Cindi Bigelow

Happy Hot Tea Month!
Cindi Bigelow, President & CEO, is the powerhouse behind Bigelow Tea — listen as we discuss why relentless focus on making everyday moments exceptional, constant vigilance and attention to trends and conversations, and a sincere willingness to listen to the customer have created an amazing brand that customers truly love.  (January 2019)


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KATIE LUKAS 0:00 Hi. I'm Katie Lukas and I am here for the CTX podcast from Cronin. I am sitting here with Cindy Bigelow. Cindy is the President and CEO of Bigelow tea right here in Fairfield, Connecticut. I'm very excited to sit here and talk to Cindy, all about this family company that's been around for a long time. So we're just going to launch right into that if that's okay with you.

CINDI BIGELOW 0:22 That's great, Katie, I'm looking forward to it.

KATIE LUKAS 0:24 All right, terrific. I know you do a lot of this sort of thing. And you've probably told this story a few times. So you'll have to bear with us a little bit on that. But if you could give us some of the background of how you came to lead Bigelow, and how you came to be the president and CEO. I've read some fascinating stories online. So I think it would be great if you could go into just a little bit of that.

CINDI BIGELOW 0:43 Sure. Well, I certainly didn't walk in here in that position. I'd probably say somewhere around high school I knew I wanted to work in the firm, but I didn't know what that looked like, per se. Sure, I aspired to run it, but I wasn't even sure when I was going to come into it. What I would do. CINDI BIGELOW 1:00 But in high school I started really focusing on taking business classes. That continued at Boston College and then after that I ended up getting a job I really wanted that was with Joseph E. Seagrams selling liquor. How fun is that? I did that for a few years and then I really thought it was time to get my masters so I then took classes at night to study for the GMATS, and took the GMATS and end up getting into Kellogg graduate school. I went there for several years and when I came to Bigelow full time in ' 86 really - I started, it was very interesting my father really wanted me to start in the financial department - and I was the first individual to get a PC - yes that's how long ago it was. CINDI BIGELOW 1:44 I had the first PC and I was given a manual that you opened up and it would say "lid two cents; can three cents purchased on whatever" and I had to create bill of materials and understand the cost of goods. And I had to do to time and motion studies and all the different shifts. Very cool! And really uncharted territory. Certainly for me, I had an MBA, but I wasn't really quite versed, well versed in detailing cost of goods like that. So I did that for several years. And then from there, I was given the gift of helping implement a computer program called BPACS, business planning and control systems. And in order to do that, I worked with two other individuals. We divided up all the modules of the company, we had to learn how that department worked, how did BPACS work, we had to implement the software programs inside these departments, which required asking a lot of questions, which is a really good stepping stone for where I am today. So after implementing BPACS, I started to work in the different departments. CINDI BIGELOW 2:48 And I really sort of became the troubleshooter - when there was a department that really was having issues whether it was leadership or processing or people or I would really kind of pitch myself to run the department. It was not an easy thing. I was not given it because I wanted it - I had to sell myself. And I would go in and everyone would be trepidatious - what's she like, what's going to do - and how to forge all my relationships from there, learn the systems, develop relationships, fight my own fights. So eventually I ascended to the sales and marketing where I learned for several years and then about 2005 - and I was formulating strategy at that point, for the organization. Where do I see the future and in 2005 ascended to the President & CEO position, and I had some bumps along the way! Let me tell you something that first getting that title of CEO - eh - takes a little while to figure out how that suit's going to fit. But it's been an amazing run almost 35 years in the business and just couldn't be couldn't be happier.

KATIE LUKAS 3:54 Did you have a favorite department, since you were moving around?

CINDI BIGELOW 3:56 Well, I can't say that! That's sort of like, you know, saying, which was your favorite child. I learned a lot in every department. I'm going to say the one that I really enjoyed and learned a lot about myself and leadership and people and the organization was when I became the director of manufacturing. I had three plant managers reporting to me all 20 years my senior, they'd all run very large plants, and here comes the little blonde, "Hey how ya doin, I'm gonna run the department!" CINDI BIGELOW 4:27 And, you know, I learned very quickly to say, guys, this is about your strengths, me listening to what needs to be done, and maybe helping form strategy, but also removing the roadblocks, so that's my job. You're here to help teach me what your needs are. I'm going to help you understand the organization in greater depth. And I think together it's going to be a great team and they absolutely lined up because they really weren't going to prior to that and it really taught me a lot about really honoring the skill sets of people you're working with. And I call it sort of my Camelot few years here.

KATIE LUKAS 4:57 Yeah, I mean, that speaks to me personally because I'm a secret manufacturing nerd myself, and I love to walk a floor. If I actually get to do that and see what's going on. It's one of my favorite things. Yeah, I love it.

CINDI BIGELOW 5:11 And I love the people at work on the manufacturing floor, they are truly the heroes of the organization. They work with teabags day in, day out - fabulous.

KATIE LUKAS 5:20 And it's easy to think of those jobs as simple or menial and when you actually see what they're doing and you see not just the physical but the emotional and the social...

CINDI BIGELOW 5:31 Let me tell you when the machines decide to not be friendly, it's a very frustrating day, and the tensions go on high alert and it is not easy situation. They do take it very personally. It's really honoring what they do and how hard it is to do it. Many of our employees have been here 20, 30, 40 years. We have employees forty years. So to be you know, really day in and day out all-in on making a tea bag every day. God bless them. I love them.

KATIE LUKAS 6:00 And I mean the loyalty there says volumes. You don't always see that on a manufacturing floor.

CINDI BIGELOW 6:06 Well here they know the family absolutely does love them and appreciates them. And I think I think the feeling's reciprocal, which is really special.

KATIE LUKAS 6:14 I'm going to get to this next question because - I grew up with Bigelow. I grew up with Constant Comment. That's my mother's tea.

CINDI BIGELOW 6:22 That's my grandmother's tea!

KATIE LUKAS 6:23 It is your grandmother's tea! And so I can't think of a experience or a company or a product that is more about the customer experience, that's more about that exact moment...

CINDI BIGELOW 6:36 Those everyday moments

KATIE LUKAS 6:37 Right, you know, when you're experiencing that. So I would love to hear your thoughts about that and how you conceive of that moment and how that affects your strategy and how that affects the company as a whole.

CINDI BIGELOW 6:50 Well, it's so funny that you say that because as a strategy we recognize very clearly that that is our job is those making those everyday moments special. CINDI BIGELOW 7:00 And that is a philosophy that we talk about here. It's funny, we consider our purpose or I consider my purpose for the organizations to create an environment that brings out everybody's ability and and pride to make a difference every day. And from making that difference every day, is to harness that pride in making sure you're making an uncompromising quality cup of tea to ensure that every day moment is spectacular. CINDI BIGELOW 7:28 And so what does that look like? It looks like making sure you never compromise on anything. The tea bag, the foil, the ingredients - every department, how people are treated, how we treat our customers, what we do in the community. And so I work very hard to have a very holistic approach to how we operate and how we think about business, but it - excuse the expression - it boils down to I don't know how to say it any other way, which always makes me laugh when I say that but - CINDI BIGELOW 8:00 It really boils down to that everyday moment. So that consumer can trust that they're going to get the best value. The most amazing cup of tea that is perfect every single time. And let me tell you, there are a lot of teas out there. I always like to say this, not all teas are created equal. They are very thin, they're very watery. They do not have the tea nuances. They don't have the complex formulas. It is not easy to create that perfect, flavorful, non bitter, smooth cup of tea that is just as great hot as it is when it cools down. A lot of teas will get very astringent. So we take what we do very seriously here. And it does make sure that that everyday moment is perfect.

KATIE LUKAS 8:42 That really comes through and the way you said that, I think, is fantastic because you - it's easy to think of that moment as tiny or small or unimportant. And you're talking about building this entire company and this entire ecosystem around - and all of the things that go into that one small moment - it elevates it.

CINDI BIGELOW 9:04 But there's something about tea that is a little different. You have a glass of water front of you. I'm not going to tell you every time you take a sip, it's amazing experience. But with tea, believe it or not, there's a lot of emotional ritual around it. And there's actually something in tea that creates that. It's called theanine. Theanine is highest in tea than it is in any other product. And theanine does two things. It sort of relaxes the body and stimulates the mind. It's almost doing like yoga. So really, it is honoring that cup of tea. Because the molecular makeup of it actually creates this environment where - it's your moment.

KATIE LUKAS 9:43 That's fascinating from a scientific perspective. It also points to why there are so many focal moments around tea - the Japanese tea ceremony, the British and their tea - there are there are plenty of times here in America that we have similar rituals and we go through those mini ceremonies, I think to do that.

CINDI BIGELOW 10:04 And you remember who you're with. There's a lot of letters that we get phone calls, we get emails, however you want to communicate, that shares people's moments around a cup of tea. And there are a lot of very special moments and people - when they have tea, it brings them back to those special moments and they want to recreate them.

KATIE LUKAS 10:22 I just love that whole story.

CINDI BIGELOW 10:25 Yeah, that's really fun. When my grandmother got into tea, I don't know that she realized what she was creating. These little baby rituals.

KATIE LUKAS 10:31 Well, she realized something because she definitely seems to have - from reading, I clearly didn't know your grandmother - but, from reading it seems like she understood that there was something really important and true there. That's at least what what I got.

CINDI BIGELOW 10:47 I mean, she felt that there really wasn't a good tea in the United States at the time. And she liked the idea that it was consumable, but not a perishable. And - they were born late 1800s. CINDI BIGELOW 11:00 They were very distinguished from that perspective, proper and, you know, dress in during that era very properly. And I like a lot of things they did way back then. But I'm in today's world, so I have to be in today's environment, in terms of how whatever people act and what they say. But they really came from a different era, and I think tea really fit into just sort of her lifestyle.

KATIE LUKAS 11:22 Yeah, clearly. Alright, so I'm going to ask now about how you go about introducing new flavors and new products - because you're so focused on the customer, and you're so focused on that experience. I'm very curious to learn more about how you introduce new experiences, how you explore that and how you do the research necessary to sort of figure out where you want to go with that.

CINDI BIGELOW 11:45 Well, the ideas and the inspiration can come from many different ways, but it's about talking to the customer. It's about reading. It's about going to trade shows. It's about seeing what's happening in other categories, whether it's fruits or vegetables or supplements. And so you're sort of really recognizing - me and the team - we're recognizing this is something that is resonating with the consumer or resonating with certain consumers. And so that dialogue will start around this consumer need that we're sort of seeing has significance. And then from there, we will brainstorm how to - what does that mean for the world of tea? And so we just launched what we call Bigelow Benefits. And that's been our most successful launch we've had... I think ever. CINDI BIGELOW 12:34 And how that came about was, we actually - we had a nutritionist here that was just talking about what's happening in America from a health perspective. What are the biggest concerns and so we sort of identified the seven issues that consumers are really talking about- not in tea, just what they're talking about, so after identifying what we call the the seven conversations, how do you build a product to support that conversation and that need. And that's how we built the benefits line - but at the same time, we know that we want to get the tea to the everyday person. CINDI BIGELOW 13:17 That's our whole thing - value for the everyday person. And so that's how we built it for the everyday person, not for the obscure, which is nothing wrong with that consumer. This was more to resonate with, you know, the individual that's going into a store saying I care about those things, I'm gonna go to a regular store and get them I'm not going to go to a niche store - which is nothing wrong with that - and it's really it's, it's been great.

KATIE LUKAS 13:43 Wow. Have you gotten any feedback from customers?

CINDI BIGELOW 13:45 Tremendous feedback about it as well. And, it means a lot to us - one of the things that we do we don't just design it, we design it to taste fantastic and that's really been the feedback. CINDI BIGELOW 13:56 Whether they're looking for the one that helps them at night to relax in order to get a better night's sleep. So not medicines, okay? They are herbs but herbs are very strong. So we designed this formula for that. But it also tastes absolutely delicious. And that's the feedback that we get.

KATIE LUKAS 14:14 That's fantastic. Do you have any particular programs in place to listen, to solicit feedback to hear what your customers have to say?

CINDI BIGELOW 14:21 I think it's everything is an opportunity, every conversation - I actually was on the phone yesterday with a consumer for particular issue. And I could tell she really wanted to talk about tea and our experiences. So I thought, well, if I'm on with the customer I'm going to actually start to interview them. So I start interviewing them - things that I've even heard out to dinner with friends of mine about tea that threw me because we know so much about tea. And in asking these questions, I found that, gee, there's a lot of things people don't understand about tea and that we need to understand that better so I then immediately meet with a lot of my teammates and go look you know, this is another conversation solidifying what I also found over the last several months. CINDI BIGELOW 15:00 People don't understand this. And they don't understand that. And we need to make that part of our formula when we're laying out packaging and designing new product. So, feedback can come from anyone, anywhere, you're reading, you know a lot about what are the current trends with the consumers now, and we talk a lot about it. So there's a lot of conversation that goes around design. CINDI BIGELOW 15:20 And it's development, like one person will have an idea another person will add to that idea. Another person will detract from that idea, which is also very important. With their concerns, and then eventually, we sort of, I sort of build something that we know is going to be exceptional. I always say to my team, if we're trying to launch something, and we have two particular formulas in front of us that have already had - I can't tell you how many - iterations and one is okay, and one is better than the first one. That doesn't mean that's a good tea. It just means it's better than the first one! CINDI BIGELOW 15:55 So we're not launching it. It has to be exceptional!

KATIE LUKAS 16:00 Also it's not every President/CEO who's going to be on the phone with the customer.

CINDI BIGELOW 16:04 It's important for me. It's important for the customer. But it's also important for me. So my customer service knows when they're talking to somebody that they feel needs a little more attention, they will give my name and ask the customer if they want to talk to me directly, and then I will call the customer few hours later. And by the way, it was a 30 minute conversation with one customer, but it's really how I believe I feel and I shared with that customer. I don't look at one customer different than another. I don't look at one large chain versus another one. Every tea bag counts. It's that everyday moment. Every tea bag counts.

KATIE LUKAS 16:42 That individual perspective is so important.

KATIE LUKAS 16:46 I want to talk a little bit about you guys becoming a benefit corporation. If that's okay. I would love to hear the story of how you decided to do that. To me, it totally factors into this idea of customer experience and of customer service because we all live here on this planet, I'd really like to hear about your thought process. And what went into that?

CINDI BIGELOW 17:07 Well, that's a great question. I have been very into driving sustainability and what I call GWC - greening wellness and community - into the organization. There is no senior leadership member that does not have a goal that doesn't have GWC with the focus on "G" being greening. There's no excuses. I don't want to hear that they've done so much already, there's very little left to do. So I'm a big, big, big proponent of it, and I try to drive it throughout the organization. And so years ago, I was reading about a B Corp and I read about the scorecard that they keep and I thought, oh, wow, whoa, scorecard. This is great. It could be our roadmap. So I asked one of the members of the team to sort of dig into - "What is this roadmap, what is this scorecard, and how are we doing?" CINDI BIGELOW 18:00 No, I wasn't saying we're going to become a benefit or B Corp. I wanted to see what the roadmap was and where are we? And can it aspirationally, give me things to work toward? Because I'm doing the best I can. But I don't have a playbook. So I looked at it as a playbook. So as we started to really dig a little deeper, and then we actually took a very seasoned member of our team and made them the Vice President of corporate responsibility. So in doing that, I now had someone that could be sort of in their DNA. So they sort of really dig deep and they said, you know, Cindy, we can be a benefit corporation, which I think is very much aligned with what you want to do, meaning that we look at a more holistic approach to business. It's not just about shareholder value, it's about employee value, and consumer and community - I go "Oh my god, this is great." CINDI BIGELOW 18:54 So I introduced it to my board of directors, and they're like, what's that? CINDI BIGELOW 19:01 I'm like, "well it's something we want to do." And they're like, "why?" I go, "cuz I think it's the right thing." You know, I understand people are like, Is it going to bring in more money? I'm like, "that's not why I'm doing this!" I don't do everything [for that reason.] Because if I did, I don't even know how I would operate. I understand that's how he had worked at many public companies, only public companies, and I said now has nothing to do with why I'm doing this. It's phenomenal messaging to our employees. It's phenomenal messaging to the community around us, for those who understand it, and we'll do a really good job explaining what it is to people so that people go "Wow, I didn't even know about this." So we embarked on becoming the benefit corporation, the state has to approve it. It's a state by state thing, and we did that and now we are embarking to become a B Corp, which we will be doing, early fiscal year 2019. CINDI BIGELOW 20:00 So in addition to a benefit corporation, we are a B Corp. And now we have our score, which is very good. I'm very proud of that score. And we will continue to strive. One of the things to be a benefit corporation, you have to always improve your score. And we have our roadmap. We know where we are, we are absolutely well in line of becoming - the numbers to be a B Corp, we now know where we can go to grow into the future. So it's been great for me. It sort of gives validity to something that I believed in very strongly for many years.

KATIE LUKAS 20:31 Yeah, absolutely. It's - you're walking the walk and talking the talk. We have children - we have to leave them a planet.

CINDI BIGELOW 20:42 Who shouldn't want to be a benefit corporation or a B Corp. It doesn't even make sense to me.

KATIE LUKAS 20:47 I'm right there with you. I couldn't agree more with that.

KATIE LUKAS 20:50 This is a little bit related to the above, just in terms of the stewardship of our world. The support of the Charleston tea plantation is really fascinating. And I'm sure that there's some kind of story there. I don't want to take too long. But if we could get a little bit of what that's about.

CINDI BIGELOW 21:09 CTG, Charleston Tea Garden was started by Lipton as an experiment. And they quickly realized that it was very expensive, we can't really produce tea in this country. And so it was purchased by two gentlemen that also tried to make a go of it and sell their product to Sams, you know, American made, blah, blah, blah. And they also realized that they couldn't make it work because it's very expensive to produce tea in our country. And so it was on the block. And my parents and my sister were very concerned that really the - it's not the only tea garden but it's certainly the largest by any stretch of the imagination - commercial Tea Garden in the country. And so they literally said we're going to save it, we'll turn it into a tourist place, because our passion is tea and we don't want to see it become condominiums. So they purchased it in 2003. CINDI BIGELOW 22:00 And since then they have really put a lot of money into it. And they have about 70 to 75,000 visitors a year. It doesn't really make money yet. But it's pretty close to break even. And it's just a labor of love that when my parents passed the baton, in '05 to me - that this is where they put their energy. And they're so creative. They're truly entrepreneurs. They love what they're doing. The people that work at CTG love them, they get the benefit of working with the most amazing people - my parents - and 75,000 people year get to see tea in this country. It's processed differently around the world. But they get to see how we process it here. We don't use that in any of the Bigelow tea. Certainly not the signature line. We use it only in CTG or CTP. Which way it's called different things. Charleston Tea Garden or Charleston Tea Plantation - it's used only in that but it's it's a fantastic labor of love that I'm very proud of my parents and what they've done.

KATIE LUKAS 23:00 I'm going to have to go visit!

CINDI BIGELOW 23:02 You will love it! Old time trolleys drive through the 120 acres...You hear about the alligator that lives in the pond ... [I'll stay out of the pond.] You see the greenhouse that has all the little baby tea bushes.

KATIE LUKAS 23:14 That's great. That's very cool. All right, so - last couple of questions. You guys obviously have deep Connecticut roots. I was born in Connecticut. There has been a - I think there's really been a renaissance or they're starting to be a Renaissance in Connecticut the past couple of years. I would love to hear you speak a little bit about Bigelow's relationship to the state, where you see us going and what's maybe some of the challenges and opportunities you see about being in Connecticut, what they are.

CINDI BIGELOW 23:42 Yeah, I mean, I also I lived in another place for about 10 years but a born - well born in New York, but I moved here at a time when I was two - to Norwalk and then moved to Westport and you know I've been here pretty much my whole life and when I moved back here, I moved to Norwalk and then I moved up to Fairfield. CINDI BIGELOW 24:00 So love love the state, think it's a beautiful state, amazing education, did public school for both my children and they went to great colleges, great kids, very grounded - so I love the state, I have a very good relationship with Malloy, I know sometimes that has mixed results for people - I don't really go there. I also know it's difficult to be governor and you just do the best you can. I do know Ned for sure, Stefanowski, but Ned is now our new Governor. Malloy did put me on a committee of 14 Republicans and Democrats to help put together a commission, on a report on economic stability and fight for economic growth and financial stability - fascinating journey for me was really a master's degree in how the state was run - learned a lot. I would say that we do need to make sure - and what I'm saying really can apply to any state - but that we get both sides of the aisle working together. CINDI BIGELOW 24:59 We do have some debt issues in this state and I cannot sugar coat it - it's about 2 billion next year and about 2 billion the year after that - I understand you know, we want to try to take care of everyone but when you don't have the money you have to be very careful and - not everybody wants to agree with this. We do have a flight of the wealthy that we don't want. We want to take care of all of the wonderful residents of the state. We are fortunate that the wealthy do help pay for them which is fantastic but we need to be sensitive as well. So it's going to be a fine line with Ned what he's going to do think he's going to do a good job you put together a council run by Indra Nooyi who I just think walks on water. To be near her, I'm gonna be like, oh! But I think it's 12 different CEOs from the business sector. CINDI BIGELOW 25:49 I am sure that they will come to this committee like I will come to this committee. I run this organization as a Benefit Corporation. I'm going to go to that committee as a Benefit Citizen. I'm not going to go about what's good for Bigelow. I'm going to say what's good for the state. Sometimes one side of the aisle will like it. And sometimes the other side of the aisle will like it. But we have to do some things to really financially put ourselves in a position where we do have funding for the transportation, which is a big issue for us. CINDI BIGELOW 26:20 So we've been very blessed. We love who we've hired. We've hired a lot of people, we're continuing to hire a lot of people were 200 strong in Connecticut, out of our 400 employees, 200 of them are Connecticut. It is a beautiful state, and I'm very happy that we have a new governor - although I have great respect for Malloy - he did try very hard, but I think it's time for a fresh look. And I think he's got to surround himself with the right people which I hope he will do to to make the state as beautiful as it needs to be. I mean, it is doing better for sure. But we have you know, Massachusetts is doing great I'm very good friends with the governor up there. We need to model ourselves after a lot of the work he's doing. He's doing a great job.

KATIE LUKAS 27:00 Absolutely would agree there - at this point we need a governor who's going to be unafraid to be unpopular in some sectors. There's no way to get through the next four years without making some decisions that are going to make somebody unhappy. Whatever group that might be. I do love to hear that you think that we're starting to turn in the right direction.

CINDI BIGELOW 27:22 We have great people in this state. We have a great state, but we can never - it's like Bigelow tea, you can never rest on your laurels. I can't look back and say, well, because we did grow every year by X amount, we're going to continue to grow every year. I have to be afraid every day that - what am I doing to make sure we're going to continue to grow? That's the same thing that the government has to look at. We do not have anybody in the state that says because we are great state we're always going to be a great state, that's not the case. So you need to have that fear factor that we have to make sure we're driving the state to be a great state every day, not just today, but tomorrow and the next day.

KATIE LUKAS 27:55 And I think some of that complacency is what caused...

CINDI BIGELOW 28:00 Absolutely, absolutely - well, and we were very generous 30 years ago, and it's catching up with us.

KATIE LUKAS 28:08 All right, so the last thing - and I'm trying to ask this question as kind of a unifying question throughout each of the podcasts - I'd love to hear if you have any advice for organizations that are trying to emulate some of the success that you guys have seen?

CINDI BIGELOW 28:22 Well, I think you've got a lot of great businesses run by a lot of people that have really good missions, but that doesn't always guarantee success. So I do think for me, it's just always ensuring I'm looking out to the future, like you will have organizations that go under and you say, Well, you know, maybe easy to say, you know, five years ago, you needed a pivot, you can also pivot in the wrong direction. So I think you just always have to be looking out to the future and also constantly developing the people around you, and I'm always pushing and driving - sometimes I'm really an irritant because I can never compromise - but you still want to be doing it in a way that everyone wants to be putting in their A game. CINDI BIGELOW 29:10 So you really need to surround yourself the best you can with A players that are challenging you and that you're always thinking for the future and you're always always saying you know what else is out there What more can I be doing? Am I really thinking about, this is starting to decline or this is becoming obsolete, you need to know about that a few years before it really catches up with you. So I just try to always keep one eye into the future and ask my team to keep one eye into the future and at the same time be very very present which can be counter to what I just said where I'm ensuring the environment is on their A game every single day right - it can be a little exhausting but we have to be on our a game every single day. And you have to role model. If you don't role model accordingly. You can't expect more from your team then you're doing, that you're demonstrating that you're doing as well. CINDI BIGELOW 30:00 That's sort of the formula that I try to live by, which is also constantly checking myself, can I do this better than I do that better? Can I do this better? A little exhausting. But maybe that resonates with people listening that, you know, it might give them a clue of something they want to think about more?

KATIE LUKAS 30:16 Well, it's constant vigilance and constant self improvement is what I am hearing that as.

CINDI BIGELOW 30:21 Yeah, just always looking out though. Like, what, what more what more, what more and as I said, even as a state - what more? You can't say because we had X or Y we're still going to have it. Yeah. So yeah, we are the number one tea. Thank you, God. You know, we have been growing every single year, thank you, God, but it doesn't mean that's going to happen tomorrow. It doesn't mean that and you have to take that seriously. You want to do it in a motivating way. You don't want to scare people, right? Gotta say we gotta go. Let's go. Let's go.

KATIE LUKAS 30:52 It can't be the big scary monster.

CINDI BIGELOW 30:54 No, no, no, no. It's got to be you know energizing. A lot of communication. I call that a lot of circling back to the team.

KATIE LUKAS 31:01 This has been fantastic. Thank you so much for taking this time out of your incredibly busy day to spend with us and to talk a little bit about that special moment, that every day moment and how it affects how you build your company.

CINDI BIGELOW 31:16 Well, it's an honor, I really appreciate that you asked me to speak today. It's really fun for me as well. And I get an opportunity for people to get to know Bigelow tea a little bit.

KATIE LUKAS 31:24 Absolutely.

CINDI BIGELOW 31:25 Thank you, Katie for that.

KATIE LUKAS 31:26 Terrific. Thank you so much.

(January 2019)

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