Tricia Carey, Former Chief Commercial Officer at Renewcell - Crafting Relationships and Personas for Impact with Tricia Carey

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Shannon Lucas - Catalyst Constellations: Hi! I'm Shannon, Lucas.

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Tracey Lovejoy (she, her): And I'm Tracy Lovejoy. We're the co-ceos of catalyst constellations which is dedicated to empowering catalyst to create bold, powerful change in the world.

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Shannon Lucas - Catalyst Constellations: This is our podcast move, fast, break, shit burnout. Where we speak with catalyst executives about ways to successfully lead transformation in large organizations.

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Shannon Lucas - Catalyst Constellations: And today we are so excited to have with us Tricia, Carey, welcome, tricia.

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Tricia Carey: Thank you so much for having me here today. I feel like we're having a nice coffee chat together.

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Shannon Lucas - Catalyst Constellations: Absolutely, and we're so excited to hear more of your wisdom for our listeners as a little bit of background. Trish is an advocate for innovation and circularity in textile. She joined renew cell in November of 2,020 to drive commercialization of circulos fostering circular fashion. Also she identifies as a circularity catalyzer. She has 2 decades of experience with lensing fibers where she knows our good friend Krishna thanks Krishna, where she played pivotal roles in establishing 10 cell and

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Shannon Lucas - Catalyst Constellations: expanding global venom markets. She also serves on the boards of accelerating circularity and transformers foundation amazing background. And we'd love to hear in your own words a little bit about your catalytic journey, and how you sort of, you know, came here today. How did your catalytic nature play out through your career to get you here.

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Tricia Carey: Well, that's such a loaded question. Thank you for that introduction. It's it's really interesting to see the twists and turns when you take the time to stop and reflect on on your career. And I feel that for many years, you know, I was there kind of observing, learning a lot, asking a lot of questions.

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Tricia Carey: And then there was the point where I had a role where I took on more responsibility. And then the lens sort of changed. And then it was also more strategic thinking that led me to to say, Okay, now you're looking at the future. And now you're playing out these scenarios.

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Tricia Carey: How do you look at that differently? And how do you position what you're doing? And instead of always having the to do list? Sometimes it's the to think list and balancing that out and being able then to take on some of these challenges that you see

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Tricia Carey: some of them around the environment.

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Tricia Carey: a lot of them around the social side of connecting the environment together. My love has always been around textiles, and I saw that I was building more and more relationships.

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Tricia Carey: and those really propelled me to think differently and to be in new circumstances.

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Tricia Carey: So I would say.

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Tricia Carey: becoming more of this change and being a catalyzer. And then I kind of picked on one area, and that was around circularity. Because I worked on some projects while I was at lensing while I was there with with Krishna, and then had this opportunity to take circularity even further with an innovator. So kind of this contrast between a large global enterprise and what you can do there, because you have a lot of the resources

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Tricia Carey: versus a small innovator that moves very quickly and is agile and has its own set of pros and cons and we can get into a little bit more around that story. But I think

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Tricia Carey: both of those stages gave me very different lenses to how I could be that circularity catalyzer, and how I could continue with the relationships that I was building over time. And I think you know more than anything. It's not companies who do business together. It's people who do business together, and and that's so important.

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Shannon Lucas - Catalyst Constellations: I'd love to, if you don't mind double clicking a little bit on your on your journey, because, like starting out as a merchandising manager and like in the business development world, how was the dot connecting or your catalytic nature leading to you, leaning into the circularity piece, the sustainability piece.

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Tricia Carey: That's a great question. And as a business development leader, or or at that time just a manager. You have the opportunity to work on a lot of projects.

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Tricia Carey: And when you're doing projects with with customers, then you're kind of all you're you're developing it off of a common goal.

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Tricia Carey: And I think those small common goals became a bigger, common goal. And that bigger common goal was, how do we reduce the environmental impact of textiles? And this very much became an industry wide question which continues today and has only become more complex. And I think the pandemic

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Tricia Carey: just, you know, unveiled a lot of the issues within textiles, apparel supply chain as well as you know, the global nature and social issues that exist. So I think from those projects. And I I've always enjoyed working on projects together with the customers. Some were in building business, some were in building ideas and concepts to kind of. Tell more of a story.

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Tricia Carey: And with those projects what I always like to think was like, you know, you, you get closer with the people that you're working on the projects with, because you at the end, you're like, okay, look what we did together, you know. Now we have this, and this is an accomplishment. And so I think it's all those small pieces that build up to something more and built into having a position where I had the opportunity then to make, connect the dots and be that catalyzer

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Tricia Carey: and really with with this it was building the community to come along with that.

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Shannon Lucas - Catalyst Constellations: I'm hearing some recurring themes, but I'm not going to put words in your mouth. How? What is being a catalyst mean to you like, how do you relate to that concept? And then you know how is being a catalyst supported you on that journey to becoming an executive.

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Tricia Carey: Yeah, I think being a a catalyzer means to me that you're able to take some of the large challenges that exist and being able to transform them into a new way of working.

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Tricia Carey: right now in the textile industry, it's all around the systemic change and looking at circularity and systemic changes happening in other industries as well. So I'd really say, it's like taking this, you know, being someone who can inspire and lead for that change in looking towards the future.

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Shannon Lucas - Catalyst Constellations: And I just wanted to pull one thread. Excuse the pun because everything you talked about before seems like there's an activation of people or a connection of people in your your experience of being a catalyst.

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Tricia Carey: Very much so, I think, and and especially now, I've had a couple of months of reflecting during a transition that that I'm having of just the importance of the people within your career. And and maybe it's just, I kind of always have the blur between what's work and and what's really life? Because within what we're doing, I never want to feel like it's just okay. That's my work time.

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Tricia Carey: you know, many friends from after decades of being in this industry and being in the same industry, you do develop a lot of a lot of close friendships. And definitely, it's around people. So I'd say, one of the 1st times I came to that realization was actually when I was at lensing and working on global denim business.

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Tricia Carey: And here I worked on a project to build a blog that was around the denim industry. So not necessarily highlighting. What's how? How can lensing sell their fibers into the dentist industry, but more around the community of the denim industry, and and that lensing fosters that lensing is a part of that.

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Tricia Carey: And this blog is called carved to blue. It's still out there now. That was one way that I saw this community building happening. And then, when the pandemic occurred.

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Tricia Carey: it just augmented even more because everybody was looking to connect. And there was that feeling of isolation and loneliness. And then I worked on with the with the team together we worked on a series of webinar conversations, because, remember, those 1st couple of months in the pandemic, and there was like webinars all the time, because we were finally found zoom and

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Tricia Carey: each other on camera. And so we did a series of conversations, and I remember, though one of them that we did was 10 women. Oh, my God! How am I going to moderate panel discussion of 10 women

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Tricia Carey: add!

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Tricia Carey: And it it went so well that everybody had their questions, and it was a flow, and very much like this. It was a conversation of connecting. And those ideas. So I'd say that was one time I really saw the power of a community to catalyze towards a change.

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Tricia Carey: And that I could foster this. I could get people around the table together. I could make those connections and say, You know, you could be working with this person. I mean, some of it's very basic. But

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Tricia Carey: it's important to do and and that, I would say, was one of the instances where I noticed that catalyzing and bringing communities together is vital.

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Tracey Lovejoy (she, her): Sounds like a superpower.

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Tracey Lovejoy (she, her): You!

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Tracey Lovejoy (she, her): We'd love to hear generally challenges you've experienced as a catalyst executive. But I would love to start that area with a follow up to your definition of catalyzer you said to take large challenges and transform it into new ways of working

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Tracey Lovejoy (she, her): like this is why change management exists. Why, you know, organizational development exists. To be able to get people

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Tracey Lovejoy (she, her): to change right? Coming up with the idea is one thing.

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Tracey Lovejoy (she, her): So how have you done that, tricia like? How do you overcome that challenge of resistance

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Tracey Lovejoy (she, her): to new ways of working.

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Tricia Carey: Yes, people do resist change. Why is that? Why do we want to be stuck in our yeah, we want to go on vacation, right. We want to do other things that will change us so. But there's something about it that people want to stay stuck in the way that they are working.

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Tricia Carey: I think it's there's different ways of approaching it. I think. 1st of all, you have to know your audience right? You have to know who you're talking to in order to be able to kind of have that perspective of how you're going to present things. And then another big part of it which I know comes up quite a bit, is knowing their purpose, knowing their why, why are they there? Whether it's your team that you're trying to

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Tricia Carey: change, or whether it's larger within your organization, or even bigger within your industry. You have to understand their why is it? Are they doing it? Because they personally feel a connection and a passion. Are they doing it because

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Tricia Carey: their company has a strategic goal, and they have to meet that as a part of their deliverables.

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Tricia Carey: And so definitely started to see some of these patterns within organizations

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Tricia Carey: of of how to how to connect with people. So first.st It's it. It's knowing like, who you're talking to. At what level of the organization, where are they coming from? Are they a numbers person? This we have a lot within within the textile industry. Are they designer oriented? Because then they need visual.

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Tricia Carey: Are they a numbers person? Because then you're gonna pull in your statistics and you know, have that, are they just a process person? Are they more at operational level? And how is it going to impact them?

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Tracey Lovejoy (she, her): What can you think of an example in your career of what that really looks like?

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Tracey Lovejoy (she, her): Right? If you're trying to get an organization to transform. And I love the specific examples of you know how roles will have a different value. But how is Tricia getting smart

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Tracey Lovejoy (she, her): on what that value is?

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Tricia Carey: Yeah. Well, I would say, you know, most recently, with my experiences at renew cell which is a textile to textile recycler based in Sweden.

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Tricia Carey: They recently came out of a bankruptcy and now have a new company name of Circulos.

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Tricia Carey: and there I mean, that was huge to shift the mindset of many of the brands on how they were going to change and address circularity.

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Tricia Carey: What I learned from that was definitely within the organization's understanding. Who's the decision maker?

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Tricia Carey: Who's your champion.

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Tricia Carey: and who's your shirt by.

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Tricia Carey: you know who's your person, who's always going to help you guide you within an organization? So that's kind of from an outside going into another company.

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Tricia Carey: I I guess I hadn't always looked at it that way. But

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Tricia Carey: Understanding how you're going to to bring about change. How are you even going to work together within a product? And when you can identify the roles of those people, and it's not always by their title. It's you know, it's by who they are, and that goes back to that. We don't work with companies. It's not my, it's not one company working with another company. It's how the people within those organizations are working together.

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Tracey Lovejoy (she, her): Back to your superpower, Shannon, pulling that

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Tracey Lovejoy (she, her): thread

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Tracey Lovejoy (she, her): we're cracking ourselves up with that.

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Tracey Lovejoy (she, her): Are are there other challenges that you want to share with us that you've experienced as a executive catalyst.

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Tricia Carey: I think another challenge that you have is kind of also building your own

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Tricia Carey: your own persona in a way, you know, as you go from one role to another role. So in going from working within a large global enterprise into an innovator, you know how that shifts. And it's you know how you also have to handle it within your own ways, how you are with your peers.

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Tricia Carey: and also external stakeholders.

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Tracey Lovejoy (she, her): I have a similar question to before, of like, what does that really look like? And I have a a connected.

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Tracey Lovejoy (she, her): Does it ever change. Does the persona ever change while you're within a single role? Or do you find that it's like, I understand this role? And what my key, you know expectations are. And so it it's kind of static.

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Tricia Carey: No, I think it's always changing. And I think it's always evolving and definitely within a smaller organization. You have to wear many hats.

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Tricia Carey: and you do have to take on different roles.

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Tricia Carey: And you also have to continue to think about the future and play through those scenarios.

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Tracey Lovejoy (she, her): And so what is the actual work? The steps

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Tracey Lovejoy (she, her): to build your own persona.

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Tricia Carey: Well, I think you have to take some time to sit back and reflect on

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Tricia Carey: on how things are right, and maybe at times as leaders. We don't always give ourselves that space to sort of reflect

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Tricia Carey: and and see how we, how we're coming across.

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Tricia Carey: making sure that the message is being heard

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Tricia Carey: right? Because the the engagement and the buy in from your team, from the organization, even if you're working externally with other companies, is so important.

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Tricia Carey: and how you can make sure that you have that. And it's crystal clear. That's that's essential for change management to happen.

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Tricia Carey: And of course it can't always be that I'm projecting that on someone else. It also it has to be that it's coming.

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Tricia Carey: that they see that

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Tricia Carey: that realization as well. So having this this way of understanding again, who's your audience? How do you need to connect with them?

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Tricia Carey: And having that opportunity really to make sure that they're on board with.

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Tricia Carey: and that engagement, because when you can inspire that within someone and they have their own conviction.

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Tricia Carey: they can go out and be that

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Tricia Carey: be that catalyzer, too, right? And that's how it needs to continue to develop.

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Tracey Lovejoy (she, her): You're so often in these conversations. We have guests like you are for me right now that give us Ahas! And in I just drew a little visual of you know we have to have the vision as the catalyst. What are we working on? And then the beautiful, you know, superpower that you're bringing up. Know your audience. Do the translation. And then in between that.

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Tracey Lovejoy (she, her): who do I need to be to help bridge between these 2 is something that we very rarely think about, and it's it's certainly something I've worked on one on one in coaching. But I don't think Shannon and I have ever explicitly talked about in class. We don't touch on it in the book, and that's just such an interesting, separate reflection

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Tracey Lovejoy (she, her): of Do I need to be the chief inspirer. Do I need to be the chief? Do I need to be the Secretary of State? Because there's different factions right? Like what's happening here that I'm gonna help move between those. So thank you.

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Shannon Lucas - Catalyst Constellations: I have a follow-up question to that, because it is, it's so fascinating. It's such a great, great reflection for us.

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Shannon Lucas - Catalyst Constellations: Part of what I heard is as you're talking about, like where the vision is and the people that you need to bring along. I don't know that you maybe you use the word trust. I didn't write it down explicitly, but that's the the trust, and the credibility is sort of what you're talking to is like I'm going to show up in a way that's both authentic because they have to get there themselves. So all the data points have to align to that.

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Shannon Lucas - Catalyst Constellations: But there's this interesting conundrum that we often have as catalysts, which is.

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Shannon Lucas - Catalyst Constellations: we almost never have done the thing that we're doing before. I mean, at some point. It's this net new thing. And I'm wondering if you can speak to like we talk a lot about having imposter Syndrome as catalysts, because we've stepped into these roles, and yet you need to inspire confidence with people internally and externally, that you have enough of a clue that they can trust you to go on that journey towards that vision.

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Shannon Lucas - Catalyst Constellations: How do you navigate that.

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Tricia Carey: Yeah, no, it's a good point. The trust that people have to have in you because you are going. You're pioneering into new space.

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Shannon Lucas - Catalyst Constellations: Right.

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Tricia Carey: It's the rocket ship to another planet. And I would say, in the case of some of the experiences that I've had in trying to lead this transformation, I would say, into textile to textile circularity would be one example.

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Tricia Carey: that you do have to say, okay, well, based on these facts, and again depending on who you're speaking with. If it's a finance person they're going to want to see those numbers, you know. But I think most of all. If you can inspire that emotion within people to want to be behind that

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Tricia Carey: that whole mission and vision around, say circularity. And here you can give examples of small projects that might have been very successful, that either I was involved in, or other people were involved in bringing other case, studies of what's happened in the past. People always look at history as a signal for the future. In some cases we're working on new challenges within society like circularity

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Tricia Carey: that have just been done in such small ways in the past that it's huge to tackle, probably much larger than any of us even think?

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Tricia Carey: I mean, we all address. Okay, there's recycling. That's 1 element of circularity. But you know, putting your cans paper plastic in in recycling them, you think? Okay, well, we've done that, and we didn't always do that. You know how

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Tricia Carey: in when I grew up we didn't have 2 different trash bins in our kitchen, you know it was you just throw everything away and away is a way we came to this realization right? And that needed to to change. That's taken time. Okay, that's only one small piece. We have so much further to go right. We haven't even gotten out into outer space yet on this.

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Tricia Carey: So I think there's the trust element. There's looking at history. There's looking at that sense of confidence that you have, and there's a humility to saying.

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Tricia Carey: I don't have all the answers, but if we can try to put our heads together, maybe we can all come up with a way, if I can get it going here.

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Tricia Carey: And I think it's just so important to have strong teams.

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Tricia Carey: in order to do that.

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Shannon Lucas - Catalyst Constellations: I love that you landed there, because that's what I had wrote down about one of my personal learnings when I stepped in into each new, bigger role, because, like, there's this pressure like you're supposed to have all the answers, and having the quiet confidence to be able to say or recognize for yourself. I don't need to have all the answers, but I need to have a great team, and I need to set them up for success. Yeah.

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Shannon Lucas - Catalyst Constellations: so sort of building on that, because it's super connected, you know, as we go along in our career, we often get called being a disruptor or being a troublemaker, we might embrace it, and we'd be like, I'm a positive disruptor. But often the moniker is not given with that sort of intent.

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Shannon Lucas - Catalyst Constellations: And so I'm just wondering if you have advice, for, like, how do you get into the upper echelons of being a catalyst executive when that's often the trajectory that we start off in in our career.

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Tricia Carey: I don't know if I ever set off to be, you know a a catalyst for change. I just I always think I wanted to get things done, you know. Just your title is you just want to get shit done and and move forward and then it kind of evolved into. Well, if no one else is doing that, then I want to do that, and I want to take that on right. And it's building on the confidence that you have after each experience.

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Tricia Carey: So I think for people, there's those that probably want to take on a chance to, because it's not just leading leading is one thing, but it's also having this vision behind what you're doing. And that consistency is key

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Tricia Carey: in in anything. And and that's where, I say, you know, it's like building on the relationships that that also support you in getting work done. So I think, for for other executives to kind of take on those moments.

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Tricia Carey: Take the chance to stop and reflect on it. Look at the people who are around you that help you. Do do what you want to do right when you have like minded people, we've all seen this when we've had great teams, it's 1 in one, you know, equal 4. It's so powerful.

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Tricia Carey: and I think a lot of times we do this. We reflect on the good old days right? Oh, wasn't it great when I worked there. But but when you sat in that position, did you feel like it was your best self?

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Tricia Carey: And and I guess I've had some of those moments where I've definitely had amazing colleagues, incredible bosses, who also fostered my growth.

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Tricia Carey: And and for that I, you know, truly appreciate. And you know, still glad that I've had those opportunities along the way, but

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Tricia Carey: you might not always set out to be a catalyst, but I think in many ways it can just happen through those experiences and who you're around.

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Shannon Lucas - Catalyst Constellations: I love this common, the common theme that's coming out, I think, in every answer you just you're so keyed into having situational awareness

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Shannon Lucas - Catalyst Constellations: like that deep sensing capability that you know when maybe when science catches up, neuroscience catches up with what a catalyst brain looks like like that's just built into how you're operating. And then you're connecting that going back to the people right? It's like, how do I find mentors? How do I find people who are like minded who can support me on the way to be my best catalyst self. And

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Shannon Lucas - Catalyst Constellations: also and I think this is true for a lot of catalysts. We very rarely go. I want to be the chief sustainability officer like, I want to solve that problem. How do I solve that problem? I need to become the chief sustainability officer. So thank you for thank you for your wisdom on that.

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Tracey Lovejoy (she, her): As we wrap up today, Trisha.

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Tracey Lovejoy (she, her): our fun question.

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Tracey Lovejoy (she, her): We would love to hear about your favorite catalyst, past or present, who inspires you.

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Tracey Lovejoy (she, her): and why do they stand out for you?

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Tricia Carey: So hard to pick one cause they do. People are so important. There's been many of them. I think if I look at one

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Tricia Carey: within the industry who I've always admired Diane Van Fostenberg, not just because she's a famous designer, but as a female. She's overcome so many challenges.

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Tricia Carey: you know she lost her company. She took it back, you know. Faces, challenges. She brings in a new leader who's younger, but and she's very open and honest, and talking about. You know she's in the autumn of her life, and what she wants to give back. So I don't know. I mean, I've had several opportunities here in New York to to meet her at different functions. And it's always wonderful to hear her talk.

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Tricia Carey: But I think you know, that's that's someone who's who's gone through quite an interesting journey. But I think there's so many within the textile and apparel space. Certainly my former colleague, Krishna, I mean, he's an amazing catalyzer, one that's so authentic and true. And there's a couple of others within organizations. Carla Magruder, who's done so much within circularity. She leads the nonprofit that I'm involved in accelerating circularity.

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Tricia Carey: There's also Andrew Ola, who leads Transformers Foundation, who also looks at how the denim industry has such an important role to play. And I just love his thought leadership, what he does

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Tricia Carey: behind his organization of transformers. So those are some. I mean, there's there's so many. And it's kind of taking bits and pieces of all those catalyzers to try to see. You know. What, how can I be my best self? And how can I bring most impact into what I do.

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Tracey Lovejoy (she, her): Well, definitely the theme for this conversation is, you know, back to your superpower of seeing the people and the importance of people in it. So it's not at all surprising to me that not only do you have multiple catalysts, but that you are celebrating people who've been really impactful in your own life, and not just kind of in the distance. So that was such a lovely way to kind of bring that full circle. Tricia. Thank you.

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Tracey Lovejoy (she, her): Thank you.

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Tricia Carey: I see.

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Tracey Lovejoy (she, her): It's been so lovely to have this time with you, to get to know you and wishing you so much luck on this next phase as you 1st take some time and then figure out the big challenges you're going to go solve in the world.

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Tricia Carey: Great. Thank you so much for this conversation. I really enjoy your podcast. And all the work that you're doing and your publications. So keep going strong. It's important.

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Tracey Lovejoy (she, her): Well, we promise.

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Shannon Lucas - Catalyst Constellations: You.

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Tracey Lovejoy (she, her): For that. It literally gave me goosebumps. And thank you so much to those of you listening. If you'd like to learn more about how to create bold, powerful change in the world. Be sure to check out our book, move fast, break, shit, burn out, or go to our website at catalyst Constellationscom.

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Shannon Lucas - Catalyst Constellations: If you enjoyed this episode as much as we did, please take 10 seconds to rate it on itunes, spotify stitcher, or wherever you listen to your podcasts. If you have other catalysts in your life, hit the share button and send a link their way thanks again.