Taylor Morrison’s Post

Curious about the impact a CFO can have? A recent The Wall Street Journal article details the contributions Richard Galanti, the CFO of Costco Wholesale, had on the organization in his 40 year tenure. Under his leadership, Costco maintained a simple yet powerful approach: limited product selection, high-quality goods, and unbeatable prices. This formula helped drive the company's continuous 10% growth for 30 successive years—a testament to the power of simplicity and consistency in business. Richard's philosophy of "keeping things simple" permeated every aspect of Costco, from its product offerings to its workspace design, ensuring a customer-centric approach that many businesses aspire to emulate. Pretty incredible... #cfo #fractionalcfo #leadership #strategy

This week, Doug McMillon, CEO of Walmart, visited our New York and New Jersey teams. Here are my 3 key learnings from the session with him: 1️⃣ Don’t underestimate your own impact: When speaking to Doug, some Walmart associates underplayed their own role compared to the CEO. Doug reminded us that he wasn’t always CEO, he is with Walmart for over 30 years and he held various positions across the organisation. What ever your role is, work like it is your own company. Believe in what you do more than anybody else. 2️⃣ Learn from competition: Doug got some questions about old and new competitors. He reminded everyone of Sam Walton who visited competitor’s stores regularly. Instead of only recognizing how poor a competitor performs, Sam also acknowledged their strengths. Learn what customers like about your competitors and try to be better at it. 3️⃣ Know which battles you can‘t win: Some associates asked why Walmart is not operating in certain markets. Doug‘s answer reminded me of a Sun Tzu quote „If a battle cannot be won, do not fight it“. That does not mean that you will never win, but prepare for it to ensure you will win it. What are your key leadership insights? #leadershipinsights #businessstrategy #dougmcmillon

Here's a clip of my conversation with Greg Creed former CEO of Yum! Brands and the former CMO of Taco Bell. Without a doubt one of the most transformational leaders in both the food and marketing industries. Under his leadership, the Yum! Brands portfolio experienced exponential growth. In just five years, the number of stores surged from 43,000 to an impressive 50,000. Stock prices doubled, jumping from $50 to $100, while sales skyrocketed from 3% to an astounding 8%. Notably, Taco Bell alone saw its annual sales surge from $6 billion to a remarkable $10 billion. Throughout his career, Greg championed innovation across every facet of the business and achieved off-the-chart business growth by defying conventional marketing norms and actively nurturing a team of, in his own words, 'mavericks and misfits.' [TO WATCH THE FULL INTERVIEW, CLICK ON THE LINK IN THE COMMENTS]. Insightful, full of wisdom and fun! #Marketing #Innovation #Culture #foodinnovation #foodindustry

🛒🤨 Trust in Leadership: Share Your Perspective! 🗳️🤔 💡 Do you trust Woolworths CEO Bradford Banducci's assertion that not stocking Australia Day merchandise is solely a commercial decision? Given the past contribution to the Yes campaign, are there concerns about corporate interference in public opinion? Dive into the conversation on 4MySay! 🤝🌏 #CorporateTrust #PublicOpinion

Coming from selling “sparkly kids’ clothes,” I get this all the time. I’ve also sold housewares, candles and decor, men’s suits (including fitting), men’s and women’s apparel, shoes, baby furniture and gear, toys, grocery, TVs and tech, makeup and hair care (including prestige), fine and fashion jewelry, loyalty and credit products, and had to oversee photo studio, vision and hearing centers, pharmacy, salon, and tire and battery department issues… Often, none of that mattered. However, it was my experience at Justice that made me able to work in one of the most operationally driven companies. Every year at inventory, I put out that trouble rack knowing not a single item was going to touch it (knowing the headache of overflowing trouble carts previously, it was my personal challenge). I remember getting the pre-inventory call after we switched districts and my DSL getting scared when I said I wasn’t ready for inventory, and I had to clarify that I was just probably more ready than anyone else but we had time to go through everything about 3 more times before inventory, and usually had our inventory team gush about how prepared we were. It was knowing not only what my numbers were, but setting projections and making scheduling adjustments every day to support it. It was having to walk the center to recruit and network, which translated easily to B2B sales. It was negotiating for a spot on the Marquee. It was building connections with the Sheriff and UPS drivers. It was planning Fashion Shows and other events, donation drives and volunteer opportunities, as well as contests, potlucks and fill the fridge events for the team without a huge budget and still leaving everyone feeling appreciated (At least most. There always will be that one that wished you got boneless wings and not bone in or complains that you bought white queso and not yellow.) It was planning windows and floor sets when you were a 3rd tier inventory store but had the largest area with extra windows and walls, without looking empty and having to develop entire statements that fit with the rest of the plan. It was realizing that ordering a taller ladder would save a ton of money because the closest person that installed and changed the lighting made over a 3 hour round trip, and it was something you could do. It was dealing with inventory issues and hiring issues (including hiring extra to help staff peak at a neighboring store),…but at the end of the day “It should be fun. Afterall, we get to sell sparkly shirts to children,” as my other DSL always reminded us. Everyone in retail wants to talk about how their skills are transferable to other industries, yet they rarely see the value of other retail professionals. If managing a retail store is transferable to human resources or banking, why don’t we believe someone from a retail store has the skills to run another retail store?

I was at Anheuser-Busch for years, and the debacle that occurred with Bud Light would have not taken place, most likely, with the previous leadership. We researched things carefully before jumping. Either it was a failure to understand the risks, or the advice was ignored. Both are preventable errors. But the advisor's own credibility should be considered too. Sometimes, the presentation of the advice hurts the perception of the quality of the advice because of the credibility of the counselor who delivers it. A rookie with no depth of experience just isn't going to get listened to on a serious matter. #brandengagement

Retail Today / Retail Renaissance: Not all the news in Retail was negative this week. An outstanding look at Walmart’s U.S. CEO JOHN FURNER, on LEADERSHIP. “The Walmart Way”: Promotions from within, listening and engaging associates, especially on the salesfloor. The importance of self-awareness and hardwork. Creating an environment that focuses on opportunity to grow, what I like to call “stockroom to the Boardroom”. Walmart also announced they were raising Store Managers pay with bonus to the range of $150,000 - $300,000. However your can’t “work remotely” or there’s no “quiet quitting”. (See attached) Walmart also announced their $9Billion Dollar investment in U.S. stores, is now upgrading and renovating stores throughout the country. Walmart U.S. employs 1.5 million employees in 4,700 stores, producing over $400 Billion. (See attached) #retail #walmart #leadership #organizationaldevelopment #stores #associates #opportunites #workremotely #quietquitting #hardworkpaysoff #retailindustry #retailstrategy Vincent Schulz

During Super Bowl weekend we had the pleasure of hosting the iconic Tom Brady for a conversation about sport, leadership and life at our PepsiCo lounge. I am going to post two short videos with some meaningful messages that he shared with us. In this first one Tom talks about talent, leadership and success. The magic formula of success - in sport, as well as in business, music, design, art, and any other profession - is #consistency of great performance in time. It’s all about how often you can make the right move, the right play, the right decision. An extraordinary play (or project) here and there, no matter how extraordinary it is, when followed by a mediocre one, here and there, leads to an average performance overall. The ability to be great, good, and sometimes ok, consistently in time, avoiding too many missteps, is the key to success. To do that you need a growth mindset, you need to do daily work on yourself, to practice, to learn from mistakes, and get better, and better, and better again, day after day, month after month, year after year… What do you think about it? #leadership #tombrady #talent #success #performance #football #nfl #pepsico

Big moves at Walgreens! From store closures to a fresh face in leadership, our latest newsletter dives deep into the company's strategic shifts. Click on the link below to how learn these changes might shape the commercial real estate scene. Don't miss out on the inside scoop! https://lnkd.in/emfJK366 #WalgreensUpdate #CommercialRealEstate #BusinessStrategy #LeadershipTransition #IndustryInsights #CRE #CRENews #RetailNews

Former Ulta Beauty CEO Mary Dillon, who led the company from 2013 to 2021, took the helm at Foot Locker in September 2022 to revitalize the brand. Dillon is renowned for her successful leadership at Ulta, where she transformed the company from a regional player into a national powerhouse. Under her tenure, Ulta's revenues surged from $2.7 billion to $8.6 billion, and operating profits grew from $327 million to $1.3 billion. Dillon's Lace Up Plan at Foot Locker faced significant challenges in 2023 due to macroeconomic and consumer-related pressures. However, is the plan now about to show signs of success? #Leadership #BusinessGrowth #RetailIndustry #FootLocker #UltaBeauty #CEO #Transformation #BusinessStrategy #MaryDillon #LaceUpPlan #RetailLeadership #BusinessInnovation #Macroeconomics #ConsumerTrends #CorporateSuccess #RevenueGrowth #BusinessRevitalization