This week on the Be Epic podcast, Brent engages in a dynamic discussion with Mike Del Pozzo, President and General Manager of Gatorade at PepsiCo. During the episode they dive into the challenge of maintaining engagement with core and light Gatorade consumers, the importance of product timing, and strategies for PepsiCo's beverage and snack segments. Mike shares his personal journey from starting as a PepsiCo intern to leading Gatorade. He highlights the value of internships, and the benefits of having a diverse professional background. They also touch on the unique business environment in Northwest Arkansas and the comprehensive view necessary for successful brand management in the competitive CPG and retail industries.

Mike Del Pozzo: For us, one of the biggest problems to solve

is, you know, our Gatorade. Our core Gatorade users are still

using Gatorade. But sometimes there are light users are

picking something else up for a second purchase or throughout

different parts of the day. So those day parts are becoming

increasingly important across, particularly for PepsiCo

snacking and beverages and within Gatorade, that's how we

think about it.

Welcome to the be epic podcast, brought to you

by the Sam M. Walton College of Business at the University of

Arkansas. I'm your host, Brent Williams. Together, we'll

explore the dynamic landscape of business and uncover the

strategies, insights and stories that drive business today.

Well, today, I have with me, Mike Del Pozzo. Mike is

president and general manager of Gatorade, Mike, thanks for being

here today.

Mike Del Pozzo: No, thanks for having me. It's awesome to be

back in Arkansas.

Well, we're glad to have you back. And you've got

a little bit of a history in Arkansas in Northwest Arkansas.

Today, I want to talk about the brand that you get the

opportunity to lead some of what you see coming in the CPG and

retail industry and some of the cool experiences that you get

leading this brand. But but to begin, love to hear a little bit

about your background, how did you land at you know, what's

your history look like? And how do you land as president and GM

of Gatorade?

Mike Del Pozzo: Yeah, well, thanks. It's, uh, I mean,

honestly, it's, it's pretty, I feel very fortunate one, you

know, like many probably, that are listening to this. I grew up

playing sports, and I was an athlete, not quite as good as

some of these student athletes I got to meet with this morning

here at the university. But, you know, the brand was some very

personal to me, and, and so I came into PepsiCo, which is the

parent company of Gatorade, right out of school, actually,

as an intern, and I got to intern on Gatorade, that was

about 23 years ago. And I remember saying, oh, I want to

get I want to go full time on Gatorade. And it was kind of the

the crown jewel at the company then and that was my, my goal.

And if I'd ever known that 23 years later, I'd be sitting here

with you talking about it, it was, I wouldn't have believed

it. So over the 23 years at PepsiCo, I've worked across a

lot of different parts of the business, I've been on the

customer side, the supply chain side, the marketing side, have

moved around about nine times throughout the country, all

within the US. And then I took over the Gatorade job almost two

years ago. So I serve as the president of Gatorade. So I have

responsibility for everything from what we say make move,

market and sell. So where we make our products and

manufacturing sites, moving the product on go to market, the

brand side, which is the fun part of the business people like

to talk about, which is all the marketing of Gatorade, our

sports, our athletes, our lead partners. And then obviously,

all of our customer kind of relationships I've managed with

with Gatorade as well. So over the years, that's been kind of

kind of hit and I, I, you know, came into this one the last two

years.

Well, a couple of things out of, out of your

story leading up to this point that that are interesting to me.

internship you mentioned, which is something at the Walton

College we're extremely focused on. And we're extremely

fortunate to have a concentration of business around

us that our students can engage in that way. But clearly, the

internship made a difference in your life.

Mike Del Pozzo: Big time. And, you know, we were obviously with

your support able to talk to some students today. And they

asked some really good questions. Actually, I was

sitting there like, wow, I'm impressed. I don't know that I

would have been able to come up with those years ago, around,

you know, internships and opportunities. And I did tell

them I mean, frankly, you know, you've got a really special

unique situation here in Northwest Arkansas. And as you

mentioned, I've been here I've lived in Univer. I've lived in

Northwest Arkansas twice. My wife went to university here. My

daughter was born in Bentonville. And I tell the

students now, you know, utilize the the unique situation you're

Yeah, I think they're critically important to get to know

in, you've got obviously big companies out here, big CPGs you

know, PepsiCo, obviously, I'd rather everybody come to us, but

there's a lot of other opportunities out here with, you

know, with what Walmart's brought down here. And

obviously, we have a team on the ground here a big team that sits

in Northwest Arkansas and the internships I think what they

you know, what they do is they really provide an opportunity

not only for us to get to know students in what they're capable

of, but the students an opportunity to check out the

company. Is this something I want to be a part of? Do I

believe in their values? Do I believe in what they stand for?

Do I believe they've got growth potential? And so I kind of see

it that way. And we try and come into those things you know,

really wide open in fact, that told somebody today we're not as

narrow on functions, even you might come in with a supply

chain. You guys have an unbelievable supply chain

program here at the university. But we also want you to get a

breadth of experience. You may come in and do that but we want

to you learn how to interact with sales and marketing and,

you know, all the brand side and that allows people then to say,

hey, maybe I maybe I don't want to be supply chain, maybe I want

to do something else. And so that's what those internships provide.

companies to understand what you like, what you don't like. And

and then to apply, you know, I think that I, personally, if I

learn something, I need to apply it for that, like really kind of

set in and internships offer that ability.

Yeah, for sure.

You know, you also said that you've had the

opportunity, you've moved, you know, several times, but you've

moved functionally, which I assume set you up pretty well to

run a business like Gatorade.

Mike Del Pozzo: Yeah, it. I joke about it a bit, because I think

some of it was accidental. And now we're actually really trying

to teach that and develop within PepsiCo, I, I came in, you know,

really, in what we call business development. At the time, it was

kind of like the centerpiece of supply chain and a little bit of

kind of getting product from point A to point B, and, you

know, understanding kind of how to do that. And then they said,

Hey, you want to move to Northwest Arkansas, and I was a

young guy living in Chicago working, just getting started at

PepsiCo. And I said, absolutely, I knew what, what was going on

out here. This was almost 20 years ago. And I came out into a

sales role. And while I was in sales, I was actually on the

Frito Lay business. And then they moved me over to Gatorade

and in part of our Pepsi business, in a different

function. And so over the years, those moves were, you know, they

weren't necessarily always promotions, they were new

experiences either cross functional into a different part

of the business or a different brand. And so, as I told some of

the students today, it's time flies. I mean, I think people

look and say, how do you spend 20 plus years at the same

company and you know, I'm in my mid 40s, so it's, for me, that's

been most of my life. And the reality is, if you find the

right company that you love, and you love what you do, and don't

get me wrong, there's everybody's got days that they

say, boy, you know, I don't love it, but you time flies, you're

like, holy cow. I've been in all these different businesses and,

and I've built, you know, my career on diverse experiences.

So now I actually hire for that I try and build what I call a GM

mindset, somebody that can come in and learn lots of functions.

So when they talk to a customer, like Walmart down here, we're

not just looking for people to talk sales, they need to talk

supply chain, and go to market and finance. And so that's kind

of what we're looking for now.

You know, you mentioned a couple of stints in

Northwest Arkansas, anything, you know, in particular that

stands out in those experiences that you learned that that

you've kind of taken forward into your future roles?

Mike Del Pozzo: Well, I think the one is, what I love about

being out here actually is the competitive nature, we're you

know, just like anybody, we want to be the best CPG. So you see a

lot of you get great visibility for great companies out here.

And so it always puts you on you see something or like, you know,

whether your boss says, hey, you know why is so and so doing that

you're like, oh, my gosh, we gotta be better. So I actually

love that. I almost think about it, like a bunch of elite teams

down here, right? All work. I mean, this is one of the, you

know, biggest and best customers obviously. So you've got your,

your great talent down here. So that's the same for all of our

competitive CPG groups. So I think that's one it makes us

better. I think the other is, I've always loved when you you

know, when you work in down here on a business this size, the

decisions you make have a material impact. And I like that

we we joke sometimes we say you come out here and you blow up or

blow up you know, it's like it's it's an opportunity to really

make a name for yourself. And you know, you learn a lot so I

made stupid decisions too when I came out here that I thought

were right on the business that I'm going to try something and

maybe it didn't work and when you make a bad decision on

business that size within PepsiCo, even it's like, oh my

gosh, I gotta I gotta learn from that. What did I do wrong? Maybe

that business wasn't right for the time maybe it was, you know,

the the go to market was different than it needed to be

whatever it is. It's so big that you learn from it and you

optimize so there's just so much opportunity that comes with

being on the customer this size.

Yeah, there sure is. I love what you said about

like, you know, the the talent that comes through this region

through various CPG companies and some developed here, some

coming in from other places. It's a pretty unique place in

that way.

Mike Del Pozzo: For sure. Yeah.

Well, I'd love to talk a little bit about

Gatorade because what an engaging brand, it's a dynamic

brand and seems to fit you in some ways, right? You bring the

energy and you're bringing an inner you to an energetic brand.

I'd love to hear a little bit about the history of the brand

and anything you're excited about going forward.

Mike Del Pozzo: Yeah, it's uh, I mean, it's a special story. I

don't know. I mean, probably people. You know, you have a

little bit of context for Gatorade being you know,

invented through this idea of kind of solving a problem of you

know, hydration but it next year will be 60 years from when the

brand was was developed. 1965 on the sideline of Florida, Florida

Gators, and what was so special about it, it was a we were

talking about inventorship it was an inventor that worked at

the university there, Dr. Robert Cade. And you can there's books

out there first and thirst and a bunch of others. You can read on

it. It's pretty amazing. You know, he basically had, you

know, what you would assume is you know, they call it the swamp

out there. It's it's hot market. These players were getting

dehydrated. And Dr. Cade was working in the university in the

science and r&d lab and created the basically electrolyte

formula that's now in Gatorade and obviously a proprietary

Gatorade electrolyte blend. He invented it and they got it on

the sideline, they called it Gatorade for the Florida Gators.

And I believe after the first year using it, they went on to

win a national championship. And then there's even more history

you can follow where they from there, he shared that formula

with the Kansas City Chiefs, and then they won a championship and

then it kind of goes on from there. And you know, that the

Cade family is still actively involved in philanthropy out

there. And I stay close with his daughter, Phoebe Cade. So it's

real, it's personal to me. I mean, when I took the job two

years ago, the first thing I wanted to do is understand the

history of the brand. And it's a balance, right? Because I don't

want us to, like, you know, rest on the laurels of 1965, sports

drink hydration, we've got to reinvent ourselves. So the brand

itself was in probably one of the biggest transformations

ever, portfolio transformation, brand transformation. But what I

try and do is strike a balance of protecting the history, the

heritage of the brand, and thinking about what we need to

move forward. And that's why you'll you know, we'll talk you

see some of the portfolio expansion, but it's such a fun

story out there, it's part of who we are, it's part of the

heritage. And then honestly, you know, that is what I think has

us is such a relevant brand within obviously the sidelines

of University of Arkansas, most colleges and universities, all

32 NFL sidelines, all major league baseball dugouts, all NBA

sidelines, you know, the brand is synonymous with sports, with

athletes and with competition, and we intend to keep it that

way.

You mentioned that, you know, you're always

trying to strike that balance, I guess, between the history and,

and continuing to innovate and, and, you know, it's in a fairly

established category, right, the beverage category, how do you go

about innovating with with that historical brand in that type of

category?

Mike Del Pozzo: Yeah. It starts with a consumer, you know, we

talk about, we talk about it as the athlete more, but I use the

term athlete, loosely now. I talked about the modern athlete,

because I think the core athlete, there's a need for

Gatorade, how they used it hydrated either before, during,

after whatever occasion, you know, sweat, occasion, etc. The

modern athlete is more of what I'd call this 24 wellness

hydration like they want they want to they want this product

or some of the functional benefits of the product all day.

And we have a portfolio for all parts of that day. And that's

the goal. And so, what we think about is, you know, I think

about the brand Gatorade zero for example, we didn't have a

zero sugar Gatorade product till 2018. It was the first liquid

refresh LRB called liquid refreshment beverage to a

billion dollars, it's now going to be about a $2 billion brand

by itself. Because not everybody wants they don't always want

sugar. A lot of athletes do want sugar and your body actually

needs sugar and carbohydrates for those those harder workout

occasions. But we introduced zero, we introduced a product

called Gator light. Just in the last year and a half. It's a

rapid rehydration product. It's already almost a half a billion

dollars. It's the market leader. And that is a unique benefit

that brings 2x electrolyte blend plus potassium, magnesium, other

things that the body needs for like a rapid quick recovery. We

introduced that. Last year we introduced a product called fast

twitch which is athletic energy Gatorade's first foray into

caffeine, 200 milligrams of caffeine, Gatorade,

electrolytes, B vitamins, in partnership with the NFL, and

that was a very big launch for us because the NFL didn't have a

caffeinated product that they had on the sideline anywhere. So

that was a big deal. This year, as we sit today actually, this

week, we launched Gatorade water, which is an alkaline base

water, with electrolytes. And then you see this go on and you

think about the portfolio. It looks a lot different than it

used to. The other thing we're really focused on, as you talked

about how to you innovate in a developed category is function

and form. And so we're really focused on this beyond the

bottle agenda. You know, we invented Gatorade was a powder

when it started. So I kind of tell people like we were the OG

of powders. But now people are bringing it. There's lots of new

players in this space. And it's either because people want to

create their own like I want to control my own functional

ingredients. or I care about the planet more than I probably used

to, I didn't know how much plastic I was, I was wasting.

And so I want to be more cognizant of that. Or there's a

component of convenience and portability, hey, I bring our

tablets or our powders when I go play golf or when I go travel.

So I know I've got that. So this whole category, you know, when

you're 65 share of a category that's this big, you have a

responsibility to disrupt yourself or somebody else will

disrupt you. And that's what we're doing.

Mike Del Pozzo: Yeah, for sure.

What a great point, you know, when when you

Well, you know, and maybe, you know, taking that

lead in a category that you have the responsibility to push that

a little bit more broad. So, just talk about, you know, I

category forward?

think you said at the beginning of how do you innovate in a

category, you mentioned the consumer, what are some ways you

see the consumer evolving? What does that mean, in your opinion

for the industry CPG. And for retail, you know, so I blend

those two together?

Mike Del Pozzo: Well, two two kind of areas, I'd say, one, the

macros on the consumer, and that's what's happening in the

environment right now. And that is, you know, frankly, whether

it's inflation, whether it's trends in you know, you know,

people trying to think differently about how they

engage in brands throughout the day, whether it's, there's these

macros of the environment that we're all navigating that are

important, you know, and that has a material impact on all

food and beverage, and certainly Gatorade and PepsiCo being, you

know, the largest food and beverage company has a big

responsibility, make sure we've got the right kind of solutions

for that. And that means pack price architecture. So you've

got great value on packaging needed. That means your route,

you're you're thinking about making sure all your products

are either sustainable, biodegradable, and you've got a,

you know, a real strong sustainability agenda. And that

means, so the consumer is driving that all that so we

talked about it as macros, but it really is because the

consumers are choosing to engage in brands and companies

differently. So that's something we take a big responsibility of,

more near. And I think, though, is this consumer behavior stuff,

which is, you know, whether it's health and wellness would be a

big one, right? And it doesn't necessarily mean what it used to

it's, oh, I'm cutting calories, not it's not necessarily it.

It's a lot of people. In fact, if you look at some soft drink

businesses, real sugar is actually doing better, like

people are like, no, it's artificials. Or it's,

everybody's different. So you can't, you can't pivot your

brand one way, you've got to really listen to the consumer

and say, how do I solve that need? And so, I health and

wellness is certainly a big part of it that we're focused on and

making sure we've got the portfolio that people need and

people want. I think the other is this idea of convenience.

People are on the go more than ever you think about COVID

people were at home they were working out they were exercising

on their peloton, whatever. So the peloton sales go way up and

our product was way up because people were at home. Now they're

on the go. And you would think okay, well, then you would have

more purchases? Well, the reality is they've got more

choices. So they're thinking about things throughout the day,

differently. So for us, one of the biggest problems to solve

is, you know, our Gatorade, our core Gatorade, users are still

using Gatorade. But sometimes there are light users are

picking something else up for a second purchase or throughout

different parts of the day. So those day parts are becoming

increasingly important across, particularly for PepsiCo

snacking, and beverages and within Gatorade, that's how we

think about it. And we think about building this kind of

competitive moat around our business to make sure that we've

got solutions for all those day parts, but the consumers

changing, you know, so rapidly. The other thing, I think, youth

is changing a lot, you know, I've got two daughters that are,

you know, 11 and nine and things that I drank as a kid or

consumed they're not, they're just not touching it. And so I

listen to them a lot. I mean, I we do a lot of great marketing

studies. Now, I always tell my marketers like, okay, I hear

what you say, I'm gonna go talk to a bunch of kids in the

neighborhood and see what they say. So I think it's just being

aware. And lastly, I'd say competitive. These are

competitive categories, they're, they're high growth categories

that you know, a lot of people come into. And so when you're a

big company like ours, you know, claims are important. Being

aware of kind of competitors and not you know, reacting but

understanding what consumer need they're meeting that you're not

meeting and and how do you go meet that. And that's a big part

of we focus on,

Yeah, you know, when you talk about that younger

consumer, I'm the dad of two daughters as well. So that

resonates with me. How is your strategy for marketing shifting?

Is it shifting in any ways, the way you're engaging through

content? Experiences?

Mike Del Pozzo: Yeah, I'd say a couple things. You know, one,

it's really how you reach that consumer is different as you

know, I mean, my girls like, I mean, I don't even know if know

how to turn the TV on, you know, I mean, they want to watch.

We've got, you know, TVs right in front of them. They want to

watch their shows on iPads. They want to engage, you know,

socially differently. So how we reach the consumer, I think is

very different. You know, I sat through a session with the NBA a

couple weeks ago on this very thing with all the tech and

streaming giants there and talking about content, how

people want to view sports, it's different, it really is. And the

same is on our brands. We still advertise on live sports,

because it's one that you know, I still feel like is going to be

very relevant for a long time now how people engage might be

different, but they're going to engage live, they're not going

to watch a game later and see what happened.

Mike Del Pozzo: So we still do that, socially digitally, is you

Right.

know, I mean, I know it goes without saying, but I think how

we do it is more important, the intentionality targeting is more

important, otherwise, it's wasted media dollars. So being

smart about who we're connecting with and when is, is it's

harder, it's a lot of work on the brand, it's making sure

you're authentic in how you in how you communicate, you know,

we, we sign a lot of athletes. And so when we sign an athlete,

like we're very, very close to why are we doing this? Do they

mean, does it? Do they? Is there a storytelling opportunity? Is

there authentic opportunity to talk about this partnership? And

that's it. And I mean, we feel like the other thing somebody

told me once recently that I thought it's stuck with me as

coaches used to be your coaches in sports, like if you were

playing a sport, and a coach said, hey, drink this, eat this

study this you did it?

Yeah.

Mike Del Pozzo: Coaches now or like social media influencers or

and it's scary, right.

Yeah.

Mike Del Pozzo: You know, I think they told me something

like, you know, 60% of the content that's now viewed is

from non experts even on so they're just so how we help

message that is different too.

Yeah, well, you know, as I've gotten to know you

a little bit today, I thought, and I'm a big sports fan, like

you get some really cool sports experiences, it sounds like,

give us a little bit of flavor for that. Because, you know, you

mentioned you mentioned NFL, NBA, college sports, I'm sure

I'm just kind of touching the tip of the iceberg there, any

any cool experiences that have been really fun for you?

Mike Del Pozzo: It's a fun business. I, you know, I joke

sometimes because the the job comes with great, fun events,

the last couple of weeks from Super Bowl to the NBA All Star

game, and when we're there, we engage with our partners and,

you know, then my boss reminds me, you know, hey, you gotta get

back and run the P&L Today so, you know, it's a balance of both

those things, but it's somebody that's been, you know, just an

avid fan of all sports, you know, I've been, I've been able

to go to, you know, a dozen Super Bowls, and gotten to

engage with some of the athletes that you know, I idolized over

the years and I always enjoy that what I enjoy most about it

is and it's funny, the time they give us I always at first was

like, oh, is it because they think we're gonna you know,

we've got dollars to spend or is it really it's it's more these

these athletes want to talk about the brand the experiences

they had the fun they had and for and for me that's that's

pretty special. We we do a lot of shoots, I go out to our

shoots, those are always fun. I went out and did one we did a

spot last year called don't go missing with Damian Lillard

who's you know, just was named the MVP of the NBA All Star

game, awesome athlete, great Gatorade supporter, and we had

fun with it. And I got to see you know, how these these guys

are in their element. And, you know, doing those is fun. And

frankly, you know, really anything that I think gets us

closer to our our core athletes is something I really enjoy

doing. You know, we talk about being always everywhere, I'd

love to have every I'm competitive just like anybody

Love it. Well, no, sort of shift back personal.

else. I, you know, I hate when I see a brand that's not ours on a

You've had a great career thus far. You're nowhere near

sideline or, you know, in somebody's hand, and we figure

out how do we get it and work to get better?

finished. But you've had a great career thus far with a great

company. If you think about our students, and you're to put

yourself back in the shoes of a college senior, you know about

to go into that first job and build a career. Any is there

anything you've learned that you say like, oh, this really helps

me now. And this is something I would share?

Mike Del Pozzo: Yeah, you know, I just talked to a few about

this this morning. I know it's a little cliche, but I really

believe there's, I say for two reasons. One, I believe it and

two, I think we've gotten away from this a little bit when I

think about students and it's this relationship component. You

know, a lot of people want to talk about their resume, which

is important, the experiences, their grades, all the things

they did in school, I think that's really important. But

when I sit across from somebody and look at bringing people into

PepsiCo, whatever, it's it truly is about the experiences they've

gotten. And then frankly, building and leveraging those

relationships when they come in, and I think that, you know,

that's the one thing we talked about it here what an

unbelievable opportunity with all the companies based out

here. At a university that's got, you know, great credibility

in the community with the CPG industry. So I think, you know,

when you're coming into a company, and I'll use myself as

an example, I, I let the reason I got opportunities is through

just naturally building new relate, I'd ask somebody, go get

coffee, I was the Frito Lay, you know, junior marketer, and I'd

go talk to the Pepsi guy and say, hey, can we grab coffee let

me buy you a coffee? Or can we go out in a store together and

walk a store, I did that constantly, and one I learned

from it, and then I built relationships, and that opened

up so many doors. And so the, these businesses are still heavy

relationship opportunities. And I think I teach my daughters now

I bring them to business dinners with me a lot. I had them sit

through a business dinner with the owner of the Chicago Bulls

like a month ago, and it was a two hour dinner. And I said,

you're gonna sit here and listen to us talk, and we're gonna

engage you. But like, I worry that that kind of stuff has kind

of went away, you know, and I think for, for us, that's a big

one, I'd tell students that build those relationships. The

other is, you know, getting, you know, a multitude of

experiences, like really not just coming in with like, you

know, one particular skill set, but you know, developing

yourself with different experiences that round you out

as a person is an opportunity. I think that that really goes kind

of sometimes missing when you come into these conversations.

And then lastly, I think, you know, this authenticity is

another big one we talked about this morning a bit like being

yourself and talking about who you are, I think that's a luxury

like back, I felt like 20 years ago, I would just be trying to

get a job and be like, oh, no, I'm gonna work as hard as I can

all day. Now, it really is about what's important to you, you

know, what motivates you. And I think bringing that to these

conversations for students is super important as well.

Well Mike, I couldn't agree more the

relationship component. And, you know, it's one of the one of the

things that I think about, you know, our typical undergraduate

student, at least traditional undergraduate student, you know,

the transformation that happens during this these college years,

and you're in the classroom, but I'm always encouraging them, I

think, like you are get as many experiences as you can build as

many relationships as you can do that authentically. So that, you

know, you get value out of it, and the other person gets value

out of it. And you know, you just never know where that leads

to.

Mike Del Pozzo: Yeah. 100%. And typically, to your point, you

don't I mean, it, it typically opens up a door that you didn't

even see comin, right? Because you, you know, you put yourself

out there. And I think that's, you know, that's something we're

trying to do do more of as we bring people in is put them in

even uncomfortable situations, see how they do and typically

they end up finding, you know, something they didn't realize

they'd be that good at.

Well, Mike, thank you for being engaged with

the Walton College. We're really appreciative of you, the

partnership and excited to see what you do with the brand in

the future.

Mike Del Pozzo: No, thanks for having me. This is a real honor.

Like I said, coming back here and, you know, think about when

I first came here to work in Northwest Arkansas, if I thought

I'd be coming back here to do this podcast with you and be

running the Gatorade business is a dream and I think that's, you

know, a lot of what this this is about, how do we build more of

those through the partnership with the University and PepsiCo

and certainly happy to bring any, any folks in as they come

over.

On behalf of the Walton College. Thank you for

joining us for this captivating conversation. To stay connected

and never miss an episode. Simply search for be epic on

your preferred podcast service.