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Robert Berkeley  0:06  

Hi, I'm your host Robert Berkeley and this episode is brought to you by the In-House Agency Forum (IHAF), the Trade Organisation greenhouse agencies, and EKCS, our trusted service partner in our creative journey. Now, today we have the pleasure of welcoming a very special guest. Julie Wisnicki. Julie's journey is a veritable tapestry. Do you like that creativity and adaptability spanning from her early days in special education to an influential role in major corporations like Amylin Pharmaceuticals, Illumina, and now at Dexcom. Julie's unique ability to apply creativity in diverse settings and her commitment to mission-driven work make her a standout leader in the in-house agency landscape. And, Julie, it's fantastic to have you with us. But before we delve into your impressive professional journey, let’s start with what you do today, what are you up to? 

 

Julie Wisnicki  01:01 

Well, before that I'd like actually like to put it back to you and say thank you for inviting me and also for hosting this tremendous podcast where I've certainly learned a lot from hearing from other leaders in this space. So, just wanted to thank you before getting into and…

 

Robert Berkeley  1:17  

 I didn't pay you to say that did I? 

 

Julie Wisnicki  01:18

You did not okay, good. Just one out of the goodness of my heart.

 

Robert Berkeley  1:24 

But yeah, do please tell us a little more about your role right now before we kind of get in the Wayback Machine and began. 

 

Julie Wisnicki  01:30

So I lead the internal creative services team that is embedded within the global marketing department at Dexcom, headquartered in San Diego, California. So, Dexcom is a pioneer in continuous glucose monitoring, so known as CGM, and we have more than 8000 employees across the globe dedicated to creating life-changing CGM solutions. So, I, however, have about 15 people on my team. And, we mostly partner with marketing and product managers to support all kinds of marketing deliverables from print to web and all things in between. And we can get pretty creative there. So, currently, I oversee account management, which has project management and traffic within there, the creative team, so we have creative direction, art direction, copywriters, designers, and then also marketing operations, which is a way that we can support our global teams without having to do all the tactical work with 15 people, but we can support them through digital asset management, brand guidelines, templates, and other really great tools that are able to utilise some of our files and assets for the global teams.

 

Robert Berkeley  2:39

It sounds like you've kind of got it together there, Julie. So, I think we want to find out how you're managing to achieve so much with just 15 people and supporting globally like that. And I think a lot of listeners will be very interested to dig into that. But before we start on that, tell us a little bit about your journey, where you're from, and how did you kind of get into this world of marketing? Let's let's start at the beginning. 

 

Julie Wisnicki  02:57

Yes, yes, absolutely. So I am from the Midwest, West suburb of Chicago, Darien, Illinois, and I accelerated in art and an early age. So, I won my first creative award at four years old. There's this really adorable newspaper clipping where they called me a 'pipsqueak painter of children'—so, damning with faint praise, isn't it? You know, thinking back around my family. So my mom, she used to teach art. So she was very influential and sharing more about art history. And her family's very artistic her father actually was a professional artist, and he created handmade signs. So for his time and generation, he was a graphic designer. And so that has really stayed with me throughout my career and throughout my life. And then my dad actually sold advertising. So he was in the ad business. And so I learned a lot from understanding how advertising works. And then his father was a professional musician. So he played accordion and organ. So, for me, I had both like the music side and also the art side from my family. And that was just something that was part of our daily lives and something that was very influential for me. I actually played clarinet, saxophone, and organ. And I travelled to my first World Music Festival in fifth grade when I was 10 years old and played and played piano professionally for few years, was a dabbled in being a singer songwriter. 

 

Robert Berkeley  4:26

This is an extraordinary amount of creativity and one, so young and obviously nurtured by such a creative background. But clearly, you took a direction toward the commercial. Let's hear how that happened then. So you would you were obviously as musical prodigy, artistic prodigy, but you had to kind of start earning a living at some point. So what did you study? 

 

Julie Wisnicki  4:47

Well, well, it's interesting in that along with art and music, I was also a soccer player, football player, if you will. And that really helped direct me to the University of Dayton, where I was fortunate enough to get a scholarship to play Division I soccer. It was there that I faced a tough decision: do I major in music, or do I major in art?

Julie Wisnicki   5:11 

Well, possibly, but I don't think I quite had may be what it takes to go pro or at least I didn't have that desire. 

 

Robert Berkeley  5:18

But anyway, you chose the auto music and you chose…

 

Julie Wisnicki   5:20

Yes, I wasn't planning on having a career as a professional organ player, although my parents would have really loved that. So it was able to apply a lot of the same discipline and learnings from being an athlete to being an art student, where that was actually really challenging to be on the bus or on the road and having to create drawings and other types of art projects, it was much easier for the for the finance majors, I always thought but that really put in a lot of discipline and the winning and the losing being the captain of the team and leadership. A lot of that is very transferable into my professional life, but really explored a degree in Visual Communication Design(VCD), which had a little bit of fine art had photography, but that's when I got my first email account, Netscape Navigator days, where I was able to learn Adobe and all the programmes back then as they were. But that was a really exciting time, I always and I still believe starting on paper before going right into some of the computer programmes where that was always very helpful for me and how I just organised my artistic thinking before moving to the computer. So, that's something I still try to practice today where I'm always jotting down things, and it helps me to be visual, more with my hands before I go into the computer. That's something that has stayed with me.

 

Robert Berkeley  6:51

So if I'd met you at Dayton, and you were doing this visual design, visual communication degree, and I'd asked you what you wanted to do, when you grew up, what would you what would you have said to me.

 

Julie Wisnicki   7:01

I would have said that I'd like to use my skill and my talent for good, and be able to contribute to something larger than myself so that…

 

Robert Berkeley  7:15

Where did that come from? Do you? Have you encountered that in your own personal life with relatives or close friends? Was there anything like that? Or, Where did that aspect come from? 

 

Julie Wisnicki   7:25

I think that just comes from my upbringing and wanting to build connections with people where that's been one of the great privileges of my life around being a bridge builder or a Stitcher and connecting people. I think for myself, there are definitely things that I care a lot about that I have been able to be lucky enough to help others through visual communication, which even my first job outside of university was just that, so thinking of ways to be creative and apply creativity, and all the things that that we do. And that could be literally within an art project that could be creative thinking financially, that could be creative thinking from a project perspective, creative team building. So, I think like the relationship part, and the mission has just been part of, of who I am. And as I continue to strive to be giving back in any way that I can…

 

Robert Berkeley  8:25

So, it was a conscious thought, I mean, your careers definitely got that single thread going through it, which is, we'll go into who you work for on the projects you worked on. But it was a conscious thought at the time that you you didn't want to kind of work for a bank, or you didn't want to work for you know, I don't know, a retailer or something you wanted to do something where it was to do with people's quality of life. 

 

Julie Wisnicki   8:50

Absolutely. And since 1998, so over 25 years, I have worked for mission-driven companies. And I'm really proud of that. 

 

Robert Berkeley  9:00

Well, you left the University of Dayton and you started working already where you were giving back? Can you describe how you got that job, what your role was? 

 

Julie Wisnicki   9:09

Yes. And so my first role was at the Lagrange area Department of Special Education. Their vision was around leading the community in the provision of effective, innovative, equitable education for all and my first role, there was definitely a combination of roles as my first few were, as I was learning, I was working on the Illinois autism project. So, that's the first time where I really learned how to create websites and create these robust binders to help nonverbal children be able to communicate. So, that was really rewarding to hear from the parents and see how my work could really translate in ways that really helped these families. So that also was the beginning of me, learning as I go, so if I didn't understand how to do websites, like I would learn how to do that, if there were new technologies coming out or ways that I could even learning about autism, for example, like those are things that are a theme for me around constant learning and being able to apply those. Another great example of that was even working, I worked with a young girl who had Down syndrome. And so we work together to learn how to, and this wasn't on the art side, but back to the music side to teach her how to play the piano with colour. And so even being able to visually communicate with this note in this colour, it was really amazing and rewarding to see her to be able to play the piano, using colour instead of reading music. So those are ways that I really enjoyed that the first my first role supporting Special Education. And that led me to my next role, which was another nonprofit that was a Cancer Research Centre after I moved to San Diego. 

 

Robert Berkeley  10:54

Right. So the curiosity that you're exhibiting here, you're teaching yourself code websites, or you're teaching us our various skills is innate. But the objective thing you're trying to solve is a consistent theme, which is, as we talked about before, is helping people. That's quite remarkable because you're learning this in your own time. I mean, I imagine it was a pretty small team, when you started right there in the Education Centre, for example, but you are taking the initiative, you're naturally wanting to find out more and finding out whichever way you can, I suppose. So you did you were there at the Cancer Centre, for what, three years? 

 

Julie Wisnicki   11:25

Yes. And that's where I wore all kinds of hats. Where I was writing research grants, I was helping booking travel for the CEO, I learned more about fundraising and hosting events. And then from a visual perspective, helping to translate complex scientific terminology to a very lay audience so they understand when we're talking about different types of cancer vaccines or other types of technology that would be able to support because they understood that. So that was a lot on the science side, to be able to visually communicate the complex research to understand how these folks could help on the fundraising side to bring these technologies to life to help discover cures for cancer in our lifetime. 

 

Robert Berkeley  12:16

So it sounds like, again, the curiosity is helping you is driving you to find out what's going on and how the rest of the organisation works, even if that's outside your own domain. And clearly that was that was accepted by your colleagues and in fact, embraced by the sound of it. And it sounds like you've got a responsibility. How did that translate into what is clearly a much larger organisation with your next role? 

 

Julie Wisnicki   12:36

Yeah, so starting off with two nonprofits, and then moving into the pharmaceutical industry, so that was definitely a change in pace. And even the type of equipment and things that they have was a huge change from the nonprofit world.

 

Robert Berkeley  12:55

So, what from the change then from the nonprofit to the fore profit?

 

Julie Wisnicki   13:00

Well, I mean, Amylin pharmaceuticals at the time were still they were doing and they were in a really exciting time where they had just launched two drugs for people with diabetes. So they were dedicated to improving lives of patients through the discovery, development and commercialization of innovative medicines. So, this was also something in a different way that I could help support. And that was a graphic design role within the corporate communications department at the time. And so that was the first time I was introduced to diabetes, which is part of the story of where I'm at now. But that was my first introduction into understanding more about the disease state, and then also working with the FDA. And so that was a whole new world as well with having to be very aware, the fine print and all of the regulation. And then also, that was the first time I got to work with and alongside some of the big agency partners. And so really got to understand how the external agency plus the internal teams work together. So that was a really great experience. And then I continued that with my next two roles as well building up the in-house capabilities, but then also partnering with a lot of really great external agencies.

 

Robert Berkeley  14:19

I'm gonna guess here, I might be wrong. But I would also imagine it was the first time you had to work within a much larger organisation a more corporate environment. Is that Is that right? So what are your major challenges? Or, the benefits of such a change from working in a relative being a big fish in a small pond if you like to be in a much larger pond, and they work differently? Big corporations, especially in pharmaceuticals, because of course, it's so regulated. So how was that change? And what did you feel about it? 

 

Julie Wisnicki   14:45

Yeah, I think it definitely was a bit of a shock. The expectations were, were a lot higher and I didn't realise quickly that there was still a lot more than needed to learn to be more sophisticated, be more efficient, be faster. And so as soon as I got to Amylin Pharmaceuticals, I recall, recognising that I needed to be better and learn more about all the programmes I was using. So I immediately put myself into a training programme to ensure that I became a certified expert in Photoshop and InDesign and illustrator, and Acrobat. So those are things of my own reflection of like, hey, I need to be better here and putting myself through quite a coursework to get to the expert level. And that's something that I continue to fly around all my rolls around recognising and myself where I need to lean in or learn more or that is constant and never changes. 

 

Robert Berkeley  15:45

And this went through your time at Illumina, because you left I am leaving in what 2008 or so something like that, was it? And then you were with Illumina for almost a decade? And was it a continuation of accumulation of skills, not only to do with the programmes you're talking about, but also to do with operating within a team perhaps starting to manage a team as well? 

 

Julie Wisnicki   16:04

Oh, yeah. So that's, that's where with Illumina, that was a wonderful experience. And that is when I became a senior designer. And then I started managing the design team. And then there was a lot of opportunity there because their in-house team was growing rapidly. And there was a lot of product launches and tradeshow support, where that was a very exciting time, rebranded, so learn a little bit more about how a company rebrands. But that's where I really started to work with operations and expanding the team, they had a whole brand team there. So, that was much more cross functional, and being able to manage not only the designers but then that's where we realised there was an opportunity to streamline a lot of the external work. And we created and I helped lead the first creative Client Services team. So, that's something where we were able to save a lot of money by just at least coming to the internal team first, and then seeing if we could do that. And if not, then they could work with external that was, definitely a success. And…

 

Robert Berkeley  17:12

How did you know to do that Julie? 

 

Julie Wisnicki   17:15

Some of it is recognising the current state of being the internal team, you still have access, and you can see the work or in some cases, you can see how the consistency is changing or could be improved. And throughout most of the roles I've had, I have gone to leadership and said, Hey, what about this, or, Hey, I'm observing this, I think this is something we could do. What do you think? Or I've written my own job descriptions and said, Hey, this is what I think I should be doing now. How about we give it a shot? So that's been something that I would encourage folks to do around their current roles and just making observations and bringing that to leadership not as a problem. But as a solution of how can we do something better? So just always striving for that, that improvement and looking for, for opportunities to be more efficient, be more effective to save the company money, or just have a little bit more space to enjoy our time together? 

 

Robert Berkeley  18:14

Well, it's so easy to be an armchair critic of the companies with whom we work and to criticise. And I'm sure we all often have opportunities to do that. But what you're talking about is taking that considering what the solutions are, and then having the guts I don't know what it is having the authority to be proactive and take that to people who can help you make that difference. Does it take guts to do that? 

 

Julie Wisnicki   18:46

I would say so depending on your relationship with leadership as well, where I've had the wonderful experience of having leaders that are very open and will listen to ideas and think that great ideas come from anywhere, where that's something that I try to inspire others in my team where it's not just leaders alike want to hear from everyone and want to hear your ideas. Or if you see an area of opportunity or innovation, bring it to me, we'd love to hear that and then figure out how we can implement new ways of working that. Just help everyone. 

 

Robert Berkeley  19:11

Well, you've had a quite interesting journey. So far. You're at Illumina for nine years, up until what around 2018 Tell me about how you decided to take on your next role was because everything you've done seems to have had thought behind it. 

 

Julie Wisnicki   19:23

Yes, yes. And as part of my interviewing journey, I would say where I really have enjoyed that and I took some time off in between Illumina and Dexcom, and would highly recommend that if anyone is able to take a break and just reflect or recover. In some cases…

 

Robert Berkeley  19:47

how long a break wasn't actually? 

 

Julie Wisnicki   19:49

it was about five months. 

 

Robert Berkeley  19:50

OK, because we're talking about years. You're just talking about a good breathing space, time to decompress time to get a bit of perspective, perhaps on where you've been and where you want to go. 

 

Julie Wisnicki   20:01

Absolutely. And even during that time, I really assessed what my next step would be my next role, I met with people in other industries to say, hey, like, what's it like to be a Pilates instructor or the leader of philanthropy at the Humane Society. But it turns out that all my roads, lead back to marketing and creative. And since I have really helped others that are job-seeking, and I know we see a lot of folks looking for work on on LinkedIn, and I'm always happy to help in any way that I can. But for me and job seeking, that I really determined what my my mandatories are, what are my non-negotiables when I'm looking for my next role because it could be easy to get caught up in titles and salary. But for me, there are four I'll share with you. So one is to have enjoying a company that has a healthy and inclusive culture, non-negotiable. Second one, and this is not in any particular order. mission-driven, right, I must feel connected to what I'm doing. And I say, if I don't cry at the town hall, I'm I'm at the wrong place. So you know, really…

 

Robert Berkeley  21:11

I have seen some of your promotional videos as well. And they do make you cry, for sure. 

 

Julie Wisnicki   21:15

Oh, yes, yes. And ducks calm empowers people to take control of health like that something that's, that's really important. And then having the third is having a manager that will look for opportunities for me to coach like, I'm a very coachable person to pull me up to shine a light on what not only I'm doing what the team is doing, but really around who I'm interested in following that's really critical and a non-negotiable. And then the fourth for me is managing a team. And while this can come as a challenge, in some ways, it's so incredibly rewarding, that those are the four mandatories for me in any role and Dexcom had all those things and more. So, it was a pretty easy choice at the time, which is over five years ago, which I can hardly believe that but it's been really…

 

Robert Berkeley  21:57

So you are having fun?

 

Julie Wisnicki   21:59

Oh…Yes, yeah, we, and as the creative team, right, you got to have a little bit of fun in there. We work super hard, but we don't take ourselves too seriously. At least I don't. And we are we have fun. 

 

Robert Berkeley  22:09

So this is really interesting. Because as you say, You didn't mention money. And you didn't mention job titles. And you didn't mention the things that perhaps shallow people like me would think about this is really interesting, because if you've got those other things, yes, of course, money is important. And you know, maybe job title is important, I don't know. But money is material, right? That's what you know, bring the food put the food in the larder. But if you don't have the other four things, you're saying the money is just not worth it anyway. 

 

Julie Wisnicki   22:39

Correct. And it might be for a short amount of time. But in the longer run for me personally, that would not be fulfilling. And that would certainly not outweigh the others. 

 

Robert Berkeley  22:50

When you're loving your job. This is slightly an aside, but when you're loving a job, and it's got all of this ticking those boxes, how do you have leverage when you go into a salary negotiation? 

 

Julie Wisnicki   22:59

Well, that's a deep question. It depends on do you mean prior to being hired or throughout your career…

 

Robert Berkeley  23:05

throughout your, throughout your career? 

 

Julie Wisnicki   23:06

I think most companies, hopefully, are doing their homework and assessing what is a fair a fair rate to pay employees and that negotiations may not be necessary, because they are offering very fair and other incentives to look at, like total compensation. I think that's important because it's beyond just a salary these days, I think for and statistically that women may not negotiate as much as men do. So I think that is important to understand what your experience and what that is worth to an organisation and not to sell yourself short, and to have the courage around understanding what your talent would be paid as far as like the industry standards, but having courage to negotiate I think that is I think that's really important and not done enough. But I think throughout like a roll, that's something that needs to be an open, open discussion around how like what your contributions are worth. 

 

Robert Berkeley  24:07

Yes. And I guess benchmarking is important and being prepared to have those conversations, even though you're loving your job, even though you're loving a job. And if you're having a job you're giving a lot as well, which is, I suppose goes without saying. Let's talk about Dexcom, your creative services team that you've got how you fit with marketing, you mentioned globally. So you're not just a United States business or North American business. How do you How have you built a team? And how does it work with marketing to deliver their objectives? 

 

Julie Wisnicki   24:34

Well, it's been a wonderful privilege. And I'm so thrilled that I had the opportunity to basically build the team from scratch.

 

Robert Berkeley  24:44

and before you've inherited teams, or you worked with existing teams.

 

Julie Wisnicki   24:49

yes, that's right. 

 

Robert Berkeley  24:50

You had a greenfield, greenfield site on which to build…lovely.

 

Julie Wisnicki   24:52

yes. And so when I first started, we had only one full-time graphic designer, and then quickly and because of my experience at Illumina, we're saying, Okay, if we have designers we're well where are the writers? And then who's managing the projects and who's overseeing to ensure the verbal and visual are consistent. And so just slowly growing the team as fast as I could, and I would even say, as strategic as I could were, what are the critical roles. And so building up operations, creative operations is something that I feel very passionate about, and did that an Illumina as well. That's the foundational elements. So we've really evolved that beyond just creative operations to now have introduced that as marketing operations. So being able to apply a lot of the Great, the Winds and the learnings on the creative side to help support the greater marketing organisation, then we've evolved from project management to account management. So having those point of contacts for our marketing, our marketing managers and product managers to come to us with their creative needs, that that's been really critical and want to make sure we deliver a really great experience for them and understand their objectives and what they need to be delivered. And then on the creative side, again, moving from one full-time graphic designer to now having multiple designers, multiple writers, and creative managers, a creative director that's overseeing all of the work that that's really elevated our creative a lot. And then we are partnering the best that we can with a small team to support our other regions and amania. In a APAC, the decks comm Canada team as well. And again, it might not be tactically, but if we can ensure that they have what they need from brand guidance, from file, different source files, anyways, that we can help them with tools and templates, we want to make sure we can help as many of our regional partners as possible, although back to my 15 people on the team that capacity is limited. So that's probably one of our biggest challenges around what we can do and whom we can support.

 

Robert Berkeley  27:04

What Steve Jobs said you define yourself by what you say no to and you mentioned earlier on that you had to build a strategic first you built it strategically, thinking strategically, not tactically, you would have been given a budget, I presume. So when you are building from this greenfield site? Did you kind of have a budget you were given to grow into? And assuming you did, how did you decide what were the strategic roles you needed to recruit for? 

 

Julie Wisnicki   27:33

Yes, there was certainly limitations around budget and available headcount. And in some cases, the budget was to help with overflow, because there was a tremendous amount of work. How could we continue to take on more without having to say no, because in all roles I've ever been in, we're not in the business of saying no, sometimes we have to say, Okay, well, maybe not a brochure in a week, but we could do a postcard. So figuring out creative ways to help support our partners without having to, without having to say no, from my experience, and doing research on how other teams have been set up. And you know, people like yourself and other resources are really helpful and understanding there don't have to reinvent the wheel where there are a lot of different ways that teams are set up that work well. And so really understanding where the business is, and not where I think it should be. That's been really helpful around meeting the organisation, where it is at the time, and making sure that bringing in not only roles but tools and resources that aren't too intimidating or that folks understand the value that the in-house team brings where that has, that's always been strong because we are super nimble, we can turn around jobs faster than I would argue any external team, that we really have the understanding around how our products work, how the processes work. So that's something that's really important, as well. And then so nimble, so we're fast. I'm forgetting what I'm supposed to say here. 

 

Robert Berkeley  29:24

Most Effective as well, right? 

 

Julie Wisnicki   29:25

Yes, yes, cost-effective, we're fast. And then we really have that knowledge of how everything works. So, that I think those are some of the most valuable areas for an internal team. And I think, Robert, that's but we certainly didn't want to grow too big too fast. And so it's been a slow over the last three years journey of building up but we have tripled in size over the last three years. And I think that is a testament to the value and the return that the organisation is having from the internal team.

 

Robert Berkeley  29:51

Thats leads me to my next question. So you you are a creative by training and by inclination, you become a manager through experience. You're not a financial person and when you work with budgets, and you're trying to decide what's the right role? What's the right way to spend the budget? Have you had help along the way? How do you get into that as a person who is kind of the opposite of a financial kind of person, typically, maybe not for you, but for many people in your position? And if spreadsheets are not something that they've kind of grown up with or been educated on? 

 

Julie Wisnicki  30:26  

Well, I know my way around Excel and a pivot table. 

 

Robert Berkeley  30:30

If you know way around a pivot table, you're doing better than me. And I've been working with them for 20-30 years. So…

 

Julie Wisnicki  30:34

Well, this goes back to what I mentioned earlier about being a bridger and a stitcher where no successful leader does this on their own. And having strategic partners across the organisation is incredibly critical. Were having friends in finance and having friends in procurement,  IT, HR, IT legal, where that's been a joy, I would say like for myself personally with building those relationships, but also, it's critical to success. And that's in even just to open a new role or to be planning from a budget perspective for them to understand the value that your team brings, as well. But, I'm forever indebted and appreciate all of my cross-functional peers and colleagues that have been instrumental in the success of my team. So, I would just say, even when you're hiring folks that hiring people that know better than you. And that also goes for, I'm not going to be a finance expert, but I will partner with a financial expert. And that's where we can all bring our talents and skill sets to the table to really be able to do great work. 

 

Robert Berkeley  31:54

Well, we're gonna have to wrap this up soon. But I do have a couple more questions I want to ask you, you're very curious about the world and the tools that are used by creatives to achieve their aims. How curious are you about artificial intelligence, generative AI, and where that's taking us? 

 

Julie Wisnicki  32:14

Well, that is here to stay. And I believe in embracing the new technologies and finding ways to incorporate that to increase efficiency and in speed, and bringing even more value to the team. Even just thinking from a design perspective of thinking of AI as an enhancer and ways that we can just work smarter. That's something that is an expectation. 

Robert Berkeley  32:37

How to mention, bringing extra creativity there. You've mentioned a lot of things about AI, but you haven't talked about bringing more creativity. Do you think it has a part to play there as well?

 

Julie Wisnicki  32:47

I do. Think it certainly does. And we will explore how we can use that. And again, not as a substitute, but as an enhancer. And as another tool to be able to deliver great creative. I think that the team is definitely open to applying that. And it's something that I'm going to encourage and figuring out ways that we can just improve how we work. 

 

Robert Berkeley  33:16

Just to wrap it up. Personally, Julie, what are your sources of inspiration and creativity, 

 

Julie Wisnicki  33:23

I have lots of sources. And some that are more hidden more in nature, where I'm definitely inspired by the beauty and creativity of Mother Nature, I must say, and I'm an avid, gardener. So even just taking a step away from the computer and being out in the garden or with my fruit trees, just like taking that in as inspiration that's something that is also really important to me, I absolutely enjoy reading and learning from other folks in similar roles. That's been really inspiring. And again, thank you for sharing and giving us the other guests that have shared a lot about their inspiration where I find that as well. So a lot of my inspiration does come, like I said outside of the maybe the typical creative industry and just finding ways that I can recharge and bring my best self to my team every day. And I think we're all responsible for taking care of ourselves. And so that's an area that I'll continue to focus on because there's definitely a lot of expectations and you know, I still take that and find good, work-life integration. 

 

Robert Berkeley  34:38

Well, that's that's a great summary. Thank you, Julie. And, I really you've been very kind but I want to thank you so much for sharing your story as well. It's unusual find someone who has been so consistently driven by the same motivation namely in your case this mission-driven the wanting to give back and whether it's not for profit or for profit. I think it's a very important people like you we need less put it that way, it's a very important role. We're not all like that. I want to thank you so much for that story. I want to thank our listeners for tuning-in, downloading. This episode of Inside Jobs is brought to you by the in-house agency forum. Amazing folks, they're there for you in-house agencies to help you perform at your very best. And so our EKCS. production partner to some fantastic brands. And we both together we support the growth and innovation in the world of in-house agencies. Please follow inside jobs on whatever your favourite podcast platform is hit that subscribe button and actually make a comment. It would be great. The more comments we get the more people write reviews of InsideJobs, the better it is. And we can get some fantastic guests like Julie onboard. So that leaves it to me to say Until next time, keep pushing your boundaries of creativity and making your mark. I'm Robert Berkeley and you've been listening to Inside Jobs. So stay inspired everyone and see you next time.