day one podcast

Our guest on this episode is Vijay Chand, who is Director of Global Reporting on the Global Insights, Analytics and Commercial Excellence Team at AstraZeneca. Vijay joins us on The Day One podcast to share what things in the industry he’d like to see banished to Room 101 forever. The main pet peeves Vijay describes are: the notion of an infinite number of KPIs, short-term working relationships, and the false thinking that AI is not going to disrupt the future. Vijay provides meaningful criticism during our conversation, and we hope you enjoy it.

Key Quotes:

• “In this age, global truly means global. Because you're talking to people across the world. You have to be able to handle different cultures, different work styles, deal with people and communicate things where you're never going to meet in person, or the chance is going to be quite low. So you have to be able to facilitate working together in an online manner, looking at Teams or something like that. So that can have its own challenges, but it also can expose you to things you wouldn't otherwise be exposed to just working in an office environment” (06:01)
• “By having this notion that we have to be able to track everything across every single data type, I think is a false fallacy which just creates more churn than it's worth.” (11:38)
• “So those are your fundamentals that you would want to track, whereas sometimes we seem to get lost in trying to link things and correlate things that may not necessarily have a correlation there, but we have the data, so let's try to engineer something and see if it sticks.” (12:56)
• “What also tends to happen is that you'll have a foundation, and then the person that's built the foundation moves on and you have someone new coming into the role, and they don't look back. They just add on and over time, you'll end up with this case where you've got this behemoth of KPIs that you need to track and then half of them may be redundant and make your strategies change, or that data is no longer available, or you have stopped purchasing it due to budget constraints.” (15:44)
• “This notion of just getting short-term wins or trying to save a little bit of money, or trying to push really hard on some discount or some additional provision within a contract, or having a ridiculous expectation in terms of a project deliverable or reporting deliverable, wherever it may be. It doesn't do much to foster long-term relationships and can be a resentment over time if you're the person that develops their reputation for being like that.” (19:05)
• “So I think that people may think they get more out of people by being, as you said, quite hard on them, but actually I don't think that necessarily is the case. And I think, certainly for us, we're only as good as our team and we're a people industry. In the end, really, we'll buy and sell people. So you have to be good to your people and your talent because they're the ones that are really making your company what it is.” (23:05)
• “And this is probably one of those first times, other than the release of computers, that you're in a situation where if you don't evolve, you may be left behind. So having that false fallacy that “actually it's not going to disrupt things to that degree”, I would really want to banish. So it wakens people up, so that they start leavening up their skills” (24:53)
• “We're in an industry where companies tend to be a little bit more risk-averse and a little bit more conservative about adopting technology on a mass scale. So I think it's going to be quite slow and steady. We're going to be looking at it from an ethical standpoint, from a compliant standpoint, making sure that you're not able to identify patients. So there's a whole privacy aspect as well. So I think it's going to be slow and steady, but I do think it's going to start to disrupt in certain key areas.” (28:50)

Key Topics: 

• Vijay describes how he found his way into this niche sector (1:46)
• Advice for someone coming in to the pharma research sector (03:47)
• The importance of a diverse team in market research (05:16)
• Vijay shares two funny stories from their career (07:10)
• The first nomination for Room 101 is revealed (10:50)
• Is there a right number of KPIs to track? (12:11)
• How do we know what to track? (14:31)
• Vijay shares his second choice for Room 101 (17:20)
• Net worth versus networking in a small, niche industry (17:38)
• Maintaining  working relationships versus pushing hard for results (21:50)
• Vijay’s third topic for Room 101 is shared (23:56)
• How to prepare for AI disruption to your career (26:20)
• The future of AI in pharma research (28:45)
• Day One’s paper comparing real patient responses to ChatGPT (31:10)
• Different ways of adopting AI in the industry (32:40)
• Vijay and Hannah decide what to banish to Room 101 forever (33:23)

About – Vijay Chand:

Vijay Chand is Director of Global Reporting on the Global Insights, Analytics and Commercial Excellence Team at AstraZeneca. Vijay is an ambitious and versatile leader with a proven track record in commercial data strategy, contracting and platform program management. His visionary approach has driven the creation of impactful performance KPIs and the seamless integration of multi-channel reporting across primary market research, secondary data and internal assets. He thrives on turning challenges into opportunities and excels in transforming complex data landscapes into informed decisions.

Relevant Links:

• Vijay Chand – LinkedIn
• Day One - https://www.dayonestrategy.com/
• Hannah Mann - LinkedIn
• Abigail Stuart – LinkedIn

The Day One podcast is published by the Day One Strategy and produced by Zorbiant.

All rights reserved.

Our guest on this episode is Jane Bloomfield, CMO at Landor & Fitch. Jane joins us on the Room 101 podcast to share what things in the industry she’d like to see banished to Room 101 forever. Jane's main pet peeves are: interviewers who ask “What’s it like to be a female board member?” and the like; the race to the bottom in research; and click-bait research and surveys. Jane provides meaningful criticism during our conversation, and we hope you enjoy it. 

Key Quotes:

• “I have no context for what it feels like to not be those things. I can’t say, ‘Oh, compared to being a male CMO or a senior male, it’s like this, right?’ They’re ridiculous questions.” (14:20)
• “It’s partly about calling out and saying, ‘I don’t know any different, so I can’t answer that.’ I think we just have to sort of remind people gently sometimes that’s not the best question to be asking – or what it is they are really trying to understand.“ (17:22)
• “The idea that research should constantly be cheaper, should be faster. Good research should cost money.” (22:00)
• “I don’t think they’re particularly harsh on research. I think it is happening everywhere, and partly, that is driven by undoubtedly what has been one of the biggest trends that we’ve all seen in our lifetime around digital and technology. But those are enablers in and of themselves. They don’t change the fundamentals.” (26:13)
• “It’s not always about being the cheapest. It’s about providing the best value for money. And I think this is why procurement asks you to split out your costs… If you can prove you have saved as much cost as you can in the areas where it’s possible, then you’re in a better position to say, ‘I don’t negotiate on that side of it because that’s the thinking, that’s the people.’” (28:30)
• “I get really furious when stats taken out of context just get chucked out there. You can see the headline ‘50% of People Think This’. Well, then, yes, but that means 50% don’t.”

Key Topics: 

• Jane tells a funny story about her early career and her passport. (9:10)
• Her first pick for Room 101: questions like “What does it feel like to be a female board member?” (14:14)
• She thinks the media asks questions such as these out of laziness. The questions are old-fashioned at this stage. (15:46)
• Jane advises others who are asked the same kind of question to call out the journalist asking. (17:18)
• A brief discussion about “relaxed wear” being here to stay. (20:42)
• The second pick for Room 101 is the race to the bottom for research: the quickest, cheapest route. (21:53)
• Expands on paying researchers for their expertise. (25:53)
• Discusses that this race to the bottom is not unique to research, but research is labour-intensive. (26:13)
• Recognizes that procurement is valuable. (28:06)
• Jane says insights teams tend to talk about technology with clients versus quality (30:40)
• Insights teams need to have better conversations with clients regarding aspects that genuinely matter to them. (32:23)
• Jane’s third pick for Room 101 is click-bait surveys and research. (35:52)
• It’s feasible to stop click-bait with the help of the media. (37:30)
• Jane agrees with Hannah that the race to the bottom should be banished to Room 101. (41:03)

About – Jane Bloomfield:

Jane Bloomfield is the Chief Marketing Officer at Landor & Fitch. Experienced marketing, business development, and insight executive with a proven track record of delivering profitable growth. Jane has experience working across FMCG, Financial Services, Charity, Retail, Travel, Entertainment, Tech and Alcohol sectors and is currently responsible for driving marketing, growth and commercial excellence at Landor & Fitch globally.

Relevant Links:

• Jane’s  LinkedIn.
• Landor & Fitch - Website
• Day One - https://www.dayonestrategy.com/
• Hannah Mann - LinkedIn

The Day One podcast is published by the Day One Strategy and produced by Zorbiant.

All rights reserved.

Our guest on this episode is Jamie Unwin, Commercial Insight Officer at Nanoform. Jamie joins us on the Room 101 podcast to share what things in the industry he’d like to see banished to Room 101 forever. The main pet peeves Jamie describes are: one-way glass in central facilities, insights professionals who push back on assigning an ROI, and “intent to prescribe” as a metric. Jamie provides meaningful criticism during our conversation, and we hope you enjoy it.

Key Quotes:

• “I guess I went from researching at the bench in petri dishes to actually researching by calling people within the industry and people in the environment to understand how they react to the medicine.” (4:30)
• “The entire concept of having a uni-directional piece of glass to separate a sponsoring industry professional from a respondent is bonkers because it’s the ultimate elephant in the room. And I fundamentally think it constrains the quality of the insights we can get from in depths.” (8:16)
• “All of the reasons why we do central facilities is around the destressing and enabling people to focus. I’m a massive fan of observational research because you get that stress, you get the bias, you get the things you’re actually desiring out of the experiment when you bring people into a central facility. And that’s the good stuff.” (11:20)
• “Increasingly, all of us have to assign an ROI; otherwise, I don’t think that we’ll exist in 10 years. We have to show the value that we’re adding in line with the organization’s KPIs. “ (16:15)
• “That’s when you can go in and say, ‘You’ve been at this level for the last five years. You’re not planning any additional investment. We can come in and re-energize this by identifying three or four insight-driven flexion points in the prescriber journey. Let’s share the upside.’” (24:54)
• “That prescription decision is probably the most complex one that he has to make based on environmental considerations within the hospital, affordability, or access considerations, which might even be at the national level, the payer mentality, patient objections, compliance charges that might be perceived, the local constraints, system delivery – the ability to get the medicine to the patient and into the patient.” (25:50)
• “The people who reap the benefits of a system to do so are looking at investing in AI systems and machine-learning based systems internally are really reaping the benefits because they’re spending less money on IDIs. They’re having greater forecasting accuracy, which means they have better inventory management levels. They’re able to serve their market demand more quickly. They’re able to right-size their organizations because their forecast model is more accurate based on the demand that they’re expecting, and the ROI on that thing is an easy one to assign.” (29:25)

Key Topics: 

• Jamie describes what he is most proud of in his career (1:48)
• Jamie remembers how he got involved with market research (3:10)
• Jamie recollects a funny story from his time in the industry (5:33)
• The first item for Room 101 is one-way glass in central facilities (7:60)
• Jamie agrees with me that some forget about the glass after a while, but he says more often than not they actually speak to the glass (10:16)
• Jamie expands on the use of virtual interviews (11:12)
• Thinks virtual type of research is close to dead (12:47)
• Jamie shares another funny story about insights research (13:59)
• The second item for Room 101 is insights professionals who push back on assigning a return on investment (15:22)
• Describes how to measure the ROI (17:47)
• Jamie explains the effect measuring ROI would have on current insights practices (22:20)
• Jamie expands on how many insights organizations offer to do free work in exchange for an agreed-upon price if successful (24:13)
• The third item for Room 101 is ‘intent to prescribe’ as a metric (25:15)
• Jamie thinks the ‘intent to prescribe’ metric is simply habit and easy (27:32)
• Recommender-based systems are finding their way into the field (30:29)
• Jamie describes nano-targeting (31:55)
• Jamie discusses the role of UX along with data security, as well as ethics and compliance (33:33)
• Hannah and Jamie agree to put the ‘intent to prescribe’ metric into Room 101 (35:43)

About – Jamie Unwin:

Dr Jamie Unwin is the Commercial Insight Officer at Nanoform, an innovative nanoparticle medicine-enabling company where he helps clients understand the value that his services and solutions bring to their individual drug candidates, as well as to portfolios as a whole.  When he is not serving as a passionate advocate for patient centricity in new drug development, he is a visiting lecturer at Imperial College Business School in London where he teaches classes on advanced analytics in healthcare.

Relevant Links:

• Jamie’s LinkedIn.
• Nanoform - Website
• Day One - https://www.dayonestrategy.com/
• Hannah Mann - LinkedIn

The Day One podcast is published by the Day One Strategy and produced by Zorbiant.

All rights reserved.

Our guest on this episode is Sarah Jousiffe, head of insights at SKY. Sarah joins us on the Room 101 podcast to share what things in the industry she’d like to see banished to Room 101 forever. Sarah's main pet peeves are: poor research briefs, qualitative discussion guides, and branded research solutions. Sarah provides meaningful criticism for each of the items and solutions during our conversation, and we hope you enjoy it.

Key Quotes: 

• “If you’re considering building an in-house function, have you got the right amount of questions to justify having a team on board. When you’re hiring, you’re hiring researchers that have the experience of running the primary research.” (4:09)
• “Being embedded in a business and having that commercial link and having insight into what the business is doing as a quali that SKY had in a customer business brand. Try to keep your skillset open and be interested in doing a variety of different projects.” (6:13)
• “Find where you can get that confidence and find where the people are who are going to back you. Find a confidence buddy who will give you that boost. You have to put yourself out there.” (7:40)
• “The joy of being client-side is you get to challenge much harder on the briefing than when you’re agency side, and it’s a luxury I never take for granted.” (13:14)
• “It’s a people-based business, and it’s about building relationships. And once you’ve built up that level of trust, then it’s very telling who needs to go through our discussion guides with a fine-tooth comb and who doesn’t.” (25:39)
• “You can see through it when it’s more of a way of owning your own approach and having more of a viewpoint versus just trying to get in the door because you think you look clever.” (32:48)
• “If it’s the first approach that a brand new agency that you’ve never worked with – if they’re really trying to flog a particular branded solution, rather than build a relationship, and you look into it and say, ‘That’s just another telephone interview,’ then that’s what sticks.” (33:15)
• “You can get a great branded solution if the brief is right and if it fits the questions, so yes, if we could all just educate the people and don’t accept poor briefs. Just try to challenge and get a little bit more clarity, then we’ll all be in a better off place.” (39:24)

Key Topics: 

• Sarah describes what she and her team are doing at SKY. Built everything from scratch. Still works with partners. (1:30)
• Describing DIY tools available, Sarah explains that SKY’s model is massive with a custom request at its core (3:17)
• Starting at an agency in the world of PR and marketing, Sarah quickly realized market research piqued her interest (5:10)
• Gives the same advice to females as for anyone starting out in research (7:35)
• Sarah tells a memorable story about winning over a customer (9:37)
• Continues to share the uncomfortable moments while working with clients (12:16)
• Sarah’s first choice for Room 101 is poor research briefs (13:00)
• Instilled in her from the beginning of her agency-side career, have a conversation about on the phone or in-person to understand in a collaborative way what they’re trying to answer (15:40)
• Sarah goes in-depth about problematic briefs (18:46)
• A few pointers on a good brief (20:51)
• Her second choice for Room 101 is qualitative discussion guides (22:36)
• Sarah goes into detail about the process of creating discussion guides and the rhythm of asking questions (25:30)
• Discusses the amount of time it takes to get discussion guides approved (27:40)
• Sarah’s third item to put in Room 101 is branded research solutions (29:56)
• Sarah describes the impact of agencies using branded research solutions (33:15)
• Sarah gives advice to a new agency looking to establish a relationship (34:42)
• Hannah picks poor research briefs for Room 101 (39:00)

About - Sarah Jousiffe:

Head of research at SKY, Sarah Jousiffe is responsible for building a full-service, in-house research capability where the team now manages a wide range of projects that inform key strategic decisions across departments in printing, marketing, sales, and product innovation. 

Relevant Links:

• Sarah’s LinkedIn.
• SKY - Website
• Day One - https://www.dayonestrategy.com/
• Hannah Mann - LinkedIn

The Day One podcast is published by the Day One Strategy and produced by Zorbiant.

All rights reserved.

Our guest on this episode is James Wycherley, an expert on Insight strategy and Insight team transformation and author of the new book, Transforming Insight: the 42 secrets of successful corporate Insight teams. James joins us on the Room 101 podcast to share what things in the industry he’d like to see banished in Room 101 forever. The main pet peeves James describes are: naming conventions for things like “market research teams”; research briefs or data analysis; and thinking of “commerciality” as a dirty word. James provides meaningful criticism during our conversation, and we hope you enjoy it. 

Key Quotes:

• “By accident. I joined Insight by accident, before it was called Insight. I left university. I joined Barclay’s Leadership Program. I found myself working on strategic marketing projects. And I was fortunate, in retrospect, to work on a number of projects that had a great deal of requirements for customized data.”
• “What happened over the 20 years that followed is that organizations that never knew who their end customers were before had started selling things online. Many more have started interacting with people through social media. And the markets have sprung up in third-party data and secondary data that allows organizations of all shapes and sizes to have a more granular understanding of consumers in a marketplace.”
• “If we refer to ourselves as research teams or analysis teams, there’s a danger that we’re going to perpetuate the organizational view that we are all about methodology rather than about outcomes, that we’re all about data or information rather than about insights and intelligence driving decisions.”
• “Too many insight teams, in my view, allow their agendas to be set for them by other departments and indeed set themselves up as order takers for the other departments.”
• “Insight is, or at least it could be, a strategic asset for an organization. I personally believe that insights, done well, have got the potential to transform the performance of an organization. But we tend not to manage it like a strategic asset.”
• “What I’m calling for is a fundamental rethink of insights’ role in the organization. And the whole question of briefs and ways of working and interacting with different departments – that’s just one aspect of that order of the role that insight plays within its company.”
• “My suggestion is that insight teams try to reframe the way in which they think about this concept of commerciality. I believe that sustainable commercial success relies on organizations harnessing and understanding customers, as well as a whole operational data, and an understanding of their role as providers. The value exchange that takes place is between customers and providers.”

Key Topics: 

• James describes writing book during the lockdown in 2020 (2:00)
• He provides advice for those who want to write a book (3:46)
• Describes how he got started in his career (5:24)
• Notes the difference between his time at Barclays in the late 1990s until now (8:20)
• The first pick for room 101 is market research teams or rather the naming conventions (10:57)
• Describes that the best already override the naming conventions, focusing on the insights and intelligence (14:00)
• Expands on teams who do this well (15:30)
• Explains how heritage has led to the current siloed practices (18:39)
• The next pick for room 101 is research briefs or data analysis (21:22)
• Shares how other departments view insights teams (26:29)
• Reflects on the personality type attracted to research and data, perhaps people pleasers – but not meant as a criticism (29:54)
• The third pick for room 101 is the concept of insight teams treating commerciality as a dirty word (31:58)
• Explains how to remove the barrier to help insight teams embrace commerciality (36:52)
• Agrees to place his third pick in room 101 (43:26)

About - James Wycherley:

James joined the IMA as Chief Executive in May 2015 after 10 years as Director of Customer Insight and Analysis at Barclays. He is an expert on Insight strategy and Insight team transformation, knowledge development and communication, and he represented Barclays at the IMA's Insight forums for over a decade before joining the IMA team himself.

James has delivered consultancy and keynote presentations in Europe, North America, Australia, India and the Middle East, and has lectured at the Winchester, Anglia and Ashridge Business Schools.

He is the author of over 30 IMA publications and has just published a new book - Transforming Insight: the 42 secrets of successful corporate Insight teams.

Relevant Links:

https://www.linkedin.com/in/james-wycherley-9193995/

www.dayonestrategy.com 

www.transforming-insight.com

www.insight-management.org. 

The Day One podcast is published by the Day One Strategy and produced by Zorbiant.

All rights reserved.

Our guest on the sixth episode is Anthony Tasgal aka "Tas"- trainer, author, and strategist on all things marketing insights. Tas joins us on the Room 101 podcast to share what things in the industry he’d like to see banished to Room 101 forever. The main pet peeves Tas describes are: “insights” itself as people currently understand them, jargony language, and the concept of “messaging.” Anthony provides meaningful criticism during our conversation, and we hope you enjoy it.

Key Quotes:

• “So I actually thought being able to stand up and try to make people laugh, to keep their attention, get their emotions involved -- is actually what the heart of presentation is. Storytelling is anyway.” (2:40)
• “I think it’s about the fact that it's become bandied about, and it's got so many different meanings, and no one will agree what it is.” (12:30)
• “And that's, for me, the classic definition. I think insight is more about how you feel than a definition of words. So again, behavioral economics -- the big emotional surprise -- for me is the heart of insight. When you go “that's funny,” it sets off a chain, and the chain is: “okay, we can now do things differently, see things differently. So for me, that's at the heart of everything that I feel insights is about.” (14:15)
• “But it's it even if they're not the same words and concepts, the feeling is the same, which is it stands in the way of communication, it's a barrier to storytelling.” (17:00)
• “If you don’t actually know what it means, don’t use it.” (20:00)
• “So and also, when people say dumb things down, again, that's leading, you know, you can simplify things, you can make them easier, you can make them more emotional, we can make them more human, but without making it dumb.” (21:00)
• “And I think for me, again, it's about getting the best for clients. And I think clients would actually really get more understanding and more insights if I can use that word again if they just allow different perspectives.” (34:00)

Key Topics: 

• Anthony describes the proudest moment of his career. (1:49)
• Understanding the “golden thread” that runs through your presentation. (4:00)
• Anthony’s background in the Classics as it connects to insights. (6:30)
• How Anthony leaned into his role as a writer. (8:00)
• A funny story about misunderstanding insights. (10:15)
• Banishing “insights,” controversially. (11:45)
• What insights actually means, according to Anthony. (14:00)
• Banishing jargon. (16:15)
• “Decomplexification” arguing for the simpler. (19:00)
• Can you water down your language too much? (21:00)
• Banishing “messaging” forever. (23:00)
• “Massaging” versus messaging. (26:00)
• Banishing ageism, too. (30:00)
• Promoting intellectual and experiential diversity. (34:30)
• Messaging architectures gets banished into Room 101 (36:30)

About - Anthony "Tas" Tasgal:

Anthony “Tas” Tasgal is the self-described man of many lanyards. Anthony is a marketing trainer, storyteller, ad planning strategist, author, and lecturer. He is passionate about human communication and how to make things more simple. When Anthony is not keynote speaking, he’s probably working on a new book or contributing to talk radio in the UK.

He is the author of The Storytelling Book, the award-winning guide to using storytelling techniques to improve presentations and communication. The book is already on a fifth reprint and has been translated into Mandarin. His second book, “The Inspiratorium”, a compendium of insight and inspiration hit the shelves in 2018. 

His new book “Incitations”, a collection of expressions, phrases, and words designed to incite insight ("wonderful, wise, insightful and witty")-arrived in April 2020. 

Relevant Links:

• Anthony’s LinkedIn.

The Day One podcast is published by the Day One Strategy and produced by Zorbiant.

All rights reserved.

Our guest on the fifth episode is Shazia Ginai, the CEO at Neuro-Insight. Shazia shares with us her bugbears of the industry in her mind and offers solutions to each annoying trend in insights culture. The main pet peeves Shazia describes are unconscious bias training, inefficiencies around procurement, the long-dead paper survey, and the enormously popular Myers-Briggs test. While it’s true that these problems exist outside market research, Shazia believes they’re particularly loathsome in insights. We had a great time talking, as Shazia shared some wonderful clues to improving insights work.

Key Quotes:

• “Understanding the human beings that line the pockets of our businesses is fundamental to making the businesses work.” (4:25)
• “I believe the problems are deeper and we have to work that much harder [against unconscious bias].” (10:00)
• “People tick the box for the training and forget about the culture.” (12:15)
• “The thing I think I struggle with the most with procurement is that the people who create the systems don’t think of the end user. And as a researcher, our job is to understand the end user.” (17:30)
• “It all goes back to the idea that one size doesn’t fit all.” (20:00)
• “Procurement doesn’t need to be banned; we’re just not thinking about it the right way. Because right now, we’re not thinking about procurement with the audience in mind.” (24:00)
• “Whatever happened to making things easier for people so they don’t have a hard time going through the rubbish?” (25:15)
• “Some businesses still use paper surveys because they see it as the only way they can function, but I just don’t buy it.” (26:30)
• “The only reason I see paper surveys making sense is if you’re in a market where the technology just doesn’t exist.” (28:20)
• “The Myers-Briggs really does my head in.” (30:45)
• “Everyone knows what Myers-Briggs is, so everyone uses it. But the value for me just isn’t there.” (33:30)
• “We can’t go ‘I’m this profile, so I can only work with one person.’” (35:45)
• “It’s great to understand your teams and do that work, I just don’t think Myers-Briggs is the one.” (37:30)

Key Topics: 

• Shazia’s proudest moments from her career. (3:00-4:30)
• Shazia shares a funny story. (5:15)
• Banishing unconscious bias training. (8:00)
• Banishing all things procurement. (16:00)
• Banishing all things paper surveys.  (25:30)
• Embracing tech over tradition. (28:00)
• Banishing the Myers-Briggs Type Indicator. (30:30)
• Why we should want to understand our personalities within different contexts. (34:00)
• Throwing Myers-Briggs into Room 101 forever. (37:15)

About - Shazia Ginai:

Shazia is the CEO at Neuro-Insight, a leading insights firm in the UK. She has more than 15 years of experience in brand strategy and insights research, including eight years as the Brand Franchise Innovation Leader for Hugo BOSS Fragrances and Skincare at Procter & Gamble. She is a creative and curious insight professional with a passion for people and leading insights into action. Shazia has a track record of helping businesses lead with actionable insights.

Relevant Links:

• Shazia’s LinkedIn.
• Neuro-Insight UK - Website

The Day One podcast is published by the Day One Strategy and produced by Zorbiant.

All rights reserved.