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Sippin' & Shippin'

Episode 33: Ladies leading logistics: Breaking the glass ceiling

Sippin' and Shippin' logo.
Sippin' & Shippin'
Episode 33: Ladies leading logistics: Breaking the glass ceiling

Tanya Phipps|February 17th, 2023

The Sippin’ & Shippin’ crew had the pleasure of talking with Joanne Marciano, COO of Greyson Clothiers, about her illustrious retail career. And what a ride it’s been! From her start in operations with JCPenney, to Talbots, The Gap and much more, she’s worn many hats. Now working on the warehouse logistics side, her experience and skills run the gamut in the retail space. Listen to Joanne’s compelling story of how she got her start at a time when there weren’t a lot of females in the boardroom and broke through the glass ceiling to become a respected leader in retail logistics. 


2:28 Joanne’s background: How she got her start

6:12 Reflecting on a different time in retail

9:18 Empowered by opportunities & strong mentors

12:17 Inspiring women leaders in logistics who paved the way

15:58 Inclusivity in logistics becoming more the norm

18:37 Achieving a diversified set of skills: ✔️

24:00 Maintaining the entrepreneurial spirit

25:58 Joanne’s leadership advice

28:08 Coming full circle: The student becomes the teacher


Brian Weinstein: Welcome everybody to Sippin’ and Shippin’. I’m your host, Brian Weinstein. We’ll be kicking it here every other Friday quenching your thirst for an insider’s take to enhance your customer experience. So grab your drink of choice, kick back, it’s sipping and shipping time. Welcome everybody to another episode of Sippin’ and Shippin’. I am your host Brian Weinstein, and as I have every other week and days in between with me at my side, Caitlin Postel.

Caitlin Postel: Hey.

Brian Weinstein: Postel.

Caitlin Postel: You got it. You brought it back. I’m proud of you for remembering. Thank you for that. Brian, how are you today?

Brian Weinstein: I am doing well. It is Friday.

Caitlin Postel: Woo. We made it.

Brian Weinstein: So how bad can it be. Exactly. Made it in another week. And we have with us today from Greyson Clothier, our very, very special guest, Joanne Marciano. Joanne, welcome.

Joanne Marciano: Thank you, Brian. Hey, Caitlin, it’s great to be here. I will say, Brian, the first time I spoke to you, and Caitlin, you don’t know this, two years ago we were looking to move our warehouse. Greyson clearly continuing to scale, and we needed a partner to scale with us from a 3PL and I got referred to Brian. And my first video call, he had this get up, the headphones, the mic, and I thought I was getting punked by some radio DJ or is this a warehouse guy? And now I know the reason behind all this. Two years later, I’m on a podcast with you.

Brian Weinstein: Exactly. Exactly.

Joanne Marciano: I’m excited to be here, but I still think he really wants to be a DJ at heart.

Brian Weinstein: So what’s so funny you say that, and I am going to… now I’m going to definitely date myself, but when I first went off to college, I was going to go into communications and part of what I wanted to do was be a radio DJ. And I wrote… I think one of my college essays was on Wolfman Jack, and there might be like 5% of our listening audience who have any idea who Wolfman Jack was, but he was this DJ in the ’70s and ’80s around rock and roll, and he had this voice, he talked like this. He said, “Oh, I’m the Wolfman,” and I love this guy. So yeah.

Caitlin Postel: Brian tried using that voice on our first couple guests, didn’t go over so well, but here we are today. We made it.

Brian Weinstein: We were sipping-

Joanne Marciano: I actually know who he’s talking about.

Caitlin Postel: We were sipping.

Joanne Marciano: I do know who he’s talking about.

Caitlin Postel: Nice.

Brian Weinstein: So Joanne, thank you so much for coming on, and I know we… I guess for the listening audience, why don’t we just start out and maybe you can just give us a little background on who you are and where you are now and where you came from?

Joanne Marciano: Yeah, no, certainly. Well, I’ve had a long career and I know we’re here to chat a little bit about that, but I’m currently the COO of Greyson. I’ve been thriving in that business and that brand for the past three years, and that brand has been growing nonstop for the past eight. Super excited to be a part of such amazing growth stage and how it all started, it was before the internet age, so I might be aging myself right here. And I’ve had retail in my blood my whole life. And coming out of college in the middle of a recession, the prestige of going into a department store training program for retail was a big deal.

And I was fortunate to join the JCPenney training management program, which allowed me to basically experience the customer firsthand, the front lines where it all begins, and wanting to be a part of providing the best customer experience ever and understanding more of the consumer needs. So spent a few years there and realized late nights on my feet, always smiling, might not be my main focus in life. I definitely wanted to understand more of how that product got to the store and all the nuts and bolts behind that. And that’s really why I left the field part of it, and I give everyone credit who works in stores on the front lines working with the consumers because truly it’s in their soul and they exude joy no matter who they’re talking to, who they’re dealing with, and really bring a customer’s experience to life. So I commend all those who do that.

Brian Weinstein: So then you took that leap into really the supply chain side.

Joanne Marciano: Yes. I wanted to be in corporate, thinking back then corporate jobs were hard to get in the ideal. And I got a position at Talbots and wore a lot of pantsuits and shoulder pads back then.

Caitlin Postel: Yes.

Joanne Marciano: Went to the office every day back then.

Brian Weinstein: Yes. Remember those days?

Joanne Marciano: Were a lot of hours, and started in inventory management function of basically allocation analyst where you are deciding how many units of a product, down to the color, size, level, a store will receive. And when you’re doing this for over 300 stores, there’s a lot of analytics behind that to make those decisions. And from that, that strategy creates orders, which then the warehouse has to pick, pack, and ship. And if you’re off your forecast and your strategy based on what you told your warehouse, well they don’t like you. It creates inefficiencies, and warehousing and operations is all about creating efficiencies in a profitable manner.

Caitlin Postel: Which one of the operators did you pay to tell her to say that, Brian?

Brian Weinstein: Joanne, to me, we’ve known each other I guess for a little over two years now, and honestly, you’re one of my favorite people to work with. Off the charts intelligent, your experience in the industry to me speaks volumes and without revealing too much, Joanne and I are of that Gen X generation.

Joanne Marciano: You can reveal it. It’s okay.

Brian Weinstein: So we kind of started at a different time, and part of what I wanted to talk about today was exactly that. I like to pat our generation on the back specifically because I know when we first entered the workforce, women in the workforce had a really… the women that were there when we got there had a much different experience, and through them and then taking on the roles that you did, I think that it’s night and day to what it was when we were rookies, so to speak.

Joanne Marciano: Now when you invited me to come on, I thought you were going to ask me how you navigate through the ever-changing times of retail and your skills, and when you asked me to talk a bit about my career, I really have never looked back at my career. I keep looking forward and how I have the opportunity at hand and how I can make the best of the opportunity and the challenges in my current job today. But you definitely allowed me to reflect more than I ever thought and I would ever reflect back on my career, and never really noticed if there was a female… more females in the room, more men in the room, different diversity in the room. I never looked at it in the moment, and this time and looking back now, I do see that pattern and I never really noticed it at the time.

What I wanted to do is learn from the people in the room, have them learn from me, and together you’re building partnerships to drive a business. And that really was my focus the entire time. But looking back, there were more women that did influence me. I still remember their names completely today and what they’ve said to me, and they’ve even sent me notes or a book or a little inspiration just to continue supporting me. And I think whether it’s male or female, being surrounded by individuals that lift each other up and empower you and support you at the same time is really critical for anyone’s career. It really makes anyone a success if you have that environment around you.

Brian Weinstein: Yeah. And what I’ve seen, and I think growing up, some of my closest friends were always very strong, intelligent females, and I think it was noticeable to me as a male in the ’90s in my career that there was a lot more men in the room. And I remember thinking, “God, it’s got to be challenging when you’re in those situations, especially as a younger female in a room of older men,” in that I’m very happy to say now I see much more diversity, but back in at that time. I mean, did you have… were there particular women who were mentors, or even men to be honest, who were there to make sure that they helped you get to where you wanted to go?

Joanne Marciano: Yeah, I would say after my run at Talbots, I moved to the West coast to be a part of the Gap Inc, and I was fortunate to get an position offered to me at their Old Navy brand, which at the time was adding 75 stores a year, growing tremendously. And for all those, Gap is really a bootcamp of retail. It really is a strong training ground building experts throughout, and is a really tough environment. To your point, Brian, there was men and women there and it was a type A personality, very competitive. And it was the first time I saw… in the executive suite we had a female president and that was the first time in my career coming out of JCPenney and Talbots seeing that type of female presence at that level.

Her name was Jenny Ming. She was tough as nails, but kept a calm composure and exuded her strength through her calmness, which really motivated me to be inspired to keep staying strong and focused, don’t look back at a mistake, look back at it as, “What did I learn from it?” She was born in China and grew up in San Francisco, and here I am on the West Coast. I’m an East Coast girl, [inaudible 00:10:42] area. It was really inspiring me just to see what she has done to hit the level that she did hit, and she was building that business from scratch. And that to me really amazed me. And as much as I feared being in a meeting with her, presenting my investment, our inventory investment strategies and reviews, and being prepared for her challenges, her challenging questions, I look back at that now and I’m so grateful for her composure throughout it.

That there’s something about leaders that remain calm because retail is a rollercoaster ride, and the logistics part of retail goes along right on that rollercoaster. You have your ups and downs, everything’s driven by once again the customer and your sales and you’re doing everything you can to provide the best experience. And it goes from concept of creating that product all the way to consumption. So from design, production, the factories, logistics, do I air it? Do I ship it? When can it get to warehouse on time, to the inventory analyst allocating the order? Making sure warehouse has a forecast so you guys can build a labor model so it can go out the door. There’s a lot of complexities in retail and when you have economic headwinds is very challenging too. And you’re going off of forecast and no one has a glass ball, so there’s going to be bumpy roads at all times. And her calmness and demeanor throughout it was truly inspiring.

Caitlin Postel: Yeah, I remember when you brought that up on our intro call and you talked about grace and just a very creating calmness. And I’ve been in this space for four years and lucky for me, I’ve had the advantage of seeing females and non-traditional female roles in this space. So Sarah Drazetic, who’s the head of engineering, woman, boss, Janice Kring, who was our previous VP of operations, again, woman, calm, and I could really see that as well within these ladies in those roles. And then to challenge the growth there, which really inspires you. And it’s not just… I think you also said logistics is more just “ship this product.” So these mentors-

Joanne Marciano: It’s more than that.

Caitlin Postel: Yeah, right.

Joanne Marciano: Cause at the end of the day, when you look at it, all the work, as much as design creates such amazing product and all the analytics of how much we’re going to buy, because by the way, inventory is the biggest expense in a company. So you’ve got to be really political on purchasing that piece to the picking and packing and shipping piece. The warehouse is the last function to touch the product before it comes into that customer’s hands. Whether that customer’s hands is the doorstep of their front door or the loading dock of the stockroom behind a Gap store. You guys are the last touch of it. And how do you make sure that there’s a surprise and delight in that customer experience from the very beginning of concept nine, 10 months, 12 months earlier is now pulled together at the end of this process, and the warehouse is the last one to touch it. So yeah, there’s a lot of complexity through bringing product to a consumer.

Brian Weinstein: I will say though that those leaders, the female leaders that were around when we were first coming in, calm demeanor, yes, but tough as nails.

Joanne Marciano: Oh, they scared the P out of me, Brian.

Brian Weinstein: Yeah, for sure.

Joanne Marciano: You over-prepared. I mean even the Mickey Drexler, who was at the helm as the CEO at the time, he scared the… I mean you over-prepared your presentation, ready to go for any challenge you might have because you’re trying to persuade them on why you want to spend a couple million dollars on this item. And that fear in me, by the end… in the beginning, it’s fear, by the end coming out of it, I felt empowered and stronger.

Caitlin Postel: Love that.

Joanne Marciano: So it’s almost that process you have to go through, and everyone’s going to have that fear in any position in their jobs, and it’s okay. And it’s about conquering it because if you don’t, you’re not evolving and you’re not moving forward.

Brian Weinstein: And most of those female leaders at that point were kind of raised in the business when it was more of a boys club.

Joanne Marciano: Absolutely.

Brian Weinstein: So they had to fight for every step up they went. Did you feel like you were more… that they were challenging you more than others, or maybe even male counterparts, to make you stronger knowing that you might have a challenge along the way?

Joanne Marciano: I never noticed it in that regard, the differences on if they were treating me any different than my fellow colleague who was male. I feel like they felt they treated every one of us the same and they were just as challenging to… they were focused on the business and they were focused on how you’re presenting it and challenging you no matter who you were, and I appreciated that. It’s about equality. I don’t want to be treated any differently. I want us to all to work together as a team.

Brian Weinstein: Yeah. Yeah, it’s interesting because I saw things, even not even that long ago, five or six years ago, like there’s a conference called RILA, Retail Logistics something, and it was like God, the first conference I went to, there was like 90% men, and I’m like-

Caitlin Postel: A lot of khakis and blue shirts.

Brian Weinstein: All khakis and blue shirts. Not a lot, it was khakis and blue blazers. It was like the uniform. And then by the time right before COVID, there was a noticeable change, and suddenly the number of women that were in attendance were significantly… materially higher than four years previously. And you start to see that change. So I think logistics and supply chain in particular was much slower to really have that… to have more females.

Joanne Marciano: Yeah. I will say the female leaders that I was exposed to earlier on were those on the retail side and the product side, and that was a bit more common and getting exposed to them through my days at the Gap and then transitioning over into the companies I worked for later at Cole Haan. But to your point about logistics and operations, when I got more involved on the warehousing and operations side, yes, I walked into a warehouse and I was probably the only female there. I’ve never noticed it. I never called it out. Maybe because I grew up with brothers, I don’t know. I’m just very comfortable in that environment and to me, it was… they were actually very welcoming and wanting to understand what I could bring to the table.

I wanted to bring the business needs, the customer needs, and yes, I can challenge you on units per hour and all your KPIs you go through, but if we’re not connecting it with the consumer and the strategy on the business and the growth opportunity you have at hand, it’s not going to be a great partnership. And I think that was the biggest change I was able to bring to the table when I was sitting around a room at a warehouse, mostly men, and it’s about, “Let’s do this together.” And they were very welcoming as well., And inspirational. I will say, another leader, male figure, Mike Honious, who I met through when I was at Vineyard Vines, I had to move a 3PL warehouse and he was from the Gap, didn’t know him, but he did his homework and found out who I was and he understood my background. And the two of us really built a great partnership and business together to help Vineyard Vines strive and thrive.

Caitlin Postel: Yeah, it’s so interesting how just organic your career path went, from the buying side right to the customer’s hands. So you saw it all. So you were just kind of compiling that, compiling that. So you were neck and neck with these guys. So you go JCPenney, male driven, retail focused, then you go to Old Navy, you have this woman who’s running it, and then what happens next from there? Because now you’re just… you’re pretty diversified at that point.

Joanne Marciano: I can do everything but design product. I’m not creative at all, or marketing. After many years out in the West Coast, Cole Haan offered me a great position to build their inventory management functions. Here I am being a part of companies that had process set in place and I became an expert, and they really developed me and allowed me to have a voice, to going to a company where I had to build it myself. And I thought to myself, “Crap, I don’t know if I can do that.”

Caitlin Postel: Oh, see, I was going to say East Coast lady, challenge accepted. I will do this.

Joanne Marciano: Well, my Italian mother was like, “Thank God you’re coming back.”

Brian Weinstein: I’m surprised she let you leave.

Caitlin Postel: Get the Sunday sauce, please.

Joanne Marciano: With phone calls, I call her, it’s midnight her time, it was 9:00 PM West Coast, she’s like, “When are you going to stop doing this and just come back?” It was a great opportunity at Cole Haan and they were known more in the wholesale space and their DTC team was just begun and they really needed to have some rigor and build out a whole function with inventory management there, and that was the start of me really getting very familiar with warehousing. Our head of warehouse there, Steve Berube, another great inspirational figure to me, we had our warehouse in New Hampshire, and it was Nike owned at the time, by the way, Cole Haan was.

Brian Weinstein: Oh, interesting. Okay.

Joanne Marciano: It was back when I started, and I was like, “Okay, great. This is going to be fun. I can create and still have a company like Nike financially supporting a company like Cole Haan.” And they shared… they really helped develop us. We were able to leverage their training programs. Nike’s an amazing company to develop people and leaders and coaching in that matter. So I felt very fortunate on that. But I got very close to understanding how a warehouse works. I was in a warehouse more than ever starting at Cole Haan. And that really gave me another strong training ground in an area that I knew of, I partnered with, but I didn’t know all the nuts and bolts, and I’m very fortunate on that. Over the course of time, Nike ends up selling Cole Haan, and I was fortunate or unfortunate, fortunate to be a part of a whole due diligence process and going back to being in a room where I’m being challenged of a room full of private equity analysts that just want to know every detail about this business and should they buy this company. It’s really an impressive and another scary process.

Brian Weinstein: Yes. Yes.

Caitlin Postel: I bet.

Joanne Marciano: My flashbacks of Jenny Ming in the days of Gap coming in and having that little bit of fear, but remembering, stay strong, stay calm, and almost carry on. And taking those learnings I had previously on just how do you stay calm? How are you perceived as that leader in the room? While they’re coming at you with questions galore, men and women at that time, it’s a melting pot and it’s not about who you are, it’s what you know and what’s your skillset? So going through that piece, I never thought I’d have to go through that, and now it’s very common today. I’m glad I did. [inaudible 00:22:18] is very common today.

Brian Weinstein: Well, and meanwhile you’re in a room and they’re judging you, and you’re judging them because you might be married soon, right?

Joanne Marciano: Right. So it’s almost-

Caitlin Postel: Modern day love is blind.

Joanne Marciano: Yes, it is. It is. It is quite intimidating. But like anything else, going through all that, it does make you stronger at the end, and the more strength you have through each process, you do become calmer. I think when you are younger, you’re more hyped. Listen, I have passion. I love the brand I’m in today. If I don’t love the brand, I can’t work for you. That just is what it is. But when you are younger, you fly off the handle a little bit more, things annoy you more. And I hate to say, with years of experience and understanding how you come out of it, you are calmer. And I think that’s the biggest key in any leader at all times, no matter in our industry or the President of the United States, remaining calm and showing the strength to motivate and show people to trust in you and what you can do for them. And it’s about that partnership coming into play again.

Brian Weinstein: That’s a good… it’s funny because I think my team views me as calm and sort of like a happy person. I’m like, “You should have known me 20 years ago,” like flying off the handle, hot head, yelling at people. And I’m like, “Wait, I was that before.” This version of me I think I like better.

Joanne Marciano: I’m the same way. I think I had a little bit more of Italian temper in me back in the day, but I’ve learned how to calm down.

Brian Weinstein: Exactly. Exactly. And it’s funny too, because you and I had opposite paths, you started out larger companies and have worked your way towards a smaller company. I started out smaller companies and worked my way towards larger. I will tell you, and I’m sure you’re experiencing this now, because in each step of the way you bring your experience to an entrepreneurial company, being able to maintain entrepreneurial spirit is critical. That’s what drives me.

Joanne Marciano: Yeah. No, that is… after leaving the Gap, going smaller was scary because I was like, “Okay, I have to build this, these numbers are a 10th of what I’m used to looking at. I have to move the decimal a little bit.” And it allowed me to grow as an individual, to give myself confidence, “Hey, I can build, I can lead, I can drive a business at the same time.” So going from Gap to Cole Haan to Vineyard Vines, to your point Brian, it was step by step, smaller and smaller.

And now I’m in a totally entrepreneurial brand with an amazing product and an amazing leader who’s a true visionary. And I don’t want to lose sight of that passion of the culture that’s created. And if anything, I always say what I built here might be like diet Gap, Gap Light, Gap Zero. It’s like a version of, but you make it the version it needs to be for the company and the brand you’re in. And that’s the joy I like to do. I love doing that in all companies, especially right now here at Greyson. It’s been the wildest ride of my career.

Caitlin Postel: Yeah, I love that sentiment around just believing in the brand to really be able to execute. I feel very much the same about that. Love Greyson, we were actually at Manifest, Sam Ryder who we…

Brian Weinstein: Co-sponsor.

Caitlin Postel: Co-sponsor, yes, yes, yes.

Brian Weinstein: We do.

Joanne Marciano: Yes. One of our ambassadors, he’s-

Caitlin Postel: Exactly, looking dapper, of course. And we know Greyson, just a premium brand. And you touched on it before, Joanne, saying buying is one thing, but now it’s at the doorstep. How do you surprise and delight? What are some things that you’ve brought from your past experience into the Greyson space? Maybe smaller by volume, but still big impact in the D to C space. What have you brought?

Joanne Marciano: Yeah, I will say I’ve basically hired a talented team and that is really… surrounding yourself with talent, surrounding yourself with individuals who are smarter than you so you can work together to craft an amazing experience for a customer. When I started, it was right at COVID, it was April 2020, didn’t even meet anyone in person. Here I am, founder led Charlie Schaefer, amazing visionary, creator of this brand, felt so connected with him when I talked to him, but never worked with him in person. Here we are in COVID and everything shut down. Okay, what a… Yippy.

Caitlin Postel: Let’s get started, I guess, maybe.

Joanne Marciano: And I will say what I did in the beginning, and it’s truly… it’s a testament to the employees who are still there at Greyson and were there back then, we rallied and I said, “We need to get e-com going because everything is shut down, our wholesale accounts, our green grass accounts, but e-com is not. So let’s go look at the site, how do we revitalize it? Bring this brand to more consumers.” And really, I partnered with the talent that we had in-house and I’ve added more talent to it, and together we are one pack. And without the team and players on board, you can’t do it alone. So I wouldn’t say what did I do, it’s more of being in a great environment where you’re lifting others up, they’re lifting you up and supporting each other to drive the business together. And that’s what we have done here and grown tremendously this brand and keep growing it.

Brian Weinstein: So bringing it full circle, don’t you find it rewarding now to mentor people?

Joanne Marciano: I love it.

Brian Weinstein: Yeah, I do too.

Joanne Marciano: I love it. I will say, I still to this day have people calling me when they have another job opportunity and, “Is it the right thing?” And I actually, a friend of mine connected me with another person who called me yesterday wanting to know how I became a COO and what was my path, and is he going down the right steps and what should he do next in his career to get to this point? And that is what I love to do. And you’re doing it every day, you’re driving a business, but when you look back, you’re making the impact, just like Jenny Ming made an impact on me. And that’s all what I want to do. I need to make sure that what I know and what they know, we share those learnings together and that knowledge together so that there is a legacy so they can keep the business moving forward and keep their careers moving forward, which is the most important. Let them grow.

Brian Weinstein: Yeah. I will say that when I finally hit a certain point in my career where I was like, “Oh shit, I might know a few things,” that it actually, it ruins-

Joanne Marciano: That was only two days ago, Brian.

Brian Weinstein: It was literally two weeks ago. So that’s why it’s so new. It still has that new car feeling about it. But you get… to be able to know that you’re helping someone, you’re teaching them things and that you’re making a positive impact on their future is so rewarding.

Joanne Marciano: It is. It is. I will say, it is priceless. And one of my other leaders, when I was at Cole Haan, I was looking through some of the… they sent me… you get notes throughout your years and I’ve kept them all, and one of them was this book, and it’s called A Matter of Style: Intimate Portraits of 10 Women Who Changed Fashion. And I looked in it and in the note, I remember my boss, Beth Guastella, had said, “Joanne to a woman who will change the world. Here’s to 2011. Merry Christmas.”

Now I’m not here to change the world. I’m not a doctor about to perform heart surgery to save a life. I’m not a scientist inventing something. But what she really meant was keep evolving, keep learning, keep changing, and keep supporting others around you just like she supported me. Cause I was like, “Change the world?” But when you really read into it… and I still have it today, and I’m still so thankful. And a few years ago she called me wanting to recruit me for a position and I fortunately said, “Oh, I’ve got someone for you,” another old colleague of mine who I thought would be a great fit, and the two of them been working together for the past maybe five plus years by now. So yeah, it is also a strong industry and supporting each other is critical. Can’t do it alone.

Brian Weinstein: No, you can’t. And you’re right, it’s so rewarding to just be able to work with great people and surround yourself with great people. Like you said, you hire very smart people, which in my case is not that hard. The bar’s pretty low there anyway. But I can hire great people without that much effort. But no, it’s really been a fun experience mentoring the generation that’s coming up and into our industry and making an impact. So even if they go somewhere else, to your point before, they feel comfortable enough to come back and say, “Hey, look, can you give me some guidance?” Because there’s a relationship beyond just the day-to-day work.

Joanne Marciano: Because you’re approachable and they trust you. And I think that’s the biggest piece is to be approachable. Have a little fear, maybe not fear that we went through.

Brian Weinstein: Right, exactly.

Joanne Marciano: But being approachable and being there, because making those choices, you’re never going to make the right choice at all times, but you’re going to learn from every choice you do make.

Brian Weinstein: Yep. Absolutely. Joanne, this has been fantastic and this is exactly why I really wanted to have you on the podcast. So appreciate you coming out and joining Caitlin and I and kind of giving us a little bit of your background and sharing some of your experiences.

Joanne Marciano: Thank you so much for having me. It’s been a joy for my first podcast in my life, so, woo.

Caitlin Postel: There you go.

Brian Weinstein: Fantastic.

Joanne Marciano: I appreciate, you guys made it very easy, very welcoming. It’s been fun. Does this mean I can start Sippin’ now?

Brian Weinstein: You can start Sippin’ anytime you want. Yes. Yes you can. All right, Caitlin, walk us out.

Caitlin Postel: All right, thank you Joanne. And thank you everyone for tuning in. Check us out every other Friday on your favorite podcast platform. Have a great weekend guys.

Brian Weinstein: Thank you.

Joanne Marciano: Thank you.

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