August 26, 2025 • 33 mins
"The core difference is, instead of, once you've paid your employees and your expenses, what's left, instead of it just enriching the investors, it's given away to good causes." —Alex Amouyel
What if doing good didn’t mean giving up your paycheck or your dreams? Maybe you’re tired of hearing that business and kindness can’t mix, or you wonder if your small actions really matter. Here’s a fresh look at how purpose and profit can work together—and why your impact might be bigger than you think.
Alex Amouyel has spent her career making a difference, from global nonprofits to leading Newman's Own Foundation. Her journey proves you don’t have to choose between success and giving back. She brings bold, practical ideas for anyone who wants to build a business—or a life—that does real good.
Hit play to get inspired and get real. You’ll hear about profit-for-purpose models, honest truths about salaries and growth, the power of small actions, and how anyone can join the movement to make business a force for good.
Meet Alex:
Alex Amouyel is the President and CEO of Newman’s Own Foundation, a private grantmaking foundation whose mission is to nourish and transform the lives of children who face adversity. She leads the Foundation’s efforts to utilize 100% of the profits and royalties from the sale of Newman’s Own products in service of this mission. Under Alex’s leadership, Newman’s Own Foundation co-founded the 100% for Purpose Club, a community of impact-driven business leaders and companies working to support and inspire the next generation of organizations to donate 100% of their profits for purpose. Her recent TED Talk, Can Salad Dressing Transform Capitalism?, explores the “100% for Purpose” movement and what it can teach us about doing business, philanthropy, and capitalism differently.
Prior to her role at Newman’s Own Foundation, Alex led MIT Solve as its Founding Executive Director with a mission to drive innovation to solve world challenges. She steered MIT Solve’s growth to support over 268 Solver teams and Indigenous Communities Fellows, catalyzed over $60 million in commitments, and brokered more than 600 transformational partnerships. She also navigated the organization’s response to the global pandemic, launched a Health Security & Pandemics Challenge, and expanded Solve’s work on racial equity in the United States, including launching Solve’s Indigenous Communities Fellowship and the Black & Brown Innovators Program.
Over the course of her career, Alex has also served as the Director of Program for the Clinton Global Initiative and held roles at Save the Children International and the Boston Consulting Group.
Alex earned a dual master’s degree in International Affairs from Sciences Po, Paris, and the London School of Economics, along with a bachelor’s degree in Biochemistry and Natural Sciences from Trinity College, Cambridge, UK. Alex is the author of The Answer Is You: A Guidebook to Creating a Life Full of Impact.
Connect with NextGen Purpose:
Episode Highlights:
02:07 How Giving Back Became a Business Model
07:37 Can You Really Do Good and Pay the Bills?
10:21 Profit, Growth, and Giving— The Real Balancing Act
17:11 Myths About Purpose-Driven Business
22:17 The Consumer’s Role: Choices and Challenges
28:51 How to Join the 100% for Purpose Movement
31:02 Finding Your Own Way to Make a Difference
Resources
Organizations
Join the 100% for Purpose Club
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Justine Reichman: (00:00):
Good morning, and welcome to Essential
(00:14):
Ingredients. I'm your host,Justine Reichman. I'm excited to
introduce you today to Alex, andshe runs Newman's Own
Foundation. So she is thePresident and CEO. She's been
with the organization just a fewyears, and there's a lot of
interesting things that we'regoing to learn about Newman's
Own Foundation. How it runs itsbusinesses, how it reinvests in
its businesses, and how it'sgrown different entities. Now,
(00:36):
can support other people inthese endeavors to be able to
build and give back to thecommunity at the same time? So
welcome, Alex.
Alex Amouyel: (00:44):
Thank you so much for having me, I'm delighted to
be here.
Justine Reichman: (00:47):
So Alex, I know you've been with the
organization a few years, and Iknow that that was a journey
getting there. So why Newman'sOwn Foundation?
Alex Amouyel: (00:55):
Thank you so much. My overall personal
mission in life is aroundequality of opportunity, and
ensuring that everybody, nomatter what the zip code of the
birth, their race, their gender,has their abilities as the
opportunity to realize theirfull potential. So I've always
worked in social impact for,well, except for a few years at
(01:16):
the beginning. I've alwaysworked in social impact with
Save the Children, the ClintonFoundation, MIT Solve, and I've
always admired not only themission of Newman's Own
Foundation to nourish andtransform the lives of children
who face diversity, but also itsunique model. So unlike so many
foundations and so manybusinesses, Newman's Own
(01:38):
Foundation owns the foodcompany, and so all the profits
and royalties from the sale ofproducts, so think pizza, salad
dressing and pasta sauce, go tothe foundation in service of our
mission. We're not sitting on abig endowment. We're not
(02:00):
fundraising all over. Butreally, the money comes from
consumers, people who buy theseproducts every day.
Justine Reichman: (02:07):
This is really, I want to say innovative
way to run a business. I don'tknow that every single business
either is aware of this, or hasfigured it out. I do find it
more common to hear people makedonations. But the way that this
is set up really is very, I wantto say, innovative and amazing.
(02:30):
And then it goes further,because not only did you fund
yours, you walked other peoplethrough that, can join your
group, which we'll talk about,to be able to do it for
themselves. So I don't want tobe invasive, but I'd love for
you to explain a little bitabout from the beginning, not
sort of Newman's Own Food Iwanted, but you have these
(02:54):
different companies, andNewman's Own Foundation funds
them by what you do. Was thathow it started in the very
you
beginning?
Alex Amouyel: (03:00):
Not quite. It started with Paul Newman, the
actor/race car driver. And whenhe was 57, he and his longtime
best friend, Hotchner, startedselling salad dressing. And that
was back in 1982, so 40 yearsago now. And from the very
beginning, there was a level ofdiscomfort. There's a couple of
(03:21):
interviews from Paul who talksabout this level of discomfort
with the idea of putting hisface, even though he was one of
the biggest celebrities of histime, on a salad dressing
bottle. And so he thought thatreally only made sense if he was
giving all the profits away. Andthe first motto of Newman's Own
(03:43):
was Shameless Exploitation inPursuit of a Common Good. So
that's how it started. And sofrom the very beginning, all the
profits were given away. Andinitially, the foundation didn't
So there's a number of organizations that
exist because it was poor everyyear. At the end of the year, in
December, would figure out howmuch money they had made, and
(04:04):
then start writing checks. Aftera while as it became bigger and
bigger, more popular, thefoundation was set up, and that
obviously became very importantonce. Paul died, he gifted the
food company to the foundation.And then the foundation, the
owner of that, was able tocontinue the level of giving.
(04:26):
And what's pretty incredible is,over the last 40 plus years,
Paul or Newman's Own Foundationhave given away over $600
million to good causes, and thatranges from a network of summer
camps that Paul founded, orserious fund for children with
serious medical conditions,which is pretty incredible.
(04:47):
There's some all over the US,and also some across the world.
And also a number oforganizations that focus on food
justice for kids, such as FoodCorps, FRAC. We have a whole
portfolio around indigenous foodjustice as well across the
United States. And it's prettyincredible that this spark of
(05:08):
salad dressing started thiswhole company, and then we can
talk about how we have inspiredand are seeking to inspire even
more businesses, organizationsto do the same, to be a business
that gives all its profits away.And in a sense, it's neither a
business, nor is it sort ofboth, and combines the best of
(05:30):
both worlds.
have been inspired by Paul, butalso by other models that are
(05:53):
out there. So it's a small andmighty, we call it the 100% for
Purpose Club. So these are theorganizations that have
businesses that give 100% oftheir profits away. And it's a
small, but mighty and growingclub. I think apart from us, in
the US, the most famous is gonnabe Patagonia who was kept
(06:14):
private by its visionaryfounder, Yvon Chouinard. For 50
years, Patagonia was alreadydoing really good stuff. After
50 years in September 2022, hesaid that he was giving the
company to a trust, essentially,and that all the profits from
the trust would go towardsclimate change. That made the
(06:36):
New York Times like prettyamazing. So now, we have another
big US well known brand that'salso part of this club. But
there's also a number of othersthat you've probably not heard
of as much. There's out ofBoston. There's Cummings
Properties, which is a very big,successful real estate company,
(06:58):
and the owners of decided backin the 80s, I was told, inspired
by Paul Newman, to also give allthe profits away. And they've
also given away $600 millionsince the mid 80s. Just unless
you're in Boston and you knowreal estate, you probably
(07:18):
haven't heard of them. Butwhat's pretty amazing is, if
you're in one of theirbuildings, the rent you pay,
again, they pay their employees,they pay all the charges and
everything. The rent you pay,any profits they make from the
rent, they give it away to localBoston based organizations.
Justine Reichman: (07:37):
It's amazing. It's an opportunity that I
think, to some, it seem kind oflike a dream. How do you
possibly do that? I think wetouched on it when I said, well,
you still got to pay yourexpenses, and those were a few
of the things. But I'd love foryou just to talk to that person
that's listening that might say,okay, if I'm doing this, do I
(08:01):
get to pay my bills? Or if Itake a salary, how do I know
that I'm taking the rightsalary?
Alex Amouyel: (08:06):
Overall, the idea is not, if you want to have
great employees, you should paythem great salaries with great
benefits so that they want tostay with you. They want to do
the best. They're bought intothe mission. I personally don't
believe in underpaying nonprofitpeople, because then they get
(08:29):
burnt out. And indeed, they'renot saving enough for
retirement. And if they can't goto the doctors, I believe
nonprofits, governments andwhatever deserve really talented
people, and thus you should paythem the salaries that they
should be paid according to themarket. So I wouldn't say cut
all the expenses because it'sunlikely that your business will
(08:53):
succeed. And then in the end,you won't make a profit, or no
longer make a profit, and thenthis will stop. But I think the
idea, the core difference is,instead of, once you've paid,
obviously, your suppliers, andyou've paid your employees, and
you've paid etcetera, what'sleft, instead of it just
(09:16):
enriching the investors,basically, it's given away to
good causes. There's still, Ithink, a balance and a lot of
questions of, say, if you'retrying to finance an expansion.
But these are things thatbusinesses that have investors
(09:38):
always have to ask themselves,how much dividends do we give to
our investors, versus how muchdo we reinvest in the business
you have a board, you have tomake the case for how, your
dividend is not going to be thatmuch. So these questions are
still remain and are stillpossible. And similarly, it's
(09:58):
we're the shareholder. Newman'sOwn Foundation is the
shareholder. And instead of itbeing a big private equity
company or being a series ofinvestors, and so the questions
are still like, show us thatthis investment will yield
growth and thus more profitsover X number of years.
Justine Reichman: (10:20):
you to be able to give more because you're
reinvesting in the company. Soit's not about not building a
company that's functionallymaking money and not paying your
employees, and everybody needsto be a volunteer, and you can't
expand, and everything'sbreaking as you're using it.
It's not running functioningcompany, and then sort of
(10:40):
changing the narrative aroundyour investors versus your
board, and how you're makingthose decisions to better your
company to keep your employeeshappy. You're just changing the
audience a little bit.
Alex Amouyel: (10:53):
Yeah. Think of the foundation as the cert which
it is the sole shareholder, butas a show that's going to have
similar questions to a regularshareholder. I think the
difference is probably mostbusinesses in the US don't take
VC funding. They're not likehigh, lots expect that they're
(11:15):
going to exit in five years atthis multiple etcetera,
etcetera. I think that is thewrong comparison compared to any
traditional businesses which iseither growing through
bootstrapping, or through takingout loans, through banks, or
traditional lender. And maybethis is changing for the last
(11:38):
few years of the tech VC bubble,maybe not. There's still a lot
of money pouring into AIcompanies at this stage. None of
these companies make a profitfor a really, really long time.
Millions of dollars are beingpoured into them, and most of
them are making huge losses forany number of years, or still
(12:01):
making losses, but they're justtrying to grow really fast,
capture market share, etcetera.And so that's probably not going
to work, because putting in 10or 20 years of millions of
dollars and saying no profit,most people would say, that's
not the risk that we want totake, versus what is something
(12:25):
that can make a profit. Becausethe whole point is creating this
profitable flywheel whereby youput, this is actually from Josh,
one of the co founders fromHumanitix. He talked about, what
is the philanthropic return? Butwhat's interesting is, as far as
we know, Paul and Hotchnerstarted Newman's Own with
(12:49):
$40,000 of their own money. Sothat's $40,000 investment
ultimately yielded $600 millionto be given the way. It's a
massive return. They could havegiven that $40,000 to a
nonprofit, and that would havebeen amazing, $40,000 grant to
that nonprofit. But obviouslyinvesting it and returning $600
(13:12):
million to be given away. Andstill, every year, that
continues way better. So it'show you kick start that flywheel.
Justine Reichman: (13:23):
As a world, as a community, we are now
getting into how to make theworld a better place. We've been
talking about it for years, butI think now that there's so many
problems that I'm starting tosee a shift. And I'm curious if
you're starting to see a shiftand see more companies building
their model around giving back.
Alex Amouyel: (13:42):
Yes. I want to acknowledge that there were
already people in full time. Ifyou think of Muhammad Yunus in
Bangladesh with Grameen, if youthink of Ela Bhatt in India with
the Self Employed Women'sAssociation, sir Fazle Abed with
BRAC, were thinking aboutcreating different models of
(14:04):
sustainable businesses,sustainable nonprofits, these
sort of hybrid organizations. Ifyou look at SEWA, for example,
it's owned by 2 million women,it's huge, and it's incredible.
So they're much bigger as well.So I want to acknowledge that
even 40 or 50 years ago, therewere people who were looking at
(14:28):
these different models. Butagain, you could maybe count
them on your hand. They were notthat spread out, and they were
not that well known. I thinkwe're still not as well. Every
time I talk to people who doknow, in the US, Newman's,
they'll say, I'll grew up withthe salad dressing in my
(14:50):
refrigerator. Or, yes, I buy themango salsa, whatever they say.
But few of them actually knowthe story. Because we exist
still in a sea of eitherbusiness and corporations, and
big companies, and either in thepublic markets or funded by
different things, or it's nonprofits. And yeah, as soon as
(15:13):
you're in trying to do somethingdifferent, it's still small. I
am excited that we're startingthis, that we are seeing some of
these models come out. This newgeneration, including Humanitix.
I mentioned also Thankyou, whichstarted out of Australia.
There's Ecosia in Germany. So Iam excited to see that there's
(15:37):
some new ish 10, 15 year oldcompanies coming up who've
bootstrapped and had blood,sweat and tears, but have
succeeded. And are starting tosucceed, and are succeeding are
poised to grow, hopefully,bigger than than us. And I am
excited that there's some peoplewho have been quietly doing
(16:00):
this, such as Cummings. AlsoMozilla, the browser company,
which is also owned by anonprofit who've been actually
doing this for a really longtime. But we don't really know
about them. And so I'm excitedabout really trying to shine a
spotlight onto this, andfiguring out what would make it
(16:22):
easier, both for all of us to doour jobs better, but also to
inspire yet another generationof people, either to start these
companies, thesecompanies/foundations. These
different types of businesses oran existing profitable business
that is owned by people who say,actually, yes, I still want to
(16:45):
pay myself a good salary, andpay my employees a good salary.
But actually, I don't need allthe profits. Instead of selling
it to somebody else, especiallyif I'm thinking about my
retirement or things like that,I'm gonna convert it so that it
can continue being this greatbusiness, but also I'm doing
Justine Reichman: (17:09):
So somebody listening today could be like,
good in the world with it.
okay, I want to start abusiness, and I want to do that.
What are the three things thatscare people right away, or
things that they think are true,but are not?
Alex Amouyel: (17:24):
Great question. I think you do need to make a
profit like that. That'sunavoidable, and that's hard
enough. Especially if you'rejust starting out. You have to
be realistic that maybe it takesa few years where you are
investing before you make aprofit to give back. Two, this a
(17:47):
currently running joke withingroup of the champions. Is the
marketing of it being differentand it being 100% for purposes
is not obvious? Indeed, peopledon't believe you, or it's hard
to explain it. You could sayPaul Newman with Newman's Own
(18:10):
was one of the first socialbusinesses, and so it inspired a
lot of other people to usesocial good in their marketing.
But without backing it up, whatwe would call greenwashing,
right? And so the problem is,nowadays, a normal consumer is
like, I'm buying a shoe, andit's gonna save the planet. I'm
(18:33):
buying a dishwasher tablets, andthey're gonna save the planet.
And even I don't know, like, youreally have to read the fine
print to go, oh, I don't knowwhat you're giving, .1% away.
They're just putting all theseclaims on it. We don't
necessarily spend as much inmarketing as some of these big
(18:53):
companies, right? So I thinkthat the marketing is the thing
that's truly going todifferentiate you at the moment.
And number three, I think wealready touched upon it, but you
can still pay your employees.And you still should pay your
employees good salaries, and youcan still raise money. It's
(19:15):
gonna be harder, and it's gonnabe from sources. Either it needs
to be grant funding, or it needsto be debt, and obviously
bootstrapped. But a lot ofbusinesses actually in the US,
these businesses are the onesactually creating jobs so stop
(19:35):
thinking about equity, at leastfor now, until we've changed the
financing system. And then maybeless than equity things. But
there's lots of differentoptions for debt, and hopefully
also grants, and that'ssomething that you can still
access.
Justine Reichman: (19:53):
Yeah. I think those are great tips, and it
really breaks it down for thefolks listening and viewing
today because I think thatthere's so many questions,
there's so many misconceptionsand things that people don't
think about, and as basic asjust paying employees like
you're saying. So you got to runyour business. You're not giving
(20:15):
that up. You're not doing that.There's a way to do this where
everyone can win. Everyone getsto make a salary. Everyone gets
to send their kid to school, andmake sure that the food is on
the table. But at the end of theday, it just means that you
don't need all those profits atthe end. And after you pay
everyone, and after you investin your business to make it
grow, you have those funds to beable to do so much good in the
(20:37):
world. So which leads me to myquestion, what is the role of
corporate responsibility movinginto the future?
Alex Amouyel: (20:45):
Future? What I'd like to see in the world, if I
had magic wand, is that all thestakeholders, individuals,
corporations, governments,nonprofits, labor unions, bridge
(21:05):
club, clubs of people, all thedifferent stakeholders have a
role to play in, and have animpact that can be positive or
negative. They can have a roleto play in waking the world a
better place, or they can beextractive, oppressive and
(21:26):
destructive. And I've worked ona long list of negative. And I
would like everybody torecognize that they are playing
a role, and they should andcould play a much bigger role
that is doing good in the world.Because as you pointed out,
(21:46):
there are a lot of challenges inthis world. There's still too
much poverty, inequality,injustice. Again, the list goes
on, and we all have a role toplay. And corporations have an
outsized impact in a lot ofthings they're doing, and thus
they should have an outsizedlevel with as to quote Spider
(22:06):
Man's uncle or whatever. Withgreat power, comes great
responsibility. So I would liketo see corporations accept that
responsibility, and use thatpower for good.
Justine Reichman: (22:17):
When you were saying that, I'm thinking of the
consumers, right? And where doesthe responsibility lie to them,
and the education to theconsumer so that the consumer
can make a more informed choice?It seems like there's a couple
places that really feed andenable people to make better
Alex Amouyel: (22:36):
It's very difficult. Taking a step back, a
choice.
consumer is an individual. It'syou and me. We as individuals
have a lot of ways that we cando good in the world, and
contribute positively tosociety, or negatively. And that
(22:59):
can be through the job we have.And indeed, even if we work for
a big corporation, how we couldinfluence that corporation in
the decisions it makes aroundsocial and environmental impact,
but it's also through the moneywe have, and that we choose
(23:19):
either to give away, or toinvest, or to purchase. You can
also use your time, yourvolunteering. There are lots of
other ways you can influence ifyou go to church, or to a
mosque, or etcetera. You canchoose to also do good in these
sort of community settings. Sowe do have a lot of choices and
(23:41):
power. I do want to recognizethat as somebody who chooses to
purchase things, and in my roleas a consumer, it is extremely
confusing, and we are bombardedwith messages every day on our
phone, at the grocery store, inadverts, etcetera, and that's
(24:04):
what I don't like. Thisgreenwashing. There's a lot of
studies that show that people,and especially Gen Zs and
millennials, this new generationcares about purpose and wants to
buy products that do good in theworld, and want to work for
companies that do good in world.But as a result, everyone is
(24:26):
putting that message out there,and it's not always true, or
it's certainly not true to adifferent degree. And YOU, as a
consumer, don't have the time toread every single label of every
single, I don't know, saladdressing bottle, and go on to
people's websites and downloadtheir 990s if you're a non
(24:49):
profit 990s and go, oh, wow,they're not giving that much
money away. So it's reallytough. I think we have to give
grace to the consumer, but us,as people, that this is really
difficult, and you have to dothe best you can with the
information that you have, andthe power that you have with the
(25:14):
amount of dollars you have toinvest, give or spend.
Justine Reichman: (25:18):
Yeah. I think it's confusing. I think that
it's can lead to feeling badabout yourself because
somebody's ideals may not alignwith yours, and you're doing
what you think right. And thensomebody else is like, but why
aren't you doing this? Don't youwant to save the planet too? No,
(25:40):
I mean, I don't want to save theplanet. Of course, you do. But
we all have differentexperiences that lead us to the
choices that we make, andcertain things may resonate for.
Alex Amouyel: (25:45):
I think it's not just money or purchases. If you
can use your influence, time atyour company, at a nonprofit,
you volunteer at a faith basedinstitution you affiliated with,
you might be able to have moreimpact than only, oh, did I buy
(26:08):
the right type of detergent? Ithink all of these matter in
aggregate. And obviously.corporations will follow what
consumers move towards, and whatemployees move towards. And
obviously, what the governmenttells them they can and can't
(26:31):
do. Again, going back with greatpower, comes great
responsibility. As anindividual, you have a certain
amount of power, and some ofthat is money. And for some
people who have a lot of it,that's a lot of power. But some
of it is also influence, time,volunteering, lots of other
things. And so I think you just,I talk about this in my book,
(26:57):
which is called--
Justine Reichman: (26:58):
You're leading me right there. And I
was gonna say, is the answerreally me?
Alex Amouyel: (27:03):
Well, I say one of the chapters is about making
an audit of the skills, powerand experiences, and the
networks you're part of tounderstand where you can make
those choices, and where you canhelp influence. Indeed, what you
(27:24):
purchase at the grocery store?Or where you volunteer?
Justine Reichman: (27:28):
And I think they're all important. And some
people think that there's value.I often feel like, well, they
made a larger donation, and Ijust gave 10 hours. But if
hours is what you can give, theyneed that too. It's no less
(27:48):
valuable or more valuable,because they still need the
people. I used to always say,you need people that want to be
teachers. You need people thatwant to invent things. You need
people that want to be at thecash register. Everybody need
all these different types ofpeople. And I think it's
important to see who you are,where you can lean in, where
(28:08):
your comfort level is, and whatassets you have. Whether it's
time, money, skill, influence,etcetera, and realize that
without all of them, nobody hasall of them. We make a much
greater effort and leap forward.
Alex Amouyel: (28:26):
Yes, absolutely. And in fact, the small donations
in the US make up more than sortof the larger. When we think of
philanthropy, we think of thebillionaires and the people with
names on the museums and all ofthat. But actually, the small
donations in aggregate, peopleare more generous. And they're
(28:49):
also more generous in thepercentage of their income.
Justine Reichman: (28:51):
And if we could break down and we all
start with 100% for Purposeclub, because then we're going
to finish with, how I am goingto be the change?
Alex Amouyel: (29:01):
The 100% for Purpose club, you can go on the
website. I'm sure you'll sendthe link, but it's
100forpurpose.org, and that'sfor companies that are
interesting in joining and beingpart of this journey. Either
you're already a company thatgives 100% of its profits away,
(29:24):
or you're interested and you'recurious about finding more about
how you could do it too, eitherstart or convert, just sign up
for the newsletter, and thenwe'll be in touch. At the
moment, we're hosting sort ofquarterly calls, but we're also
building more content out andmore ideas. And again, we're
(29:44):
really trying to listen andhear, what are the challenges?
What would be helpful? How do wereally kick start and accelerate
this movement? That's the firstthing. And then on the book
called, The Answer Is You (29:57):
A Guidebook to Creating a Life
Full of Impact, in there, Iinterviewed 21 change makers
from all around the world whoare doing good different good
things, climate tech, healthtech, people working with
unhoused neighbors in SanFrancisco, and I was asking
(30:17):
them, why and how you gotstarted? What's your version of
purpose? How are you using yourtime and money? And through
those sort of stories, I'msharing framework so that
everybody can think, can audittheir skills, interest and
power. Can think about how theycan start using 10% of their
(30:41):
time and money to do good in theworld, how they can find their
purpose, and define theirmission, if you will. It's both
these incredible stories, butalso a guidebook for people to
think about how they canconstruct their life with
purpose.
Justine Reichman: (31:02):
Amazing. I think that that's inspirational
and aspirational, and it makesit tangible for people to be
able to break it down forthemselves, and think about and
look inwards to make thosechoices, and make it
thoughtfully. Because I thinkeverything, as you said before,
is a choice. And we make thosechoices, whether we're choosing
how we want to live our lives,how we want to spend our
(31:24):
dollars, what we want to doevery day. And I really do think
it's encouraging to see thatthis is a much bigger
conversation today than it was10 years ago, and 20 years ago.
And I hope that that equals justas great a change as we continue
to go forward.
Alex Amouyel: (31:42):
Thank you so much for having me.
Justine Reichman: (31:44):
Oh, it was my pleasure. We'd love to hear
maybe next year, or when YOU andas the 100% for Purpose program
gets going. So it's a successstory. Some of the things that
you overcame, or peopleovercame, or didn't believe they
could do as I joined, I'mexcited to learn more from the
(32:07):
inside too. So for those thatare tuning in today, Newman's
Alex Amouyel: (32:09):
Oh, yes, absolutely. You can go to our
Own Foundation, what is the bestway to learn more about The 100%
club?
website, newmansown.org, or100forpurpose.org.
Justine Reichman: (32:25):
So again, thank you all for tuning in
today. This is alwaysinspirational for me. Because as
I said earlier, it's importantfor me to make money, as it is
to do good in the world. So Ilook forward to joining the club
as well. And again, if you guysare tuning in today, and you're
tuning into the video cast, youcan hear our podcast wherever
you listen to podcasts atEssential Ingredients Podcast.
(32:48):
And if you're not, you can watchus on YouTube at Essential
Ingredients. And don't forget tofollow along to see snippets
from each of the episodes, andsome other content that maybe we
haven't shared here. So you'renot going to want to miss that
on Instagram atessential.ingredients. Look
forward to seeing you guys allsoon.
Good morning, and welcome to Essential
(00:14):
Ingredients. I'm your host,Justine Reichman. I'm excited to
introduce you today to Alex, andshe runs Newman's Own
Foundation. So she is thePresident and CEO. She's been
with the organization just a fewyears, and there's a lot of
interesting things that we'regoing to learn about Newman's
Own Foundation. How it runs itsbusinesses, how it reinvests in
its businesses, and how it'sgrown different entities. Now,
(00:36):
can support other people inthese endeavors to be able to
build and give back to thecommunity at the same time? So
welcome, Alex.
Alex Amouyel: (00:44):
Thank you so much for having me, I'm delighted to
be here.
Justine Reichman: (00:47):
So Alex, I know you've been with the
organization a few years, and Iknow that that was a journey
getting there. So why Newman'sOwn Foundation?
Alex Amouyel: (00:55):
Thank you so much. My overall personal
mission in life is aroundequality of opportunity, and
ensuring that everybody, nomatter what the zip code of the
birth, their race, their gender,has their abilities as the
opportunity to realize theirfull potential. So I've always
worked in social impact for,well, except for a few years at
(01:16):
the beginning. I've alwaysworked in social impact with
Save the Children, the ClintonFoundation, MIT Solve, and I've
always admired not only themission of Newman's Own
Foundation to nourish andtransform the lives of children
who face diversity, but also itsunique model. So unlike so many
foundations and so manybusinesses, Newman's Own
(01:38):
Foundation owns the foodcompany, and so all the profits
and royalties from the sale ofproducts, so think pizza, salad
dressing and pasta sauce, go tothe foundation in service of our
mission. We're not sitting on abig endowment. We're not
(02:00):
fundraising all over. Butreally, the money comes from
consumers, people who buy theseproducts every day.
Justine Reichman: (02:07):
This is really, I want to say innovative
way to run a business. I don'tknow that every single business
either is aware of this, or hasfigured it out. I do find it
more common to hear people makedonations. But the way that this
is set up really is very, I wantto say, innovative and amazing.
(02:30):
And then it goes further,because not only did you fund
yours, you walked other peoplethrough that, can join your
group, which we'll talk about,to be able to do it for
themselves. So I don't want tobe invasive, but I'd love for
you to explain a little bitabout from the beginning, not
sort of Newman's Own Food Iwanted, but you have these
(02:54):
different companies, andNewman's Own Foundation funds
them by what you do. Was thathow it started in the very
you
beginning?
Alex Amouyel: (03:00):
Not quite. It started with Paul Newman, the
actor/race car driver. And whenhe was 57, he and his longtime
best friend, Hotchner, startedselling salad dressing. And that
was back in 1982, so 40 yearsago now. And from the very
beginning, there was a level ofdiscomfort. There's a couple of
(03:21):
interviews from Paul who talksabout this level of discomfort
with the idea of putting hisface, even though he was one of
the biggest celebrities of histime, on a salad dressing
bottle. And so he thought thatreally only made sense if he was
giving all the profits away. Andthe first motto of Newman's Own
(03:43):
was Shameless Exploitation inPursuit of a Common Good. So
that's how it started. And sofrom the very beginning, all the
profits were given away. Andinitially, the foundation didn't
So there's a number of organizations that
exist because it was poor everyyear. At the end of the year, in
December, would figure out howmuch money they had made, and
(04:04):
then start writing checks. Aftera while as it became bigger and
bigger, more popular, thefoundation was set up, and that
obviously became very importantonce. Paul died, he gifted the
food company to the foundation.And then the foundation, the
owner of that, was able tocontinue the level of giving.
(04:26):
And what's pretty incredible is,over the last 40 plus years,
Paul or Newman's Own Foundationhave given away over $600
million to good causes, and thatranges from a network of summer
camps that Paul founded, orserious fund for children with
serious medical conditions,which is pretty incredible.
(04:47):
There's some all over the US,and also some across the world.
And also a number oforganizations that focus on food
justice for kids, such as FoodCorps, FRAC. We have a whole
portfolio around indigenous foodjustice as well across the
United States. And it's prettyincredible that this spark of
(05:08):
salad dressing started thiswhole company, and then we can
talk about how we have inspiredand are seeking to inspire even
more businesses, organizationsto do the same, to be a business
that gives all its profits away.And in a sense, it's neither a
business, nor is it sort ofboth, and combines the best of
(05:30):
both worlds.
have been inspired by Paul, butalso by other models that are
(05:53):
out there. So it's a small andmighty, we call it the 100% for
Purpose Club. So these are theorganizations that have
businesses that give 100% oftheir profits away. And it's a
small, but mighty and growingclub. I think apart from us, in
the US, the most famous is gonnabe Patagonia who was kept
(06:14):
private by its visionaryfounder, Yvon Chouinard. For 50
years, Patagonia was alreadydoing really good stuff. After
50 years in September 2022, hesaid that he was giving the
company to a trust, essentially,and that all the profits from
the trust would go towardsclimate change. That made the
(06:36):
New York Times like prettyamazing. So now, we have another
big US well known brand that'salso part of this club. But
there's also a number of othersthat you've probably not heard
of as much. There's out ofBoston. There's Cummings
Properties, which is a very big,successful real estate company,
(06:58):
and the owners of decided backin the 80s, I was told, inspired
by Paul Newman, to also give allthe profits away. And they've
also given away $600 millionsince the mid 80s. Just unless
you're in Boston and you knowreal estate, you probably
(07:18):
haven't heard of them. Butwhat's pretty amazing is, if
you're in one of theirbuildings, the rent you pay,
again, they pay their employees,they pay all the charges and
everything. The rent you pay,any profits they make from the
rent, they give it away to localBoston based organizations.
Justine Reichman: (07:37):
It's amazing. It's an opportunity that I
think, to some, it seem kind oflike a dream. How do you
possibly do that? I think wetouched on it when I said, well,
you still got to pay yourexpenses, and those were a few
of the things. But I'd love foryou just to talk to that person
that's listening that might say,okay, if I'm doing this, do I
(08:01):
get to pay my bills? Or if Itake a salary, how do I know
that I'm taking the rightsalary?
Alex Amouyel: (08:06):
Overall, the idea is not, if you want to have
great employees, you should paythem great salaries with great
benefits so that they want tostay with you. They want to do
the best. They're bought intothe mission. I personally don't
believe in underpaying nonprofitpeople, because then they get
(08:29):
burnt out. And indeed, they'renot saving enough for
retirement. And if they can't goto the doctors, I believe
nonprofits, governments andwhatever deserve really talented
people, and thus you should paythem the salaries that they
should be paid according to themarket. So I wouldn't say cut
all the expenses because it'sunlikely that your business will
(08:53):
succeed. And then in the end,you won't make a profit, or no
longer make a profit, and thenthis will stop. But I think the
idea, the core difference is,instead of, once you've paid,
obviously, your suppliers, andyou've paid your employees, and
you've paid etcetera, what'sleft, instead of it just
(09:16):
enriching the investors,basically, it's given away to
good causes. There's still, Ithink, a balance and a lot of
questions of, say, if you'retrying to finance an expansion.
But these are things thatbusinesses that have investors
(09:38):
always have to ask themselves,how much dividends do we give to
our investors, versus how muchdo we reinvest in the business
you have a board, you have tomake the case for how, your
dividend is not going to be thatmuch. So these questions are
still remain and are stillpossible. And similarly, it's
(09:58):
we're the shareholder. Newman'sOwn Foundation is the
shareholder. And instead of itbeing a big private equity
company or being a series ofinvestors, and so the questions
are still like, show us thatthis investment will yield
growth and thus more profitsover X number of years.
Justine Reichman: (10:20):
you to be able to give more because you're
reinvesting in the company. Soit's not about not building a
company that's functionallymaking money and not paying your
employees, and everybody needsto be a volunteer, and you can't
expand, and everything'sbreaking as you're using it.
It's not running functioningcompany, and then sort of
(10:40):
changing the narrative aroundyour investors versus your
board, and how you're makingthose decisions to better your
company to keep your employeeshappy. You're just changing the
audience a little bit.
Alex Amouyel: (10:53):
Yeah. Think of the foundation as the cert which
it is the sole shareholder, butas a show that's going to have
similar questions to a regularshareholder. I think the
difference is probably mostbusinesses in the US don't take
VC funding. They're not likehigh, lots expect that they're
(11:15):
going to exit in five years atthis multiple etcetera,
etcetera. I think that is thewrong comparison compared to any
traditional businesses which iseither growing through
bootstrapping, or through takingout loans, through banks, or
traditional lender. And maybethis is changing for the last
(11:38):
few years of the tech VC bubble,maybe not. There's still a lot
of money pouring into AIcompanies at this stage. None of
these companies make a profitfor a really, really long time.
Millions of dollars are beingpoured into them, and most of
them are making huge losses forany number of years, or still
(12:01):
making losses, but they're justtrying to grow really fast,
capture market share, etcetera.And so that's probably not going
to work, because putting in 10or 20 years of millions of
dollars and saying no profit,most people would say, that's
not the risk that we want totake, versus what is something
(12:25):
that can make a profit. Becausethe whole point is creating this
profitable flywheel whereby youput, this is actually from Josh,
one of the co founders fromHumanitix. He talked about, what
is the philanthropic return? Butwhat's interesting is, as far as
we know, Paul and Hotchnerstarted Newman's Own with
(12:49):
$40,000 of their own money. Sothat's $40,000 investment
ultimately yielded $600 millionto be given the way. It's a
massive return. They could havegiven that $40,000 to a
nonprofit, and that would havebeen amazing, $40,000 grant to
that nonprofit. But obviouslyinvesting it and returning $600
(13:12):
million to be given away. Andstill, every year, that
continues way better. So it'show you kick start that flywheel.
Justine Reichman: (13:23):
As a world, as a community, we are now
getting into how to make theworld a better place. We've been
talking about it for years, butI think now that there's so many
problems that I'm starting tosee a shift. And I'm curious if
you're starting to see a shiftand see more companies building
their model around giving back.
Alex Amouyel: (13:42):
Yes. I want to acknowledge that there were
already people in full time. Ifyou think of Muhammad Yunus in
Bangladesh with Grameen, if youthink of Ela Bhatt in India with
the Self Employed Women'sAssociation, sir Fazle Abed with
BRAC, were thinking aboutcreating different models of
(14:04):
sustainable businesses,sustainable nonprofits, these
sort of hybrid organizations. Ifyou look at SEWA, for example,
it's owned by 2 million women,it's huge, and it's incredible.
So they're much bigger as well.So I want to acknowledge that
even 40 or 50 years ago, therewere people who were looking at
(14:28):
these different models. Butagain, you could maybe count
them on your hand. They were notthat spread out, and they were
not that well known. I thinkwe're still not as well. Every
time I talk to people who doknow, in the US, Newman's,
they'll say, I'll grew up withthe salad dressing in my
(14:50):
refrigerator. Or, yes, I buy themango salsa, whatever they say.
But few of them actually knowthe story. Because we exist
still in a sea of eitherbusiness and corporations, and
big companies, and either in thepublic markets or funded by
different things, or it's nonprofits. And yeah, as soon as
(15:13):
you're in trying to do somethingdifferent, it's still small. I
am excited that we're startingthis, that we are seeing some of
these models come out. This newgeneration, including Humanitix.
I mentioned also Thankyou, whichstarted out of Australia.
There's Ecosia in Germany. So Iam excited to see that there's
(15:37):
some new ish 10, 15 year oldcompanies coming up who've
bootstrapped and had blood,sweat and tears, but have
succeeded. And are starting tosucceed, and are succeeding are
poised to grow, hopefully,bigger than than us. And I am
excited that there's some peoplewho have been quietly doing
(16:00):
this, such as Cummings. AlsoMozilla, the browser company,
which is also owned by anonprofit who've been actually
doing this for a really longtime. But we don't really know
about them. And so I'm excitedabout really trying to shine a
spotlight onto this, andfiguring out what would make it
(16:22):
easier, both for all of us to doour jobs better, but also to
inspire yet another generationof people, either to start these
companies, thesecompanies/foundations. These
different types of businesses oran existing profitable business
that is owned by people who say,actually, yes, I still want to
(16:45):
pay myself a good salary, andpay my employees a good salary.
But actually, I don't need allthe profits. Instead of selling
it to somebody else, especiallyif I'm thinking about my
retirement or things like that,I'm gonna convert it so that it
can continue being this greatbusiness, but also I'm doing
Justine Reichman: (17:09):
So somebody listening today could be like,
good in the world with it.
okay, I want to start abusiness, and I want to do that.
What are the three things thatscare people right away, or
things that they think are true,but are not?
Alex Amouyel: (17:24):
Great question. I think you do need to make a
profit like that. That'sunavoidable, and that's hard
enough. Especially if you'rejust starting out. You have to
be realistic that maybe it takesa few years where you are
investing before you make aprofit to give back. Two, this a
(17:47):
currently running joke withingroup of the champions. Is the
marketing of it being differentand it being 100% for purposes
is not obvious? Indeed, peopledon't believe you, or it's hard
to explain it. You could sayPaul Newman with Newman's Own
(18:10):
was one of the first socialbusinesses, and so it inspired a
lot of other people to usesocial good in their marketing.
But without backing it up, whatwe would call greenwashing,
right? And so the problem is,nowadays, a normal consumer is
like, I'm buying a shoe, andit's gonna save the planet. I'm
(18:33):
buying a dishwasher tablets, andthey're gonna save the planet.
And even I don't know, like, youreally have to read the fine
print to go, oh, I don't knowwhat you're giving, .1% away.
They're just putting all theseclaims on it. We don't
necessarily spend as much inmarketing as some of these big
(18:53):
companies, right? So I thinkthat the marketing is the thing
that's truly going todifferentiate you at the moment.
And number three, I think wealready touched upon it, but you
can still pay your employees.And you still should pay your
employees good salaries, and youcan still raise money. It's
(19:15):
gonna be harder, and it's gonnabe from sources. Either it needs
to be grant funding, or it needsto be debt, and obviously
bootstrapped. But a lot ofbusinesses actually in the US,
these businesses are the onesactually creating jobs so stop
(19:35):
thinking about equity, at leastfor now, until we've changed the
financing system. And then maybeless than equity things. But
there's lots of differentoptions for debt, and hopefully
also grants, and that'ssomething that you can still
access.
Justine Reichman: (19:53):
Yeah. I think those are great tips, and it
really breaks it down for thefolks listening and viewing
today because I think thatthere's so many questions,
there's so many misconceptionsand things that people don't
think about, and as basic asjust paying employees like
you're saying. So you got to runyour business. You're not giving
(20:15):
that up. You're not doing that.There's a way to do this where
everyone can win. Everyone getsto make a salary. Everyone gets
to send their kid to school, andmake sure that the food is on
the table. But at the end of theday, it just means that you
don't need all those profits atthe end. And after you pay
everyone, and after you investin your business to make it
grow, you have those funds to beable to do so much good in the
(20:37):
world. So which leads me to myquestion, what is the role of
corporate responsibility movinginto the future?
Alex Amouyel: (20:45):
Future? What I'd like to see in the world, if I
had magic wand, is that all thestakeholders, individuals,
corporations, governments,nonprofits, labor unions, bridge
(21:05):
club, clubs of people, all thedifferent stakeholders have a
role to play in, and have animpact that can be positive or
negative. They can have a roleto play in waking the world a
better place, or they can beextractive, oppressive and
(21:26):
destructive. And I've worked ona long list of negative. And I
would like everybody torecognize that they are playing
a role, and they should andcould play a much bigger role
that is doing good in the world.Because as you pointed out,
(21:46):
there are a lot of challenges inthis world. There's still too
much poverty, inequality,injustice. Again, the list goes
on, and we all have a role toplay. And corporations have an
outsized impact in a lot ofthings they're doing, and thus
they should have an outsizedlevel with as to quote Spider
(22:06):
Man's uncle or whatever. Withgreat power, comes great
responsibility. So I would liketo see corporations accept that
responsibility, and use thatpower for good.
Justine Reichman: (22:17):
When you were saying that, I'm thinking of the
consumers, right? And where doesthe responsibility lie to them,
and the education to theconsumer so that the consumer
can make a more informed choice?It seems like there's a couple
places that really feed andenable people to make better
Alex Amouyel: (22:36):
It's very difficult. Taking a step back, a
choice.
consumer is an individual. It'syou and me. We as individuals
have a lot of ways that we cando good in the world, and
contribute positively tosociety, or negatively. And that
(22:59):
can be through the job we have.And indeed, even if we work for
a big corporation, how we couldinfluence that corporation in
the decisions it makes aroundsocial and environmental impact,
but it's also through the moneywe have, and that we choose
(23:19):
either to give away, or toinvest, or to purchase. You can
also use your time, yourvolunteering. There are lots of
other ways you can influence ifyou go to church, or to a
mosque, or etcetera. You canchoose to also do good in these
sort of community settings. Sowe do have a lot of choices and
(23:41):
power. I do want to recognizethat as somebody who chooses to
purchase things, and in my roleas a consumer, it is extremely
confusing, and we are bombardedwith messages every day on our
phone, at the grocery store, inadverts, etcetera, and that's
(24:04):
what I don't like. Thisgreenwashing. There's a lot of
studies that show that people,and especially Gen Zs and
millennials, this new generationcares about purpose and wants to
buy products that do good in theworld, and want to work for
companies that do good in world.But as a result, everyone is
(24:26):
putting that message out there,and it's not always true, or
it's certainly not true to adifferent degree. And YOU, as a
consumer, don't have the time toread every single label of every
single, I don't know, saladdressing bottle, and go on to
people's websites and downloadtheir 990s if you're a non
(24:49):
profit 990s and go, oh, wow,they're not giving that much
money away. So it's reallytough. I think we have to give
grace to the consumer, but us,as people, that this is really
difficult, and you have to dothe best you can with the
information that you have, andthe power that you have with the
(25:14):
amount of dollars you have toinvest, give or spend.
Justine Reichman: (25:18):
Yeah. I think it's confusing. I think that
it's can lead to feeling badabout yourself because
somebody's ideals may not alignwith yours, and you're doing
what you think right. And thensomebody else is like, but why
aren't you doing this? Don't youwant to save the planet too? No,
(25:40):
I mean, I don't want to save theplanet. Of course, you do. But
we all have differentexperiences that lead us to the
choices that we make, andcertain things may resonate for.
Alex Amouyel: (25:45):
I think it's not just money or purchases. If you
can use your influence, time atyour company, at a nonprofit,
you volunteer at a faith basedinstitution you affiliated with,
you might be able to have moreimpact than only, oh, did I buy
(26:08):
the right type of detergent? Ithink all of these matter in
aggregate. And obviously.corporations will follow what
consumers move towards, and whatemployees move towards. And
obviously, what the governmenttells them they can and can't
(26:31):
do. Again, going back with greatpower, comes great
responsibility. As anindividual, you have a certain
amount of power, and some ofthat is money. And for some
people who have a lot of it,that's a lot of power. But some
of it is also influence, time,volunteering, lots of other
things. And so I think you just,I talk about this in my book,
(26:57):
which is called--
Justine Reichman: (26:58):
You're leading me right there. And I
was gonna say, is the answerreally me?
Alex Amouyel: (27:03):
Well, I say one of the chapters is about making
an audit of the skills, powerand experiences, and the
networks you're part of tounderstand where you can make
those choices, and where you canhelp influence. Indeed, what you
(27:24):
purchase at the grocery store?Or where you volunteer?
Justine Reichman: (27:28):
And I think they're all important. And some
people think that there's value.I often feel like, well, they
made a larger donation, and Ijust gave 10 hours. But if
hours is what you can give, theyneed that too. It's no less
(27:48):
valuable or more valuable,because they still need the
people. I used to always say,you need people that want to be
teachers. You need people thatwant to invent things. You need
people that want to be at thecash register. Everybody need
all these different types ofpeople. And I think it's
important to see who you are,where you can lean in, where
(28:08):
your comfort level is, and whatassets you have. Whether it's
time, money, skill, influence,etcetera, and realize that
without all of them, nobody hasall of them. We make a much
greater effort and leap forward.
Alex Amouyel: (28:26):
Yes, absolutely. And in fact, the small donations
in the US make up more than sortof the larger. When we think of
philanthropy, we think of thebillionaires and the people with
names on the museums and all ofthat. But actually, the small
donations in aggregate, peopleare more generous. And they're
(28:49):
also more generous in thepercentage of their income.
Justine Reichman: (28:51):
And if we could break down and we all
start with 100% for Purposeclub, because then we're going
to finish with, how I am goingto be the change?
Alex Amouyel: (29:01):
The 100% for Purpose club, you can go on the
website. I'm sure you'll sendthe link, but it's
100forpurpose.org, and that'sfor companies that are
interesting in joining and beingpart of this journey. Either
you're already a company thatgives 100% of its profits away,
(29:24):
or you're interested and you'recurious about finding more about
how you could do it too, eitherstart or convert, just sign up
for the newsletter, and thenwe'll be in touch. At the
moment, we're hosting sort ofquarterly calls, but we're also
building more content out andmore ideas. And again, we're
(29:44):
really trying to listen andhear, what are the challenges?
What would be helpful? How do wereally kick start and accelerate
this movement? That's the firstthing. And then on the book
called, The Answer Is You (29:57):
A Guidebook to Creating a Life
Full of Impact, in there, Iinterviewed 21 change makers
from all around the world whoare doing good different good
things, climate tech, healthtech, people working with
unhoused neighbors in SanFrancisco, and I was asking
(30:17):
them, why and how you gotstarted? What's your version of
purpose? How are you using yourtime and money? And through
those sort of stories, I'msharing framework so that
everybody can think, can audittheir skills, interest and
power. Can think about how theycan start using 10% of their
(30:41):
time and money to do good in theworld, how they can find their
purpose, and define theirmission, if you will. It's both
these incredible stories, butalso a guidebook for people to
think about how they canconstruct their life with
purpose.
Justine Reichman: (31:02):
Amazing. I think that that's inspirational
and aspirational, and it makesit tangible for people to be
able to break it down forthemselves, and think about and
look inwards to make thosechoices, and make it
thoughtfully. Because I thinkeverything, as you said before,
is a choice. And we make thosechoices, whether we're choosing
how we want to live our lives,how we want to spend our
(31:24):
dollars, what we want to doevery day. And I really do think
it's encouraging to see thatthis is a much bigger
conversation today than it was10 years ago, and 20 years ago.
And I hope that that equals justas great a change as we continue
to go forward.
Alex Amouyel: (31:42):
Thank you so much for having me.
Justine Reichman: (31:44):
Oh, it was my pleasure. We'd love to hear
maybe next year, or when YOU andas the 100% for Purpose program
gets going. So it's a successstory. Some of the things that
you overcame, or peopleovercame, or didn't believe they
could do as I joined, I'mexcited to learn more from the
(32:07):
inside too. So for those thatare tuning in today, Newman's
Alex Amouyel: (32:09):
Oh, yes, absolutely. You can go to our
Own Foundation, what is the bestway to learn more about The 100%
club?
website, newmansown.org, or100forpurpose.org.
Justine Reichman: (32:25):
So again, thank you all for tuning in
today. This is alwaysinspirational for me. Because as
I said earlier, it's importantfor me to make money, as it is
to do good in the world. So Ilook forward to joining the club
as well. And again, if you guysare tuning in today, and you're
tuning into the video cast, youcan hear our podcast wherever
you listen to podcasts atEssential Ingredients Podcast.
(32:48):
And if you're not, you can watchus on YouTube at Essential
Ingredients. And don't forget tofollow along to see snippets
from each of the episodes, andsome other content that maybe we
haven't shared here. So you'renot going to want to miss that
on Instagram atessential.ingredients. Look
forward to seeing you guys allsoon.
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