It’s like this: you’re working for a potentially—fuck it, most likely—criminal enterprise, morally criminal if not legally, and details start to coalesce as a guide that saves you from the impending organizational explosion.
I began to feel the details swarm in my first official meeting as LPL’s VP of SEBA. We were in the offices of a major… bottled product conglomerate. The receiving executives were young, fresh faced, their dumb smiles free of the shitjargon that was to blast out of Pontius’s mouth when given some nod, the masochistic invitation to pitch. At this point, if you can’t tell, I’m starting to hate myself.
“The brandlandish—but true!—claims your previous executive product development team failed to recognize have come around—luckily for [COMPANY NAME REDACTED]— and I praise you infamous men for giving it a second look,” Pontius began, advancing past the slide with long-necked giraffe I’d come to loathe.
“The era of terroir tap water is about to begin. You can either claim to own their flavorful pipes, or lose out to your competitors. Who will bottle nether-regions of Brooklyn? Who the Western Addition of San Francisco, The Missionary District? Gentlemen. You already own the glass, you own the distribution… now own the tasting notes for America’s nuanced tap-water economy!”
He advanced the slide again, and the precious mock-ups (hand-drawn?) of “The Taste of America” bottles appeared on the flatscreen.
It is very hard not to palm one’s face in a meeting like this. And this was just one of many. READ MORE >