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OK, we just had a fabulous
lunch. Thank you both so much

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for joining. I think it was
about 60 people in our cabana.

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So John, CMO is the superhero of
the C-suites. Tell me a bit more

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about that. The superhero—I was
going say the super, a good,

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good way of describing the CMO
role. The important thing for

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the CMO is to represent the
consumer where decisions are

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made in organization. That's
really important, and they play

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that role uniquely. And the
second thing they've got to do

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is look at the long term as well
as the short term. I think it's

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absolutely critical that they
are bringing insights but also

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guiding the organization about
where they're going to go next.

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And I think those

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two roles in particular are
critical for a CMO to be

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successful.

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So being able to see into the
future, but also connect with

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the current. Totally, do both
those things. Balancing the long

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and the short is one of the most
important jobs of every CMO. And

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there's so much pressure to go
short and short term results.

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But the ones that win are the
ones that are able to play the

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long game and bring the
organization with them on that

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journey. And so that's superhero
skill set. That's quite a bag of

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tricks. Sophie, what are the key
skills that you think every CMO

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needs to do to succeed in that
role? Well, CMOs need to be

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change leaders, right? And to do
that, building on what people

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have talked about as

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soft skills but are more power
skills, there's three, I think.

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What we see is the incredible
skill and success of anybody who

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understands how to work on their
listening potential. Yes,

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consumer listening, but also
listening to those inside the

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organization to understand how
to engage and tell stories with

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them. Which leads on to the
second one, which is, of course,

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in the future, the
differentiating point for

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successful leaders in any
business, and particularly CMOs,

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is to be exceptional
storytellers. To connect with

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human, memorable stories, to
bring things to life. It's such

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a skill and such an important
one.

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And then the third one is the
ability to condense and contract

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and collate and curate down to
just three things every time

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someone asks you a question.
There's so much to talk about,

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but if you can choose the three
most important things at any

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time, that's a really good
skill. Amazing. Thank you. And

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John, here in Cannes this last
couple of days, any kind of key

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takeaways, key learnings that
you've had that you think you're

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going to be wanting to kind of
put into your podcast to

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supercharge those superpowers of
our CMOs? Well, look, we're here

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to talk about

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creativity, aren't we? And
creativity is so important, but

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creativity is more than the
creative. Now we're celebrating

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the creative here. But actually
creativity transforms

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businesses. And I think it's the
ability to take an idea and

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execute it that can create so
much value for an organization.

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And as Mark says, we leave that
creative process and we should

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be able to tap into the power of
creativity, but also demonstrate

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the value of creativity. And one
of the things that I really

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admire about Cannes Lions is
that they're leaning on

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effectiveness much more than
they ever have done. In fact, I

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was chatting to the CEO this
morning who is telling me the

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most

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packed out sessions of all of
them are the effectiveness track

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ones. And I think that's really
important because it shows the

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value we create for
organizations and the

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transformation that we deliver.
So more creativity, but more

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evidence of what it can do I
think is the key thing. Amazing.

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CMOs supercharging the C-suite
for growth. Thanks so much.

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Thank you.

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