When you meet Kristina Heinze, you’re in rare air. A self-described, “bull in a china shop,” with an infectious smile fueled by Nespresso, she’s co-founder and partner of the private equity firm ParkerGale Capital.
Since private equity, like marketing has a small percentage of females in leadership roles, we asked Kristina to share her personal story. The conversation then turned to brand, including during the acquisition process.
READ FULL TRANSCRIPT
Hi everyone, I’m Brian Walker, we’re excited to have you with us for a new episode of the Brand Lab Series Podcast, where each week we broadcast from 1871 here in Chicago and we explore today’s most innovative brands alongside today’s most insightful executives and entrepreneurs. I’m operating solo this week with Natalie on vacation, but I’m so thrilled to have with us in the studio Kristina Heinze. Kristina is a Co-founder and a partner at ParkerGale Capital and we’re gonna talk about women in leadership, technology, private equity, and of course, all things brand. So with that said, let’s enter the Brand Lab™.
Kristina, welcome to the show. Thanks for being on the Brand Lab™ today.
Thank you for having me.
So, why don’t we start by telling our listeners a little bit about yourself and your background?
Sure. So, I am a Co-founder and partner at ParkerGale Capital here in 1871. I have been in private equity now for going on almost 15 years. Prior to that, I actually started my career, like many private equity people, in investment banking at Credit Suisse First Boston also, here in Chicago. So went to University of Illinois, I’ve been in 100, 150 mile radius my entire life. Grew up in a small town about 60 miles from Chicago, so Midwestern girl at heart. I have two little kids, a two-year-old and a four-year-old and thankfully, I think we’ll maybe get into it later, but my husband stays at home, so it allows me to do what I love, which is this job. And basically get to find and convince founders of small technology businesses to sell their businesses to us. So ParkerGale, we started almost three years ago.
My Co-founders, Devin, Jim and Ryan, we had all worked together for several years at a private equity firm here in Chicago, CGP, and we were the tech team within that firm, and we decided, again, about three years ago, to spin out on our own. We had figured out, “Hey look, we’ve got something good going here.” We were deliberate about what brand we wanted to create and the culture that we wanted to build with the team and wanted to do that on our own. So, we did that and fast forward now and we’ve got a $240 million fund, four companies that we bought under ParkerGale already, and that’s what I do every day.
Well, I’m excited to get into that in a little bit more detail later. And, as a founder, I know how crazy it is to make that leap. And it’s funny, in our last episode, we had the Global Chief Diversity Officer of Walgreens, Steve Pemberton, on and we had a huge conversation around diversity, and that comes in many forms.
Yeah.
I know in my own industry, primarily in the marketing space, when you think about diversity, there’s certainly a lack of it from an ethnic standpoint. There’s certainly a lack of it in women in leadership roles inside marketing and it’s clearly the case, also in technology, but it seems even more paramount in your space, private equity. So, talk a little bit about that.
Yeah. And if you type in, in Google ‘women in private equity’, you’ll have all kinds of articles that will come up and all kinds of studies and research and interviews that have been done. It kind of varies, I think, at any given point, they’ll say it’s between, I think, seven and 9% of senior investment professionals, basically principal partner level in private equity firms, are women. So, it’s very, very low, and it’s been that way for pretty much forever. There’s differing opinions on why that is. We try and are hopefully doing a better job at retaining the women that are coming in at junior level. So it’s not necessarily an issue in terms of the funnel at the beginning, ’cause you do have women who are in investment banking. And that’s the precursor to private equity, typically, or consulting sometimes, but you’ve got women that are coming in, in like a pre-MBA role in our industry, and they might stay for two or three years, and then they leave and they don’t come back. So, there’s a lot of work to be done, I think, because you do see in here that it’s like the good old boy network.
Now, I didn’t have any issues with my career. And obviously, here I sit today. So it’s not that it’s not doable, and I wouldn’t change anything. I mean, I absolutely love my job and, again, have wonderful partners. Now, there are different firms that have different views, but I think you’ll also see, even over the last 12 months, you can look at some of the larger private equity firms that have tried to change policies around maternity leave, family leave, even some are allowing new moms to take nannies with them on business trips, because it’s no secret, that in our world, similar to marketing and other sort of high-stress, high-power jobs, if you will, there’s a lot of travel, there’s a lot of long hours. And it’s probably not rocket science to say, okay, a lot of the women maybe decide, “Hey, this is too much for me to try to be able to do 100% in my career, and then still have an outside sort of personal life.” So, that might be, but it’s totally doable. So, I wanna shout it from the rooftops that you can do it, but yeah, it’s pretty low.
Well, in fact, when you said that 79%, I wouldn’t have even thought it was that high, because I know even in my own industry when you really look at the leadership level, it’s not that high. People might try to tell you that it is, but the facts don’t lie on that. And I know we’re engaged in a little bit here at 1871 and on social media and that, and I see what’s nice is that you seem to have built your own little ecosystem of other fellow women that are in leadership roles in private equity. So, how did you go about building that network and what’s that support system like for you personally?
Oh yeah, it’s very important. So, luckily, and I don’t even remember how many years ago it was, but let’s say it was less than 10 years ago, ’cause prior to that, there were no sort of formal groups. Now you do have a few which is phenomenal, but before that there was nothing. So it was up to us, 20 of us or something across the US to get together outside of that. But there is a group called PEWIN, so Private Equity Women Investor Network, that is a really important one. It’s now grown to several chapters, which is awesome, and actually globally. But that’s a big one where I started these friendships with other senior level women in PE and we, not only do we, of course, get together when we have events with PEWIN, but we, on a regular basis, like, for example, next week the ones here in Chicago, four of us, are getting together and having drinks. So just doing sort of informal get-togethers like that and then we’re talking constantly, emailing, because it’s nice to have that network that does see things a little bit differently and can use each other as a sounding board, but it’s very important.
So, when you see, you’re probably talking about a tweet I did last week, one of the women out on the West Coast, Holly, had been raising a fund and had started her own firm a couple of years ago, and so, speaking to her and being close with her while she was going through that process obviously a little bit later than we did, and knowing the stresses of trying to do your day job, finding your businesses, buying [chuckle] businesses, managing those businesses, but then fundraising on top of it and starting your firm and hiring all those things, and there are such high highs and such low lows. So, when she closed her fund it was like, “Ah!” And so, right, so to just have that camaraderie and be like, “I’m so proud of you.” And it’s really important and one of our big things is not just say that we support each other, but actually do it. So, what that means introducing, for example, Holly, introducing her, and Devin was great about this too, to investors that we knew, and that we knew would like her investment philosophy. And so, instead of keeping those things close to the vest ’cause she could even be considered a competitor, like no, let’s actually do what we say we do, which is back each other up and be supportive. And so, yeah, that’s something that’s very, very important to me.
Well, and I think that leads into a topic that’s really near and dear to AE Marketing Group and that’s brand. And you just kind of alluded a little bit to one of the core values, I think, of ParkerGale. Having been a founder and built this business over the last six and half years, I’ve gotten more and more exposure to VC and private equity. And I feel like of all the different groups I’ve met, that ParkerGale is really unique in terms of its brand perspective, and its brand personality. Some of it is transparency, and everybody that I know and I know some of you a little bit better than others, just glows when they talk about ParkerGale. So talk a little bit about why some of these core values as a brand is important to you.
Yeah, absolutely. And I got into this in the intro, but one of the things when we were sitting around the table and talking about the firm and the culture and the brand that we were gonna create, we were very deliberate about it, which I don’t think is actually that common in private equity. And so, we set out and said, “Okay, so what are those core values, what’s important to us?” One of the big ones is definitely transparency. So, not just transparency with each other and a mutual respect and how you work together on a day-to-day basis with each other, but importantly, with our investors, our management teams and founders that we’re working with to buy their businesses and grow their businesses, and to basically say, “Hey look, we’re gonna take away that veil or whatever you wanna call it of secrecy,” and say, “Hey this is us, this is what we do and always available for a phone call, give more information than probably is even necessary, but we would rather be that way, so that it’s a complete, sort of open, collaborative relationship,” so that’s very important.
So I think if you get on our website, you’ll see that we talk about all those things, so we have the podcast, we have the blog posts. And the podcast is also a big part of our brand. So from the very beginning, no other private equity firms had a podcast, and there was hardly any listeners in the beginning, but that’s now obviously grown to several thousand on a regular basis, and now that took time and people, I think especially in the beginning would say, “Well, what’s the point?” But the point was we were looking at it from a longer-term vision as part of our brand ’cause it’s always like, “Okay, be ubiquitous, be everywhere” because we’re trying to find these small businesses just like we’re a small private equity firm, we’re trying to find these small businesses where, yeah, the founder might not be ready to sell today, but he may be or she may be ready to sell in five years or six, seven years, whatever, and maybe they listened to our podcast talking about an LOI or term sheet or things that are gonna be interesting to them.
And so we knew we had to create an actual brand rather than just try, I think some PE firms, just rely on, “Well, we got money, and we’re smart, and we’ll show up, and get the deal done.” We don’t look at the world transactionally. It’s definitely more relationship-based, and again being everywhere and, yeah, being… And we work really hard, but one of the other things that was important to all of us was to have that balance of we want you to have happy personal lives, a spouse, and a family and got something for your kid, leave. You don’t have to be here sitting at your desk until 9 o’clock at night to be productive. That’s not how life works. So even just little things like that in building the culture were very, very important to us.
Well, one of the things that you mentioned was transparency and one of the things that I found super, super interesting is you lifted the curtain, which I think a lot of other PE firms wouldn’t do, about going through this crazy $240-million raise. And it was fascinating to me because, again, I’m always trying to learn more about PE and venture dollars as someone who, at some point, someday wants an exit strategy as a business owner, and I’m sitting here thinking, “Wow, I had a lot of misperceptions of what that world’s like,” and one thing that stuck out at me is you guys went on this run where you were like, “0 for 22,” and I hear…
Don’t remind us.
Yeah, but…
I know, I’m kidding.
But what I love about that is, and because I actually have known him, and he was cool enough to let me on your PE Funcast, I imagine Jim giving you and Devin this pep talk, and then you guys went three for three that day. But, so you guys talk through all the highs, the lows, you shared a lot of lessons and you gave a lot of other people insight that, I mean, my industry is so damn competitive that nobody wants to help anybody else. People get so territorial, and to see you guys talk about not just an incredible milestone as a small, fast-growing company, but just be so vulnerable and transparent about how you did it says a lot about your brand.
Absolutely, yeah. And I get that feedback a lot, so while I might not be on the podcast as much obviously as Devin and Jim, but I’ll do panels. I’ll get asked to sit and speak about, “Okay, how did you guys do this? You’ve successfully done it.” And the audience is full of, well, sometimes both investors, but then also people that were in my seat trying to start a fund, and that’s exactly the way that I do it, is I just tell the truth and give lessons learned because, again, this is a long-term game, none of us are going anywhere anytime soon, and you can help people, and that doesn’t mean that you’re not gonna be successful.
So that does bother me when people don’t help each other, and I’m lucky enough, again, to have the partners who are like that as well. And the emails and the phone calls that have come in over what you’re talking about where it was basically, yeah, fundraising part one, part two, are amazing. Just saying, “Yeah, exactly, thank you so much for being honest,” ’cause what you really see in our world, there’s all kinds of emails that come out daily and trade rags and all that kind of stuff, and all you ever see on the headlines is, “Oh, fund Y hit over their target and did it in six months or six weeks.” And they can get, that gets depressing, if you’re on the other side and you’re going, “Why is it taking me so long, why am I getting 22 no’s?” Because it’s not, that’s not real, so you figured, “Hey, open it up and tell people what it’s really like.”
Well, that’s where our worlds collide because as far as someone’s trying to put a marketing spin on a very big problem. And for being in an entrepreneurial ecosystem like we both are at 1871, it’s so funny, you have all these cliches like, “Fail fast” and all this stuff, but the funniest part is, nobody really wants to talk about the failure. They wanna talk about all the good stuff. And I mentor a lot of companies across the hall at the Bunker Labs, early stage entrepreneur or veteran startups, and I can see the anguish on them and I say, “Hey, you might see me in Forbes or you might see us on Ink magazine, but I can’t describe to you the amount of emotional capital, long nights, damage that’s done to my relationships, things that I’ve missed with my kids, highs and lows,” and that’s what people don’t talk about ’cause that’s not the sexy side of what we do.
Oh, I could not echo that more. Yeah, we could take a whole another podcast on the highs and lows. And it’s true, ’cause that makes you vulnerable. You are putting that out there, but I think that’s a good thing. But you’re right, that is one thing I always tell others. And this would not just go to people who are starting a private equity fund but just like you said, just a founder of any business, who’s taking that risk. Taking that leap is, it’s gonna take longer than you think. It’s gonna be harder than you think. I mean if it was easy everybody would do it, and we don’t. But yeah if you don’t believe in yourself, no one’s going to. So none of us… We always joke that there was no plan B. This was it, this what we are gonna do and we knew we were gonna be successful. But to even try to prepare you for those low lows, ’cause the high highs, those are great, but the low lows, that’s the problem. It’s almost like when you don’t have kids, and someone says, “Oh we’ll just wait till you have kids, and then you’ll understand.” It’s almost the same thing. “So let me try to prepare you for the ups and downs,” but until you’ve actually been there. But again when you get out on that other side, that’s why I try to be so supportive of any kind of founder because again, “You can do this, don’t give up.”
Yeah. Well, and it’s funny, I know, we were talking right before we recorded about how we both have younger kids and my son was just born when I started AE Marketing Groups and now he just graduated kindergarten. And I’m reminded how fast our business is growing by how fast my son is growing. But the parenting analogy is hilarious, because the other thing is like, I always hear from people is, on a parenting side is, “Oh, don’t worry, it gets easier, it gets easier,” and it doesn’t get easier.
[laughter]
Right.
It gets different.
Exactly.
Yeah.
Exactly. The problems are just different, that’s all.
Yeah, yeah, and I’m realizing that in the business world, it’s like, there’s different sets of problems. In fact, I was just explaining to our interns last week that in many ways it’s the scale-up years and the whitewater years that are the hardest parts of business, ’cause anyone, frankly, can start a business, the trick is, how do you stay in business, and how do you grow it, how do you scale it? And that’s where I think the challenge always lies.
Yeah, and for us, that’s a great point, because so now, so even over the last month, we’ve hired three new people. We’re about to hire a fourth, and so, we’re a small team, we’re a small company. And so to make sure that we keep that culture, and again, also do a good job of getting them into sort of the “family”, because we’ve all worked together for so many years, and so, to be cognizant of bringing in new people and making sure that we’re spending the time with them and developing them, and doing all those things, again, and being deliberate about ParkerGale’s values and brand, that’s hard. ‘Cause it’s easier to just go about and do your business everyday. For me to be on the road half the time, Jim somewhere else, Devin, Ryan, everybody’s out doing their thing, finding businesses, running them, and then these new folks would be back at the office, and so, how do you make sure that you balance that? And that’s not easy, and you have to do it right, and you only have the one chance, when you bring them on.
For sure. And that gets us into another topic. So our company, AE Marketing Group, we spend a lot of time advising entrepreneurs, executives, tech companies, Fortune 2000s, and non-profits about how they need to look at their brand as bigger than just a marketing function. And one of the jokes I make all the time, seven years later, is if I could have renamed the company, I wouldn’t have put marketing in it, because I really see brand as something that goes across the entire enterprise from employee engagement and culture, and product development and customer experience, and all of these things. The marketing aspect is actually the easiest of all of that, because you can say and put whatever you want in the market, it’s like we were just joking about how all the headlines are always the highs.
But I always say, “If you put something out into the market and then people experience your brand, whether it’s a product, a service, a restaurant, whatever it is and it’s not good, none of that marketing matters.” And I think one of the hardest things to balance is this whole employee engagement and culture perspective. So, I wanna ask a question through a slightly different lens, obviously I know you guys are looking at acquisitions through a lens of a lot of things including, most importantly, probably financials, which makes sense. But how important is it that you also look across those organizations in terms of how strong their brand is across this enterprise spectrum?
So for us, because we’re buying these small founder-owned businesses, ’cause typically, so we’re doing, say, profits of two million to six, seven million, okay? So, we find these businesses that have a great product, so if that’s software solution or some sort of B2B text enabled service. So if they’re growing, so the product itself is strong. And then you find and make sure it’s a growing market. It’s interesting, ’cause in our world, the founders a lot of times actually haven’t taken the time to invest in all those things that you just talked about. Definitely not employee engagement or a lot of times in product development, or customer satisfaction, like all those things, but the product is so good or the value prop, or whatever it is, is so strong that the business has grown despite that. So, if we only invested in businesses that had this idea and thoughts, bigger picture about brand across all of those, like we just talked about, we probably wouldn’t be able to do our one to two acquisitions a year, because it’s hard to find, at that size, businesses that have already done all that.
But the good thing for us is that we can come in, because again, you see these things over and over again, for the last 15 plus years and say, “That’s where we can help you, because we do look at the world that way and know how important it is to have this pervasive brand, again, throughout your whole organization. And use folks like you and others to help us implement those at those companies once we come in and own them.” So it’s interesting, yes. So you don’t see that typically, or maybe you might see it in one area, but they haven’t thought about that as strategically and as important as you and I know that it is.
Well, and that leads into something else though that I admire about you guys, because you seem incredibly disciplined on the market from your perspective, meaning, who you’re gonna go after. I think it was Devin once told me like, you guys are looking for the blue ponds. You’re not in the red ocean, you don’t even care about the blue ocean, but you’re in this blue pond. And to me, when I’m advising companies or our team is advising companies, we’re always saying like, “Really try to focus in on what you do well. Stick to a good target audience and continue to drive value there.” And how is it that you guys are maintaining such a strong focus, and do you ever occasionally find yourself weaning off that at all?
We don’t. So, again, we’re very deliberate about it, and know that this is what we know. And this is what we’ve done time and time again through the years. And there are plenty of other private equity firms that have moved upstream, and so, they have deviated from what they might have said was their focus years ago and they’re now five, 10 times bigger than they were when they started. And so, no, we feel very good about staying exactly where we are, so size-wise. And again, the sector focus for us of technology, the credibility that you get when you sit across from a founder, like yourself of a technology business, if it’s us sitting across the table from him or her versus a group, a private equity firm, that does all kinds of deals, by buying industrial businesses or helping or whatever, we have that credibility, because this is all we do, day in and day out. And so, there are a plethora of other reasons. I mean, there’s the businesses being started have some sort of technology focus. Much faster rate of those as opposed to, again, like old school manufacturing or something.
You know, there are so many bootstrapped, with no venture capital, no outside money, technology businesses that are over the next X number of years is gonna be ready for someone like us. So the market itself, I mean, there are so many opportunities for us, again, in that small area, there’s no need to change and again, you’ve figured out your plan, you’ve got this MO and it works, and you stick to it. And plus, there’s all kinds of data that suggest folks that are generalists, or again, move from their target, the returns aren’t as strong. So in our world, that’s at the end of the day, you can be the nicest person in the world, but if you’re not making your investors money then, it doesn’t matter how nice you are, so.
Right. And I think that’s though what’s cool is where I think then you bring this PE Funcast back in, because you’re demystifying a lot of the misperceptions about private equity. You’re showing a personality in ways that other groups are not. You’re being very transparent. But I love the fact that you’re also looking at the long-term play of talking about a lot of issues that those companies or those founders might be looking at today and look at you, even though he or she may not be ready to sell, but they’re looking at you guys in terms of a value-add resource. And I think again, with this deliberate vision, I think that’s where so many, especially, if we’re being candid inside the walls of 1871, a lot of people tend to go off the rails, because entrepreneurs in general, and I know you guys are kind of entrepreneurial-minded thinking, but obviously through the private equity lenses, it’s that lack of discipline that seems to get people into trouble.
Yeah, absolutely. And in our world, you can see the same thing on valuations and that sort of thing. So that’s where you really see the creep too in my world, is, “Well, I have to stick to founder-owned technology this size, etcetera. Oh, but the market is driving valuations to X, you still have to even remain disciplined on that.” Like, “No, we can find these businesses, but pay market, but fair price and not get too crazy enough strategy for that either,” so it’s hard.
As we kinda wind down, we don’t always get as much time as I would like to talk to people like you, just about how you balance all this work-life stuff and I just have a couple of questions and we can go there or not go there. But one of the things I was curious about, which I didn’t know about you is that, Midwest born and raised near Chicago or 70 miles, I think you said outside of Chicago, U of I grad, but I’m pretty sure there’s a Green Bay Packers helmet in your office.
There absolutely is, Go Packers. Yes. So big rivalry in the Heinze household, because my husband is a huge Bears fan, and so, we’re actually right in the middle of figuring out, trying to get the 2-year-old and the 4-year-old, Hayden and Holden on our sides, right? So they have the articles of clothing of both teams, all that kind of stuff. No, so quickly, so my dad grew up in Wisconsin, and so, I literally, ever since I was a little kid, I was huge Packer fan along with him, and I actually own shares, since that’s the only team that allows that. So, I do have ownership in the Packers. Not that it’s worth anything, but it’s fine.
Yeah, but that’s a great cocktail party napkin story or whatever that game is, where you’re playing it like, “Is this true or not that I’m a shareholder in the Green Bay Packers.”
That’s right, that’s right.
But we spent a tremendous amount of time in Wisconsin supporting some of our brands out there. And I always joke and I was just there last week for the US Open at Erin Hills, and I was saying, “The grass always looks greener on the other side of the border,” which is a whole other podcast topic, but I have actually no allegiance to the Bears. The funny part for me is, I’m also a Midwest kid, grew up in St. Louis, so when I came to Chicago, I couldn’t root for the Cubs.
Of course not.
I was like a Cardinals fan and then I started to root for the White Sox just because I like baseball and I couldn’t pick the Cubs too. And I recently took the kids down to St. Louis for Cubs-Cardinals and here, everyone is in their Cardinals gear in St. Luis rooting against the Cubs, and the very next night, at Stanley Cup Playoffs, now in our Black Hawks attire rooting against the Blues. And a lot of people were saying like, “There’s a lot of craziness going on in the Walker house,” I said, “Oh, you have no idea.”
I hear you on that, that’s awesome.
And then I know one of the other things that’s so interesting about you is that… And again, I think this is a bit of a misperception about private equity. Like, you’re a hard-charging sales person, road warrior, out trying to pitch deals, out trying to build relationships, you guys are out trying to make the companies that you’ve acquired better. You guys really move fast. So, how do you balance all that?
Yeah, so I am very lucky that my husband does stay at home. So, you’re right, I mean, I’m on the road at least half the time, if not more, doing all those fun things that you talked about. So, we decided… And we were married for a long time, before we even had kids, so that was actually part of it too, ’cause I decided, “Hey, let’s focus on this, and then, before you get too old then you can start focusing on the family.” So we did do that and I was really lucky that I had someone who was so supportive. My husband actually… We had lockers next to each other in high school, if you can believe that.
Oh, wow.
Yeah, so we’ve been together for over 20 years. Yeah. But anyway, no, he was really supportive. And that has allowed me honestly to do what I do and know that the kids are still in safe hands and I never have to worry or feel guilty about doing what it is that I have to do. Not that there’s no other ways to do it, ’cause there absolutely are, of course, with nannies and all that stuff. But in our particular case, it made sense to do it this way. So, yeah, so he’s the stay-at-home dad.
So I’ve heard of some high school romance stories, but I’ve never heard one where it was like locker partners next to each other.
Isn’t that funny?
So, were you an instant hit for him, or vice versa, or did it take some time?
[laughter]
I took a little time.
Okay.
I think yeah, I think I can… I’m sometimes maybe like a bull in a china shop, I’m a little… [chuckle] So maybe take a little time, but…
I get that about you.
You should get him on here now.
I get that about you, which is funny, ’cause there’s a lot of glass in your office.
[laughter]
Yes.
And one other thing I like about your office besides the Packers helmet, is like me, you are an espresso fan.
I’m addicted, more than fan.
Yeah. And I’m actually tempted to buy another one and keep it at my desk here…
You should.
As well, or if nothing else I was gonna say, “Hey, can we pod share?”
Exactly, it’s in my bottom drawer. So you can come and take them out any time you want.
That’s just for me, for our audiences listening. [chuckle] But, I just…
I wanna buy one and put it in my suitcase, like the machine and I am serious, [laughter] I won’t, but that’s how much I like it.
Yeah, but I’ve really been enjoying. They’ve been starting to send and have these special collection ones.
They have.
The vintage one was great and then…
The new Cuba one.
The Cuba one’s really good.
I like it. Yes.
Yeah. So, we could just talk forever, I don’t know for a bull in a china shop why Devin and Jim don’t let you on the mic more, ’cause I think you’d turn the PE Funcast up a couple of dials. Although, Devin’s got a great radio voice.
He does, he absolutely does.
Really good.
Yes. And mine is much more whinny, you know, again, so maybe that’s why, I don’t know we’ll have to ask him.
But I’m so thrilled that we could have you on. As we were talking about, it’s like, to me it’s very important that as a father of a daughter, as a business owner, as a professional that we try to showcase all different styles of not just brands but of industries, and of leadership and to see someone be so successful and so transparent about your personal brand, ParkerGale’s brand, it’s great to have you on the show. So Christina, thank you.
Thank you so much. I had a great time. To learn more about ParkerGale, visit parkergale.com, to learn more about the PE Funcast listen to us on iTunes. Or you can follow me at @kheinze1 on Twitter.
I wanna thank our listeners for joining us in the Brand Lab™ today, and to invite you back next Tuesday as we continue our journey of today’s most innovative brands, as we learn how they empower employees, engage consumers, design products, and co-create experiences together. To listen to other Brand Lab Series™ podcast episodes, visit brandlabseries.com, follow us on Twitter at @BrandLabSeries. And if you have any questions or ideas for a future Brand Lab Series™ podcast, email us at info@brandlabseries.com. Until next time.
Tags: Financial Services, Entrepreneurship, Technology
Enjoyed this episode? View all of our episodes now.
