Logitech CEO: Bracken Darrell


Bracken began his career in accounting after college.  After working in accounting roles for an accounting firm and then PepsiCo he transitioned into brand management early in his career.  He first worked at Procter & Gamble, then moved into a General Manager position at General Electric.  There are other career moves we talk about in this episode, but I don’t want to give away too much before we begin.  

Stick around until the end to hear about:
- The key positions that Bracken targeted early in his career that empowered his career journey
- Why Bracken decided to go back to business school after gaining experience
- What advice he has for you while you think about how you want to navigate your career journey

Podcast Transcript

Note:  There may be errors to this transcript (some funny, some confusing - we used an automated transcription software!)

Bracken Darrell  00:00

And they didn't give me the job. I'd moved my whole family to Boston. So I was like, You got to be kidding me. My boss was furious. He said, You got to go talk to Jim. He said, I don't know what to tell you. So I'm just really sorry. This is crazy. You know This shouldn't have happened.

Ash Faraj  00:15

Inspiring career stories from today's top CEOs, executives and leaders. I'm your host ash and you're tuning in to the executalks podcast. Bracken began his career in accounting after college after working in accounting roles for an accounting firm and then PepsiCo, he transitioned into brand management early in his career. He first work at Procter and Gamble then move into a general manager position at General Electric. There are several other career moves we talked about in this episode, but I don't want to give away too much information. Before we begin, make sure you stick around until the end to hear about the key positions bracken targeted early in his career that empowered his career journey, why Bracken decided to go back to business school after gaining experience and what advice he has for you while you think about how you want to navigate your career journey. I am joined today by Logitech CEO Bracken Darrell Bracken, welcome to the show. And thank you for being with us today.

Bracken Darrell  01:17

Ash, thanks so much for having me. I appreciate it. I can't help but immediately point out that you have the wrong microphone. It's not a blue mic.

Ash Faraj  01:22

Where's your blue mic? By the way? Do you have it?

Bracken Darrell  01:25

Trust me, I've got a blue mic. I've got my levo camera. I've got my Logitech lighting. I can keep going,

Ash Faraj  01:32

Hey, I'm using the A C five 920. I think there's a webcam with the blue. Yep, that's what I'm using. So

Bracken Darrell  01:39

Oh, good. Okay, well, you've almost redeemed yourself.

Ash Faraj  01:41

Yeah. Myself. So the first question we'll start off with I am in a high school classroom with you who is bracken relative to other kids.

Bracken Darrell  01:49

I was pretty quiet. very sloppy, pretty smart. But not not a genius. I guess most of all, I was shy you were you'd have trouble finding me in the classroom?

Ash Faraj  01:57

And also would that you know, your parents. Your parents divorced when you were young. Is that right?

Bracken Darrell  02:02

That's right. Yeah.

Ash Faraj  02:03

How do you feel like that impacted you? Did it impact you?

Bracken Darrell  02:05

Yeah, I'd say Did you know that made me a lot more independent. My My mom was a first grade teacher, you know, we you know, she's first grade teacher at first grade teacher salaries. So we didn't have a lot of money and, and she was awesome. But she was overwhelmed. And she also had polio when she was young, she come home from school every day and need to take a nap in the afternoon because they're back hurt and you know, I think all siblings and I all became your kind of pretty strongly rely on ourselves, you know, get things on each other.

Ash Faraj  02:32

How old? Were you when the divorce happened?

Bracken Darrell  02:33

I was 10. I don't really remember. But

Ash Faraj  02:35

what do you remember feeling like during those times, I'm sure like that. The first you know, three, four months of that process was probably there's a certain feeling that you remember that comes with that because the same same thing with me, by the way, my parents divorced when I was young, too. So

Bracken Darrell  02:47

I remember the day that it happened. I can remember my dad left a note. And it was Christmas evening left. And I don't remember feeling terribly sad that he left I felt terribly sad for my mom. Next year, she had four or five car wrecks. And we were in a couple of them. I was in a couple of them. And I became kind of her one of her four resident therapists, you know, the other three being my siblings, and she'd come home and talk about stuff and how much she was upset about things and that we certainly had a big impact on me. I probably learned more from it than she did you know, as a, she'd come home and second guess yourself on lots of things. And I said, Mom, imagine you're standing on the beach, you know, sticking your hand, you drag that stick behind your heels. Everything back there is just to learn from it's over. Your whole life is right here. And I'm sure she already knew that. But But that's certainly stuck with me. So I learned I became like, my, my way of viewing the world.

Ash Faraj  03:39

Yeah. You get older you graduate from high school. What made you choose an English major in college,

Bracken Darrell  03:45

I was always better at math. You know, it was kind of my strength growing up that I figured out pretty early. I wanted to do something in leadership as a career I really had either politics or C or trying to be a CEO in mind. And I thought you know, if I really want to do that I've got to be able to speak articulate, better, you know, in writing in an orally so the best way to do that is to major in English. So I took enough accounting economics, I could get a job but I did English majors to force myself to really become better in the spoken word or the written word

Ash Faraj  04:13

Wow that's interesting. You say that I've done it. This is the first time I've heard somebody say it before they went into college, they knew the kinds of they wanted to be in leadership is there? Do you feel like there's a reason that you wanted to be in leadership is there there's a reason behind that

Bracken Darrell  04:24

I grew up, you know, sitting around that dining room table, the rare time when we all ate together with two older brothers who were both incredibly eloquent and outgoing. And a younger sister who's who's always the youngest, they're always in I was just like, mute. I mean, I didn't say a thing, you know, and, and probably when I got outside the home I was I was pretty big kid, you know, for my age. And I had two older siblings, so I became pretty good athlete and people physically looked up to me because I was I grew up very tall very early. And so I was a natural leader in sports and I was pretty good in school. So we put that together. I kind of had the I kind of naturally got looked to as a leader even I'd never earned it. And then after I stopped getting the natural gift of height, and in athleticism being making me a leader, I got out of that. And then I went into the earning business, which was student body president and all that stuff. And I think at that point, I knew leadership was my thing. I was kind of hooked on it.

Ash Faraj  05:18

I love it. Okay. So your first job out of college is at PepsiCo. Is that right? It was it was another couple,


My first was Arthur Andersen, which was public accounting firm, it's now disappeared. But I worked there for two years, then I went to PepsiCo as an internal auditor. So they're both accounting jobs, though.

Ash Faraj  05:31

accounting job. Okay. So you did accounting after college? And do you remember how you got your first opportunity?

Bracken Darrell  05:36

Yeah, the the, the only big companies that would come to campus to interview that I knew of were were the accounting firms. So I took enough accounting and economics to sit for the CPA exam, I knew that, you know, early in my college career, and I always tended to sit for the CPA exam, go into accounting, I thought there, I'll learn the language of business, then I'll go back to school, learn how to how to lead and be a general manager had this old model of learning in school. And then I'll go out and try to become a general manager. And maybe one day we run something.

Ash Faraj  06:03

And I assume that you know, even during your bachelor, you know, while you were in college, you knew that at some point, you're going to go get your MBA, but just for our listeners to hear what made you decide to go back and get your MBA, was there a reason for that, or just hey, I want it to be leadership, and I need these skills, and was there a reason for it.

Bracken Darrell  06:19

Well I really, I loved education growing up, my dad was a college professor, my grandfather was a college president of a very small junior college, my grandmother's a college professor, my mom was a first grade teacher, but later became a college professor, she retired. So I was really into education. If you're really into education, you got to kind of set the Ivy League schools up in this halo, you know, and I really would have imagined going to Ivy League schools, you know, but I, I didn't think first I didn't think I could get in or thought I might not be able to get in out of undergrad. And then second, I also thought guy, I love this leadership thing. If I go to one of those schools where my perception was everybody's rich, and you got to be in a fraternity sorority to be in charge of things and don't want to be a leader, it's better to go somewhere small. So I didn't even try to go there. I went to a small liberal arts school in Arkansas. 100 College 1000, smaller than my high school. And but then when I went there, I thought, but I'll go back to law school, I'll go to one of those big Ivy League. So I want to do extremely well in college because I want to go to do that. And that. And then i i Slowly morphed that from law school to maybe a joint MBA JD to finally just getting an MBA.

Ash Faraj  07:22

Looking back, do you feel like you could be where you are today? If it weren't for you getting your MBA?

Bracken Darrell  07:28

It is a really hard question to answer. You know, there's no way to replicate your career, your life path, if you pull out significant things from it, it would have gone a different direction. So that so only give an answer looking forward for everybody else out there. I think the answer is absolutely you can get into my job without getting an MBA 100%. Sure, in fact, as people would go consult with me throughout during during my career, and say, Hey, I'm thinking about getting an MBA, what do you think I always said, First, do you just desperately want an MBA? Because? Because I did? And then if the answer to that is no, the next thing I ask is, are you looking for a career change? Or the pedigree of having something on your brand on your on your resume? If the answer to that is no. Then the next question is, Okay, have you thought about just going and getting some finance courses? Because that's probably the most critical thing you learn as an MBA student, if they've already have a finance background. So now I used to say, well, then I probably wouldn't go get an MBA, I don't see any reason to I think today is a it's a it's a very different world, you know, where my daughter's getting an MBA right now. But I think there are so many paths to, to doing great things in this world and so many careers, you know, but if you want to be a CEO of a large company, which I happen to be, I do not think you need to get an MBA, it doesn't hurt, but mainly just because probably you're going to do a career change in the process. And that's probably not a bad idea, either. So I'd say it's probably a help most of the time, but, but it's not a must.

Ash Faraj  08:53

Then I think I'm not sure if this was after MBA or at some point. You were a brand manager at p&g is that after your MBA, you went to p&g and you're a manager, is that right?

Bracken Darrell  09:01

Right. Well, I started out as a brand Assistant,

Ash Faraj  09:03

what was being a manager like,

Bracken Darrell  09:05

well, you know, it was awesome was my first real general management experience, you know, at p&g, you know, brand managers are told that they kind of run the they're the center of a wheel, you know, on the spokes are r&d and manufacturing and marketing and all those things. But the other day, a brand manager is the leads the strategy leads the brand development leads the project leads the business or makes it makes it work, you know, so I love that idea. And that's what I came for. And I the reason I did it, I when I was at PepsiCo, I was interacting with the marketing people who are a little bit like brand managers at PepsiCo, and I, I kept thinking, man that that job seems really cool. Then I was in my first marketing class in business school. And the professor said, you know, he talked about brand management a little bit that way and then, and then I saw an ad for a BMW somewhere along the way. It said, it's the sports car that thinks it's a sedan. When I saw that I thought, gosh, you know, you can become a marketer, but really, you're becoming a GM you know, General Manager, I thought, okay, that's the path I want to take. So that's why I went to PNG. That's why I tried to get into PNG.

Ash Faraj  10:05

At some point he decided to leave PNG and go to GE, do you remember back then why you made that decision?

Bracken Darrell  10:12

I'd had this incredible experience turning around Old Spice, Old Spice,

Ash Faraj  10:15

you're talking about the commercial with the whistle. As I remember

Bracken Darrell  10:18

the guy, exactly the commercial, the workflow, you many of your listeners won't even remember that. But when I had this incredible experience, then I got moved into a different experience. Sometimes in your career, if you're successful in one thing, you move into something that's a bigger problem, you know, so I got the big next biggest problem. And then I was really looking for growth. And I and I got a call from a recruiter about a Job at GE, where it was kind of reporting to a guy named Dave Cody, who was in the running for Jack Welch's job, it was the monster CEO, you know, in my view. And the job would meet with Jack Welch four times a year and my boss would would potentially be the next Jack Welch. So at that guy, you know, I move over and do this completely different function called business development, I have no idea how to do. And I get a chance to be on the bench when Michael Jordan is still there, you know, the Michael Jordan of business, which is Jack Welch. And I thought, how can I pass it up? So I talked to my boss and my boss's boss, and then the next job up looked like a job I wouldn't want and there was no way out of it. The only way to get there and that could get promoted there. The next job above that was really cool. So when he added it all up, it was sort of like, yeah, I definitely want to do this. That's why that,

Ash Faraj  11:22

so but the main contributor to that decision was who you were going to be around?

Bracken Darrell  11:27

Yeah, it was really, it was really GE was the premier company of the day. And Jack Welch was the premier CEO in the world. At that point, I thought,

Ash Faraj  11:34

Okay, gotcha.

Bracken Darrell  11:35

I want to do being in that company would be an amazing experience.

Ash Faraj  11:38

You know, also in your career, you had jobs where you worked in Germany and Italy. What was it like working outside of the US, not a lot of our listeners are outside of the US, they might be wondering, what is it like to work outside of the US?

Bracken Darrell  11:49

Well, you know, it was really amazing. I mean, it was, first of all, you tend to think of Europe as Europe, just like you think of the US, the US, but us is Kentucky, and it's New York, and California, in Europe is France, Germany, and Italy. And I really learned, you know, a lot about the cultures that within Europe, you know, and so I learned about the German culture, the Italian culture, the French culture, but a little more about England, just guide spend some time there in college. So it was an amazing experience. I mean, I would encourage anybody that gets a chance to do it all over the world,

Ash Faraj  12:18

and how was the working culture different, like just specific things about the working culture different that you feel like maybe has helped you diversify your thinking,

Bracken Darrell  12:26

I'll never forget, the first time I got to Germany, I went to, I went to my first meeting five minutes late, it was already going, you know, and they were, it was my meeting. And I was like, you know, they didn't even need me. You know, I learned, you know, hey, you're on time for meetings. And in, in Germany, period, same thing in Switzerland, in Italy, I learned a whole lot, you know, I was so impressed by me by the hard work ethic of the Northern Italians, I mean, they would come in early and leave incredibly late and too late. But then on the other hand, they have these strange vacation where they take off like two and a half weeks in the month of August, and I'll never forget the first time the entire company is going to take off two and a half weeks, in August, I thought, we're gonna get killed, you know, because our competitors aren't in Italy. And this is an Italian thing. So I was like, I'm not taking off. And then, you know, I've sat there by myself in the office for about a few days. And so I've got my families that are out of here. And then I, I learned, you know, three years later, I love that period, because, you know, there were no meetings that had people missing and everybody was out news was really kicking back. And, and, and it didn't hurt us at all. It was great. And so I think I learned, you know, hey, don't accept the mantra that you're raised with, you know, the, like, the like, the five day workweek or the need to work in the office, or all those things that we're learning now. Probably don't have to be that way.

Ash Faraj  13:38

My first impression when you said, everybody takes two weeks off. I'm like, hold on, the ship is going somebody needs to drive it wasn't well, somebody's

Bracken Darrell  13:45

gonna go under it's gonna run into an Island or something.

Ash Faraj  13:47

Right, right. Exactly. Wow. Very interesting. Okay. Now talk to me about Whirlpool. So Whirlpool, you were at work, Whirlpool when the economic downturn happened in 2008. And I read like, I think it's an article that I read, you helped guide that company's survival right now looking back, what do you feel like maybe were some keys to keep it afloat? Or do you remember how you felt during that time?

Bracken Darrell  14:05

grossly exaggerated my role?

Ash Faraj  14:08

Oh, yeah?

Bracken Darrell  14:09

Yeah. First of all, I came there right after the scariest moment that that period when, you know, oh, God, what are we going to do? You know, that moment, what I would say is I learned so much Whirlpool, because I had a team at Whirlpool were incredibly good at things like cost management, and really executing, executing all the way through and it's a tough business that has low margins, big volumes, lots of potential errors, you know, mistakes you can make, but not a lot of margin for error. You know, I also learned I really don't like low margin businesses. That's a really hard place to fly. You know, you got to do everything right and a low margin business, but they do and Whirlpool is really good at it.

Ash Faraj  14:48

Hey, I hope you're enjoying the show so far. I want to get to know you on a more personal level. So I'm calling out some time to connect with our listeners to connect with you. Please email me, Ash at executalks.com Let's connect over a virtual coffee or an in person coffee. Okay, back to show

Bracken Darrell  15:06

Then I got a call about this little company called Logitech and I flew to Barcelona and met with or maybe I was already there. My future chair chair of the board and he had been the CEO of Whirlpool. And you know, he's a very charming Italian guy who'd worked for Apple and lived in America for 20 years. And once I spent a little bit time with him, I thought, wow, this is amazing. Because when I was when I left p&g, the second time, I've been part of Gillette, I was running Braun global via Germany, we were acquired I left to go to Whirlpool. I left because I was frustrated that I couldn't do what I really believed was possible, which was used designed to reinvent Braun and then serially enter new categories with the brand name when I got when I saw it, Logitech was up to it was the base business was in deep trouble. But iPad had launched, the mice and keyboards were going down. Nobody's going to use them anymore. It's so that they're profitable. So we had to take that business and somehow create new business out of it. So I thought, here's a business that has to serially enter new categories at p&g, they didn't have to, they really want me to in a way. So I got stuck in my strategy. I couldn't go anywhere. And so I left. But boy, I was really really excited about that concept. And so when I got the Logitech that's that's kind of what we've done.

Ash Faraj  16:14

I'm just kind of imagining you since you know, sitting down with with your future colleagues, and you haven't made the decision yet on whether you want to join Logitech or not what made you just decide to join Logitech in 2012.

Bracken Darrell  16:24

I just thought, gosh, you know, this is a you never know, right? But I thought this looks like an opportunity to use design to recreate a business that needs it. Every business does, but this one needs it. And then to serially enter new categories, one after the other, because they need that too. And it felt so much like Braun, which I'd run out of Germany, it was a it was a European business, but very global. And I had run a European business out of Germany. So I felt at home in that regard. It was a business where you know, consumers bought it. So so much of it felt like brawn to me, and I just I loved Braun, I'll always love Braun, but I didn't I didn't love the opportunity. I could execute within p&g for Braun. And I felt like okay, Logitech has that Innisfree run, execute, they need to change a big change. They need to turn around.

Ash Faraj  17:08

Yeah. Do you feel like design is your passion? What do you feel like your passion is?

Bracken Darrell  17:12

There's so many passions Ash, Yeah, I love design I love I really do love design. I love design as a way of thinking about your life, you know, you constantly can redesign everything, including your life. And you know, when it came to Logitech, there were no no designers on the company. And nobody with the title design. I don't think maybe we had one. Today we have 150 or so on and so on or something, I really believe that you could completely reinvent a business through design,

Ash Faraj  17:36

from bird's eye level, right? Like looking at your career, your career progression. Obviously, it's been a long career. But looking back, are there points in your career? Where when you look back, you say, wow, like that time I was feeling like maybe I'm not going anywhere. You know, like I was feeling I was kind of, in a rut, a career rut, but then kind of some kind of breakthrough happened. Are there moments like that?

Bracken Darrell  17:59

Yeah, I would say the biggest one there was I had taken a job at Gillette to really go run Braun. And I took the job in Gillette, I'd really taken a step back, I'd gone from running a big organization to a small one, from being a general manager to a head of marketing again. But I only went there because I thought, Gosh, this is a great stepping stone into running Braun globally, which was a $1.7 billion business. And it brought together all the experiences I'd had my my experience with finance, my experience in consumer products, my experience in the hardware business in the appliance was it all came together it was going to come together and brought so I was very excited about that. So take this step back. The deal was I go there, I do this for a year or so. And then I go run Braun because they had somebody who's probably going to retire. So I got there. And I did this and I was running the smaller thing. It was fun, but it was it was I'd kind of done it before. And then bang, they they fired the CEO instead of that person stepping down. And they replaced him with a consultant who was working for one consulting firm from the outside. And they didn't give me the job. I've moved my whole family to Boston. So I was like, You gotta be kidding me. My boss was furious. He said, You got to go talk to Jim. He said, I don't know what to tell you. So I'm just really sorry, this is crazy. You know, This shouldn't have happened. So I went to see Jim and I was furious, but I never showed it. You know, I said, Jim, why? Why did you do that? You know, I came here for that job. And what is it something about me do something wrong? said no, no, no. He's, he said, calm down. And he said, you know, look, careers are long, you know, you got to stop being so short term. I've always been very long term could mean so short term. He said, trust me, everything's gonna be fine. And we take care of itself. So I didn't choose this person. We didn't do that. It was Eddie grand, the COO. It's his decision to make, but just trust this trust the way it works, you know, it's gonna work. You know, so I got up and what am I gonna do? I could quit but then I gotta move my family again. And I'm or I just got here. And so I decided, you know, I'm just gonna put my head down, keep going. Because, you know, it's the only thing I could do. It's not the only thing but I decided to do it. And six months later, that guy got fired. I got put in the job and it was amazing. So I had a great career. So if turned out extremely well. And I think if I had a ladder up from that, I'd say, you know, most of us in who are CEOs somewhere or in their dream jobs or whatever they are, if you look back in your career, you've always had jobs where you had to go sideways backwards, something. And often those the best experiences you'll ever have. So don't Don't fret, don't worry, weep a little bit and then get over it. If you have those days, those in your life because they're usually great experiences.

Ash Faraj  20:26

Beautiful. Yeah, my takeaway was like, you know, don't don't get caught up in the moment, just like, make sure you keep me zoom out and look at the big picture that was so that's, that's, I love that. What are you most excited about next?

Bracken Darrell  20:36

Well, I'm super excited. I mean, I feel like we're just getting started. I've been here 10 years, and I'm more excited today than I've ever been. We've never had opportunities like we do today. It's an incredible moment, this pandemic has caused such a dramatic change. But there's so many things that haven't been touched yet that need to be. So I think this isn't a monster opportunity period for entrepreneurs, for individuals and companies outside of companies. There's so many new opportunities now that didn't exist before or wouldn't have existed for years. And they might have evolved into existence. But now they're there. See them? They're so clear, you know, or they could be if you look, so I'm excited about a lot of things inside Logitech.

Ash Faraj  21:10

Yeah, you probably know the exact stat. But there's like this chart that shows how many websites exist in the world. And then like, once a pandemic hit it, like went way up. So like the Genesis website, so the digital world is just like, it's exponentially?

Bracken Darrell  21:24

I haven't seen that chart, but I'm not surprised. It seems like a likely thing to happen.

Ash Faraj  21:29

So something I look for when I decide to partner with someone or hire someone is

Bracken Darrell  21:34


Ash Faraj  21:35

And how do you how do you how do you fish that out?

Bracken Darrell  21:37

You can usually tell when you talk to people, you know, and it's it's often related to their passion, it's somebody who's just driven to make an impact, people are really driven to make an impact will find a way to make an impact. If they're really driven. And we all are that way. Everybody's that way. It probably overlaps the most if you have a passionate about something. For most people, there's a secondary answer to that question, which is curiosity.

Ash Faraj  21:58

The most important quality in a leader is

Bracken Darrell  22:01

trust, trustworthy integrity,

Ash Faraj  22:03

something that has helped me get past my fears and insecurities have been

Bracken Darrell  22:06

always thinking through what's the worst thing that could happen? If you can think yourself to the worst thing that could happen? And then you can kind of say, Okay, can I survive that or kind of stomach that? Or is there some way to mitigate that, so that can happen. But the real worst thing that can happen is this and I can live with that then enables you go after much bigger things.

Ash Faraj  22:24

When you think about worst case scenario, it's like, okay, like you lose your job or something, that doesn't mean necessarily gonna go homeless or something.

Bracken Darrell  22:30

Exactly. That's what I mean, can you survive that? Yeah, you can survive, you're not, you're not, you're not gonna be homeless, if you are homeless, you'll find a way to make something happen, you're creating

Ash Faraj  22:39

something that I've struggled with as a leader, personally, in the past has been

Bracken Darrell  22:42

focused, I have a very, very wide range of interests and an appetite for so much that I certainly caught him commonly accused of not being narrow enough and focused. And I think that's been right some of the time wrong some of the time. So you could over focus on things too

Ash Faraj  22:56

something I do to make sure that I constantly feel positive and stay productive is,

Bracken Darrell  23:02

you know, I'm gifted with this knock on wood, there's something inside me that is just positive. So I always feel positive.

Ash Faraj  23:09

Well, if I were to go back and talk to my younger self in my mid 20s, I would tell myself,

Bracken Darrell  23:13

well, if I changed that, because I'm not wanting to regret my life. So I will say if I were talking to somebody out there listening, and they're in their mid 20s, I would tell yourself, you know that it's a cliche, but you know, boy, use the, what's the worst that can happen, and then take a lot more chances, just don't be afraid of taking chances. They, they almost never do things that don't work that are the end of the world. And you usually learn a lot more than you than it costs you. So just go out and try things do things, you know, if you get a chance to take on more responsibility, do it if you could just take on different responsibility to do that. Eliminate the word failure and the word success from your vocabulary. They're both just labels, focus on learning and growing

Ash Faraj  23:51

one setback or failure in my early 20s, that I will never forget is,

Bracken Darrell  23:56

you know, I'm really not wired to think about things as failures. I think about, you know, learning a line behind your heels that my mom that I I've taught my mom or my mom taught me, depending on how you look at it, I guess the biggest in my 20s it was actually early 30s thing that didn't work that I did was with the launch of ivory moisture care, which I think we lost $33 million in two weeks. That's a pretty big one. But you know, I'd learned so much from that the main thing I learned was, the buck stops with you no matter what you do. So if you don't think something's right, stop it.

Ash Faraj  24:28

And then on the contrary, the sweetest moment I've felt in my entire career was when

Bracken Darrell  24:33

that's another one. I'm not really wired for that, you know, when something's happened, it's kind of in the past and I just look for what to learn from it. It's hard for me to feel proud of it or celebrated, you know, it's it's not that I'm not happy. I'm super happy. I just don't think that way. I mean, I think some of the worst things that happened to me were some of the best things that happened to me. So the best things out to me were probably the worst.

Ash Faraj  24:52

I love that. You know, one thing I forgot to ask you, actually, that I really wanted to ask you about was when we've said this before is success inhibits new success or something like

Bracken Darrell  25:00

Success is a really bad idea I would just avoid it entirely it's it's ironic because everybody's everybody seeks success their whole lives but honestly when you get it it's actually a problem. So you need to have a mindset that you don't think I've achieved success you just think you know, I've learned something and I've had a big impact and I'm all about today and tomorrow not about yesterday and what I did what I'm trying to protect

Ash Faraj  25:21

interesting. So focus on have I learned today have I learned this week? Have I learned this month instead of how I've been successful this month?

Bracken Darrell  25:27


Ash Faraj  25:27

looking forward. If I could be remembered for just one thing it would be

Bracken Darrell  25:31

I don't really care about being remembered for anything I really just want to have an impact with a lot of other people and I'm surrounded by them now inside the company now you know, undoubtedly you will be you know, remembered by a few people, probably your family most of all, but you'll disappear in the in the history of most of the things you're around over time, so you shouldn't get too caught up in that you should just try to think about how do I really move this incredible place forward in a very positive way? You do that and then you've had a pretty good life.

Ash Faraj  25:58

If I were stranded on an island and had access to one meal it would be

Bracken Darrell  26:02

I guess it'd be a Snickers bar.

Ash Faraj  26:03

Oh, okay, at this you gonna say like a Logitech branded hamburgers. Thank you for tuning in to this episode. Tune in next time to get another dose of inspiring career stories from today's top CEOs, executives and leaders. See you soon.

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