The Retail Journey
Welcome to the Retail Journey where we will cover important topics, interview industry stakeholders, and address emerging trends as we journey through our mission of helping our listeners thrive in retail. Your hosts for this show are CEO James Harris and CGO Charles Greathouse.
The Retail Journey
Navigating Retail and Healthcare: Insights and Innovations with Ashley Caldwell
Get set for a captivating conversation with Ashley Caldwell, Senior Director of Retail and Distribution at Embecta and a two-decade-long titan in the retail and consumer packaged goods sectors. Wonder how a passion for data and hands-on experience can fuel success in sales? You will explore the fascinating journey of Ashley, beginning as a field rep for Newell Rubbermaid and climbing the ladder to her current role at the acclaimed diabetes company, Embecta. Additionally, listen in on her anticipation for the upcoming Kiss-A-pig Gala, a noble event with a mission to raise funds for diabetes research.
Switching gears, reflect on the evolving landscape of retail healthcare with Ashley. She intricately dissects the importance of building strategic alliances and understanding customer needs. You'll be inspired by her potential to lower the cost of diabetes meters - a testament to the significance of providing affordable healthcare supplies, particularly to underserved communities. The discussion further highlights the role of educating retailers to better assist patients, a segment not to be missed. Ashley also unravels her perspective on forging successful partnerships. Can stepping away from the usual procedures and daring to challenge the status quo lead to success? Ashley believes so. She emphasizes creating a robust financial business case and the power of joint business planning.
Get ready to be enlightened by her insights on the importance of a shared vision - a factor she believes is the key to a successful partnership. A conversation filled with gems of wisdom from a true industry veteran, this episode is a must-listen for anyone interested in retail, healthcare, and everything in between!
Hello and welcome back to the Retail Journey Podcast. I'm Charles Greathouse.
Speaker 2:And I'm James Harris. Today we have a very special guest with us Ashley Caldwell.
Speaker 3:Hi, thanks for having me.
Speaker 2:Yes, welcome.
Speaker 3:Thank you.
Speaker 2:So, ashley, you and I go back 10 years 10 years. Yeah. I can't believe it 10 wonderful years we look great, we look great. Indeed, so tell us a little bit about yourself.
Speaker 3:Yeah, yeah. So again, thanks for having me, and obviously you know, I think, the world of you and now of Charles as well, of course, Thank you Assimilation. Yeah, that's right. That's right, yes, so I let's see. So I have sort of had let's call it a 20 year retail career. I worked for probably the first half of it in consumer packaged goods and then moved into sort of the pharma med device world 10 years ago. So today I work for a large pure play diabetes company called Embeckda.
Speaker 1:Yeah.
Speaker 3:Yeah, and we work with retail pharmacies across the country, helping them do what they do every day, which is serve, you know, the US patient population, particularly those with diabetes. So I love it. It's very rewarding work.
Speaker 2:And I have a lot of firsthand experience with Embeckda. That's the type one diabetic, so your sales materials and everything have were really critical when I first was diagnosed Like I just needed to research and learn how to manage this new, exciting adventure.
Speaker 3:That's right. That's right. That's right. Yeah, it's definitely. It's definitely very, very important work that you know. Whether you're in med device, you're in pharma, you're in the OTC side, you know US healthcare has never been, you know, more critical to our patient population. And so it's a really it's a very rewarding industry to be a part of, and it's constantly changing and constantly evolving.
Speaker 2:Yeah.
Speaker 3:And I think for the better Right. So yeah, it's. It's fun to be part of.
Speaker 2:Yeah, we'll get to be a part of the Kisapig Gala tomorrow, that's right Raising more money for diabetes research.
Speaker 1:That's right.
Speaker 2:That's right. So bring us in kind of how did you get into sales? Where did you start in analytics?
Speaker 3:Yeah.
Speaker 2:What's that story?
Speaker 3:Yeah, so. So when I graduated from college University of Arkansas, WuPig. Wupig we. I moved actually to Southern California and I was a field rep for Newell Rubbermaid at the time and I had a 10 store Walmart territory that I called on and sort of like schlepped Rubbermaid containers and we had tools and we had food storage. We had all these things.
Speaker 2:Let's go. You must have been on the back, like the very back end, of in store reps working for CPGs.
Speaker 3:Yeah, absolutely. The program only lasted about a year and a half, honestly, so it was. It was great sort of training that I think, even to this day, still impacts me about. Like, at the end of the day, like whatever decisions you make as a supplier, as a retailer, somebody in a store, somewhere in the country has got to like pull that through and you've really got to. You know the term eat what you cook and get out there and like see firsthand what's happening.
Speaker 3:And it also really impressed upon me that the best ideas don't come from sitting behind a computer. They often come from being in the stores, hearing what people have to say and then getting back behind that computer looking at the data, looking at the research and figuring out, okay, what could the solution possibly be.
Speaker 3:So when that program ended you know, a year and a half in, because to your point it was kind of at the tail end of that I moved to Bentonville and worked in our Newell-Walmart home office and I worked as an analyst, and so it was. It was a fun time, you know. There were a lot of analysts in the office. I got to learn very quickly from people that had been doing the role for years and years and years and they kind of moved me around over about a year and a half and I ended up landing on the writing instrument desk and that was one of our largest, most profitable businesses very SKU intensive brands like Sharpie, brands like Expo, papermate, uniball and, being the school supply nerd that I still am to this day.
Speaker 3:Who does not like to go back to school shopping? I, you know, was advising our team just on a modular that was coming up and we were standing at the mod and and I just was saying how, you know, the mod and the data didn't look the same. The mod was one way, the data said another in terms of what people were buying what was growing, space to sales was off.
Speaker 3:It just it just didn't make any sense. And so the buyer at the time looked at me and said well then, just do do what you think, and I want to see it and I'm going to come back tomorrow. And so I just spent hours just rearranging the whole thing, came back, he left it.
Speaker 1:That sounds right from a timeline. Yeah, I'm going to come back tomorrow. I'm going to come back tomorrow. I'm going to come back tomorrow and I'm going to get like I'm going to bring like my bag of popcorn from the layout center.
Speaker 2:Let's just do the whole thing, and I'm going to like. You're going to smell like it all day.
Speaker 3:Right, you're going to smell like the burn popcorn all day. And and so they, they launched it and it and it worked. And so he just looked at me and he was like this is who I want as my salesperson, and so it's never really somebody. That was very quote salesy, you know, I just didn't have that way about me, but I was very passionate about the data and digging into the data to see. You know, you have hypotheses, go, you know, go check it out.
Speaker 1:Oh, yeah, anyway. So as a merchant, that's my favorite kind of salesperson, right? Because if it's the data, then you're just trying to bring the customer's voice to life, and we should. We're working on the same problem together, trying to figure out how to make what the customer wants come to life on that shelf.
Speaker 3:Yeah, and you're going back and forth Store data, store data. I love it and you're trying to kind of see okay, what really, what really is the customer telling us right?
Speaker 1:Yeah, what era of you know the writing team. Is this Ed as a DMM back then, or?
Speaker 3:Eddie Tutt, yeah, eddie Tutt, I love that guy. A legend.
Speaker 1:Eddie Tutt retail journey coming to you soon.
Speaker 3:He's got to. Oh, that'd be a good one.
Speaker 1:Come on Ed let's join us.
Speaker 3:He'll tell you what's what.
Speaker 1:Yeah, no doubt.
Speaker 3:But you learn from people like that and I remember him telling me one time don't stop pushing us.
Speaker 3:Because, there was something we were trying to do for years and years and we just kept getting told no and we kept getting told no. And he could tell that I was getting defeated and frustrated about it, but he just said don't stop telling us what we need to do, don't stop telling us the truth. And I do not to take a hard pivot, but I do think as and I'll say a supplier community very broadly, but I do think that we live in a time right now where that can be difficult. But I think that those people who do the hard work on the front end, dig into the information, get out into the stores, talk to consumers, figure out what really is needed and where the gaps are, and are willing to constructively challenge their business partners, are going to be the most successful. And I think that I was very fortunate early in my career to work with people that did that really effectively in a way that didn't come across disrespectful but came across as like we are all on both sides of the table, part of one team.
Speaker 1:Totally.
Speaker 3:And we have a collective responsibility to bring the consumer and now the patient, as we say in pharmacy the solutions that they are seeking to make their lives better at the prices that they can afford to pay, and so I put Eddie Tutt in that category of people that were willing to sit at the table and truly collaborate and get into it. So, anyway, you're fortunate when you can find people like that to work with, and that foundation is just irreplaceable For me.
Speaker 1:I think Eddie was that for me. He was a mentor while I was there. Jody Pinson, Scott Huff, certainly. Did you work with Seth Cordray? No, Back when he was there. So he helped me get into the buying program in general and was over there, but yeah, I think it's the courage of conviction in the having the courage to be curious as you look at a data set, as opposed to just finding the least amount of evidence necessary to support an assumption.
Speaker 3:Yeah, yeah, and I hope that, as the next generation comes up through into the workforce, that they too will not be afraid to constructively challenge what they're seeing and how we're serving our customers Every day.
Speaker 1:Well, we're recording this. Days after DSS is being announced as going away, walmart Illuminate will be the foundation that new merchants start with I'm so excited for a merchant to start with data that actually ties together customer journeys, Whereas in DSS you were using an analogy to try to figure out how units tie.
Speaker 3:Always pay store per week.
Speaker 1:Which metrics and which stores. How do they potentially tell a customer-centric story? At the end of the day, I still think there's nothing better than go talk to customers.
Speaker 3:Because they'll tell you.
Speaker 1:They will tell you Store associates are incredible at not varnishing anything. It is that unvarnished truth you get day in, day out. They have to live with it. I love that so much.
Speaker 3:You better get ready and just grab a seat.
Speaker 1:And the diabetic category is something crazy important, so I got to buy the diabetes category.
Speaker 1:That's right, you did that's right, very meaningful for me, and I'm spending some time in the store trying to learn from what customers are looking for. And I saw a lady in the aisle sort of looking at these two different glucose tablets, which are basically a quick introduction of sugar quickly absorbed, so to get you higher when you're low. I was like, oh cool, that's what's like. You mind telling me a little bit about it? You know, my son passed out again on the shop floor and wanted to go over his number. It's like, oh, I don't have a meter, we just borrow our neighbor's meter every once in a while. And I'm just like, oh, my goodness, this is your life and you're rolling the dice using someone else's meter and test trips. At the time I was trying to figure out how to get rely on meters from $18 to $9.
Speaker 3:I think there's still $9.
Speaker 1:There's a massive merchants out there. How about 50% off An $18 item without any history? No one had done that before, so I had to fight a lot for that. But it's like we can't not have meters in customers' hands. They have to be able to know what's actually going on, because you're just treating You're just treating with glucose tabs as opposed to understanding well what is actually going on, right?
Speaker 3:Well, and I think I think also, in addition to just gaps in, you know, affordability of Drug therapy and all accompanying supplies, is just simply access to care in the first place. Oh yeah, I mean we still have a largely undiagnosed diabetes population. We have a Big percentage of the population obviously lives in, you know, medically underserved communities.
Speaker 3:Yeah, I don't have access to care and I think that what? When I came into this industry? I came into this industry Feeling very drawn to it but not really fully understanding why, and as a few years past, I began to realize that that this retail access to health care Was the thing that I was gonna get really excited about.
Speaker 3:Because you know whether you are, you know someone who lives in a medically underserved community, or you're a parent of a Child who's sick late at night, or just the reality is that care is not always convenient for, accessible or affordable. But retail pharmacy and retail in general is beginning to fill that gap.
Speaker 3:Yeah really exciting ways, whether that is sort of the continued growth and emergence of retail clinics, whether that be the Walmart health centers, whether that's you know little clinics or minute clinics, or you know A lot of these clinics that are driven by the retailers. I mean, most people now get immunized at their retailers. Now you're seeing the emergence of COVID and flu and strep testing at retailers, with you know prescribing on the spot and so I think that that goes back to an area where patients want it.
Speaker 3:We as a health care team, all of us together, have to figure out how to continue to deliver that to people, not only because it's what they want, but, to your earlier point, it's what's needed. Oh yeah, in order to help people, you know, live their lives to the fullest and so that can happen. You know, and obviously you did that on the OTC side of the business man, I get so jazzed about that. Yeah, and with.
Speaker 2:Walmart with 4,700 stores yeah, it could be 4,700 Largely located and medically underserved.
Speaker 3:You know areas of the country too, so you almost feel this sense of Responsibility to help, as you talked about earlier right helping our partners to Educate, helping to just to educate our pharmacy partners so they in turn can deliver totally well.
Speaker 2:Yeah, so so sticking with diet diabetes. You know, typically adult onset diabetes is something that's Maybe it's not sudden in its development, but it's sudden in its realization, right, and and it's. It's pretty daunting to get an endocrinology appointment unless you've got a referral, which means you have to have a doctor to begin with, and many don't, and that's one of the that's one of the things in the clinics is an a1c check, so you could for, you know, whatever 45 or 60 dollars have a have appointment, you know that person becomes your primary, you get your diagnosis and you walk out of the store with the Things you need to treat that disease.
Speaker 3:It's that's right and everybody's looking for help. So that's what we try to do, that's, and I think that's what we'll all continue to try to partner up and do and all the ways that you know, each, each particular retail pharmacy partner is different in terms of how they do that. So I think it's just, it's it's important upon all of us to be willing to be flexible as supplier partners, to help our partners serve their patients how they do it.
Speaker 2:Let's pivot back to strategic partnerships, building relationships with retailers. The two things I think have stood out to me over the last 10 years of working alongside you is one your willingness and ability to really get into data. In most cases it's asking for the data that you need, the way you need to see it, getting that understanding. But then, aside from that, it's the relationships that you build with merchants, with the broader cross-functional team. Talk to us a little bit about your process when you've been in a few different categories, how you approach a category and where those connection points are in building those relationships.
Speaker 3:I'll start with what I think is the worst thing you can do, which is what I think I would see people do. I think it's the natural default, which is to lead with a solution, lead with a product, lead with. I'm here to tell you what I have. I make it about me and I make it about my company. I think the number one thing that you have to do is spend a lot of time in what I call discovery.
Speaker 3:By the time you sit down to start trying to build that partnership, you have to know as much as you can possibly know before you ever walk in the door. What are they about? What are their goals? Who are the key players? How do things work? Really, get to know that, partner. I think the first conversations are always about what is important to you all. What are you trying to accomplish? I think, at the end of the day, everyone gets cascaded a list of goals and priorities for this year, next year, et cetera. You've got your marching orders. The people that can come to the table and help you accomplish your goals with what they have to offer, those are the people that are going to be successful. I think that that's number one. I think number two. You have to then, as someone in my seat be willing to go fight on behalf of your partner for what you mutually believe is the right thing to do. So internally.
Speaker 3:Internally, I always joke like and I think any supplier that listens to this will just nod their head Dealing with your own company can typically be so much harder than dealing with your customer and partner. And that goes for anywhere. It's not that everyone isn't trying to come from a good place, but everyone understands their own limitations. So it's about how do you build a bigger vision for what you're trying to accomplish together and what's in it for all parties involved.
Speaker 2:Because you're kind of a dual advocate. You are as a salesperson, you're advocating for your brand and you're advocating for your customer.
Speaker 3:You absolutely are.
Speaker 2:So I think those two work together might take a few concessions or compromises.
Speaker 3:Yeah, and being willing to challenge the status quo, be willing to challenge the way that things have always been done, but also within that, you have to have a very strong financial business case for both sides. So how do you figure out how to make that happen? And then even, interestingly, within retail pharmacy I was just having this conversation earlier with a partner Then you have to figure out how to get it done. How are you going to actually operationalize that together, which again goes back to getting in the store.
Speaker 2:Wow, a salesperson is asking that question.
Speaker 3:Yeah, so then you got to get in the stores. How are we going to eat what we cook? How are we going to actually do that? But I think so often it's very easy to skip over the discovery part and just jump to the solution, because in your mind you have a thing that you need to move forward. But a solution without a problem is no solution at all. So what is the problem that's trying to be solved? And then how do you work together to do that?
Speaker 1:I think it takes courage to have the conversation on the front end.
Speaker 3:It does.
Speaker 1:I think it goes back to the layout center room looking at the data, looking at the models. This doesn't add up.
Speaker 3:Yeah.
Speaker 1:The courage to say this doesn't add up. We need to do something that actually solves the problem that we're both aligned on, and I think the courage to step into that conversation is so critical.
Speaker 3:Yeah, yeah, and I also think that you have to establish where everybody's coming from. Right Again, it just goes back to what are you trying to accomplish? What's important to you? Okay, right now I don't have the answer, we'll have them not on the line. Okay, we'll have them now, all right. Okay, I'm actually going to take what I've learned here and I'm going to go back. I feel like I'm giving away all my secrets, but honestly, like if you sit in there and you say I've got the answer right right here.
Speaker 1:I don't know Right, that's pretty rare. Yeah yeah, how do you know that you have the answer? You haven't heard the question.
Speaker 3:That's exactly right. That's exactly right, you don't know the problem.
Speaker 1:I know this is the solution.
Speaker 3:Yeah.
Speaker 1:I've seen it a lot.
Speaker 3:Yeah.
Speaker 1:For sure.
Speaker 3:But it makes it more fun than everybody has skin in the game and I think what comes out is like so much better in the process.
Speaker 2:So let's talk a little bit about joint business planning, because that's kind of you know, you come in discovery, find the need, financially tie both sides to this solution. And then there's year two, and then there's year three. That's right, and that's kind of where joint business planning can come in.
Speaker 3:Yeah, I mean, I think that you know, with your best joint business planning partners you're always talking a couple of years down the road. Right, it gets back to like the vision casting. It gets back to, you know, taking some time to just kind of dream together and say what do we really think is possible if we could, you know, have all the stars aligned. I think one of the most the times where joint business planning has also been the most effective is when everyone is unafraid to bring other people into the room.
Speaker 1:Yeah.
Speaker 3:I think that sometimes we all get a little bit protective of our territory and we say, well, I mean, I could say like, well, I'm the salesperson and this is the buyer, and you know, if it's just the two of you, all the time you're only getting two perspectives, right. But if you bring, you know, an operator and a marketer and you know someone from digital, and I bring a marketer and I bring somebody from product, and then we all pull together, Right, we dream, we cast a big vision together, then we've got a couple of years worth of stuff to be working on, right, and some things are going to be shorter term and some things are going to be longer term. But I think that when you have more people bought in and you have more skin in the game I was talking to somebody about this earlier you know that makes a big difference in terms of cascading things up to leadership.
Speaker 3:Right, it's one thing for one person to go for leadership, yeah, and say like we need to do this thing, versus if six people get together and they go to leadership and they say we need to do this thing, right, right and so.
Speaker 3:But I do think part of the joint business planning process after you get through that discovery and once you sort of create those goals, is you you do have to get out there and you've got to sell to a lot of other stakeholders Right, and you have to do that together. I remember one of the programs that we did a couple of years ago and we had to take it all the way up to the VP of pharmacy operations and get his buy in. So we had to get the VP of merchant merchandising to approve it first and then shit. So you're like really having to get a lot of major stakeholders involved and it was a huge success and everyone was really happy, but it was. It wasn't easy getting there. It took a lot of courage, it took a very strong business case, it took a very tight operational plan.
Speaker 2:But if your starting point is a shared goal, that's right.
Speaker 3:We were all fired up and we were we all really believed in what we were trying to do and that that will buy you some trust, I think. Because I do think leaders today you know executive level leaders are. They're looking for new ideas, they're looking for fresh ideas and I think one of my favorite things about the work that I've done over the years is that it's been so collaborative and so it's never one person and I think joint business planning kind of forces you to pull a lot of stakeholders in and it makes it better and more successful.
Speaker 2:I like your point on leaders looking for new ideas. I mean, that's probably always been somewhat true, but post COVID, I feel, like it's even more of a thing we went. I mean, we basically had two and a half shared years of trauma and recovery coming out.
Speaker 2:And now one of the, if you want to call it, benefits and certainly COVID wasn't a benefit, but one of the things that have come about from that is there's a little bit bigger box. You know, you talk about being outside of the box the idea that, well, we kind of have to do it this way. Because we've done it this way, We've now done so many things differently that we never did before, whether it's speeding up Omni or online grocery pickup, delivery of groceries now, delivery of just about anything that there's more of an appetite and a willingness to. Okay, let's swing for the fence on this one.
Speaker 3:Well, and consumer expectations have changed. Like we're used to being able to pick up our phones, press a button and have something arrive in two hours or less, that's the new standard. Like you, if I get online and you tell me it's going to be a week, I'm like I'm going somewhere else.
Speaker 1:Yeah, right, if I mean rewind 10 years ago and their current realities and saying yeah.
Speaker 3:Yeah, and so I think you've just got to keep up with, no matter what category you're in, the consumer standard I think has never been higher, and I think their expectations of value have never been higher because now they have access to so much more. I mean, it goes back to healthcare, right, like I now, depending upon my healthcare provider, can literally just pick up my phone and talk to a doctor, right.
Speaker 2:Right, and that's a COVID innovation.
Speaker 3:That's a COVID innovation. It's certainly something that COVID dramatically accelerated. So you're seeing retailers get into telehealth in a way that they never had before. Insurance companies with telehealth. So yeah, we're. We're very particular now consumers, we're very we're very high maintenance.
Speaker 2:Yeah, that's more information.
Speaker 1:All right?
Speaker 2:Well, let's, let's move to our lightning round here. Okay, so what in your business are you most looking forward to in 2024?
Speaker 3:Hmm, well, some things I can't really share.
Speaker 2:Okay, that you can, I'm kidding.
Speaker 3:I think that. So part of my job is I I lead a team of people that work with different retailers and I think that one of the most rewarding things to me is to is to see how those team members grow and develop and the way that their skill sets are expanding and the way that they're learning to think differently, and I think that that is so rewarding and as like we as a team talk about the things that we've all talked about, it's like things start to click for people and they and they realize that, like what we do, at the end of the day, it's not hard. It just requires a willingness to dig in and be part of a team and do the work.
Speaker 1:Yeah.
Speaker 3:But you don't have to be some like savvy. You know savvy slick.
Speaker 2:Well, it's funny that the things that go on the salesperson or whatever, the things that go on the resume are the achievements, but the thing, at least in my experience the things you enjoy the most are the people you work with especially as a leader to see them develop and reach their potential, like that's the part that that is motivating. I love it, that's right, it's very rewarding.
Speaker 3:And then I think also, just you know, our industry in particular is just ripe with some exciting innovation. And so I think that I'm really optimistic about the things that you know we're working on as a company. I'm very excited about the things that other companies and our space are working on.
Speaker 3:I think if you are a parent of a small child that was diagnosed with type one in the last decade and you had access to CGM, it was a game changer relative to friends of mine that had type one children before CGM, right, and so I think that I'm just pretty fired up about some of the things that are on their way for our industry to help people, you know, stay healthy.
Speaker 2:Yeah, yeah, that's great. What's on your reading list?
Speaker 3:Okay, I'm actually reading the Elon Musk biography by.
Speaker 1:Walter Isaacson.
Speaker 3:right now it is a beast, it's a beast, and I don't know that Elon's management tactics are necessarily my management tactics, but you have to obviously have to give him an immense amount of credit for, like we talked about, being innovative, pushing the status quo, not being afraid to you know rock the boat.
Speaker 1:Yeah, yeah, boats are rocked. He rocks the boat.
Speaker 3:Love him or hate him, but it is a beast of a read. I'm going to have to like audio book it at some point, so I can get through it.
Speaker 1:Yeah, biggest win in retail, oh gosh.
Speaker 3:You know, what I was so proud of is in my writing instrument days. This is an example. The buyer at the time wanted a Sharpie Black Friday item but he wanted it to look like a pizza box and he wanted all the Sharpies to sort of fan around. And then you talk about the thing where you just literally had to fight tooth and nail for that thing, like I never fought for anything in my career. I mean it was complete departure from brand architecture. I mean you name it and it was a limit and we got it done and we sold through 80% of them by noon.
Speaker 2:Awesome, and.
Speaker 1:I just felt, because I thought, if this doesn't sell, I'm going to have to like shop my resume out there.
Speaker 3:And it did but it, and every year they still, they do it every year and every year I just beam with pride.
Speaker 1:Yep.
Speaker 3:And when I see the latest iteration.
Speaker 1:They're still doing it.
Speaker 3:Oh yeah, it's like they're still doing it and it does so well and it makes a lot of people happy, and I was. I mean, there was a lot of things I was really I'm really proud of, but that one in particular just pops into mind.
Speaker 2:That's a really cool story. And what do you do to de-stress, to relax?
Speaker 3:Well, I do love to read, so that is definitely a de-stressor. When I can, I love to cook when I can, but you know, mostly I'm in a season of life right now I have a 10 year old son, I have an eight year old daughter. Not a lot of relaxing.
Speaker 2:You know there's not a lot of relaxing.
Speaker 3:Let's go I spend a lot of time at the cheer gym and the football field, but I think that you know, I wouldn't say that that's necessarily necessarily relaxing, but it's very rewarding. Rewarding, yeah, and you know I mean, you all have children. You know, and you know this season of life is short, and so I'm actually very thankful that I can do work that I love but, also be the kind of parent that I want to be, and I'm very thankful to be in a line of work that lets me, I think, do both.
Speaker 2:That's fantastic.
Speaker 3:To the way that I want to.
Speaker 2:So yeah, awesome. Well, thank you so much for joining us. Thanks for having me. This has been fun. You came all the way from Little Rock. I appreciate it.
Speaker 3:Well, anytime, I'm just honored to be here and love you guys are doing this.
Speaker 2:Yeah, thank you, thank you and, as always, thank you all for joining us here on the retail journey. You can find all of our episodes on highimpactanalyticscom or wherever you download your podcasts. Thanks a lot.
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