Today we're not walking through features — we're walking through how an executive runs their day differently with AI.
Edgewell's leaders are navigating a category that has shifted faster in the last 18 months than in the prior decade. Walmart and Target buyer teams move quicker. Private label has reshaped the shave aisle. Coppertone and Sun Bum keep redrawing what "sun care" means. Schick, Banana Boat, Billie, Bulldog and Jack Black each compete in a different sub-conversation. And the supply chain — Sayreville, Milford, Dover, plus international — is no longer back-office; it's a board topic.
The job isn't to know more. It's to decide faster, with sharper conviction, and move the organization with you. That's what we're showing.
What's at stake
The next five sections walk through one Edgewell executive's morning — the kind of morning every leader at this table will have this week.
The old pattern: open email on the drive in, scroll through 80 unread messages, react. The new pattern: a verbal briefing on the way to the car, an inbox already sorted by what needs a decision, and the first meeting's pre-read already drafted before the executive sits down.
The 90-second briefing
On the walk to the car, Copilot reads the room: the most urgent decision waiting, anything blocked on the executive, and the one positive signal worth knowing.
Sorted by decision
Inbox grouped by what's needed: decisions, retailer escalations, brand-launch gates, people items. Three replies drafted in the executive's voice.
First meeting, already prepped
For the 9:00 AM brand review: a one-page pre-read, the three discussion questions worth raising, and the position the leader should walk in with.
The executive arrives at the office already current. Three replies sent. One meeting prep complete. The day is not running them.
Three AI agents work in parallel on the same question — each playing the role a real analyst would play, but on the executive's timeline. The leader stays in the driver's seat: orchestrating, challenging, deciding.
External signals
The market moves Edgewell needs to see: mineral SPF growth, Sun Bum's Walmart shelf gains, Coppertone's pricing posture, what Gen-Z is doing in sun and shave. Sourced, cited, with the weakest claims flagged honestly.
Internal data
Edgewell vs. Energizer, Church & Dwight, and Kenvue from the 10-Ks. Revenue growth, gross margin, R&D, ad spend as % of revenue. The math is shown — every number traceable to a filing.
Synthesis & clarity
External and internal pulled into one workspace. A board-ready teardown: where Edgewell is winning, where it's losing, the move worth arguing for, the risk that move carries.
A real moment — the morning before a board discussion
Energizer Holdings reported on Thursday. Church & Dwight reports next week. The leader has 20 minutes before walking into a strategy review where the CFO will ask, "what are we hearing from the street, and what does it mean for us?" In the old model, that's a frantic skim of three earnings transcripts and a sell-side note. In the new model, it's a single prompt — and a sharper conversation than the legacy briefing produced.
The earnings-call briefAn executive-ready snapshot of what matters most — without having to read the full transcript or wait for the analyst note.
That snapshot is the start, not the end. Pair it with Analyst for the internal financial picture, with Researcher for the broader market trend, and let Notebook synthesize across all three. The 20-minute brief becomes a 45-minute point of view — sourced, defensible, and ready for the CFO's question.
One orchestrating promptA defensible, sourced point of view on Banana Boat that the executive can take to the CEO this afternoon. The kind of analysis that used to require a six-week consulting engagement. Done in 45 minutes. Owned by the executive.
The brand review wraps at 11:15. The room agreed on a direction. In the legacy operating model, the next two days are spent re-explaining what was decided to people who weren't in the room. In the AI-enabled model, those two days are an hour.
Recap with decisions
The meeting ends with a posted recap — decisions made, owners named, due dates set, the one decision the room explicitly chose not to make today. Not a transcript. A commitment.
Follow-ups that land
Each owner gets a personalized note from the executive: what was decided, what's expected, when. Written in the leader's voice. Reviewed and sent in minutes.
Executive-ready artifacts
The morning's work becomes a 1-page CEO brief, a 5-slide board narrative, and a one-paragraph email summary. Same content, three altitudes.
The morning's decisions are already in motion. Owners know what they own. The CEO brief is drafted. The board deck has its spine. Nothing decided this morning is waiting to die in a follow-up email next week.
Cowork is the next chapter. Instead of asking Copilot to help the executive write a follow-up email, the executive describes the intent — and Cowork drafts, schedules, and stages the work for review. The leader's role becomes oversight, not effort.
Outbound communications
"Draft the follow-up to each meeting owner with their specific commitment, schedule it to send at 8 AM tomorrow, and flag any that touch a customer." Reviewed in one pass, approved, done.
Documents & decks
"Assemble the board deck from the Banana Boat teardown and this morning's brand review. Use Edgewell brand standards. Stage it in my SharePoint." The executive reviews the draft, not the empty page.
Meetings & scheduling
"Get the 90-day plan kickoff on calendars this week — Brand President, FP&A lead, Head of Sales, CMO. 45 minutes. Use the brief as the agenda." Cowork proposes; the executive confirms.
Three pieces of work the executive would have done themselves — drafting four emails, building a 5-slide deck, coordinating a four-person meeting across busy calendars — are queued, approved with one review pass each, and in motion. The executive's afternoon is freed for the work only they can do.
A note on this experience. Cowork is a preview capability for many organizations today. Actions are always reviewed and approved by the executive before they execute — no email leaves, no meeting is booked, no document is shared without a human pass. Read on for how that works.
The questions every executive should ask — and the short answers.
The story above only works if leaders trust the system underneath it. Four principles, kept deliberately short.
Permission-based
Every interaction respects existing Edgewell access controls. The same rules that govern SharePoint and Outlook today govern AI tomorrow.
Only what you can access
Copilot can only see what the user is already permitted to see. It does not bypass labels, sensitivity classifications, or sharing boundaries.
Cowork requires approval
Every outbound action — emails, meetings, document shares, edits to others' files — is staged for explicit human review before it executes.
Oversharing is managed
Edgewell controls what content the AI can reach. Stale shares, broad permissions, and unclassified content are surfaced for cleanup — not amplified.
For the deeper conversation on tenant configuration, sensitivity labels, and audit — a 30-minute follow-up with Edgewell IT is the right next step.
What should Edgewell do next?
Not a roadmap. A 90-day starting move. The leaders in this room can authorize each of these by the end of the week.
Identify two executive workflows
The two recurring rituals leaders in this room do every week (e.g., Monday brief, retailer prep). These become the first AI-native habits.
Identify two functional workflows
The two recurring processes a function depends on (e.g., JBP prep, S&OP question intake). These become the first agent builds.
Assign champions
One champion per workflow — a person, not a committee. They own pattern, prompt library, and the first 90 days of adoption.
Start small, then scale
Four workflows. Four champions. Ninety days. Then a review with this room — what worked, what didn't, what scales next.
The leaders who change how Edgewell operates won't be the ones who learn every Copilot feature. They'll be the ones who pick four things, name four owners, and protect ninety days. Everything else follows.