Newell Brands

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Founded in 1903, Newell Brands designs, manufactures, sources, and distributes products in three main areas: home and commercial solutions, learning and development, and outdoor and recreation. Its home and commercial products include Rubbermaid, Crock-Pot, Mr. Coffee, Oster, and Yankee Candle, while its learning and development products consist of brands including Elmer's, Paper Mate, and Sharpie. In its outdoor and recreation segment, Newell provides products under the Coleman, Contigo, and Marmot brands. It distributes to warehouse clubs, department and drug/grocery stores, home centers, specialty retailers, office superstores and supply stores, e-commerce retailers, and sporting goods stores, as well as directly to consumers online.

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Newell Brands (NWL): Company Profile, Stock Price, News, Rankings

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Newell Brands | Fortune

Newell Brands (NWL): Company Profile, Stock Price, News, Rankings | Fortune

CEO Ravi Saligram is prepared for supply chain challenges and Omicron.

Newell Brands CEO: 2022 will be a "good year"

Leadership

Robbie, so glad to have you here with us to talk about your company. Newell brands. You know, many people might not be familiar with the Newell name but they do know you're famous brands like Rubbermaid storage containers, sharpie pans, mr coffee machines, yankee candle. I could go on and on and on when you took over two years ago, the company was struggling and you did a lot of things to turn things around. How's business doing now. We're having a great year yet today through the third quarter, just reeling it off our top line, organic sales growth is 15% Our operating profit is up 21 and gps up 14. So I think and that growth 15% after four years of decline. It is tremendous to see because we brought innovation back. So I feel very good about the business and that we are poised to really become a sustainable profitable growth company. Well, I understand that one of the big changes you made when you came in was simplifying the complicated way that Newell does business, especially when it comes to inventory and ordering systems from what I understand, you streamlined all of that a year ago and your timing was remarkable Robbie because you've managed to avoid many of the supply chain issues that are disrupting many other businesses. Tell us a little bit about what you did Because of the acquisition of garden. There was a lot of complexity. The important thing is we're embarking on a supply chain transformation. We're calling that the Avid initiative and which is all about the metamorphosis and we're going from 23 supply chains to one integrated Newell supply chain. So we're going to a distribution network that will remarkably improve customer service and instead of several supply chains get into one and that I think will help us in the long term. So it sounds like you made business a lot easier for your customers. So what's the feedback that you're getting from? Some of your biggest customers, like walmart and Amazon and Costco? They're very happy with that. Newell historically was not the easiest company to do business with. We have worked with our customers uh in lockstep to drive of it and uh they are very supportive that it is one Newell as opposed to eight separate business units with 23 supply chains. This is going to make are on time fill levels and our customer service levels being in stock in their stores far better, which they are very happy with. So let me pick up on that, Are you saying that these retailers will be fully stocked with your Newell brand products for holiday shoppers? We're still having the supply challenges because About 40% of our goods are sourced from Asia and we are having similar issues to others in the companies in terms of ocean freight, truck driver shortage, labor shortage, etc. So, but we're doing our best because we have improved, we have tried to build up inventories on the fastest selling items. We have improved wages for increased significantly wages for our frontline employees so that our factories are humming? So we're doing our best but we'll still have challenges because we're going through Like everyone in the industry difficult time. Well given that you still have some of these constraints, what is your take on 2022 when it comes to the business environment and consumer attitudes about spending On the positive side? I think the economy will be quite strong in the U. S. In particular on the consumer attitude side I think there will be two things that will shape it. one is homer sahab trends will continue to persist because of hybrid working models. On the other hand, I think with rising inflation and a lot of companies taking price increases there will be more sensitivity on that Voters in 2022. But the key for us is making sure that we come across with our brands as the best value. So innovation will be quite critical uh in that regard. Our turnaround has helped us prepare for a lot of different contingencies. We've improved our supply chain, we've talked about transforming our supply chain. These issues will persist. But I think the important thing is since we've committed so much to innovation and to have superior products that are great value that allows us To really be confident because this is our third year of the turnaround and we think that 22 will be a good year. What about the omicron variant, there are a lot of scary headlines that are coming out every single day. What are you expecting and how are you preparing for it? I think number one is attitude lee not to sort of assume that we're just going to go back to a pre covid world. There is a new normal, there will be new variants and not to look at the world through rose colored glasses but to be constantly prepared. So we're still taking precautions were very strongly encouraging our employees to get vaccinated because we think vaccination is still the best protection against the coronavirus regardless of variants. So we're still practicing social distancing. So we're taking all the precautions and being prepared because I think there's still uncertainty. We're still going to come up with an optimized hybrid working model for employees in office based situations and in our factories. We have already put in a lot of safety protocols and we're going to continue to work on those Robbie. Let's talk a little bit about leadership and the lessons that you've learned during your long career. I hear that you always start with a listening tour when you get in a situation that it's a turnaround. Why is this such an important first step? I firmly believe Susie that the answers lie with your employees, your customers, your investors. You need to be willing to listen a lot of times. People have the ideas. You've got to go deep within your organizations and learn what's on people's mind and that gives you a blueprint for the future. You know, when you first arrived at Newell, the company was still adjusting to that big merger with Garden that you talked about a moment ago and there was low employee morale. What would you say was the key thing that you did to unify everyone From day one from my very first town hall. It was about transparency. Tell it like it is rather than sounding like a corporate chill and in my town hall, I acknowledged the issues that had gone on in the past and then said that the number one priority would be people first and that our actions and words have really proven that out. The second was establishing this whole thing about a noble purpose and that each one of us unified would be able to take the company towards the noble purpose of really having iconic brands that delight consumers in the sense of creating moments of joy and peace of mind. This became a unifying theme for our employees. You know, Robbie, you always talk about the importance of bringing out the best in people. How have you learned over the years? The best way to do that you have to commit and really believe that you are in service of your employees, your customers and consumers be a servant leader. Second, really look at bringing out diverse voices. Making sure that you don't surround yourself with people who are just like you, but also give people a chance. You may not agree with everything, but make sure the voices are heard and make sure that included. That creates a sense of belonging. And make sure you have a dialogue with your employees. I right to my employees. I tell them right to me, and I personally write to them. This creates a feeling that you're not in an ivory tower, that you're a leader who cares and builds affinity with all the employee base.

 Mike, since you became CEO of Newell five years ago, you got a lot of praise for a remarkable turnaround. The stock has quadrupled. Earnings have been up every single quarter. From a leadership point of view, what has been the key to your success? Look, it's determination. It's intensity. It's choicefulness. You have to make choices, and you have to be consistent in your actions with those choices. There are costs associated with change, so you have to be empathetic to-- and understanding, and open, and transparent about the costs of change that come with a transformation such as the one we've come through. Now, your job is to merge in Jarden and integrate into Newell brand. And you've already made a lot of significant changes. You've-- hiring senior executives from outside of the company. You're moving the headquarters from Atlanta to Hoboken, New Jersey. I'm guessing that there's been a lot of conversation within the company about all of these dramatic changes. So what do you have to do, as a leader, to make sure that people stick with you? You have to paint a picture of the company you aspire to be. If you want to maintain engagement through a change program as profound as the one we're going through, you have to define the destination. And that's what I mean by painting a picture of the company we aspire to be. Any missteps-- anything that you say, I wish I could have done that just didn't go over? I sometimes didn't move fast enough, because I was cautious about continuity and cautious about delivery. With the benefit of five years of hindsight, I can tell you we probably should have gone faster. And that one's on me, as a leader. If I'd had that experience doing something as big as what we've done before, I might have done it differently. I will definitely apply those lessons learned to the combination with Jarden. What is your biggest fear? One of the most important leadership lessons learned-- I've had is that my inclination-- my personal inclination is to come to a point of view pretty quickly based on the data, based on conversations. I think it's really important to govern the speed with which you make choices to make sure that you've listened actively, you've engaged actively, you've debated appropriately some of the big calls you made. And my fear is that, in the drive to achieve the outcome, we'll miss something as a result of making an error of omission. Before you came to Newell, you had long stints at many big blue chip companies-- Yeah. --Procter & Gamble, Kraft, Unilever. And I'm sure that you got a lot of good advice over the years, but what would you say was the best leadership advice you ever got? The best advice I ever got was actually not spoken. It was observed by me over my formative years at home. My father came to the US through Ellis Island. I'm first-generation American. They came here with nothing. And my father modeled the behavior that I've tried to embrace. And it's in that cumulative experience with him for my 20 years at home that I have formulated the person I am. He was always forward-looking. He never looked back. He was unbelievably hardworking. He achieved an immense amount from nothing. And he set an environment up for me and my sister to go out and be the best that we could be. Now, between my mother and my father, they set an environment that I grew from, and I would consider that advice of a different form. It's not spoken advice, but it's modeled advice. 

Here's How Newell Brands' CEO Plans to Lead 50,000 Employees

After his company acquired Jarden earlier this year.

Mike since he became CEO of Newell five years ago, you got a lot of praise for a remarkable turnaround. The stock has quadrupled. Earnings have been up every single quarter. From a leadership point of view, what has been the key to your success look, its determination, its intensity, its choice. Fullness. You have to make choices, Um, and you have to be consistent in your actions. With those choices. There are costs associated with change, so you have to be empathetic to in understanding that, an open and transparent about the costs of change that come with a transformation, such as the one we've we've come through. Now your job is to merge in Jardin and integrated into the Newel brand, and you already made a lot of significant changes that you've hiring senior executives from outside of the company. You're moving the headquarters from Atlanta to Hoboken, New Jersey. I'm sure that I'm guessing that there's been, ah, lot of conversation within the company about all of these dramatic changes. So what do you have to do is a leader to make sure that people stick with you, you have to paint a picture of the company you aspire to be, if you want to maintain engagement through a change program is profound, is the one we're going through. You have to define the destination, and that's what I mean by painting a picture of the company we inspired today. Any missteps, anything they say. I wish I could have done that over. That didn't go over well. I sometimes didn't move fast enough because I was cautious about continuity and cautious about delivery. With the benefit of five years of hindsight, I can tell you we probably should have gone faster in that one's on me is a leader. You know, If I'd had that experience doing something as big as what we we've done before, I might have done it differently. We'll definitely apply those lessons. Learned to the combination with Jordan. What is your biggest fear? You know, one of the most important leadership lessons learned I've had is that my you know, my inclination. My personal inclination is toe is to come to a point of view pretty quickly based on the data based on conversations, I think it's really important to governed the speed with which you make choices to make sure that you've You've listened actively. You've engaged actively. You've debated appropriately some of the big calls you made. And my fear is that in the drive to achieve the outcome will miss something a za result of making an error of omission. Before you came to Newell, you who had long at many big blue chip companies Procter and Gamble Craft Unilever And I'm sure that you got a lot of good advice over the years. But what would you say was the best leadership advice you ever got? The best advice I ever got was actually not spoken. It was observed by me over my kind of formative years at home. My father came to the US through Ellis Island. I'm first generation American. They came here with nothing, and my father modeled the behavior in that in that that I've tried to embrace. And it's in that cumulative experience with him, Um, for my 20 years at home that I have formulated the person I am. He was always forward looking. He never looked back. He was unbelievably hard working. He achieved an immense amount from nothing any setting environment up for me and my sister to to go out and be the best that we could be between a mother and my father. They set a new environment that I grew from, and I would consider that advice of a different form. It's not spoken advice, but it's modeled advice.

 Mike, a lot of people don't know the name Newell or Jarden, but when you tell them about some of the famous brands you have, like Parker Pens, and Sharpie, Elmer's Glue, Mr. Coffee, they get it. So you have now, through this merger, more than 160 brands under one roof. How are you going to make all this work? You've got to make priorities, take choices on what your priorities for growth are going to be. And we've gone through a process over the summer to make our portfolio choices, the priorities that are going to warrant disproportionate investment-- our writing business, our baby gear business, Yankee Candle-- unbelievable assets to leverage. These will be the big places to place investment bets. Well, in your five years that you've been CEO of Newell, you have a pretty good track record for consolidation and unloading unprofitable product lines. It would seem obvious that you're going to have to go through that process now, with this huge merger. How do you decide which areas to keep and which products to get out of? We look at the categories that have the greatest potential globally, a category like writing, which is right on trend-- particularly in the emerging markets, where people are moving out of poverty into the middle class, and what they're looking for out of life is to achieve more. And so a category like writing instruments is right in the middle of that macro trend. And so these judgments about the relative strengths of categories, our ability to win in them, the brand positioning that we have, the market share position we have-- these are the variables that go into determining whether a category is of interest to us, or maybe not as much a strategic interest to us. You talk a lot about innovation driving growth, but how much more innovative can you get with some of your product lines-- whether it's a baseball glove, or coffee machines? The pen you hold in your hand right now is a really interesting example. It is a gel pen. It competes with a couple of other companies' products. What's different about that product is that the ink in that gel print dries three times faster than the nearest leading competitor. And why is that important? Because gel pen inks smear. So by drawing faster and creating an ink system that does that, you create a point of difference versus the competition, that you can charge for, that people value. And that's how innovation in even some of the most everyday categories can create big value. What about changes in how and where you sell your products? You supply Walmart, but also Amazon. So where does the bulk of your business come from? Is it the online platform or is it in the stores? The largest component of our revenue stream is in traditional brick-and-mortar environments. So our philosophy is we want to reach consumers where they shop. Today, the vast majority of them are shopping in bricks-and-mortar environments, but increasingly consumers moving to ease their shopping experience by purchasing online. Our business model needs to adapt to that reality. Our market share in the growing channel, in the e-commerce channels, needs to be at least as strong as it is in the bricks-and-mortar environment. There's no question that the way we shop now has changed so dramatically over the past couple of years, so as you look out over the next few years, what do you think is going to be the winning business model for your business? I think it'll be a blend of both, but we will disproportionately invest to capture the online opportunity, because that's where consumers are going. So I'd say, today, we're probably about 12%, 13% of our global revenue is e-commerce space. And five years from now, I'm sure it'll be closer to 20%. But if you do the math, the vast majority is still in traditional bricks-and-mortar. 

Here's How Newell Brands Made Itself Into a Powerhouse

CEO Michael Polk shares the company’s journey.

Mike. Ah, lot of people don't know the name Newel or Jarden. But when you tell them about some of the famous brands you have, like Parker pens and Sharpie Elmer's glue Mr Coffee, they get it. You have now, through this merger, more than 100 60 brands under one roof. How you gonna make all this work? You've got to make priorities, take take choices on what? Your priorities for growth, they're going to bay. And we've gone through a process over the summer to make our portfolio choices. The priorities that are gonna warrant disproportionate investment are writing business. Our baby gear business, Yankee Candle, unbelievable assets the leverage. These will be the big places to place investment back. Well, in your five years that you've been CEO of Newell, you have a pretty good track record for consolidation and unloading unprofitable product lines. Uh, it would seem obvious that you're gonna have to go through that process now with this Ah, huge merger. How do you decide which areas to keep and which products to get out of? We look at the categories that have the greatest potential globally, a category like riding, which is right on trend, particularly in the emerging markets, where people are moving out of poverty into the middle class and what they're looking for out of life is to achieve more. And so a category like writing instruments is right in the middle of that macro trend. And so these thes judgments about the relative strengths of categories our ability to win in them, the brand positioning that we have the market share position. We have thes air, the variables that go into determining whether a category is of interest to us, or maybe not of as much strategic interest to us. You talk a lot about innovation, driving growth. But how much more innovative can you get with some of your product lines? Whether it's a baseball glove or coffee machines depend, you hold in your hand right now is a really interesting example. It is a gel pen and competes with a couple of other company's products. What's different about that product is that the ink in that in that jail print dr three times faster than the nearest leading competitors. And why is that important? Because gel pen inks smear so by drawing faster and creating an ink system that does that, you create a point of difference versus the competition that you can charge for that people value. And that's how innovation in even some of the most everyday categories can create big value. What about changes in how and where you sell your products? You supply WalMart Also Amazon. So where does the bulk of your business come from? Is it the online platform or is it in the stores? The largest component of our revenue stream is in traditional brick and mortar environments, So our philosophy is we want to reach consumers where they shop today. The vast majority of them are shopping in bricks and mortar environments, but increasingly, consumers moving to ease their shopping experience by purchasing online. Our business model needs to adapt to that reality. Our market share in the growing channel in the e commerce channels needs to be at least a strong as it is in the bricks and mortar environment. There's no question that the way we shop now has changed so dramatically over the past couple years. So as you look out over the next few years, what do you think is going to be the winning business model for your business. I think it'll be a blend of both, but we will disproportionately invest to capture the online opportunity because that's where consumers are going. So I'd say today we're probably about 12. 13% of our global revenue is e commerce base, and five years from now, I'm sure it'll be closer to 20. But if you do the math, the vast majority still in traditional bricks and mortar.

Like in this presidential election, the topic A is the economy and jobs. How would you describe the health of the economy right now? I'm more optimistic rather than pessimistic about the economic environment in The US than maybe some of the headlines and some of the candidates are suggesting. We see that in our business. The market growth In the company in our categories, it's pretty much in line with what it's been historically. And obviously our goal is to disproportionately beat that type of growth. But we don't see any head wins at the moment. We're moving in to the last quarter of the year. Do you think that the economy is gonna pick up from here or it's just gonna continue to crawl it along. I think the economy's gonna tread water and move forward at roughly a 2 % growth rate, and that's what we've assumed in our business plans. I think, you know, we'll see what happens with respect to consumer spending through the holidays. That may be one of those key benchmark metrics that we'll wanna look at to see whether the consumer Is willing to let go of some of the savings that have built over the last number of years. We see it in auto sales. I was looking at the numbers this morning. Seems like people are buying big ticket items still. So I'm encouraged by what's possible. But I wouldn't say that we've yet seen any material acceleration. But we also haven't seen the headwinds that Some of the headlines suggest we have. But, certainly, cheaper gas prices and low interest rates have been a reason to buy more things like that. But that could change if the Federal Reserve raises interest rates, and that could happen over the next couple of months. Will that help, or hurt your business? I don't think it will have a material impact because i dont think that they're gonna move very far. Remember where we are. Worth such low interest rates and historically low interest rates. I think overtime that could become a factor. I don't think in the next six to nine to twelve months, that's a material variable for everyday consumers. I think the things that drive consumption patterns in everyday consumers, wage rates, Job, unemployment rate, and then there's an attitudinal aspect of things. If our leaders are optimistic and project that, people subscribe. And I think that's an important variable that we shouldn't look sight of. Mike, let's say that Donald Trump and Hillary Clinton asked you for some advice on what would really make a difference for American businesses, what would you tell them? Sure, look, I think tax incentives behind investment in capital and in innovation, absolutely critical. I think lowering the corporate tax rate would create broad based investment in the U. S. Sometimes the dollars move outside of our boarders, as tax incentives are much stronger in many parts of the world, in many parts of Europe, quite frankly. Designing in those incentives structures, such that Business and private citizens and entrepreneurs make investment in their businesses and innovation. Absolutely the most important aspect of any economic plan in my judgment. [ BLANK_AUDIO ]

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