#89 - Clarisse Fraisse - Premier Foods [Innovation Controller]

0:00Hello, hello, hello and welcome back to Young Founders. Today I'm joined by the wonderful Clarice who is the innovation controller at Premier Foods. Now, Premier have a wide range of brands that sit under them, but I really love digging into Clarissa's background, into why she loves innovation and all the different brands she's worked for, like Kerry and Goo and Zenby Pasta and all of these things. Like, what is it about innovation and that creation phase, that exploration phase, that curiosity that keeps her going? I think there's so much in this episode. She has so much energy and love for the industry, She's big on Frozen and I love what her and Kelly are doing with people like me.

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1:28Hello and welcome back to Young Founders. Today I'm joined by the wonderful Clarice. So Clarice, can you let everyone know where you work and how long you have been there? Hi Mitch, yes, I'm Clarice. I am French. I've been living in the UK and Canova Island for the past 13 years. And I work currently at Premier Foods and I've been there for the past nine months, so during July last year. So yeah, still pretty fresh for a big business this size. Amazing. And for Premier Foods, so what is your role? Who are Premier Foods? like well some of the brands inside that because it's become like it's absolute behemoth of amazing brands and innovation and all sorts absolutely yeah so my role is in the innovation team really like what i do is like connect the dots between consumer inside the market inside and it's like a wonderful like i know we have a huge amount of brands that are all have different roles and different shoppers which is hugely exciting because you can really reach the perfect mix between those three things which are very important so yeah they have brands in all sorts of category Most categories in Ambien for sure.

2:29So Angan Desserts, Anguino Ambrosia, Isto and OXO from a cooking perspective. Sources as well. They have Lloyd's and Taylor, but also recently acquired more brands towards one of the health ends. So you have Fulton K was a recent acquisition as well as Merchant Gourmet, I think, last year. Yeah, last year. Yeah, really exciting journey for the business at the moment. Yeah, it seems to be seeing where all the trends when it comes to health and wellness. and like I love that kind of role. So for you, what was it about Premier that attracted you to think, yeah, I could see myself working here and what does your role actually entail like day to day?

3:05Yeah, so I mean my background, I've been in very different areas like FMCG and ingredients world. So I've started my career in B2B, so more ingredient sides. Then the last seven years I have been in Challenger brands working on brand innovation. But really what attracted me in Premier was to start seeing like this innovation impact at scale with those brands which have a lot like more scale and impact potential versus some of the brands I've been working on before so that was really interesting how does it work in a business this size this complexity how do they get to still be innovative and how and and yeah and what do they launch and what are the key products there so really really interesting from a format perspective and I joined a central team so it's not necessarily a category team we're looking at after one particular category but the team I joined is like what's beyond our current categories but beyond our current brands and where can the business grow so I thought it was hugely exciting to look at like where where can this take us for the next five to ten years love that now for you since you've been there then is there any projects that you can share that are out in the public that you really enjoy kind of looking at or being involved in because I know from my experience like with Premier with Fuel 10k for example they had a great portfolio already and in the last year or two since they've been working with them the innovation keeps coming and the products keep expanding into different categories, different ranges.

4:21So it seems like a super exciting place to work. As you said, it's a big business, but they still seem to have this challenger mentality of, oh, we can innovate here, we can do this product here. Yeah, so I mean, I wish I could, but in nine months, I can't really put my name on any very big project or any particular innovation that's launched. However, I do agree that coming from the inside and looking at it, I think they really deliver on what they promised to do with the brands that come in. I don't think they're the kind of business which they would strip to the core, a brand they acquire, like cost reduced to the death just to keep the margin, etc.

4:54I think they're being quite pragmatic about it all. And they're like, we're buying this because of the potential, right? We're not buying it just to get the margin in. So it's not about just cash. It's also about what the future can look like for this brand. So you're absolutely right. On Chilet NK, they expanded the business and it's been just growing ever since. And I think it was the same on Spice Taylor. and Merchant Group seems to be on a really good target as well and growth trajectory. So I think obviously it's not perfect and there's always lesson learned. And, you know, how do you integrate a different culture into your business?

5:26They usually work in a different place. It's a different team, et cetera. So, you know, the Brown guidelines, integration within our business and categories. But from a market perspective and from like how the innovation has been flourishing, it's been really interesting to just watch it from my team particularly. It's very exciting. I think some of these brands still have a lot in the tank from a where they could grow perspective. So yeah, absolutely hugely exciting. When it comes to innovation and seeing where brands could go, so say like take Merchant Gourmet, for example, a lot of like really healthy lentils and beans and legumes and all these things.

6:03There's such a growing demand for it. How do you decide on the next formats or opportunities in fresh, frozen, chilled, ambient? Is it having a look at the wider market? across the world is it kind of going no we we know this because we've done our research here like how do you do it without obviously giving away your secrets yeah no absolutely i think like the way we look at it is like where where are the key trends we're seeing in the next five to ten years in the market and where are big opportunity territories and there may be area where as a business we do want to go to and we just select territories we think are very important around wellness for example we have multiple territories there merchant company is interesting because it It started as a gourmet brand, so more of that premium, high-quality product and meals.

6:46But it really, to your point, also had appealed to health consumers around gut health and the whole grain and the whole pulses, etc. So I think definitely looking at those opportunities from a consumer eye first. And then also we layer markets and where can we compete with this brand and where can we take it realistically. So yeah, we look at all of this as a whole and connect all those dots. And I think that's the role of an innovator, right? is like really making sure you're never forgetting your market information and category information and data and your consumer insight as well as where the brand can realistically play.

7:20I think there must have been some moments where we failed just because the brand wasn't the right brand for this proposition, albeit the proposition was right fit for the consumer and for the category. So I think it's just managing to connect all those dots and putting the right position in front of the consumers. But we try to be as consumer-centric as we can. And so everything is tested and we have qual where we test the products with our consumers, etc. So it's really important to us to make sure it's the right fit. And yeah, I think the huge area of opportunities outside of where Metro Gourmet or the other brands currently are.

7:52Yeah, love that. And for you, when did this passion for innovation and spotting these gaps and looking into this world start? Take me back to your childhood, early day, young Clarice. What did you want to do growing up? and were you into food? Were you in like that, I want to cook, I want to do all of this? Like take us right the way back. That's a good question. I think I've never known what exactly I wanted to do or I actually want to do something different every month. So every month I was like, oh, I want to be a hairdresser and then I wanted to be a singer and then I wanted to be like, I was just changing my mind all the time but I think it's just because I'm inherently very curious.

8:26Every time someone's very passionate to tell me about a project or every time like I get inspired about, could be anything like a show or I just have a million of ideas and I just want to learn more. So I think that's kind of how my career has been, really. I haven't ever been in the same area, in the same business for like, for long I have been, but like I've changed as much as I could to learn. So I do love food, though. I've always loved food. I'm actually, I studied biology and I'm food engineering. I just love to understand how the food is made and what natural foods, et cetera, are made of.

8:59Just understanding how to cook with ingredients, what to use for such and such features, but also like understanding how to commercialize the product. So I also started like marketing after because I actually just, I think I just loved watching ads and particularly food ads. And I was like, this is a good ad, this is a bad ad. So I just like rate them and then I got to make them and I found out how hard it was to actually nail the consumer inside and make an ad actually resonate without giving too much away. So I think, yeah, I think it's really interesting. And I think it's a curiosity aspect more than like I follow the path really.

9:31I don't think I follow any particular path. I just go where my curiosity takes me. Yeah, I think that's the perfect lead into your career because, I mean, you've worked for some great brands like Kerry, Goo and the Zenbee Pasta and that range. So take us through. So you said you've done your studies. Then what was your first kind of role now stepping into that food space or what did you do before the food side? Yeah, so my first role was Kerry. So Kerry, everyone would know the Kerry Foods brand. All people working in FMC will know those brands, but I was part of the taste and nutrition part of the business, which is huge.

10:02And yeah, working on like all type of category delivering ingredients for those products. And I think initially, maybe I was like, oh, I was thinking of myself going in FMCG straight away. But then I got this opportunity to be in that graded program. And I said, you know, why not? And I think it's kind of my approach is like, why not? You know, I will learn. And I had a really good fit with people. Like I like to follow people and follow cultures where I feel like it's the right fit. So I thought it'd be a great environment to really give me strong foundation for the future. And I loved it. I worked on beverages and, oh my God, I worked on, it was like maybe seven years ago.

10:34And I was working on like fitness modulators, which are natural flavors to try to support that like the sugar tax moves of customers. Sorry, manufacturers were moving from like sugar soda to sugar free. So we developed those like solutions, which are natural flavors to try and support the sweetness when you have no sugar and you don't have to add sweetness. For example, we also worked on pea protein. Back then, pea protein was even, I mean, it's still hard today with masquers, etc. But it was so gross to taste. It was horrible. But it was the most naturally complete. There was a lot of work on the background on this.

11:07And it's fascinating to see when everyone was talking about pea protein and protein and nutritional amino acid complete protein, etc. It's really interesting to think back 13 years ago. Those type of companies are really ahead of the trends. are starting already to think about those ingredients that are in the future, big, big in the future. So yeah, I think this was fascinating to work in this team. So I spent three years there and then I just did want to step into FMCG just to see how different it would be, et cetera. And I went to GU. So GU was really much my innovation experience in FMCG world.

11:44Fast-paced, all I wanted. Fast-paced delivery, innovation in a year on my own. And then there were all the innovation managers delivering another eight and another eight. It was just such a big, like a fast-paced business, really. And yeah, I really loved it there. I think it was the best business to learn proper, like project managing innovation, just because they have this amazing factory. And then there are constraints around what you can do within the product and the layers you can have. And I think it was super cool to just, I think when you get constraints, you get the most creative around, I really want to do something really special that's chef level.

12:15But these are my constraints. How do I do it? So really love that. And yeah, I wanted to see something else because I had done innovation for a year and went into MISCAN in Brant. And at the first meeting talking about engagement metrics and all of those acronyms, I didn't understand anything about like these meetings on social media. And I was like, what am I doing here? Why did they hire me? But yeah, I joined MISCAN to launch their apple cider vinegar brand called OSU, which was I think kind of one of the first drinking apple cider vinegar brands, really tapping into that trend around healthier guts, etc.

12:50So shut up apple cider vinegar in the morning. And yeah, I think we had three stars at the Greatest Award with our Apple one, which I know is very, very hard to get. And we are really proud of this product, which is still in the market. Yeah, and then within my years there, I then joined Sendii, which you mentioned, which is a yellow key pasta. It's not only sold in Japan, sadly, but it was an amazing product. I mean, we had pasta, but also like meals in pouches, et cetera. And it was all high protein, high fiber, really on trend, really, yeah, really modern, like proposal and really great tasting products.

13:24So I think this one really aligned my values the most and also a huge learning curve because it was my first D2C experience. And again, I was like, what am I doing here? I don't understand any of those metrics again, but I think it's what, yeah, makes me, like drives me really. It's like not knowing what I'm doing, but finding out ways to do it and then, yeah, learning fast and now from here so really driven by those opportunities people letting me coming in without that necessarily that experience and allowing me to just learn and grow there so it's been a really good ride I would say love it yeah I love how you kind of led back in your childhood saying you're curious and then you've gone from like innovation to marketing to doing kind of all these different things to build that whole experience I think sometimes like there's nothing wrong with going okay I'm going in sales I'm going to kind of work my way up the ranks and do it across different brands and businesses but equally I think there's so much to be said for having that knowledge and experience in so many different sectors and from speaking to people who've done like Unilever or Kellogg's or PepsiCo it seems that they're almost encouraging that it's like right you're going to do six months in ops you're going to do six months in marketing you can go and do this so I think for you across your various experience or are there some key lessons or learnings that at one phase of your career you're like okay this was something that stuck with me to this day and I still practice it or this had this impact on me because I think it's great the businesses you work for they're all really big scale and a big business so I think when they get to that scale there's so many lessons that can be kind of pulled from it yeah for sure I mean from my career perspective I think yeah I think it's great to be curious but you become well-rounded but I will never be as expert in a field than someone who's one of the ladder in brand for example or innovation and I always feel like some of my counterparts are just so much smarter in that field than I am that's why I'm just trying to surround myself with those people so I can just learn from them more and just you know like it helps me make decisions as well so I think it's definitely one of the learning is like surrounding yourself with with the right team is one of the biggest learning because you know so hire people that are like really an expert in the field that you not necessarily are an expert in if it makes sense to just really helps you know up killing you but the people is one of the biggest learning I think everywhere I've been you find the people who are there in the tough days and people who are supporting you.

15:37And I think it's important the business aligns with everything you want, the salary, your values, your commute, and all those sorts of things. But if you don't have the right team to work with and people who are there every day to cheer you on or support you and vice versa, I think it's very hard to thrive. So I think that's definitely like one learning is around the people, etc. Another learning is more like innovation happens everywhere. And I think it's really interesting coming into Premier where it's so bubbly. with lots of innovation. And you should see the pipeline of those category brands.

16:07It's amazing. The number of ideas they have, they have in a test. And I think, like if you provide the right environment, people get super creative. And I think it's interesting how you replicate the challenge and mindset into bigger businesses. Yeah, I think it's the biggest, my biggest learning was around actually innovation doesn't have to be just challenge brands or just certain sector. It can be everywhere. And actually it's not really a role, it's a mindset, if anything. So yeah. Yeah, love that. I think something you said there was like, actually, the big brands are often innovating. You look at Hellman's, you look at Heinz, you look at Coca-Cola.

16:41It seems like every few months they're dropping some sort of NPD. It could be on trend. It could be some partnership. It could be some random collaboration like Oreo flavored Coca-Cola, for example. And these things have taken probably months, if not years, to create and happen, but they are still innovating. When you said about creating the right environment, what are the kind of things that you feel set that environment? Is it the freedom to make mistakes? Is it the freedom to not be afraid to put things forward and feel like you're being crazy? It would just be good to kind of like know those things because I know obviously the bigger the organization, the more risk, the more money, the more time, the more effort a wrong decision could go.

17:16So how do you kind of keep that challenging mentality as a business scale to the size of like a Premier, for example? Yeah, so if I go around how we look at projects, for example, the first thing which I think I find the hardest at Premier and big businesses anyway in general because you have so many meetings, etc. and it's more process driven is like this outside in. It's really bringing what you learn from the outside, what inspires you back into business. So whether it's social, whether it's something you've tasted, a restaurant, like people you're talking to, anything that inspires you, bring that in the everyday process, etc.

17:49is like the first starting point. or if you talk to consumers in the supermarket or shoppers in the supermarket. So the outside in is like really important piece for the challenge of mindset as well is around not just commissioning a big piece of research. It helps, it's good, but being on the ground. So that's one thing. And then to your point, I think the psychological safety is really important as well. So around being able to come up with an idea which you think is crazy, but people are like, you know, why not? We could do this. I mean, some of the best discussions have been with R &D teams, like whether it's at Gu, actually Kerry as well.

18:21It's just, and here as well, Premium, like they just have so many, so many ideas and they know what they can make in the factory. And there are brilliant, brilliant individuals like who are so passionate about the product because they're usually based at factories, not all the time, but sometimes they are. They see it every day. They consume it every day. I think their first point of contact gets hugely inspired by them and they have really, really cool ideas. So it's like really making sure, not being afraid to come up with those ideas within the business. And then, you know, they go through the process anyway and we see if consumers like it, etc.

18:52So I think there's definitely a part of it and enabling people to also make their own decision. It doesn't have to be you show everything, but you can also, as a team, reflect and have a consumer test deciding it's not the right thing. So it's the courage to say no and not taking no as a failure, which I think I haven't been in any business that's really succeeded to not take no as a failure, if that makes sense. have been in businesses where we're so passionate about projects that we really want to get them through the line etc and sometimes saying no is is a relief because they can move on to the next thing which is as exciting yeah I think it's a really interesting tension around this like like being choiceful but at the same time being enough psychologically safe to bring up your products so yeah definitely all that is very very important to have this agility and giving giving the power to our innovators to just say you know what I think this isn't gonna work let's let's move on to something else so yeah definitely all of those things are are very important but yeah it's how do you create an environment i think from from there kind of ties quite nicely into over your career take us through a time when something didn't go to plan whether it was a project you spent months on whether it was just a day where it's like oh that's not quite right like what what's a day that stands out for you as like a oh that was that was a tough one for me oh well the toughest one was the i mean when they closed the zenby brand miss can closed decided to and the St.

20:13Louis Brand in the UK and in the US about this time last year, a bit earlier last year. That was a really big hit because this brand really aligned with everything, you know, like my values and consumers were loving the brand. The product was delivering on a clear USP around the taste and texture was just perfect for this type of pasta. And it was out of nowhere because it wasn't really in our control, but they decided to close it and to basically just move on for reasons, business reasons. And I think it was a very tough time because we had consumers writing to us, hundreds of people writing to us.

20:51So first people were like, there's a scam out there saying you are closing. And we're like, no, we are closing. And they said, oh my God. And then we had people who actually have IBS, people who had cancer, who were like, this is the only pasta I can have. Or some other people were saying like, I wasn't having pasta for so long because I was gluten-free and you're the first pasta I had in 20 years. We had so many, like, I mean, it was just heartbreaking because we were like, yeah, we know we'd love to be able to do it and we have to close it. Also, our amazing brand ambassadors who are mainly nutritionists like wrote to us and they were like, can we fund the brand?

21:23Can you do anything? Like, this is an amazing product. And oh my God, and I went back to our CEO in Japan and I said, look, could we license the brand? Is there any way we can keep this alive? And yeah, at the time, it just wasn't what they wanted to do. They still kept it in Japan, so I think it wasn't the plan. But I was just like, damn it, this is just, also with now Bold Beans and all these amazing brands coming up with Gourmet, etc. It was just the perfect timing and it was just such a shame. And I think to this day, I still haven't really got over it. But yeah, it was a very tough moment because it's when you find a true emotional connection where consumers actually need your product, which I don't think is every brand or every product.

22:01Like, you know, it's quite rare to be so loved as well. I thought it was privileged to work on this Bromst. Yeah, such a shame. But I'm sure someone else would come in. I mean, yeah, there's a need out there and there is a market for it. So, yeah. Yeah, I think the Zenby range was great. I know Pastan, which is this gluten-free Italian restaurant in London, he would only use their pasta because it was just such good pasta from a gluten-free perspective, but everyone could enjoy it. And I think it was the high protein, high fiber, like kept together, good texture, good bite, all of these things.

22:31it feels very on trend especially now with glp1 people looking at protein and fiber and nutritionally dense it just feels like such such a shame but like the the nice things obviously there is some other lentally pasta things you can find out there but it's not quite the brand i think zebby had a really good run and especially in like you said the free from space i know loads of people that loved it yeah i think we're even appealing to runners like i was like yeah because of the carbs and protein content so yeah there was a whole audience there so definitely a lot could be done definitely maybe you could uh they could email them again as you say watch watch this space of premiere for a pasta coming soon who knows now for outside of premiere you work with people like me so for those who haven't seen it haven't heard of it like what is people like me because i think it's such a cool concept and i really love what you are doing in that space so yeah tell tell the listeners about people like me of course yes um so people like me is a woman in marketing kind of network that was created by Kelly McKenzie now probably 18 months to two years ago I think and Kelly will kill me if I get this wrong but I think she started this as a dinner at her place or the restaurant with just a few of her friends so she's formed her own agency a white bear and she had a few different clients and she just put them together for dinner and she was like I just missed this nice dinner type moment when just connect with someone it's not awkward a networking event it's just a nice connection between people and actually out of this like a partnership came up in the brand and and wait was or something so she was like oh my god the power of just bringing people to take the right people together in this setting which is not a setting where you just surface on the conversation and you just come out with a number but you're never going to text them kind of you know situation she thought there was something in it so she started those breakfasts and i think i joined the third breakfast so where like she's just every month having eight to ten female marketeer around the table and we just chat like i think we chatted so many different topics all the way from AI, use of AI to like hiring Gen Z, Gen Z and now Gen Alpha, etc.

24:34So it's just around, you know, all of the topics that we just want to chat about. And I think the realization as well for me was that as I was growing up in my role and career, I felt more and more lonely. And my boss at the time was like, yeah, that's normal. You have less peers. Basically, like just, yeah, I don't see what's wrong with it. And I was like, it's wrong for me. Like, I just feel I don't have that many people to bounce ideas with anymore. Those breakfasts amazing and it was just right at the time I was made redundant with the Zenbee and the Zenbee stopping the Zenbee product and brand so I started telling Kaylee like look I'm free do you want any help because she's also running her agency and she's like yeah great so I started working with her and just starting to put together bigger events so we did a speed dating event we did a cook-along event where women cook together at Mission Kitchen great space yeah with Jessica our female chef who had a career change as well.

25:24She was telling her story of being a nurse for about 40 years and then moving into being a chef for a Michel Star restaurant. So it's amazing. So yeah, a lot of inspiring women. And I think now it does expand beyond marketing. We have consultants, we have innovators, we have women in business in general, and it's just such a great crowd to be around. And we have our next event on 23rd of June, which is going to be a big summer party. We do cocktail making and a bit of a speed dating as well, which is no pressure Just be dating. It's just around meeting people and connect in a better way. So I think people like me is really around connecting in like unconventional ways, putting them in an environment where they can have fun together, build memories and connect faster.

26:05And I've made a few friends. I mean, Kelly's my friend, but I've made a few other friends who I can now know I can just talk to if I have a tough day or be like, just sense check thing. I don't want to sense check with my colleagues. You always have something you're like, oh, you know, especially if you're new in a company, you know, you don't want to sense check some things with your colleague but you want to just sense check them with the outside world so it's a really great community i highly recommend it to just try and come to a breakfast if you like it so yeah hugely exciting to be working there just connecting with people amazing if any women listening want to get involved um i'll put the link and hopefully there's still tickets left and it should be coming out and plenty of time before the event i think we launched it yesterday so there should be tickets left by the time this perfect yeah we'll make sure otherwise you'll have to sign up for the next one but no i'll definitely link that i think as you said community is such a big piece i absolutely fell into this industry it was never kind of on my plans and the one thing that i've got consistently is being present at as many of these events as possible like for me it's taught me so much i built some incredible networks opportunities relationships just from going to those events like bread and jam or the meals collective i know that's actually where we met and one of the things that what ollie had kind of done and bring people together one of the things we were talking about was actually frozen now obviously i work for a frozen brand very selfishly but i heard you kind of singing about frozen too and i was like yes we we need to chat so i know i think was it was it because of the french side obviously like picard and like in europe in general frozen has such a better reputation than the uk like what why do you think the uk is so slow to pick up on this um yeah it's really interesting i think i mean i'm all for frozen everywhere i go i'm like guys we're frozen frozen is the future so yeah big big big fan i mean just because like picar has been huge i mean and every i mean frozen bronze in like supermarkets in france are in france are quite good quality as well um i think in france the common knowledge is like frozen is like fresh but longer shelf life but it's like it retains the nutrients you don't have to add as much salt you don't have to add much preservatives so you know it's just all benefits so my mom who had four children was using picar like basic chopped vegetable just to save time and like to feed us healthier meals.

28:13So I never saw like frozen as a poor quality or poor tasting product. And I would never. And I didn't understand when I came to the UK. And I was like, so yeah, what's my options? Like if I want to have a quick, healthy dinner? And yeah, there was none. And I think maybe culturally it's not something that's come yet, but I don't see why it cannot become like France. It will take a lot of education and it will take obviously means and budget and resource to educate. But when I see the freezer size in France, our freezers are pretty big. We can store lots of different things in there. And here, they're like tiny, small, one shelf at the top of my fridge.

28:49So things need to change from all around the whole chain and ecosystem, right? It's not just more frozen products. So bigger freezers, bigger space. How do we work with tiny houses and tiny apartments in London, etc.? And I think it's a fascinating space. And a lot more can be done there, especially for families, meal planning. It's just so simple. just makes so much sense so yeah you can see i'm a huge fan and if you could bring pika more here or pack some of these products please do because yeah i miss them yeah yeah we've got quite a vast range of packs now so uh it's just expanding that and getting out more but i think it's totally aligned i think iceland have been doing a lot of changes like the slimming world and my protein ranges are just going from strength to strength and they're becoming a one-stop shop for all sorts now but i think across the market every retailer is having massive growth in frozen at the moment like it's amazing to see people are finally buying into it the innovation is coming the the excitement is is coming around frozen so yeah i just uh wanted to touch on that because i i just loved how passionate you are about frozen i was like i found someone as excited about frozen as me and so yeah we can get everyone excited about frozen i think it should be yeah that's that's my mission that's my uh that's what i'm i'm here to do i'm here to build the whole frozen up not just packed but yeah it's great great to have your support just keep keep nudging premier be You're like, right, more Frozen, please.