# Scaling Brands With AI And Emotional Leadership

**Podcast:** LEITWOLF Podcast - Leadership, Führung & Management
**Published:** 2026-08-09

## Transcript

Hallo und willkommen, dear Lightwolf podcast listener.
It is a great pleasure to have you on this podcast again today.
And it's a particularly...
Vielen Dank.
A company where we both grew up in and did our first years, you eight, I did 16.
A company where you were leading brands like Oral B and Pampers.
And you were working in Geneva for Europe.
And you also worked in Schwalbach, close to Frankfurt, for the Dach local market.
Now you are vice president brand for Sixth.
Elia, you so far worked for...
Two strong companies.
You worked for Procter & Gamble and you're now working for Sixth.
One of the things that shapes us most and that also influences our success a lot is the culture.
So how would you compare the strength but also the differences between Procter & Gamble and Sixth?
Yeah, maybe first the similarities and that's why I also moved to Sixth ultimately.
Both P&G and Sixt have this eagerness to win.
You want to be the best in the market.
This mindset of winning.
And the second one is brands are number one priority.
Even at Sixt, our CFO, COO, CBO, everyone, when they present, they talk about the power of our brand.
Wow.
Und das hat mich dann auf 6.
Wo sie auch haben eine sehr gute Zusammenarbeit, dass du sie wollen und gewinnen und gewinnen.
Du hast diese eine Frage und du musst es weiter.
At P&G, es ist wie die Kultur, wie du aufgewachsen bist, von Junior Assistant Brand Manager auf.
At 6.
es ist die Entrepreneurial Spirit.
Das war die Grund, wie das Unternehmen und Brand grew in den letzten 10 Jahren.
Das war der Revenue.
Herr Erich Siegst, der in den 60er Jahren in der 60er Jahren bis 2021, hat mit Regine Siegst die Firma von 200 Rental Cars bis 200,000 Rental Cars.
Was?
A 1,000-fold increase?
Yes.
Wow, das ist Impressive.
Und das ist die bold Art von Entrepreneurship.
Where are the differences?
P&G is, I would say, a running machine and system.
So you kind of like come in as a junior assistant brand manager and you are in one of the teams, then you get into another one.
The systems are most of the times preformed and you learn to lead in the system.
In a company that grows so massively and a brand like Sixt.
The challenge is sometimes a bit more how you build new systems running, how you build new organizations.
And for me, it's a massive challenge because I've learned to operate and lead within a system.
And now, like, for example, social media, we've built in the last four years from scratch.
What kind of people you need, what kind of systems you need.
This is purely new.
Und auch wie man sich transformiert, um die modernen Jahre zu machen.
6.0 war immer sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr, sehr Und das ist das, was wir, ultimately, ein big similarity ist.
Und das ist das, Ich habe mich auf P&G gearbeitet und jetzt habe ich die 6-Brand und die Kultur da.
Ja, awesome.
Great.
On-brand, off-brand.
Wie können Sie sich auf-brand oder off-brand bezeichnen?
4 Jahre ago, wir haben angefangen, um die Brand zu modernisieren.
Six is growing majorly across the globe.
A lot of people work on the brand, so we wanted to articulate the brand that everybody who works in the brand, be it internally or also externally, understands the brand.
We looked in the last decades and looked what kind of principles helped to build that, I would say, very iconic brand.
And we defined three simple things.
Bold, if we do something, we make it.
Es muss sich auf die Haut aufzunehmen.
Es muss sich auf die Füße aufnehmen.
Es muss sich auf die Emotionen bewegen.
Und das letzte ist die Premium.
Über 60% der Karten sind Premium.
Wir sind Premium-Provider.
Wir haben Premium-Positioning.
Es muss sich ein Teil unserer Kommunikation sein.
So, if we look at on-brand or off-brand, we look at it, is it fun, bold and premium?
If it ticks the boxes, yes.
Sometimes things are a bit higher, lower, but this is how we assess ultimately.
And until now, it worked well.
I think the more a brand works and grows globally, you need to really articulate what the brand stands for and need to educate people.
As I said earlier, once you produce so many assets, you need to have a clear understanding of what your brand is, because ultimately everything that you do either helps or hurts your brand.
And earlier we said also, it needs to move.
It needs to move you and it needs to help to move the business.
And this is, I would say, if at least a couple of those assets hit this, we go ahead with it.
As you just said, The world of marketing and the whole world changed as a result of digitization.
And yes, I'm ready to admit that I grew up, Ilya, I grew up in the world you described before, when it was all about an inspiring mind-opening, we called it advertising idea.
So the idea was important then as it is now.
And then it was about...
Executing that idea in TV and in print and putting a lot of money behind it.
Now, you just said with digitization, and we'll come to talk about another topic that will probably unfold, another exponential multiplication yet once more.
What are the few things you pay particular attention to when you digitize assets?
Right.
I just realized the brand, it's bold, fun, premium.
When you smell, we have a great idea and you multiply it millions of times into millions of assets.
What are the key things that you as the leader of the brand apply in assessing and in deciding how to successfully digitize?
How to make an idea go viral.
How do you do that?
The first step is always the brand.
What do you want to and need to stand for to build that one thing in people's mind for us?
Amazing cars for a great price when it comes to rental.
How ideas come to life fundamentally changed.
Agencies need to rethink.
Entire concepts are different now.
You need to win the first three seconds, the so-called hook.
So ideally, you kind of like find ways to hook people in the attention economy that they start engaging with your story.
And on organic channels, TikTok or Instagram, it's probably more a hook where you try to dive into community realities, community insights, what is relevant to them.
For example, in the last couple of years, we dove now into gaming.
So we try to understand what's relevant to them.
Dove really into those communities.
Ultimately, we've built an entire game where people can play our cars and our fleet in exciting worlds digitally.
And people love it.
So it's really about when you win, when you want to win in digital, the principles have not changed.
The consumer is the boss.
But you need to take time to dive into it.
At P&G, I traveled to Russia, Turkey, UK.
And as a 28-year-old, I watched moms changing diapers.
Being with the customer, with the consumer, really, because then you build something, also comes back to feeling your brand.
Everything what you do then kind of like goes back.
Does your gut say yes or no?
This is the first one diving into it.
Second one, understanding the principles of digital advertising or digital building a brand.
Organic works a bit differently versus paid.
Organic, you dive more into it, you tell stories and your brand is just kind of like the platform, but it's always part.
When it comes to digital advertising, be it on YouTube or also in Meta, you need to in the first three seconds hammer the benefit and your brand because 80% Und das ist auch, wenn du nach wie brand-building verändert, wie es dann verändert.
The Brand Building Fundamentals, Why, Who, What, How?
And then maybe the one platform.
But now it evolved even more stronger in community and customers, brand building fundamentals, the platforms, and now even AI.
What does that mean?
How do you bring to life an idea on YouTube reflecting the platform principles of ABCD, attention, brand?
und direkte in den ersten drei, vier, fünf Sekunden.
So alles muss zusammenkommen.
Dann AI, wo die Möglichkeiten sind, aber auch wo die Boundaries sind.
Du hast drei Sekunden von Charakter-Consistency, wenn du Videos schreitst.
So wie du direkt, wenn du über Konzepte über die Konzepte, integriert diese Prinzipien, die Frameworks, die AI in den Konzepten zu dir heute, in die Konzepte?
Und das ist, ich glaube, der tollen Moment, dass es so vieles zusammenkommen ist und letztendlich muss man es zusammenbringen.
Auf dem Nutzung der AI, die ich glaube, ist die force, die jetzt noch eine weitere, weitere, weitere, weitere, weitere, weitere Dinge.
Two Fragen.
Die erste Frage ist, wie Sie in Ihrem Unternehmen heute benutzen?
Everywhere.
So, es kommt wirklich von...
Your strategy, where all your customer data is, who do you want to work with?
Everything is fueled, organized, analyzed by AI.
And not only having dashboards, but directly action and recommendations.
I think this is also, then when it comes to creation, we think about where and how we can and should use AI.
That ultimately it has a positive impact when it arrives at the customer and not like, oh, shitty AI, but kind of like still excites.
Und der dritte ist in Automation.
Wenn du über Asset Automation hast, du hast einen und hast zehn verschiedene Banners für ihn.
Und dann, ultimately, also die Impact.
Was ist die Impact?
Wie soll du Analyse?
Und, ultimately, die Impact fuels die Brand Strategy wieder.
So, weil ich die Fuel, die Entire Value Chain habe, die Final Impact habe mit diesem Asset, wird wieder fuel.
I love it.
We also adopted AI into our team.
I used the German word KI and I called her Katja.
Katja immer froh.
And I love your idea because we'll have a team meeting coming up in July in Hamburg, a live one, where I will now steal your idea, if I may, just have an empty chair and say Katja.
Katja is the new team member on the table all the time.
Now, let's shed some light on another duality.
Balance, coexistence, you will define this.
Between AI and HI, so human intelligence.
This relationship between artificial intelligence and humans, right?
What I observe in my part of the world is, one, some typically young people, I just spend three days with 60 tech entrepreneurs in a...
Das ist ein sehr guter, was ich glaube, dass Sie sich nicht mehr als Sie, Evoa, oder?
While on the other hand, I also observe people who are scared by AI, who do interpret AI as a threat.
They don't know how to use it.
They are scared it might just cannibalize and remove their current job.
So how do you see that dilemma, that relationship with AI and humans?
Ich habe auf der Telefonnummer gesprochen, wenn ich herausgekommen habe, dass ich ein Tremendes Mistake in Leadership gemacht habe.
Ich bin sehr digital savvy, so ich liebe es zu testen.
Ich liebe es zu testen, bevor wir es an Arbeit nutzen.
Image creation, video creation, wie zu leveranieren.
Und was ich falsch in dieser ganzen Transformation ist, Ich habe nicht mehr von Leuten geplant, wo ich bin.
Und nicht genug zu stecken, okay, wo sie sind.
Und du hast gesagt, dass ich mich nicht die Leute, wo du bist, sondern da wo die Leute sind.
Und nachdem, wir haben angefangen, um die Sessionen, Trainings, etc.
Und das ist auch, wie du steckst, wie du dich versus andere dich.
Und das hat mich sehr.
Und das ist ein sehr, sehr, sehr, sehr, sehr.
The right approach to go ahead.
And I need to tell one thing because I was so amazed.
We had a leadership session and Mr.
Erich Six, who is already above 80, he presented a case, a Vibe-coded app.
He coded.
What?
Yes.
That's amazing.
I mean, back then he learned, he taught himself already like how to code.
But now that, and that I think reflects the culture we have at Six, like independently.
Who you are, which impact you have on the business.
He's not a CEO anymore.
But this showed you need to engage with that stuff, do that.
We have dedicated sessions for it.
But kind of like going back to our team development, having AI coffees and inside sessions, you saw how the people picked it up.
And there was some people were like two steps ahead and said, yeah, I love it.
Sometimes we're more a bit scared.
But once we kind of like found different formats where they could learn and also share their progress individually in smaller groups, bigger groups, we found a way.
And also, thankfully, people jumped on it.
They loved it.
They even shared that they're also thankful for the opportunity to learn it because it's not given when you look at other organizations.
And then step by step, we found ways to leverage it.
Das war wieder ein Aha Moment für mich, ein Leadership Mistake.
Ich habe jetzt gelernt, für den nächsten AI-Wave.
Aber es ist auch Spaß und ich bin sehr stolz, was die Teams jetzt machen, wie die Fully-independent AI-Workflösen.
Jetzt bin ich amazed, was das kommt aus.
I think it's a great reflection of the culture at Six and also the opportunities senior leadership the entire company gives everyone.
And yeah, it's an exciting time.
What a great moment and compliments to Erich Six that with his experience, he learned to code, he learned to do Vibe-coded applications.
That's amazing.
I mean, that shows an environment where AI is not only tolerated.
But role modeled by the most experienced people in the organization.
And like also my two bosses, they're so savvy.
It's like scary how savvy they are in that world.
But it's, I do believe that in other organization there might be, okay, you guys need to know AI and they do.
It's not relevant anymore for me.
And like really walking that talk is really, really key.
Für mich ist es auch, ich möchte verstehen und via das, ich kann auch mit Partnern zusammenarbeiten und mit Partnern besser.
Wenn ich mich über die Anwälte, die wir bringen oder andere aktivitäten bringen, wenn ich mit den Anwälten und fühle mich sie sind, oder weniger advanced, ich versuche, die Menschen zu finden, die ich mit den richtigen Leuten zu sprechen.
Weil ich mich als ein Entrepreneur in der Unternehmen sehe, ich möchte, dass ich Geld in der Unternehmen investiere, Best as possible.
And if I feel that partners are not on that level or want more money than it actually costs, this is also something we get nurtured by to really think about where and how the money is invested.
So also from an entrepreneurial spirit, it's key that you are top aware.
What are the trends?
How are things done?
Und letztes Jahr, wenn wir ein dedicated campaign mit AI gemacht haben, das jetzt ein paar Awards gewonnen hat, es gab zwei Dinge.
Es war ein weiterer Entwicklung der Brand.
Und in den 2000er Jahren, in der München-Aerport-Parking-Situation war, ein 4 Meter langer Green Cucumber.
Und da war ein Held auf dem Motiv, was die Fahrer der Competition ist hier?
Also, ein ganzes Wichtiges zu unseren lieben Competitors.
Was wir last Jahr machen?
Ich wollte etwas wirklich, purely AI-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A-A So Jung von Matt came up, we had a briefing session where we specifically looked what are currently the opportunities and barriers.
As already said, like, okay, back then it was last year in July, three seconds character consistency.
So you needed to think about concepts that reflect those principles that after every three seconds you have a new cut in the storytelling.
Wir haben nicht mehr die Fehler, wie andere Firmen, die sie wollten in der Realität, in der Realität, die Menschen hatten, sechs hands und all das.
So die Briefing war, dass du nicht alles sehen, dass es AI ist, oder es kann nicht mehr als AI sein.
Und kommen von Gently talking über unsere Competitors und uns.
There was this idea that Jung von Matt found trust pilot reviews about our competition that read like horror stories, needed to walk through a dungeon, like etc., all that stuff.
So we found three different ones.
And with AI, within two months, we created really Hollywood level ads, 60 seconds that brought to life those horror.
Reviews about our competition.
Amazing.
YouTube globally activated, 75% view-through rate.
The brand was lifted.
That was purely possible with AI.
Producing that in the real world would have cost a million and would have taken a year.
But we specifically looked into it.
What are the principles?
How do we want to activate?
Based on that, it's an amazing video I need to share all three with you.
Please, for my entertainment.
For your entertainment, exactly.
Ranting with others is horror, but I rent with six.
That's the opportunity and also the amazing world of AI.
It fundamentally goes back to what you mentioned earlier.
The idea matters.
Everybody can create now and produce and activate.
But the difference is a strong and unique idea that comes to life in an exciting way.
And yeah, that's the beauty of the time now.
That way different ideas to bring to life are possible nowadays.
Awesome.
This whole conversation makes it visible to me and to everyone who sees it now, how consciously you're developing yourself.
Es ist toll, zu hören, zu deinem Weg von 14-Jährigen, zu deinem Zeit in P&G, zu deinem Zeit in 6.
und wie du lernen und wie du developet dich selbst.
Jetzt, was du mit uns machst, was du in der Lage bist, als du als ein Leader entwickelst?
Der Grund für mich ist Familie.
Spend ein viel Zeit mit meinem Leben, nicht vergessen, wer ich bin und wer ich.
Und da ist auch noch ein Quote von Goethe.
Die zwei Dinge, die Kinder, die Kinder, die Kinder, die Kinder, die Kinder und Wings geben.
So das ist für mich sehr wichtig.
Wie ich als ein Leader develope?
Ich versuche, die ich aus der comforten Zonen.
So die Dinge, die ich mich scared of bin, ich versuche mich oder werde ich, weil das ist, weil das ist, wo growth happens.
Ich liebe reading.
So reading hat mich zu...
Programme mein Mind into certain structures, certain ways how to cope with situations.
I want to grow as a leader to grow leaders.
That's for me also understanding, okay, what do I need to do to help other people grow?
There's nothing more amazing if there's like something out there which is celebrated by people and it's coming from someone in my team.
That's like...
Ich bin so excited.
Ich liebe, natürlich, zu beinwohlen, aber es ist sogar besser, wenn sie einfach machen.
Ich denke, das ist die wichtigste Sache.
Und jetzt ist es, wie ich auf der Job versuche, die ich auf die Arbeit versuche.
Und ich sage, die harder und mehr unkomfortvolle way der Größte als ein Leader ist, dass ich für Feedback bin.
So, all unsere People First Talks, wir haben Quaterally, it's always the same structure.
People share about themselves, what they learned, achievements, where they struggle with, where I can help.
And then there is always the feedback to me.
What do I do well, but specifically what can I do better?
People are very vocal.
So there's a lot of stuff to learn from.
Great compliment to you because you create openness.
Exactly.
And yeah, sometimes it's more feedback I receive versus I give.
But yeah, that's I think like where you try to understand your blind spots.
And there are so many mistakes I did in the last years on leadership.
There are a few things I hopefully do well to let the people grow.
But only via listening and being open to get that feedback, you can understand, okay, is that feedback relevant and I need to act on it?
Is it just a personal opinion, but everything I want to hear and then I decide myself whether to tackle it or not.
And I think that's the most important one because ultimately you are in your system, you run and you...
You cannot always be super self-aware what impact you have.
And as you said earlier, you always communicate even if you don't communicate.
So how do you show up?
And Dale Coleman wrote this book, Emotional Intelligence.
And what I found very interesting because emotional intelligence is not like I feel you.
It's more like those four quadrants.
One, you are in a situation and you have a group.
The first one is self-reflected.
How do I feel and why do I feel like that?
The second one is moderating myself to adapt higher or lower.
And then the second two ones are why is this group feeling like this?
And the last one, what do I need to do to adapt the atmosphere to make it more that in the end the impact of the team is higher?
Und das ist was ich sehr interessant finde.
Und wahrscheinlich ich verletze, die meisten von der Zeit zu wirklich machen.
Manchmal ist es bei dir selbst, weil es eine Tense situation ist.
Ich mache ein Schock und es ist leichter zu finden, aber das ist, ich denke, ein Top-Level-Level-Leiter-Beweg.
Wenn du fühlst, dass die Leute die Raum, die Leute und die Leute, und letztendlich, die Leute zu involvieren, finden eine Win-Win-Situation.
And this is where I think some people make that very relaxed and you don't even realize it.
Sometimes understand, sometimes people disregard that.
But that's the true power, how you can move people and find decisions to have a bigger impact with your project.
I love it.
Have you experienced people or situations or moments where someone helped someone else?
To be able to feel, perceive and live emotional intelligence on a higher level than before.
Can you elaborate a bit more?
Some people I know would probably say about themselves, I feel like I'm pretty good in intellectual intelligence, in thinking, but maybe I'm a bit underdeveloped in emotional intelligence.
Ich habe mir gedacht, dass ein Mann in einem großen Land in der Welt einst, der ich glaube, ist sehr unterdeveloped.
Und es ist eine schwierige Frage, ich habe.
Und vielleicht ist es, vielleicht hast du nicht, aber ich möchte lernen von dir, wie die Zuschauer möchte.
Haben Sie ever gesehen, ein Person, haben Sie erlebt, ein Moment, wo jemand jemanden helfen, zu sein, zu sein, zu sein, zu sein, zu sein, zu sein, zu sein, zu sein, zu sein.
Building on the book from Daniel Komen.
I'm reflecting myself as I'm asking the question.
And I have two particular people in mind who I'm working with right now very closely who would benefit from the answer.
How can you at all develop emotional intelligence in others?
I might like what pops in my mind now are situations where you feel in a huge crowd.
where maybe new leaders are in and have potentially a too high, I don't say too high respect, but they are kind of like intimidated by hierarchy, where people help them to still shine, to give them maybe an intro or a platform they felt comfortable talking about because that specific person read the room, okay?
She right now is intimidated.
by the hierarchy of those higher management people.
And that person helps her or him to understand, okay, she led that, she achieved that, she achieved this entire campaign.
So kind of like building already credibility for her.
to have a better impact in the meeting.
This is maybe something where I saw at many meetings or also what I try to learn and also do because this is kind of like where growth happens.
Reading the room, okay, what kind of vibe is in here?
And still that person who presents has the confidence to deliver.
This is maybe, I don't have a specific point in my mind, but this direction could.
Ich glaube, und ich habe den Beispiel sehr, sehr.
Vielen Dank für die Begründung.
Jetzt, um zu Ende der Gespräche, ich habe zwei weitere Dinge für Sie.
Die erste Frage ist fünf Fragen, mit dem Ask, also zu geben, Quick Answers, und dann eine letzte Frage, um zu Ende der Begründung zu Ende.
Was ist die beste Begründung von mir?
Ich denke, es ist von meinem Vater.
Er hat gesagt, dass du einfach nur mit Leuten musst.
Und das hat so viele doors für mein Leben geöffnet.
Und letztendlich, also, independen von der du meet bist, be es der CEO oder jemanden, die alles zusammenhängt.
Und der Übersetzung ist, dass ich alle auf der gleichen Ebene respecte respecte.
Ich verstehe alle auf der gleichen Ebene, also ich nicht entdeckte bei der Hierarchie.
Ich still treat sie in der gleichen Weise, nicht disrespectful.
But in the same way, and this helps me also to speak more open about my ideas and my beliefs.
Yeah, thank you.
Which leadership quality is most important to you?
Honesty.
What is your personal go-to tool when things become stressful?
Sports, going running, sauna opens my mind.
Which book, podcast or quote recently inspired you?
Recent book I reread.
The Alchemist, why I love the journey of having the dreams and being in that moment and once you're in that moment making the best.
Which book shaped me probably most was The Obstacle Becomes the Way by Ryan Holiday.
He transforms the ancient Stoicism into modernity.
Und das auch öffnet die ganze Welt, von Markus Aurelius, von Meditation.
Also, Diving into Stoicism, Accepting what you cannot change, und Focusing on what you can change.
Und das hat mich sehr, Guiding my thinking and action.
Und wenn du ein Ding über die Welt von Work bist, was wäre es?
Probably ein bisschen, um okay und offen, talking about...
und auch hart.
Nicht unser Arbeit, aber hart.
Das ist okay zu sprechen.
Ich habe das auf den weekenden gearbeitet.
Ich liebe es.
Ich möchte es in den nächsten Jahren.
Das ist jetzt noch ein sensitiver Thema.
Und ich würde gerne gerne das, wie wirklich, dedication und die richtigen hours in den nächsten Jahren sind.
Das ist etwas, was ich in unserer Gesellschaft.
Und auch, would benefit from.
Big story, big topic.
Thank you.
So there was thousands of people on the call and I would like you to close it with either a message to them or with a question you would like to leave them with.
You have probably many, many big dogs in your audience.
And it's maybe a question or an ask.
Think about when you did the last time or when you will in the future give younger talents more freedom, more trust, more opportunities to help to shape the world and let them make mistakes and catch them again in growing.
Because I think this is what I received a lot in my journey.
This is where I grew and this is what I want to.
Pass on.
And I think in many organizations there can be a bit more of that.
Awesome.
So a question that any leader more junior than you, more experienced than you has a chance now to think about.
And maybe one final question to you that popped up right now.
How much time do you spend reflecting?
I started in COVID times meditation.
Yeah.
So I try to sit every day.
Between 5 and 10 minutes.
Before I had a child, it was in the morning.
Now it's more like in the evening times.
So meditation is a kind of way of reflecting.
But specifically also what I'm thankful for.
Like I try to, if you focus on the good, the good will grow.
And this is what I try to do a lot.
Focusing more on things I'm very happy and grateful for.
Even in tougher times.
Most of the time, daily.
Awesome.
Thank you so much, dear Elia.
So a couple of things I take away from this as key takeaways.
The first one, how you define the brand six, bold, fun, premium.
The second one I take away is your core of leadership, honesty.
And the last one is how you reflect.
You take the time, you found your method, it includes meditation.
You invest the time into thinking, which too many people, more and more people right now feel they don't have the time anymore, which I think with all due respect is nonsense.
We all have the same amount of time.
We have 24 hours a day.
The question is what we invested into and what we don't.
I love the way how you found your way to reflect.
Und in concluding, in the name of all those people listening and watching, it's been a true pleasure, Elia, to have you on this show and to listen to you, to learn from you, to learn with you.
It's an amazing path you have behind you.
And I'm sure there is an even more amazing path for you ahead.
Thank you very much, dear Elia.
Thanks for taking the time because it's also your time and you helped me a lot also in the last years to grow too.
Ich komme von P&G in eine neue Kultur, die Arbeit und auch Reflexion und die Gespräche, die wir hatten, immer helfen.
So, danke für das.
Mein Geil.
See you soon.
Danke, Elia.
Bye-bye.