exciting space. And I'm seeing more and more companies like I mentioned you before, met creating these roles, dedicated roles. So it's a whole brand new space almost as well. So really excited for you. You know, anyone who's watched watching or listening can see and hear the smile. They can hear the smile on your face, as well. That's great to hear. So enjoy the wedding. calculations again and I look forward to doing this again soon the neck next time. It's your challenge. Next time we speak. I want to I want to see a picture or video of a handstand. That's
Tope Sadiku 30:10
taken, taken, taken taken. I'll do that. I will hold myself for that. I love that
Chris Rainey 30:15
order. So I'll see you again soon.
Tope Sadiku 30:16
Thank you. Take care. Bye now.