Brands on a Mission, Making Impact Intrinsic to Business
Myriam Sidibé's work has touched many hands, perhaps hundreds of millions and this was just the start of her journey. Her commitment to the health and well being of some of the most vulnerable populations led her to see how business can help empower individuals for better health and profits. These experiences led her to found Brands on a Mission and publish a book by the same title. In this podcast she dives into how she went from helping communities adopt hand washing to helping brands build mission and impact into core of how they do business.
You can find out more about Myriam by visiting her website: https://brandsonamission.com
Follow her on Instagram: myriamonamission
Watch her TEDx talk on the power of handwashing here: https://www.youtube.com/watch?v=c64M1tZyWPM
Imperfect Show Notes
While these notes are not perfect (computer transcription is still a work in progress), they give you the gist of the conversation. Enjoy!
My conversation with Myriam Sidibé:
Morgan Bailey 0:02
Hello, and welcome to the profit meets impact podcast where we explore the intersection of doing well and doing good in the world. I'm your host, Morgan Bailey. And I'm excited to bring you the wisdom of entrepreneurs and thought leaders, they're using business to create sustainable and meaningful change across the globe. This is a really fun conversation with Miriam studybay. She is the founder and chief mission officer and author of brands on a mission. And she is a really passionate individual about how businesses can use their brand to make an impact, while also being consumer focused. And she she's done this throughout the world. You know, and I think over and she's worked in over 20 countries, she is a professor of practice at the London School of Hygiene and Tropical Medicine. She has a PhD in public health, she even helped and was a was a key player in helping the UN develop a hand washing day, which is now something that the UN has adopted, which is pretty amazing. And what I really appreciate about her story is she she um, she was initially working in water and sanitation, which is an area that I used to work in an Africa, similar to herself. And she she felt this shift from really looking at individuals, as beneficiaries to looking at people as consumers and how brands and organizations can use a consumer focus to help bring about good, while also developing and building in a really strong business model. So I really appreciate her, both her business pragmatism, as well as her understanding of public health and some of the larger issues that are that are facing people globally. And so this conversation I really appreciated, and I hope you really liked it as well. So let's go ahead and jump into it. Miriam, it's a pleasure to have you on the show.
Myriam Sidibé 1:58
Morgan, it's a delight to be here with you today. I'm looking forward to this conversation.
Morgan Bailey 2:03
Amazing. So you have such an amazing and interesting journey that has so many facets from business to hand washing, to, you know, public health. I'm curious how you know, can you tell a little about the story how you, you know, you started with, you know, a lot around hand washing and hygiene, and now you're working with businesses on how their brands can make an impact. Tell us about that journey? Well,
Myriam Sidibé 2:29
I have to say, it started when I was I'm originally from Mali, West Africa, a small country that's, you know, not on the map for many countries, for many for many people. But, you know, I think it started when I was 10 years old, and I fell into a septic tank to be honest. You know, I couldn't get out I you know, was flailing around and screaming for help. Sure, I would die then I nearly drowned in shit, basically. You know, and I still remember the taste the smell the shame, like it was yesterday. But you know, what, what ended up happening is that I think this still remains one of the best days of my life. You know, because on this particular day, it actually kicked off my career and health and hygiene. And, you know, this career has taken me around the world, you know, many, many cities, from Boston, to Bujumbura, to London, to Mumbai, to public to private sector, I think because I fell into that septic tank, I was inspired to do what I'm asking a lot of people to do, I was inspired to spend, you know, decades of my life getting real shit, literally, but building toilets. But, you know, for me, that was always the do good part that we were trying to explain and get people on, what I didn't want to do is obviously, you know, as anybody else who do is try to, you know, avoid people having to feel the same kind of hellish sensation that I felt when I felt I fell into that septic tank, you know, and I could relate to the 2 billion people that still like a toilet, but what I think is really interesting is that, you know, that, you know, spirit and a desire to always want to work for the most vulnerable. So I ended up, you know, doing a, you know, an engineering degree on biosystem. And agricultural, then I did a master's in water and waste engineering, I spent a couple of years working in refugee camps in Burundi, and actually, you know, designing toilets and water systems. And then I realized that nobody were using them. So my whole dream of being able to build toilets and refuse and try to see what we could do with sanitation never actually happened because nobody was using the toilets. And yet the success that the aid sector was actually driving for us was, you know, like saying that, you know, the, you know, these are the beneficiaries and we should count the number of toilets we've provided to them. And I realized that there was something fundamental missing, it is that behavior change component, so rather than calling people beneficiaries, um, you know, I realized that something at the core of this was actually missing. I ended up you know, going to do a doctorate in public health that was focused on behavior change on understanding how you would get people to wash their hands. To use those cool toilets. And then I went to present this research to Unilever web funded part of this research, whom I had never imagined that I would ever work for, but they offered me a job. And they said, you know, come and work for us, and try to figure out how we can solve the situation on sanitation and hygiene. And, and we started with the soap brand lifeboat. And basically there, I fell in love with a Word and the Word was consumer. And the reason why I fell in love with that word is because all of a sudden, the same population that the aid sector was calling beneficiaries, we were somehow calling consumers and giving them the best brains, the best talent, the best time, the best energy and so much resources to come up with products that would be appealing for them. And this is how my journey with the private sector started is to be able to then produce products that would make such a distinction for and different for this rural woman in Africa. And yet, you know, be make it in such a way that was very dignified. So I spent 15 years in Unilever, I spent 15 years in marketing. And then I realized that what was needed was actually blending some of these disciplines. So I decided to create what I'm calling marketing for public health, which is how do you infuse marketing with, you know, values and ethics in a way that you'll be able to really impact you know, the consumers behaviors, positively with every transaction that you do. So that with every bar of soap that you sell, that you can pass a positive message around when it should be used, and how people should be washing hands with every toothpaste that you sell, how do you get them to actually think about brushing their teeth at night, which is one of the behaviors that's currently lagging behind. So this is where I realized that there was something absolutely powerful with this discipline of marketing, that was being seen as the evil around the world. But now this could actually change the way we position what a marketing for public health could actually do.
Morgan Bailey 7:02
So I'm really good. So I'm really loving this. And, and man, we've spoken before, you know, my background, and water and sanitation, having done a lot of that work abroad. One thing that you probably don't know, actually is one of my hobbies is to make soap. So I'm a big fan of soap as well. Now, you know, so alright, you know, you've had this journey, where, you know, you were working on sanitation, you were seeing these, these latrines that were not they were not being used. And you you saw a lack of hand washing. And, you know, from my experience in working in the sanitation sector is a lot of times it's just assume that you put these things there and people will use them. Right, so the behavioral change element. So is what your is your experience been that what we really need to do is retool how we market these and bring in a business component? Or how did how did you see that gap a little more specifically?
Myriam Sidibé 8:00
I think, you know, we were giving a lot of free products, right? When I was in the aid sector in all those refugee camps, which has its role, especially when people are displaced, and they have no resources. But the reality is, there's a sense of dignity, when the woman what actually makes a woman want to wash her hands, she may choose a certain soap because she loves the fragrance, right, the reason why she's washing her hands isn't because necessarily she wants to save her family from diseases, it may very well be that she wants nice smelling hands, because she's just been, I don't know, cutting a fish, you know, cooking, and she'd like her hand to smell like, in a way that will, you know, make sure that you know, she's feeling more attracted to her husband or, or in general just feeling better about herself with nice smelling hands. So I think for me, the the motivations behind the use of this product is something that we can use as a way to drive real behavior change. And that's something that I'd like to really focus on a bit more. And that I think there is a huge potential in helping drive this you know, at scale behavior change in trying to get more people to wash their hands in trying to get more people to brush their teeth and getting to train more people to use their the condoms or to drink more water. Because the alternative tends to give you a higher rewards because it's, you know, it's it's, it's, you know, it's obviously easier to drink a carbonated soft drink rather than drinking a glass of water. The reality is, is that it doesn't, you know, it gives you a high which you don't get from a glass of water. Now, if marketing could try to give you some of these elements and aspirations and linking it to emotion that will allow you to be able to feel something amazing or refreshing or something about the glass of water or the washing hands will have more chances of getting people to actually practice behaviors that are good for them, and that they know are good for them, but that they don't practice.
Morgan Bailey 9:56
So what I'm hearing here is it's actually kind of a fundamental pair shift from, you know, when we think about doing good in the world, so much time our mind goes directly to charity. And that, you know, we give people things and then they use them because they need them. And that's and that's charity. And this this shift of saying, Well, I mean, and you mentioned consumers, you know, which, which I think is really interesting, because I think a lot of times when we, you know, in the nonprofit world, or in the world in which, you know, we're giving things away, we think in terms of beneficiaries, not in terms of consumers. And so what I'm hearing you say is, let's think of them like consumers. And let's tack on some of these other benefits that perhaps maybe you know, aren't the core benefits public health benefits, but their benefits nonetheless, such as this is a good this is, you know, this soap smells good, or this soap makes me feel a little more dignified in order to really help these products come to market in order to achieve longer term public health and other social benefits. My hearing that right?
Myriam Sidibé 10:59
You're absolutely right, more than and that's exactly what I realized, when I joined Unilever, Unilever just didn't treat its audiences as beneficiaries, but as consumers. So instead of offering like this hand me downs and pity Unilever treated consumers however vulnerable they might be with respect and dignity. And I think that's because the consumers have a choice, they choose with their wallet, what to do with their money, right, the same young African woman in a rural village at the aid sector was calling beneficiary, Unilever was calling consumers and dedicating all its time and resources to understand what color soup appealed to them, What smell her child might like, which advertising, you know, would work best to get the behavior change happening. And I think, for me, that is the fundamental shift that I think marketing could be such a force for good and the product that they actually provide. Because if you think about it, you know, we will not get people to wash hands and the 1 billion people that we got to wash it unless we make a product affordable and accessible to them. And I think for me, this is that particular moment where everything was changed, and it changed absolutely everything. Because all of a sudden, I realized, and I went from, you know, giving resources to these beneficiaries in refugee camps in in Africa, we had no choice to making solutions that are attractive to consumers who didn't have a choice, however humble their circumstances. And even if you have 50 Kenya shillings in your pocket, and you go to a store, you can choose which barrel soup you may want to buy, because you may prefer a certain fragrance over another one. And I think by doing so, I think I have achieved a lot more than I would have done in the public sector.
Morgan Bailey 12:42
So I'm really appreciating this. And I think what, you know, I think there's this, you know, I think going back to this fundamental shift of, of going from, from consumers or going from beneficiaries to consumers, right, it's really kind of your humanizing, you know, a big part of the population or the world that that people sees traditionally as beneficiaries, and empowering them along the way, and kind of bringing them into into the public market, as opposed to, you know, kind of leaving them just simply as beneficiaries. And, and for me, I mean, I'm seen as really powerful, because not only not only is that a huge population, that can be helped and supported, but it's also a huge market potential. And so, you know, I'm really curious, like, as you start to see this shift, what, what sort of business mindset change? Do? Do you think businesses need to start seeing this market segment in a way that can actually improve their business and make an impact?
Myriam Sidibé 13:46
Yeah, what I think this is the whole point. And this is what my, you know, my book and my research and, and obviously, my, my professional life has been about is redefining that intersection between, you know, social impact and business growth, and then realizing that there could be a sustainable business model in which, you know, positive behavior change is something that is actually driving both the business and the social impact, right. And that's the reason why I, you know, I chose to join the marketing team, rather than the CSR team or the corporate communication team. Because I believe that, you know, the CSR and the corporate communications, were replicating the same of the donors aid mentality. Um, you know, it was like a little bit of a drop of a good project somewhere and PR and taking some pictures. But what I wanted to learn, which was really important for me was, you know, everything about the four P's, right, the product, the price to place, the promotion, and I wanted to understand the kind of packaging that would trigger a mother to want to wash your hands and to understand how you influence affordable but profitable pricing, the right advertising that's gonna get her to wash hands, you know, and that is not something that I think we could have gotten. If we did if I didn't, you know, try to merge these two disciplines understanding the motivations of you And keeping in mind and always having that, you know, the most vulnerable at heart and in my mind, because to be honest, that's what I was trained to do. And this is what I always thought I would do. But at the same time here I was, with all these resources from these amazing corporations at my disposal to be able to do this.
Morgan Bailey 15:22
So one of my one thought that's coming up for me here is, you know, I mean, Unilever has a direct tie to, to sanitation, I mean, they they offer so these sorts of products. So I mean, is this a, is this ability to target the sort of consumers limited to specific businesses? Or is this just a fundamental way that you can build a business to build purpose into your marketing into how you do things?
Myriam Sidibé 15:53
Well, I mean, I've written a whole book around this, a couple of chapters on various brands that don't actually even have, and that are not so directly related. And I think one of the examples that actually even in my HBr report, as well as in the book, that my HBr article of may 2020, which means, which is the title is marketing, MIT's mission. And I start with basically a beer brand, a beer brand in South Africa, calling Black Label who's trying to actually reduce gender based violence. And you're thinking, Wait, how can a brand, who's actually at the very much, you know, of the core of the reasoning of why some of these happen, try to really tackle gender based violence, and my perspective is that if if, you know, these guys understand the most how to drive consumption of beer, so if you want to be able to embed responsible drinking, there's not going to be anybody better than actually this beer. And most importantly, they've also created an entire culture around masculinity, which needs to be not dismantled, necessarily, but changed, because we're now looking at South Africa, for example, where, you know, the generations of men that have grown up with no fathers that have been in societies where, you know, broken down with unemployment and a party leftovers, right, so you think about this, and you're saying, How can a beer brand be an ally in a campaign to end violence against women where, you know, the connection between alcohol and abusive behavior is so well already targeted. And I think that the brands because it's got an ability to shape what men's values can be, is actually an important ally on this, because it isn't just about gender based violence and responsible drinking, it's about also tackling the root causes. And the root causes here is also tackling toxic masculinity, and redefining the kind of values that's required. So this brand, for example, I set up smart drinking squads, you know, workshops and partners with nonprofit like fathering of a nation to create workshops for men on, you know, the kind of values of a champion men, and in there, they talk about all the values that are required, including responsible drinking. And I think, for me, that's the kind of thing that, you know, brands can do, but only if they're committed, and if they're authentic in their desire to really drive change. I hope that's that's making sense. Morgan?
Morgan Bailey 18:18
Yeah, absolutely. And you just tapped into a question that came up for me is around this, this actual commitment and authenticity, you know, to to the change that they want to see. Because I think in this day and age, and we see a lot of organizations putting forward missions about topics that they you know, they they want to position themselves as, you know, kind of being behind that movement. But But oftentimes, it seems thin. So, you know, when you're working with organizations, I mean, how do you take what might be a an interest behind a movement and actually turn it into something real?
Myriam Sidibé 18:58
Yeah, and I think the interest without the behind the movement is what makes it real. Because if there is a real interest in sometimes, you know, the financial profit, for me is probably, you know, profit can be extremely purposeful. And the same way that I always say that purpose is profitable, right. So I do think that that financial motive is a real enabler for driving the sustainability of some of these actions. And that's why my advice is always around building a business case around the reason why you would tackle a social mission or a social issue. Because if you don't, then it's very shortly then is nothing more than, you know, a little bit of CSR. And if we're lucky, or just very simply purpose washing. So just jumping into the purpose wagon of purpose without actually being able to do much more around that.
Morgan Bailey 19:51
Yeah, I love that purpose washing, you know, and so Alright, so the business case, right. So what does it look like to build a business case around a purpose?
Myriam Sidibé 20:01
It means that you are tracking both your business growth and your social impact. What it means that about driving a business case behind this is actually the fact that you may want to, you know, you're gonna check which behavior change, are you really driving through your business model? Do you actually have a real way in which, you know, for you through your advertising through your programs or through your below the line, are you really trying to drive a positive and behavior change or social norms in a way that's going to be transformational. So that's the first one, the second part of the business cases, thinking about ways in which you will be able to have something positive to offer to partners in a way that they will enable you to get more depth, more impact and more scale, for example. And I think, for me, that's the kind of, you know, additions to a business case that wasn't normally there, where marketers would have never thought about, you know, partnership as a way to drive your business. But actually, this is what partners of the future look like, if you think about the opportunities that the SDGs represent today. And, you know, it's about giving you this opportunities in which a businesses can really blossom around there. And I think the third for me is around, you know, taking your consumers with you, making sure that your consumers are actually part ambassadors of the social impact, because if they are, this is how you'll be able to drive some sort of purchase intent, as well as an emotional link, and they will love you even more, because you're being authentic, you being true, and you're clear, and being transparent with the kind of impact you're driving. And it takes me to my fourth point, which is around, you know, the kind of measurements because we measure what we treasure. So it is not enough to be able to say, oh, here we are we getting some impact at a business, you know, the cells, but we don't know whether we've actually changed behavior, if it is important for you, you should be able to show years of impact. And I think that's something else I always try. And then finally, being able to have the entire corporations and the muscles of corporations supporting brands in a way that the culture is changing internally within some of these companies. So that, you know, brand managers, brand directors, you know, senior vice president and chief marketing officers see a drive for a better, you know, a better inclusive, diverse society as something that is a real business case for them to drive this in a way that's going to, you know, be positive for for the entire world.
Morgan Bailey 22:33
I'm really appreciating your passion, I can hear it in your voice. I'm like, wow, and and you and your wealth of experience. And, you know, I think they're probably organizations who are listening, and individuals who are like, this sounds interesting. And I see this is where things are going. But I don't really know where to start. What advice would you have for people who are just looking for which thread to pull on first?
Myriam Sidibé 23:00
No, and I get it, and I think, um, you know, if you're looking today, so from investors to, you know, social impact is, everybody knows that they want brands with purpose, everybody knows companies with purpose last and that, you know, employees with purpose thrive, and, you know, and and, you know, and brands with, with purpose, growth, and all of this, but the reality is very few know how to do it. And I think that is one of the things that I have, you know, specialized on, you know, I wanted to go back and we went to Harvard and did a senior fellowship for two years, to write my book, and to really think about how do I create the framework and a roadmap for companies to be able to drive this, you know, and to be able to embed, and, you know, understand how they can bridge the divide between what they say versus what they do, and here's the framework on how to do it, how to define your purpose, and make sure that your purpose is likely to be impactful aligned to your brand's core promise, and you know, how to then define the real mission because, you know, standing for something is great, but if you don't know how you're going to get there and what your mission is, and how you can put some measurable meaningful objectives attached to that, it becomes very difficult to do, and you know, and then you start thinking about, like, Okay, great, I've got a mission, but then how do I translate this into something that the consumer would benefit from, you know, like, what kind of programs do I put in place and this is what my book is about. And the framework I've put together which I'm calling the purpose tree which is very much aligned to you know, it's a baobab tree because I'm from Africa and Baobab is the tree of life because it provides shelter food and and and, you know, and water even. And I always thought that if you could nurture the roots, and these are the roots I have five roots, which are briefly taking you through already around behavior change, partnerships, measurements, and you know, advocacy, and winning internal support. But if I think it's a nurture this and you build this into your business model, this is how you're going to translate this into You know, a very loose statement on what I stand for, to real action and mission that you could be proud to be standing by, but also see some real, you know, business growth from.
Morgan Bailey 25:13
So I'm appreciating that that framework you provide there, that seems really clear, you know, really starting, you're really starting with what that purpose mission is, and bringing in all those other facets, you move along. And I'm curious if you know, if you're standing in front of someone who's, you know, looking down a road saying, I can do business as usual, and I'm doing financially well, or I can go down this uncertain road of building purpose into my business. You know, what, what, you know, what argument would you give them to go one direction? or the other?
Myriam Sidibé 25:46
Yeah, it's a good, it's a good question. Um, and I've seen that many, many times. And it is sometimes easier to say, to stay, you know, and to go to core advertising and, and keep thinking about your functional differentiation. But the reality is, I think consumers are wanting more they want, and they believe that brands should play a real role in society. And and I think this is where, you know, more and more we're seeing, and the data is showing that the brands that have actually picked up on purpose, are growing five times faster than brands that didn't. And I think that in itself should be enough of a business case for you to want to figure out what your purpose is. And if that's not enough, and you're in business, and you want more of a, I really want to drive a social impact. Great, I applaud you. But I do think that, you know, obviously, there's a lot of accountability to the shareholders, and there's a lot of accountability to, you know, being able to drive things. So how do you translate this into a real business case? for them is a question that they would do, and I don't think it is, you know, what's really complicated is to make sure that your purpose is translated into a mission that you find a way to meet to build that into your, your, your, your brand spent, I think this is where the distinct difference is going to be. And I think there's paths and ways in which you do that you start with a pilot, you scale it up, and you find ways to build it into your business model. And I think it becomes a team effort, because then the whole team is energized around them not going to work only to sell something that, you know, maybe nobody else needs, but to really define what that social impact is likely to dry, as well. And so that it actually gives the talent a real reason to come back to work every day.
Morgan Bailey 27:36
Yeah, and I think that's absolutely true. And, you know, when you do have that, that purpose, and that mission, people do want to come to work, it provides, you know, an extra skip in your step. And, you know, you mentioned that, you know, a lot of organizations are looking towards this, and organizations who are successfully really building purpose in are actually doing better, and a lot of cases and outperform businesses that don't have that. So can you tell me what, why is that why in this moment is building purpose into your business? So critical?
Myriam Sidibé 28:10
I think, you know, there's a, I mean, you we've lived in COVID-19, so many people have been stuck home wondering, what's their purpose in life? So and your purpose in life is not to do some ridiculous consumerism with absolutely no, no, you know, no meaning to it, right. So even how you spend your money, if you could choose between a brand that's actually trying to do something good has a real mission is trying to solve the sanitation problem, because you're a toilet cleaner, versus another toilet cleaner. That's just they are not doing something anything, why would you not go for the one who's trying to solve a problem, and actively associating themselves with the right partners, associating themselves with, you know, the right measurements and being vocal and external with their goals. So I think for me, you know, think about the last time you bought a product, right? You know, a T brand, that's actually buying fairly, you know, somewhere in Kenya, it's t om is likely to get your attention versus another t brand that, you know, doesn't stand necessarily for anything. I think there is a sense of fairness. And I think the younger generation is in especially when what we're seeing with COVID-19, we want to rebuild better, there's a real opportunity here to think about these new business models that are not just about, you know, playing consumerism, but that's much more about inclusive capitalism that's thinking about, you know, how do you make sure that, you know, we are taking care of everybody around the globe? Because the truth is, is that, you know, like, if, if, if you still have people around the world that are still carrying COVID-19, none of us will be saved. So I think there is a sense of justice that is now really driving and I think if there is one motivators that's really driving the human human kind of I'd like to believe is that somehow we can do, we can do well, to everyone. So if you're going to spend some money, why not have, you know, spend your money in a way that's much more regenerative rather than extractive. And what I'm arguing for is to argue for brands to have a much more regenerative business model rather than one that's actually very extractive. And that doesn't actually give you any value for the transactions you make. So that's, you know, basically my argument. And we know the market is showing us that this is what people want.
Morgan Bailey 30:34
That that was beautifully said. And part of me wants to dig so much more into that, particularly around the regenerative business models and kind of what that looks like in practice. But I we're running out of time, unfortunately. So I'm hoping we'll have you back on in the future. And we can dive more into that. But you know, from here, you know, if you were to offer one simple step for any organization, who wanted to embark down this road, what would that's first, that very first step look like?
Myriam Sidibé 31:08
Well, I think, get on the mission of a change that you want to drive and stick with it for a few years. You know, so don't go jumping in and out of different purpose standing. But really go do mission driven work, because that is how you're going to be able to think about for every dollar that you know, somebody spent on your products, what exactly they'll be able to do. So I would say, you know, choose a mission, and stick to it for a few years, because that's how you're going to be able to really see the benefits of how you can drive social impact and find innovative ways in which your products will be able to respond to
Morgan Bailey 31:46
love that. So right now, as you move on, what's what's inspiring you
Myriam Sidibé 31:52
besides going to eat with my kids and play with them? That's always a very important inspiration for me. Yeah, well, I mean, I'm loving the kind of work that's happening in public health. And then the fact that the whole world is thinking about health and well being in, you know, health and well being for me is the foundation of social justice, right? I don't believe that, you know, you can get an equitable society without equitable access to health. So for me, that's always been my driver and my inspiration, and all of a sudden to see the entire world dealing with this biggest public health crisis we've ever had to deal with. And for people to come together to think of new ways in which brands can be helpful in COVID-19 systems would be would be more, you know, inclusive, we think about the private sector. All of this is actually really interesting and inspiring for me.
Morgan Bailey 32:45
That's, that's amazing. And I think right now, it is such a needed time for all of this. And so I greatly appreciate the work you're doing and greatly appreciate the voice and ideas that you're putting out there in the world. If people want to find out more about you and your book, How can they do so?
Myriam Sidibé 33:04
Well, they can go on brands and admission.com. And they can get a voucher of 20% off and get my book brands on a mission. And they you know, obviously they can follow me on LinkedIn on Instagram, Miriam on a mission, and then get in touch that way.
Morgan Bailey 33:22
Amazing. I'll put all these in the show notes. So they'll figure out just have a direct link and how to get ahold of you. Miriam, it's it's been a huge pleasure. Thank you so much again, for everything you're bringing to the world. And I'm looking forward to future conversations.
Myriam Sidibé 33:36
Sounds good Morgan, and good luck with your show.
Morgan Bailey 33:39
Thank you. Thanks for listening to another episode of the profit meets impact podcast. If you've enjoyed this experience, please subscribe wherever you find your podcasts and leave a positive review. You can also find out more about the podcast at WWW dot profit meets impact.com
Transcribed by https://otter.ai