The Transformation of Kenvue: Adapting Supply Chains for Modern Challenges

In this episode, join Rodney Leonard, Vice President, US Deliver Operations, Kenvue, Darlene Krysiak, Director, NA Transportation and Trade Compliance, Kenvue and James Hoskins, Vice President, Operations, Life Science Healthcare, DHL Supply Chain, as they explore Kenvue's evolution, the effects on the supply chain and the ways in which Kenvue connects with households every day. 

Transcript

00:00:26:05 - 00:00:52:18
Will
Today's episode is The Transformation of Kenvue: Adapting Supply Chains for Modern Challenges. Our guests are Rodney Leonard, Vice President, US Deliver Operations, Kenvue. Darlene Krysiak, Director, North American Transportation Operations, Kenvue and James Hoskins, Vice President, Operations, Life Sciences and Health Care for DHL Supply Chain. Let's dive in. Okay, welcome. It's great to have all three of you with us.

00:00:52:19 - 00:01:09:02
Thanks a lot for taking the time to come on to the podcast today. I will start off as we always do. I'll ask you each to introduce yourselves. So if you could tell us your name, your title and who you work for and how long you've been there. Let's start with you, Rodney.

00:01:09:04 - 00:01:19:05
Okay. Hello, everyone. Rodney Leonard, I am the Vice President of US Deliver Operations at a company called Kenvue. And I've been there for seven years.

00:01:19:07 - 00:01:21:19
Okay. Darlene.

00:01:21:21 - 00:01:34:19
Hi, Darlene Krysiak. I am also with Kenvue reporting into Rodney's team. I am the Director of North America Transportation and Trade Compliance, and I have been with Kenvue just about three years now.

00:01:34:21 - 00:01:38:03
Okay, terrific. And lastly, James.

00:01:38:05 - 00:01:49:11
Yeah, hello. James Hoskins, DHL VP of Operations in NORAM Life Sciences Healthcare Division. Been with the company about 28 years, 13 of which has been with the Kenvue sponsorship.

00:01:49:12 - 00:02:11:09
Okay, terrific. Well, we were talking before we, started recording. This has been a long time and coming. I think we started planning this well over a year ago, so we should have plenty to talk about today. I want to start with, with you, Rodney. Just some sort of backdrop on Kenvue. It may not be as familiar of a company name in the in the public sphere.

00:02:11:14 - 00:02:22:15
Talk about what the company is, kind of how it came to be. And then we're going to dive into kind of that story, once you lay the groundwork for us.

00:02:22:17 - 00:02:46:14
So for those who don't know, Kenvue is a recent spin off of Johnson and Johnson. We were part of their consumer health division in the Johnson and Johnson segmentation of business. We spun off, about a year ago, officially. And we basically are the world's largest pure play consumer health company. So we have some very iconic brands that's been around for 135 years.

00:02:46:15 - 00:03:09:14
Things like BAND-AID, Aveeno, Lubriderm, Tylenol, Zyrtec, a lot of homegrown brands that we've really built up over the years. We touch about 1.2 billion consumers globally every day. So very proud of the brands that we offer to our consumers. We have three big segments, I would say in terms of how we manage the business. We've got one, which is about self-care, right?

00:03:09:14 - 00:03:30:13
All of the self-care products, whether it's Tylenol, whether it's Zyrtec, over-the-counter self-care, and then we have a huge skin health portfolio as well. So all of the, products I talked about earlier, the Neutrogena, Aveeno, Lubriderm, a lot of the skin health products that we carry. And then finally, we have a what we would call the essential health division.

00:03:30:13 - 00:03:43:03
So a lot of the BAND-AID, for example, is an essential health as well as Listerine, feminine, oral care, those types of things. So we really focus on the everyday care aspect of our consumers.

00:03:43:05 - 00:03:51:06
Okay. Good. So you said your global you touch a lot of consumers every day. Approximately what's what's the revenue size of the business?

00:03:51:08 - 00:03:55:15
So in 2024, our total revenue was $15.5 billion.

00:03:55:16 - 00:04:13:08
Okay. I want to ask you about the process of spinning out of a big, a big corporate entity like J&J. Maybe just the timeline on that. What the thinking process was by J&J and your management team. What were what was that like?

00:04:13:10 - 00:04:36:06
So, so the thinking was we could better invest in our brands if we were a separate company from a pharmaceutical giant like J&J. So as you might imagine, it took about 18 months to, to separate, to go through all of the legal entity name changes, all of the, you know, service agreements to make sure we, we properly, transition away from the company.

00:04:36:08 - 00:04:57:01
And I would tell you, the biggest thing is, is the evolution in thinking from a traditional life science company to more of a consumer health company. We are we are really trying to get our folks to think more about, the consumer from a marketing perspective, from a social media perspective, from a, from a technology and AI perspective.

00:04:57:02 - 00:05:17:00
So it's really been challenging from the standpoint of getting people to think differently. But it's also been exciting, right? We do a lot of benchmarking. There's a lot of things we can do to really understand what does a consumer health minded company look like? So we really focus on things like social media. You know, that was not a big thing in J&J at the time.

00:05:17:00 - 00:05:29:06
So now we've got to start thinking about marketing a lot more, than we had before. So that's been our biggest focus is how do we stand up those disciplines as we move forward as Kenvue versus Johnson & Johnson?

00:05:29:08 - 00:05:46:18
Okay. So James, thinking about the DHL relationship you mentioned it's been long term with J&J. How did how did you all find out about the Kenvue idea and what kinds of things did your team need to do to help make that happen?

00:05:46:20 - 00:06:05:02
Well, we do have been have a 30 plus relationship with J&J and then now Kenvue. So it it's always been a little bit separate and we've kind of seen with other clients too. They're breaking away the consumer health too. Right. And I have a consumer health and consumer background. So for me this kind of was a natural thing.

00:06:05:02 - 00:06:21:19
And we just work together. We're working with a smaller team now, but we seem to get a whole lot more done than we were before with Rodney's team and Chris and Darlene. They've been great. Right? So we've been kind of hand in hand working together, and it's been from a vendor what we used to be to more of a strategic partnership.

00:06:21:19 - 00:06:31:23
This journey has been phenomenal. Right. So it's always together. It's always looking forward and what we can do. So I think we get a lot more done with smaller team. And we've been able to show that with the network that we set up.

00:06:32:01 - 00:06:51:07
Yeah, that that learning mindset of we're both at the table together. I think there's been some great examples of, picking each other's brains and really challenging each other. The way to think about things I know, James, I remember James conversation we had about just what does it mean to be a consumer health company versus life sciences, right, in terms of the day to day ways of working.

00:06:51:07 - 00:07:00:18
So it's really been good from the standpoint of we're learning as we go and we can help and DHL can help us, understand how we need to be thinking about things.

00:07:00:20 - 00:07:16:19
Yes. And I think that they've also helped us pivot quickly when we needed to change things. We did some, systems changes on our inbound side, and they. They helped us to get that done very quickly. In comparison to what it would have been taken in the past.

00:07:16:21 - 00:07:26:14
So when you say systems changes on the inbound side, just for folks who aren't aren't in the supply chain space, what is what does that mean, practically speaking?

00:07:26:16 - 00:07:45:23
So in that situation, it was our transportation management system on the inbound side. So working with our vendors, working with our warehouses, our manufacturing site to switch systems over quickly, seamlessly, with no disruption to business, which is what they really helped us do to not see any blip in a business, way at all.

00:07:46:01 - 00:08:12:02
James, you mentioned you've seen this happen with a couple other, clients who you've worked with. Wonder your thoughts on just why? Why do you think this trend is out there in the industry? And what do you think some of the things that Rodney talked about in terms of being a life sciences company versus being a consumer health company, what are what are the kind of nuances between those?

00:08:12:04 - 00:08:36:21
Well, within the the life sciences network, right. A lot of this, the quality and the oversight is through the manufacturing company. Right. And so that is really heavy, very thick. And when you turn into kind of a consumer health company, you can now focus on supply chain, right, or speed to market and really just are cost reduction, which I believe are those are the two big things that we've been focusing all year, which is just increase speed and reduce cost.

00:08:36:21 - 00:08:53:03
Right. So there's a lot of things that we just did together. We had overlap. They did it on top of us. Right. And so now that we build up kind of our daily operational execution and build up that trust, now we have we've divided and conquered, right. It's like you guys take this piece. We're not both going to do it.

00:08:53:03 - 00:09:14:04
Right. So as we've kind of developed this relationship and this trust, we've kind of divided and conquer and that's really helped. We don't have as much oversight. And but it's still every all everything's covered and we still have contingency everywhere we need to be. So it's really just taking advantage of all the services that DHL has. And releasing Kenvue's time to go on to like planning and bigger better things.

00:09:14:06 - 00:09:17:09
Good, good. Rodney, do you have anything to add there?

00:09:17:11 - 00:09:36:08
Absolutely. I think James said it perfectly. The biggest thing for us is just the speed to market, the supply chain efficiency. You know, there's a lot of redundancies in the in life sciences or pharmaceutical, as you might imagine. Right. Pharmaceutical drugs etc. But in the consumer health it's much more about service to the customer.

00:09:36:10 - 00:09:59:06
Speed to market. Efficiency. So all those things DHL brought to the conversation to really help us think about things differently. So that's the biggest muscle that we've got to build as Kenvue that quite frankly never had to think about. Right. Do you think about a lot of patents, a lot of things with pharmaceuticals. You know, you've got a seven year, you know, period of time where you can you can control, the supply chain.

00:09:59:06 - 00:10:06:00
But in the consumer health business, the competitive advantages is speed to market and supply chain efficiency.

00:10:06:02 - 00:10:26:12
And overall flexibility to our flexibility is key. Right. So we've had to help you guys and help us adapt to the ever changing business model. Right. Whether you have more space or less space or we're going to do eComm or not eComm and some of the other services we offer. So, we've been able to, to adapt to that as well and keep costs down by you know, doing multi client and some other things.

00:10:26:14 - 00:10:41:12
And one of the great things about DHL is just the total realm of offerings that they do have. So they've been able to come to us with things we can use, we can't use, but always coming to us with new ideas and trying to find ways to help us streamline.

00:10:41:14 - 00:10:54:21
So are you selling principally through, retail stores, or do you have other channels that are that either exist or have grown or shrunk? Since you've moved from into the new into the new company.

00:10:54:23 - 00:11:17:04
We focus primarily on the brick and mortar customers. So when you guys walk into a Walmart or Target or Walgreens, we want to make sure our products is there where our consumers. But I will tell you that our eComm space is continuing to grow as well. As James said earlier, how do we pivot? How do we adjust to what we're seeing in the market, as you guys know, and as you guys probably do when you when you're shopping, right?

00:11:17:04 - 00:11:39:10
I remember being in a store, but I'm also online, right. Looking like comparing prices. So we are beginning to have to stand up that whole, connected commerce, e-commerce space, whether it's direct to consumer or whether it's through Amazon. So we have a dual approach to how we reach our consumers both the brick and mortar, but also the eComm space as well, which is really growing for us.

00:11:39:12 - 00:11:44:15
Yeah. And are you seeing that more broadly, James? Across the consumer health sector.

00:11:44:17 - 00:12:06:11
Yeah, yeah we are. And Rodney had come up with a kind of a one roof type thing. Right. Utilize the space. We have to try to get as many services under one roof. Right. So whether that, you know, transportation or it's whether it's, you know, value added services or packaging, we do, you know, quite a bit of different things under that one roof to, to really again, for speed.

00:12:06:13 - 00:12:23:19
Right. So there now there's, you know, less time to create something or send something out or to redo something or repack. So a lot of this we're seeing is the one roof and Kenvue has set up their network just fabulously with some extra space to do some things and some growth. But, I know, Rodney, we talk about the one roof and the minimal vendors, right?

00:12:23:19 - 00:12:25:15
Reducing vendors overall.

00:12:25:17 - 00:12:47:22
And that's that supply chain efficiency we were talking about. Right. The goal is for all the product to come into one DHL warehouse from our manufacturing site, all post, manufacturing, improvements or late stage customization, whatever you want to call it. All those things happen within our DHL DCS and it goes straight to the customer and or the consumer.

00:12:48:03 - 00:12:58:02
So whether we're shipping to a Walmart or we're shipping to an actual consumer we can all do it from that DHL warehouse. That is the key to supply chain efficiency.

00:12:58:04 - 00:13:04:14
Yeah. And to answer your question, Will that that's the trend we're seeing. Except Kenvue seems to be a very ahead of the curve on this one.

00:13:04:14 - 00:13:09:20
Terrific. Rodney, the term late stage customization. What does that mean.

00:13:09:22 - 00:13:32:10
So that basically means we bring product into our DCS in a case, let's say 14 bottles of Listerine. Is in a case. We may have customers who say, well, you know what, I want it in a two pack. I want it in a three pack. So after the DC receives it, in that case, we have the ability to customize that, that packaging and then offering to our customers as they need it.

00:13:32:10 - 00:13:44:23
So whether it's putting in a bundle pack, whether it's putting a handle on it, whether it's putting it for, shipping on container, capabilities, it's basically being able to customize that case to whatever the customer needs.

00:13:45:01 - 00:13:52:12
Yeah. And DHL terms, it's secondary packaging or value added services. Those are some of the terms that we use as well.

00:13:52:14 - 00:14:04:18
So I may be showing my age, but when I think social media, I don't think Listerine and Tylenol. How how is that featuring social media featuring more into your business and why?

00:14:04:20 - 00:14:23:19
So for us is really about where our consumers are influenced. You know, I think to your point where when you and I were growing up, you know, we saw commercials, that was it, right? You saw commercials. Now you've got Jenny on the block, who's online, and she's talking about, this this Neutrogena cream is to die for.

00:14:23:19 - 00:14:43:13
And we see a huge spike in, in that. So one of the things we've had to learn is social media marketing is here to stay, it's powerful. It's a new way to reach people real time, different demographics, different genres, however you want to look at it. So for us, it's about how do we how do we lean into that?

00:14:43:13 - 00:15:10:19
At J&J we did none of that right. We were very, regulated, you know, health science company, life science company. But now we've got to think about how do we reach the consumers and who do they listen to, right? Not only do they listen to, health care professionals, but they also listen to influencers. So one of the things we've had to really pivot and say, we want to be able to get our products to our consumers, wherever they are, wherever they shop.

00:15:10:19 - 00:15:20:09
So that's how we are leaning into the social media, and I want to even call it a craze because it's here to stay. I mean, this is how people consume their information.

00:15:20:11 - 00:15:24:03
Right? So can you buy some of your products right off some of those platforms?

00:15:24:05 - 00:15:43:01
You can. We're standing up those, those capabilities as well. That's part of that value added services that James was talking about. If we see a spike, for example, our sunscreen business, we had an example where there was a big, concert Coachella. Right. And in the southwest, we saw there was going to be a huge spike in sunscreen needs.

00:15:43:01 - 00:15:59:12
So we were able to see that predictively and get product to that, that region of the country, but is staying tuned to what's happening, in the social media space, which has given us that ability to to really react quickly and even, quite frankly, in a lot of cases, kind of be more predictive.

00:15:59:14 - 00:16:15:20
And I think even on the commercial side, on television, you're starting to see a lot more Neutrogena, you know, different commercials that you haven't seen before with, with different celebrities and influencers. So it's definitely a big turn from the marketing of Johnson and Johnson.

00:16:15:21 - 00:16:29:14
Inside the walls of Kenvue how do you have connectivity between, you know, the, the marketing folks and then supply chain? I mean, is that I would imagine it's different than how it was at J&J. And I just wonder how.

00:16:29:16 - 00:16:55:08
Yeah, there's a lot of back and forth and discussions on what's happening, planning ahead of time. We're also using AI and things like that to kind of help us figure out where we need to have things. Like Rodney said, with Coachella, things like that that are coming up and knowing where to put, items for store shelves or actually taking things to those events, which we do, quite often to make them available.

00:16:55:08 - 00:17:07:17
But it's a lot of collaboration happening. It's a lot of planning that goes into it to know what's coming. And it's also watching those trends that we're seeing coming in on those purchases and from those influencers.

00:17:07:19 - 00:17:24:21
And I think the best, the best example is we use the term end to end. I know James and Darlene when we say end to end, we think about supply chain, right. Plan, make, source, deliver. But when we talk about end to end at Kenvue we're talking about R&D, we're talking about marketing, we're talking about our sales team.

00:17:24:21 - 00:17:41:08
We're talking about our finance team. So we're taking a much more true end to end consumer experience approach to what's working, what's not working, where do we need to to double down on so forth to let that term end to end is really been a huge unlock for us.

00:17:41:10 - 00:18:01:19
And Rodney's team has done a heck of a job of involving us in the upstream. Right. So we're not just waiting at the door to for product to arrive, and then we take care of it from there. But we've been involved in a lot of different workshops and things like that upstream. We've done a lot of events where we've got everybody all in, you know, so we meet the upstream people and we work with them and we kind of get them operational empathy.

00:18:01:19 - 00:18:12:20
Right. What is your concern and how we can help you and back and forth. So Kenvue being a little bit smaller now is enabled us to really work all the way through the the end to end.

00:18:12:22 - 00:18:33:06
When you think about, benchmarks that, you look at as a, as a supplier and talk to your various clients, about what are the kind of the key ones that you're focused on for Kenvue and maybe elsewhere. And then I'd ask the same question of Darlene and Rodney, maybe the same list, I hope it is, but it may.

00:18:33:07 - 00:18:35:16
May be a little bit different.

00:18:35:18 - 00:18:53:01
I would say the one biggest thing that I think our team does just an excellent job with doing together is the accelerated innovation outlook. Rodney came to us and said, we got to do things faster. We got to sign up for stuff and we've got to try. Right? So we have the biggest innovation kind of pipeline out of any any one of the customers.

00:18:53:05 - 00:19:10:20
You know, we've got Dexory, which helps, you know, on-time in full because it counts. You know, it's automatic cycle count or we've got Locus for the eComm. We've got Fox Robotics autonomous vehicles putting things away. We've got Boston Dynamics unloading, you know, containers for us. We've got Cargo which looks at quality on the way out.

00:19:10:22 - 00:19:31:18
We've used in warehouse director. We have, you know, driver check in. That helps. You know, everybody on the transportation side of it. The list just goes on and on, and we've been very open. And we go to these, you know, events together, and we look at stuff together and we're not afraid to get in on the ground floor and try something and help develop that product for these companies, knowing that we're going to need it down the line.

00:19:31:18 - 00:19:48:13
And so, Rodney's team and Darlene have been extremely open to trying all these new things. And, you know, we probably look through it 100 and maybe do 10 or 15, but we have the biggest innovation kind of collective network that we're trying currently with this customer. Over all other customers.

00:19:48:15 - 00:20:05:15
You know, and sometimes they work and sometimes they don't. And that's okay, because that's how we're learning together on what is going to make us both successful. So that's why we're always coming to coming to the team asking, you know, what can we get in on? What are you looking at? What can we beta test for you? Things like that.

00:20:05:15 - 00:20:08:00
So definitely a collaboration.

00:20:08:02 - 00:20:32:22
So Rodney, what I wanted I wanted to ask you about, you know, you've had a long career in supply chain thinking about the, subject of innovation and supply chain. I wonder, what you're seeing now sort of over the last fiveish years, compared to, days before then and how that affects your thinking about how you run your business and how you work with suppliers.

00:20:33:00 - 00:20:52:16
So Darlene knows one of one of our big focus areas is around this whole AI bot area we really have to leverage technology more than we have been in the past. We tell our team all the time that, you know, 10% of the jobs may go away, but 100% of the jobs will be impact with change.

00:20:52:18 - 00:21:20:11
So really thinking about how do we use technology to drive a lot of the routine, what I call commodity tasks. How do we make sure our folks have a new skill set? I want my people to be more of problem solvers, relationship builders versus analytics people. So, I think that's the biggest thing that we've got to embrace is when we think about supply chain, not just the, you know, the moving of trucks and cases, but the technology that that's doing it for us.

00:21:20:13 - 00:21:22:19
How is your team responding to that challenge?

00:21:22:21 - 00:21:45:04
So we're having fun with it. We're doing, you know, awards. We're doing best automation. We've got some great examples where we use AI bots to manage our deductions process, we've got AI bots that's managing a lot of our transactional processes. So the team is really embracing it. We've got a very diverse team. A lot of, you know, new college graduates who live this stuff every day.

00:21:45:04 - 00:21:57:03
And then we've got folks like me who's still trying to figure out how to put chat GPT on my phone. So it's all it's all over the place right now. But we see it as a must versus a option.

00:21:57:05 - 00:21:59:10
Darlene, is that your experience as well?

00:21:59:12 - 00:22:23:22
Yeah, absolutely. On the transportation side, we, have definitely embraced AI and are finding every way we possibly can to incorporate it, into the day to day based business tasks so we can free people up to strategize more, to build those relationship. There's so many that have gotten away from just the one on one phone calls and everything's been through emails because they're so busy.

00:22:24:00 - 00:22:30:10
So now it kind of frees up to build those relationships with our vendors as well. So it's definitely been a lot of fun.

00:22:30:15 - 00:22:38:22
Yeah, it sounds like it. So, James, obviously a long term partnership with Kenvue what's coming up next in the relationship.

00:22:39:00 - 00:22:57:18
Well, I think we've got a good framework and a good map. Right? So in 2024, I think together we saved over 11 million in CI. We're on track to save another 6 million in 2025. Right. And we want to repeat that again next year. So I think again making sure we continue to, you know, reduce costs and deliver right.

00:22:57:18 - 00:23:13:22
And increase that speed. I know we've got a lot of, things coming down the pipe that we want to try to help, you know, Kenvue with added growth. We still want to get a lot of things underneath one roof as well. So there is quite a bit coming down. And then we also just want to keep utilizing that innovation team.

00:23:13:23 - 00:23:34:12
I mean, we have Karen DeLuca, who's done a great job with us and working with her team and kind of filtering down to, hey, what can we put into this warehouse that's going to, you know, in the future, help create a little bit more operational capacity, right? So I know we've got quite a bit to do, but, you know, the short term model is definitely, you know, reduce costs and increase that flexibility.

00:23:34:14 - 00:23:49:08
Right. So in the future we don't know what they hold. We don't know what product launches, what acquisitions. But we're ready for it. And we've also got Inmar right. So we want to start looking at all that data and find ways to reduce damage, you know, and look at trends. So there's quite a bit that we that we're kind of got in there probably too much.

00:23:49:08 - 00:23:52:12
Right. We probably talked for another hour just on the stuff that we want to do.

00:23:52:14 - 00:23:56:00
Yeah. So Inmar you're referring to the returns solution.

00:23:56:02 - 00:24:09:19
Yeah. And and they have tons of data that says this is how things get damaged. This is where it's getting damage. We want to start utilizing that. We also want to put that under one roof as well. Right. So definitely, definitely an area that we need to explore further.

00:24:09:21 - 00:24:13:00
Rodney. Darlene, what's exciting for you about the future?

00:24:13:02 - 00:24:33:22
So for me, it's about how do we continue to become top tier in our industry? I say all the time to my team, you know, service cost and cash, right? That's that's what's important in this new world. So how do we do that while we innovate, while we partner, while we look for those new opportunities.

00:24:33:22 - 00:24:52:10
So for me, it's about we've gone off to a great start. We are viewed as a very reliable function within our organization. We had our president say that he worried about words about a lot of things, but he didn't worry about our deliver, operation because we've really stood up a very reliable service to the company that delivers on the business.

00:24:52:10 - 00:25:08:15
So service cost and cash is really, how are we going to move forward and how are we going to be successful? So I'm excited about how we we look at all of those areas. James mentioned a couple of those already right. How do we balance, the cost aspect while making sure service is at a premium?

00:25:08:15 - 00:25:12:22
So that's the trick, right? That's the Rubik's Cube that we're trying to figure out.

00:25:13:00 - 00:25:28:02
I was just going to say definitely continuing down the road with DHL and having them bring new opportunities to us. You know, they've just brought a couple over the past few weeks that we're looking at. So, excited about what we might see going forward with the team.

00:25:28:04 - 00:25:44:23
Oh that's terrific. I appreciate you guys, going into such depth about, all the exciting things that are happening in the in the relationship. We would love to have you back in a year. And if past is any, pattern, it'll take us more than that, too. Should we start now?

00:25:44:23 - 00:25:45:04
Darlene
Yeah.

00:25:45:09 - 00:26:05:08
Will
Start the planning now. But no, really appreciate it. I know, James and team have, a ton of, respect for you as a business and you as a as a customer of DHL. It rings true in this podcast, for sure. So thank you again for your time. Look forward to seeing you both, again soon.

00:26:05:10 - 00:26:09:10
Will
And, and best of luck, through the rest of the year.

00:26:09:12 - 00:26:10:03
Rodney
Thank you so much 

00:26:10:03 - 00:26:13:22
Darlene
Thank you. Thank you so much.

00:26:14:00 - 00:26:30:07
Will
If you enjoyed today's episode, be sure to rate us and subscribe to us on Apple Podcasts, Spotify, or wherever you get your podcasts. You can also listen to our entire library of episodes on our website. Dhl.com/ABNBpodcast. See you next time!