Executive Vice President & Chief Marketing Officer, Fortune Brands Innovatns
Search every verified Mark-hans Richer interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Mark-Hans Richer, Executive Vice President and Chief Marketing Officer at Fortune Brands Innovations, has discussed his approach to fostering innovation within organizations. In a November 2024 appearance, he stated that innovation comes from "giving people permission" and that an executive's role is to "liberate" ideas from the organization by advocating for employees and helping them "navigate around corners that they can't see." He also emphasized the importance of maintaining long-term strategy, saying in a September 2024 podcast that "any one quarter, two quarter, one year type of financial challenge shouldn't change your fundamental strategies." Richer has also spoken about his career history and current responsibilities. He noted that his role at Fortune Brands Innovations involves managing "direct commerce business" and balancing "channel conflict" while serving consumers. Reflecting on past work, he said he helped turn around GMC trucks by developing the "We Are Professional Grade" tagline and that he "set up the innovation practice" at Moen from a product perspective. He described the company's recent work on a "smart water network" that can "control and conserve and personalize water throughout the entire home," which he called "the first time we've ever been able to create" such a system.
“A lot of it comes from just giving people permission. You know, you didn't get broken by people telling you no. People are going to tell you no because then there might be good reasons why there's no right and so you learn from those and you get smarter but it doesn't mean you shouldn't try.”
“A lot of people just stop trying after they've heard no a number of times or they just think that their boss isn't really ever going to be interested or their boss won't fight for them or help knock down the barriers to enable new ideas.”
“That's what an executive has to do; it can't just be about their ideas. It has to be about what else can you liberate from the organization for their ideas and sometimes you got to go advocate, you got to run interference and you got to help them navigate around corners that they can't see.”
“It isn't setting the example by having all the ideas and setting the example that this is actually possible, letting them have a little sense of belief and faith that and once you've established that tone then it sorts of feeds in itself.”
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