Stitching Speed & Scale: How FIGS Built an Agile Supply Chain with DHL

In this episode, join Jonathan Tam, Chief Operating Officer, FIGS, and Paige VanFossen, Vice President of Operations, eCommerce, DHL Supply Chain as we explore the rapid rise of FIGS, how they’re reshaping the healthcare apparel industry, the innovative strategies behind their agile supply chain and the unique peaks that define their year. 

Transcript

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Welcome to All Business. No Boundaries., 
a collection of supply chain stories by  

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DHL Supply Chain, the North American leader in 
contract logistics. I'm your host, Will Heywood.  


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This is a place for in-depth discussions 
on the difference DHL makes on your supply  


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chain challenges. Today's episode is 'Stitching 
Speed and Scale: How FIGS Built an Agile Supply  


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Chain with DHL.' Let's dive in. In today's 
episode, we're going to talk about a new and  


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fast-growing partnership. We're joined by FIGS, 
which is a brand that's really redefined what  


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modern medical equipment can be. FIGS has built 
a passionate community by combining performance,  


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design and purpose. And as they continue to 
scale, their supply chain is evolving right  


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alongside. We have two great guests. Jon, welcome from FIGS. We're going to start with you. Paige,  


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we'll come on to you in a second, but I'd like you 
to both introduce yourselves. Tell us who you are,  


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what your role is at your respective companies 
and how long you've been there. Thanks, Will. I'm  


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Jonathan Tam. I'm the COO of FIGS and I've been 
here for 17 months. Okay, great. Paige. Hi, I'm  


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Paige VanFossen. I'm vice president of operations 
here at DHL and I've been here for five years and  


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I support FIGS. Excellent. I'm really glad to have 
both of you with us today on the podcast. You both  


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have relatively short tenures in your current 
organizations, but I know you both have been in  


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the industry for a long time. So maybe could you 
tell us about your longer career histories. Jon,  


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starting with you. So, prior to FIGS, I led 
operations at Revolve, another publicly traded  


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e-commerce player. I was there for 12 years 
doing everything from distribution, fulfillment,  


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shipping and dabbling in CX and things on the site and inventory. Okay, great. And how about you,  


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Paige? Where were you before DHL? Prior to being at DHL, I actually was on the other side of the  


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table with a retailer, L. Brands, which most people would probably know as Victoria Secret  


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and Bath & Body Works. I was there for 30 years 
and most of my time was spent I can't even say  


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in e-commerce because when I started there was 
no e-commerce. It was a catalog business. But,  


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I've always been in direct to consumer. 
Excellent. And as the viewers can see  


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we're all in separate places today. Paige, where 
are you calling in from? I'm in Mount Vernon,  


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Ohio. Okay. And Jon? Pasadena, California. Okay. 
So, we are all over the place. I am in Columbus,  


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Ohio, close to Mount Vernon. Jon, FIGS is one 
of those if you know, you know, brands. There's  


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a lot of passion for the people who do know. But 
for those who might not be aware of what FIGS is,  


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can you tell us what the brand does, who 
you serve and what kinds of goods you make?  


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Sure. I'll start with the second part. We are 
there to support healthcare professionals.  


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I think we got a lot of the spotlight in the middle of COVID where a lot more people were  


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being treated and our brand was in more presence. Our goal is always to support healthcare  


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professionals. We were starting the brand well before Covid and we're best known for our scrub  


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ware. We would say it's better fitting, better quality than a lot of the scrub ware that medical  


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institutions now provide healthcare professionals 
because they supplement it. And by going with us,  


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we've implemented some elements of fashion as 
well as performance and better fit throughout  


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scrub ware. Okay, great. That is helpful and we'll 
come back to some of those points and as we talk  


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further here. So the company was not founded during Covid but relatively recently. What is  


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the background history of the founding and kind of how the company has developed? So it was founded  


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by two women Trina and Heather and in the middle of business school they found that there was a  


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huge opportunity to improve the healthcare apparel industry and it was a huge industry better than  


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bigger than anybody expected. And they started 
producing products and technically selling it  


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out of their trunks at hospitals and very quickly 
they got a lot of traction and they said hey this  


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is something that you know a lot of healthcare 
professionals need to improve their workplace  


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and it was at a time when digitally native brands 
could take off because you could plug in to a lot  


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of platforms. You didn't have to build everything 
yourself. And that's when they really started to  


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grow. And my involvement as I met Trina in about 
2016, I already started to see, wow, this is  


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really getting a lot of traction. There's a lot 
of healthcare professionals and they were kind of  


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that first player to market that had substantial 
volume and marketing behind them. And now if you  


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go into a lot of medical institutions, you'll see 
that the majority of the healthcare professionals  


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are wearing our product. So, we've now gained that momentum. That's terrific. That's really good. So,  


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Paige, how did DHL and FIGS come together? 
Well, I want to say it was back in 2022. FIGS,  


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as Jon mentioned, has had pretty explosive growth through, you know, its short lifetime. And they  


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were in a multiclient facility that they were 
quickly outgrowing and they were looking for  


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a partner that could support them on their 
journey of this explosive growth and you know  


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they had put the feelers out to find a partner 
that could do that and that's how we met and  


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you know ended up doing business together. 
Okay, great. And where do you guys do business  


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physically? Where are you located? We have 
the FIGS site in Phoenix, Arizona. Okay. So, Jon,  


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I know you weren't involved with the DHL FIGS 
relationship at the get-go, but I know you've  


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selected logistics partners in your career over 
time. How do you think about partnerships? How do  


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you select partners? How do you evaluate 
them once the relationship gets started?  


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To me, it really comes down to fit and not only a 
fit financially and in the short-term future but  


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also aligning the partnership to be successful in 
the future. And I think one thing with DHL and why  


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I feel like there is a really strong fit is that 
the ways that FIGS is planning to and intending to  


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grow align well with how the DHL business also 
supports companies in growth. And one example  


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I would use is embroidery. When we, you know, 
we've had a lot of customers that want their  


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names and titles and logos on their scrub ware 
and it's something that's not very common in the,  


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you know, digitally native space. And when we 
work with DHL, it's something that's, oh yeah,  


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we've been able to support other brands or other 
companies doing this. We have some experience.  


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Obviously, there's nuances to how we do it. And 
DHL is very receptive and open to understanding  


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what those are and saying, hey, we want to work 
with you. We want to figure this out because we  


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think it'll be better for our infrastructure 
and our system and our capabilities. Let's  


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figure out how this can benefit FIGS and we've 
been able to do that. Excellent. So, Paige,  


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you were there at the front end, correct? 
I was. Okay. So, thinking about and I know  


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you've worked with other customers and thinking 
about this notion of fit that Jon introduced,  


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how do you from a 3PL or provider standpoint think about tailoring your fit to match up with 


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the customer's requirements. So, there's a few 
pieces of fit that I think are really important.  


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I think the first one is cultural fit. I think 
you know one of the things we really look for  


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when we are you know wanting to do business with a customer is that we are aligned on our values  


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and on our cultures. Whether it's you know how 
we think about managing people or how we think  


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about the environment or any of those aspects. 
You know are we you know are we aligned there?  


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Because we're going to be working together very 
closely for you know our entire relationship and  


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we want to make sure that we're speaking the same language regarding those things. But also just  

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when we think about the challenges of a business 
like FIGS, one of our sweet spots here at DHL is  


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really providing custom solutions for, you know, 
customers that are, you know, large and have high  


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velocity, you know, demand. And, you know, those 
things are not things that can be replicated,  


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you know, across every customer. That these are 
going to be unique. And we have the skill sets and  


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the teams that are able to, you know, ingest all 
of the data and all of the things that, you know,  


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Jon's team provided us as background and then take that and turn those into a custom solution that  


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will work specifically for FIGS and help them in 
their growth. Great. So, before we dive into the  


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solution, we've talked about fast, high growing, 
high velocity. Just maybe if we could mention Jon  


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the scale of the business you started from selling 
out of trunks in 2016 to where is it today and you  


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can use whichever metric you think is going to 
help us the most whether it's revenue or units  


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sold how you know tell us about the FIGS business profile overall. So, 2026 we're projected for $750  


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million. So big growth compounded over what we 
were doing out of trunks. And that equates to  


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something like 16 to 17 million units shipped. So 
again, there's a lot of fulfillment needs to be  


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able to process that type of capacity out of any 
distribution center. And then I think the other  


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one that is really critical to our business is the 
profile of the orders. We do have very very spiky  


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periods where something like nurse's week were 
we're very strong or Black Friday, Cyber Monday.  


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So, supporting it not only throughout the year 
but understanding when there are periods that are  


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very very sharp, how do we you know how do we work together with DHL and make sure that our customers  


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are getting their orders quickly. So, with the rapid growth


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of the business, sort of the complexity of the operation, the knowledge that you were going to have to adapt over time.  


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How did you think about the initial solution setup 
in the facility? What kinds of decisions were you  


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making with respect to automation and different 
enabling technologies that could help with the  


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peakiness as well as the expected business growth. Based on the total you know peak volume, we really  


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knew that automation was going to be a must and it was just about what type of automation. So,  


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we actually evaluated three or four different 
types of automation even manual. So, we looked  


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at manual like cart picking, we looked at Locus 
Robotics. We looked at the current solution  


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which is a GreyOrange Zero Walk solution and then 
another similar type of system. And we weighed out  


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you know the capital investment that would be 
required, the productivity and number of people  


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that would be required to run the system. 
And then this obviously the overall output  


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that the system could produce. And based on all 
of those different variations, we landed on the  


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GreyOrange Zero walk system as the one that would 
be flexible enough to accomplish what we needed.  


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As you mentioned, it is a peaky business. It's 
got very large peak to average volumes, not only  


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for the two or three sales that they have during 
the year, but they also have peaky months. And  


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the GreyOrange system based on the amount of 
training required to be up to speed for our  


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associates which is really only a couple of hours 
provided us the most labor flexibility which is  


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what we need in a very peaky business. Peak to 
average ratio what does that mean in your world?  


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So, as I mentioned, when I was talking about the 
first year, like our average day was around maybe  


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30,000 units, but our peak day was over 150,000 
units. And so, we would do the math of 150 to 30  


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and say, you know, that was roughly a 5:1 peak to 
average ratio. Okay, great. Thank you. Jon as a  


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COO there's a lot going on in the marketplace. You 
were with us at the Manifest conference talking  


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about the multitude of vendors who were at that at 
that event. I'm assuming you get looks at  


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different technology solutions every day. How do 
you evaluate those things? How do you know where  


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you've made the right investments? How do you know 
when it's time to make a change potentially? It  


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seems to me like it would be a lot for somebody in 
your chair, but I wondered if you could tell us. A  


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lot of it does come down to when you're looking at 
different profiles of different businesses because  


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those are what really make the businesses unique 
and when you can understand the different partners  


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and technologies, they are usually designed for 
specific profiles. So, as Paige said, we do have  


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this peak to average. I would also say we also 
have this dynamic where we are a uniform business.  


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So, you would think it's very repeatable. You 
know, there's a lot of regulations on what colors  


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and how many sizes, but then we also have this 
element of fashion, which is we try to introduce a  


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lot of new colors and new styles and that creates 
a profile that you know you have a lot of SKUs  


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or more SKUs than you would think for a uniform 
business and you have people ordering different  


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tops and bottoms and colors. So that's one reason 
the GreyOrange robot is also really successful  


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for our application is because it addresses that 
profile where you're able to take a lot of SKUs  

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and still get a lot of efficiency. And I kind of 
take that approach when I think about partners  

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throughout the operations where understand 
the profiles that they're very successful in.  

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Understand the attributes and the businesses that 
are also using those technologies and partners  


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that are very successful. And then just understand 
the companies and the people behind the companies  


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and make sure that hey are they aligned kind 
of like what Paige said cultural fit. Are they  


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understanding that hey they want to grow with us? 
They understand what our missions are and they're  


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aligned to do that. And generally, if they are it 
can be a really really healthy partnership where  


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we have enough volume. We have enough you know 
we are cornerstone brand on a lot of platforms  


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that we can help push them and understand how to 
explain to them what they need to build so they  


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can be successful with other partners. But at 
the same time, we can extract the value of them  

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being good fits and having good attributes for 
the different profiles of our business. Great.  


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Great. So, describe for the listeners what the 
GreyOrange robots and technology system look  


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like physically and what do you know kind of how 
do they move and what do they do? The audience a  


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good physical kind of representation is kind of a 
Roomba robot. So, it has a motor, it has sensors,  


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and it's basically a very flat round robot that 
can go under a shelf and lift that shelf above the  


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ground and then be able to navigate among a field 
of now over a hundred robots and bring certain  


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shelves to certain places in the warehouse. And 
by doing that, we can have our pickers essentially  


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not move at all and spend their time really just 
extracting goods off of shelves as that's the  


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biggest challenge in an e-commerce facility is 
that you have an order profile where people can  


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order any items on the site in any permutation. 
But to have somebody go and walk a warehouse  


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to put those two items together in a box can be 
extremely laborious and and take a lot of time.  


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So, by having the robots bringing the shelves 
and then adding a lot of layers of complexity  


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and and science in terms of which shelves they 
should bring at which times to which locations,  


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we're able to extract and use a limited number 
of pickers and and have them really productive as  


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only grabbing goods out of boxes versus spending 
a lot of time walking to the different boxes and  


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selecting the goods to grab. So, I think that's 
like a very simplified way to describe the zero  


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walk solution. And then we support those pickers 
also with other robots that are similar um in that  


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they take the goods then from those pickers and 
sort them into different containers that represent  


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orders. Paige, how do you train your staff to work 
with these technologies? So, you know we take them  


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out onto the floor to a specific training station 
where a trainer will stand with them for you know  


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a period of time and go through the process and 
what it takes to pick and literally what it takes  

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to pick is very little. A shelf will arrive 
at your station. A light will then shine onto  


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the cubby in which you're supposed to pick from. 
you pick that item and you place it on the bot on  


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the other side of you and push a button and that's 
it. And so, the training really is that simple. Of  


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course, there's other training that we do just to 
on board them into DHL, but the training on that  


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process itself is relatively easy. Okay. And do 
the associates enjoy working with the systems? The  


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associates really do enjoy it. It does make their 
job a little easier. You know, I've been in direct  


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to consumer and e-commerce for most of my life at 
this point, I think. And the number one job that  


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associates hate the most is pushing a pick cart 
down a pick aisle. And this eliminates that. It's,  


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you know, it's tough. It's a lot of walking. 
It's cumbersome, especially if you're carrying  

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an RF gun. And this takes all of that away. And it 
really, you know, just allows them to, you know,  

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less wear on their bodies and they're able to, you 
know, you simply do their job and feel successful.  


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Okay. So, back to the peaky nature of the FIGS 
business and I heard mention of nurse's week. I  


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know there are traditional peak seasons in in 
retail overall, but Jon, can you talk about,  


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you know, kind of how FIGS goes to market with its 
customers and how you are introducing these types  


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of promotions or sales throughout the year and 
what the you know, I think we saw we talked about  


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the ratio, but what you expect out of those events 
in your business. I think the best way to describe  


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how we align is we really want to celebrate healthcare professionals. And what we try to do is align  


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sales and promotions along with celebrations and 
events in a healthcare professional's career and  


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life that they want to celebrate. So, the one we 
just did last week was match day. So that's the  


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day in the year that healthcare professionals or 
aspiring healthcare professionals get matched with  


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their residents and the program of their choice 
and it's something that you know there's a lab  


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or white coat ceremony and all these fancy 
things and we want to celebrate that. So,  


00:20:27,040 --> 00:20:31,520
we have a promotion and we try to you know 
offer you know sales and things like that  


00:20:31,520 --> 00:20:37,360
and the one coming up next the major one would 
be nurse's week. So it's a week that I think  


00:20:38,080 --> 00:20:46,480
we have helped grow to provide a little bit more 
focus to the backbone of the healthcare system  


00:20:46,480 --> 00:20:53,600
of all the nurses that work grueling hours, tough 
shifts and see some of the you know really really  

00:20:53,600 --> 00:21:00,880
challenging parts of what we all see in life and 
we want to celebrate them. So, we have a week-long  


00:21:00,880 --> 00:21:07,520
promotion aligned with nurse's week where not only 
are we going to offer promotions and sales, but we  


00:21:07,520 --> 00:21:14,240
also want to celebrate them by offering launches 
of new colors, new products, things that can help  


00:21:14,240 --> 00:21:22,000
them feel celebrated. And throughout that week, 
we'll expect to get over 2 million units. And  


00:21:22,000 --> 00:21:27,360
working with DHL Supply Chain, we send them, you 
know, a forecast which units we think are going  


00:21:27,360 --> 00:21:32,880
to sell and in which volumes and when those sales 
are going to come in so we can properly align and  


00:21:32,880 --> 00:21:38,160
focus on how do we make sure that we run a really 
smooth operation so that those orders and units  


00:21:38,160 --> 00:21:44,720
get shipped out promptly. This may be a loaded 
question, but how accurate are your forecasts  


00:21:44,720 --> 00:21:52,160
for these peak periods? Great question. I would 
say more accurate than you would think. For most  


00:21:52,160 --> 00:21:58,240
e-commerce businesses, especially when you have an 
element of fashion, it's very very hard to predict  


00:21:58,240 --> 00:22:05,520
to with any level of accuracy who's going to buy 
what, right? We've done I would say a pretty  


00:22:05,520 --> 00:22:11,440
good job of being accurate where we think it's 
very critical where the things that are going  

00:22:11,440 --> 00:22:17,680
to move a lot and the things that need to move 
quickly like such as these launch colors, launch  

00:22:17,680 --> 00:22:24,400
styles, things like that, then we will be off. 
When there's the the fringe styles and sizes where  


00:22:24,400 --> 00:22:28,160
we don't expect to sell a lot of them, that's 
where we will have a little bit more inaccuracy  


00:22:28,160 --> 00:22:34,960
in our projections. But generally speaking, 
I would say we're pretty good. Paige, how  


00:22:34,960 --> 00:22:42,960
do you see it and how do you think about taking a 
forecast and setting up your staff and operations  


00:22:42,960 --> 00:22:50,080
in a way to absorb it. So you know, this is where 
the partnership comes in because this, you know,  


00:22:50,080 --> 00:22:57,920
this is us and FIGS working together to really, 
as Jon said, on the surface it's pretty accurate,  


00:22:57,920 --> 00:23:04,960
but the more you get down under the covers to the 
SKU level, that's where it gets a little bit more  


00:23:04,960 --> 00:23:10,480
volatile or dynamic. You know, part of what we 
have to do to prepare for these sales is load  


00:23:10,480 --> 00:23:15,600
the GreyOrange field with product. We don't want 
to wait till the last minute. This is going to be  


00:23:15,600 --> 00:23:23,120
a very high velocity event, and we don't want to 
be slowed down by replenishment. So, we do our  


00:23:23,120 --> 00:23:29,600
best to get as much of what we think is going to 
be in the field into the field for us to pick in


00:23:29,600 --> 00:23:37,600
advance of these sales and sometimes that isn't 
completely accurate, but we are we always work  


00:23:37,600 --> 00:23:44,960
together to you know get the best forecast align 
on really how much should go in there based on the  


00:23:44,960 --> 00:23:52,720
velocity of the SKUs, etc. So you know we really 
work closely together number one to make sure that  


00:23:52,720 --> 00:23:59,760
we are aligned as aligned as we can and prepared 
as we can and then we have to you know be able  


00:23:59,760 --> 00:24:07,520
to react to you know what has changed and that's 
I think again a testament to the solution that  


00:24:08,320 --> 00:24:15,360
we implemented with GreyOrange because it is very 
flexible for us to be able to add labor. There's  

00:24:15,360 --> 00:24:21,760
only so much we can add. There are only 30 pick stations. So 
that's as much as you can do in a day is what you  


00:24:21,760 --> 00:24:27,760
can do in 30 pick stations. So, it's also working 
with GreyOrange to understand what levers we can  


00:24:27,760 --> 00:24:33,840
pull to get the most out of the system we can and 
depending on the profile that is you know coming  


00:24:33,840 --> 00:24:41,840
at us those levers might be different. It is a 
very complex and dynamic operation that requires  


00:24:41,840 --> 00:24:48,320
us to partner closely with our FIGS and our GreyOrange partners to make sure that we're able to  


00:24:48,320 --> 00:24:54,480
support the volumes. Great. So, Jon, and we talked 
about it earlier and obviously with the growth,  


00:24:55,120 --> 00:25:00,800
you've hit something with in the healthcare 
market. I know these aren't just the standard  


00:25:00,800 --> 00:25:07,760
blue scrubs that you typically see in a or I guess 
maybe used to typically see in a hospital. You've  


00:25:07,760 --> 00:25:15,360
talked about different colors, different fits and 
all of that. How do you how do you guys take your  


00:25:15,360 --> 00:25:20,400
customers feedback and put it into sort of your 
product development life cycle and then how does  


00:25:20,400 --> 00:25:28,560
that factor into supply chain planning both on 
the source and make and the fulfillment side.  


00:25:28,560 --> 00:25:33,840
The first piece is we definitely have a very very 
tight loop when it comes to customer experience.  


00:25:33,840 --> 00:25:37,920
Every time a customer reaches out there's an 
opportunity that they're giving you information  


00:25:37,920 --> 00:25:44,400
that can help you grow or fix problems in your 
supply chain. And then the second piece is the  


00:25:44,400 --> 00:25:52,080
way we've grown is mostly in the domestic US. Now 
we're taking a product that works very well in the  


00:25:52,080 --> 00:25:58,560
US healthcare system and applying it with nuances 
to a lot of other countries and every country  


00:25:58,560 --> 00:26:05,200
and every healthcare system has its own kind of 
profile whether it's specific colors or in certain  


00:26:05,200 --> 00:26:09,680
parts of the world specific sizes that work 
better for healthcare professionals. And we're  


00:26:09,680 --> 00:26:15,360
starting to take that feedback and learn and use 
that to adapt and continue to grow in a lot of  


00:26:15,360 --> 00:26:21,920
these countries. And while doing that, we need 
that to influence how we're building our supply  


00:26:21,920 --> 00:26:28,240
chain so that whether it's out of the Arizona 
facility or as we look at other facilities,  


00:26:28,240 --> 00:26:36,000
we're managing those products from every step from 
production to inbound manufacturing to getting all  


00:26:36,000 --> 00:26:41,200
the raw materials to then distribution. So, when 
you talk about how does that inform our supply  


00:26:41,200 --> 00:26:45,840
chain? We're looking at where our customers 
are throughout the world and understanding how  


00:26:45,840 --> 00:26:51,280
do we get them product from the raw material 
all the way through distribution in the most  


00:26:51,280 --> 00:26:57,600
cost-effective and personally we need to keep 
it very fast. You know the modern day is now no  

00:26:57,600 --> 00:27:03,280
longer waiting three, four, five days for stuff. 
Everybody wants things in one or two days. So,  


00:27:03,280 --> 00:27:08,240
we have to factor that in as well. Yeah.
Well, speaking of that, you told me that FIGS  


00:27:08,240 --> 00:27:16,640
is starting to set up some storefronts, correct? 
Yes, we are at five stores now. We opened three  


00:27:16,640 --> 00:27:20,560
from the end of last year to the beginning of this 
year and there's planned for many more in this  


00:27:20,560 --> 00:27:25,600
year. Yeah. And you told me a good story about I 
think you went to the Chicago store opening which  


00:27:25,600 --> 00:27:31,040
was I think you said the weather wasn't great, but 
tell us about the crowd that showed up for that.  

00:27:31,040 --> 00:27:36,320
So, it was one the weather it was, you know, cold 
in Chicago in January. And then on top of that,  


00:27:36,320 --> 00:27:42,400
you had a Chicago Bears playoff game, and a 
lot of the team was like, well, what's going to  


00:27:42,400 --> 00:27:47,600
happen here? Are we going to get a big turnout? 
And we had hundreds of healthcare professionals  


00:27:47,600 --> 00:27:54,560
waiting outside in the cold. We provided some nice 
warm drinks and some screens to watch the game,  


00:27:54,560 --> 00:28:00,960
but they were waiting outside in the cold just 
to get an early look at getting into the new FIGS  


00:28:00,960 --> 00:28:07,280
store in Chicago. So, we have a very very loyal 
and dedicated community that we're, you know,  


00:28:07,280 --> 00:28:13,760
making products and serving. That's got to be 
fun to be part of all of that. Paige, are your  

00:28:13,760 --> 00:28:23,040
operations supporting the store distribution as 
well? We are. So right now, we do pretty much  


00:28:23,040 --> 00:28:30,160
all of the outbound processing for FIGS and that 
includes all of their stores. Great. Great. So,  


00:28:30,720 --> 00:28:36,720
store expansion, international expansion. What 
else is coming up for FIGS? Jon, let's start with  


00:28:36,720 --> 00:28:45,040
you. Stores international is already a lot. We 
are doing a lot more on the B2B business side. So, working  


00:28:45,040 --> 00:28:52,000
with larger institutions and developing programs 
and platforms for them. Along with DHL we're also  

00:28:52,000 --> 00:28:58,080
doing a lot more in the customization space. I 
think that's an element of the fashion where as we  

00:28:58,080 --> 00:29:04,320
localize you can imagine you know store specific 
city specific type product being able to customize  


00:29:04,320 --> 00:29:10,880
that. And then I guess lastly is we're looking 
at the whole uniform. We're not sticking to only  


00:29:10,880 --> 00:29:16,480
scrub wear. There is product innovation happening 
all the time and we're finding ways that we can  


00:29:16,480 --> 00:29:20,960
continue to celebrate healthcare professionals 
by providing them with the right equipment. Yeah.  


00:29:20,960 --> 00:29:27,600
Excellent. So, Paige, how does that translate 
for you? So, you know whatever four years ago  


00:29:27,600 --> 00:29:33,840
when we started this journey, I don't know that 
FIGS completely knew you know what the journey  


00:29:33,840 --> 00:29:41,440
was going to look like. And so, they were just 
starting to think about stores and so along the  


00:29:41,440 --> 00:29:48,640
way as they have been listening to their customer 
responding to what he or she wants and you know  


00:29:48,640 --> 00:29:56,720
developing a strategy to you know for growth. We 
have been alongside of them you know responding  


00:29:56,720 --> 00:30:02,560
and reacting to you know what do we need to do 
in the operation to better support or to support  


00:30:02,560 --> 00:30:09,680
their growth. So, whether that means capacity 
for more retail or capacity you know helping them  

00:30:09,680 --> 00:30:18,720
implement a new system to improve their embroidery 
processing you know we work with them to do that.  


00:30:18,720 --> 00:30:26,080
So, we're really you know as Jon thinks about 
international you know we are you know listening  

00:30:26,080 --> 00:30:31,680
to him and talking about you know where can 
we give him visibility to operations in those  


00:30:31,680 --> 00:30:39,360
regions so he can go see them and think about you 
know where the right place to grow is. Yeah. Well  


00:30:39,360 --> 00:30:45,840
growth is always great and exciting. I know it's 
a top it's a first-rate operation out in Phoenix  


00:30:45,840 --> 00:30:52,320
that you guys have partnered on. Look forward to 
hearing more about future growth with FIGS brand  


00:30:52,320 --> 00:30:59,200
and seeing more of it in the market. Hopefully 
seeing it spread around the world. So, we'll  


00:30:59,200 --> 00:31:04,640
look to check back in with you, Jon and Paige, 
sometime in the future. But until then, I wish you  


00:31:04,640 --> 00:31:15,120
both really good luck and enjoy Nurses Week. Yeah. 
Thank you. If you enjoyed today's episode, be sure  


00:31:15,120 --> 00:31:20,960
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00:31:20,960 --> 00:31:28,800
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00:31:28,800 --> 00:31:38,080
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