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The Doing Business in Bentonville Podcast
To create an ecosystem that connects leaders of all kinds – industry, community, student, educational, civic, investment and entrepreneurial – to help overcome Omnichannel Retail barriers through exclusive, insight-rich content.
The Doing Business in Bentonville Podcast
Ep. 136 - 2025 Recap: Fear, Failure, and Forward Motion
What happens when a community decides to solve retail’s toughest problems together? From the floor of the Shewmaker Center, we sit down with logistics pros, educators, product builders, and Walmart leaders to map the real pathways into CPG, the mechanics that move goods to shelves, and the leadership habits that turn pressure into progress. It’s a rare look at how Bentonville’s engine, NWACC’s CRA program, supplier partnerships, and a data‑rich culture, keeps producing talent and ideas at scale.
We start with the nuts and bolts: how 3PLs use Walmart pool programs to cut time and cost, why a warehouse picking upgrade lifted efficiency by 40 percent, and how a career pivot from school psychology to retail analytics became possible with flexible, online training. That origin story reaches back to the late ’90s, when Walmart and suppliers faced a severe analytics shortage and built a solution: teach the tools, open access to data, and co‑design curriculum that matches real jobs. The result is a repeatable on‑ramp that gets people hired and productive fast.
Then we press into strategy. Merchandising veterans challenge the idea of skipping store mods in favor of digital tweaks. Newness on the floor still drives discovery, traffic, and price leverage at scale, while e‑commerce amplifies content and choice. We share examples of taking five ideas from whiteboard to Walmart shelves in a year, proving speed and purpose can coexist. Alongside that, AI shows up as a practical copilot, drafting, checking blind spots, laying out step‑by‑step processes, while Walmart invests in associate AI certificates to upskill the workforce. Suppliers must come along, just like they did with retail link.
Leadership ties it together with clear, human guidance: face fear, normalize failure, and go see for yourself. We unpack genchi genbutsu, staying close to teams, and the black‑belt mindset that blends discipline with continuous testing. In dry grocery, that looks like democratizing clean‑label choices with sharp pricing, smart pack sizes, and great taste. And when time is tight, a simple two‑by‑two helps teams focus on the highest‑value actions and accept the rest.
If you care about breaking into retail, scaling smarter, or leading people through fast change, this conversation will meet you where you work. Follow the show, share it with a teammate, and leave a quick review telling us which insight you’ll put to work first.
Hello everyone, I'm AV Wilson and we're broadcasting live at the shoemaker's gender tech for technology advanced.
SPEAKER_04:Yeah, absolutely. My name is Taryn Smith. I am actually new to the Bentonville area. I will be relocating down here from Columbus, Ohio, uh in about a month. Yeah, so I work with FST Logistics. We are a full service asset-based 3PL. And part of what that means for us is that we're able to enter into a, we consider a pool program with Walmart where we're working directly with them to help ship different suppliers' products into Walmart distribution centers. Um so as we continue to do that and build a bigger presence, we're gonna have some office space down here, and I get to be one of the lucky few that helped get that started. It definitely has. We've gone into a few different partnerships actually. Um, one that is more recent, and this is more on the e-commerce side, but we've actually implemented a new system recently in our warehouses where it helps to make our picking a little bit more efficient. I'm the sales guy, so I don't know all of the details for it, but I know it's helped to increase our overall efficiency for picks uh about 40% across the board.
SPEAKER_05:Yeah, so I am the director of retail and supplier education over the certified retail analyst program here at NWAC. I'm a 2017 graduate of the CRA program. Um, and it was a it was a stepping stone for me. You know, um I was at a point where I was wanting to, you know, entertain new ideas and maybe get break into the retail space in a different way, and I thought that the CRA program would be a perfect fit for that, and sure enough it was. Thank you so much, and that that's a true honor. And I I hope I hope I'm able to lead the charge correctly, and I just want to continue to carry on that legacy of the program and of Mr. Shoemaker and all of that, because I heard a lot of great stories about Jack growing up.
SPEAKER_00:Hello, my name is Claire Patton, and I'm it's a pleasure to be here. I was a school psychologist, so I made a huge career transition, all thanks to NWAC and the continuing education that I received through the Shoemaker Center. In my previous profession as a school psychologist, I worked on a lot of educational, I worked with a lot of educational data and analytics and um made connections between data and problems that could be solved with students and within the school system. And so I have always wanted to be in corporate, and so I did my due diligence and my research, and I heard about the certified retail analyst program through NWAC, and I thought it was a good fit for me because I could continue working full-time while taking classes online. And so that's how I kind of landed at NWAC. So I did the program for a year and applied to jobs and now work for Lynx. And I wholeheartedly believe that I could not have made the transition into um the consumer packaged goods industry, the uh supplier industry without this program and this opportunity. Wonderful. 100%.
SPEAKER_06:And uh an owner of uh Double Dog Display. It's Andrew Boji. Yep, I'm Andrew Boji, and uh I'm the engineer of the company. This is just such a great event. Um I I have worked with, known so many people who were new to the industry and who were fortunate enough to end up in northwest Arkansas for one reason or another, had no idea what their next career move was going to be. And uh frankly, advice that I've given people over the years was just get a job with a temporary service to get in the door of one of these CPGs in Northwest Arkansas and then learn a little bit about the industry. And then 25 years ago, here comes NWAC with a program. Oh, yeah, and you no longer need a Trojan horse to get into the industry. Right, yeah. Many years ago, I'm talking back, going back to the mid-90s, uh, I was fortunate enough to be recruited onto a very small team uh and asked to create some new products. And um, the the mission, so to speak, was hey, lock yourselves in a room for a year, we'll feed you, water you, give you support, and uh let's see what happens. And so we started with a whiteboard and we created five ideas that we just kind of spitballed, frankly. And we were fortunate that within a year, all five of those items found their way to the shelves of Walmart and or Sam's Club and some other retailers.
SPEAKER_01:I'm Scott Crossett. I'm the CEO of Cameron Smith and Associates, and we are an executive search firm here in Bentonville, Northwest Arkansas. We've been involved with NWAC from its beginnings uh with the the retail link programs. I know probably its infancy stages we got involved pretty early, and it's been a great thing for CSA and for all of Northwest Arkansas. Yeah, I I don't think everybody saw the vision. There were 50 companies here. It was a lot of work to go and get companies to relocate here. And now you can go and you can look, and there's people everywhere that are already here that have those skills. Yeah. But I'd say as people look at software companies or whatever they are bringing in to support Walmart in this town, while it may seem like a risk, if you've got the vision and you put put your faith behind it and go all out, there's there's a lot of opportunities to continue and and new companies to be founded, just like there's so many leaders here that have done the same thing.
SPEAKER_09:So some of the fun things that we talked about tonight was um, you know, having a purpose, and the purpose was uh real. Um uh, you know, back in 89, uh 98, I'm sorry, 98 and 99, uh in our uh marketplace, the uh demand for uh talented, trained people to do the analytical work, uh the important retail link work um was uh was a challenge. It just wasn't enough people to go around. And and it is so lucky that a group of us were called together and uh a challenge was given by Walmart to um, you know, uh figure out how to quit hiring from each other and and see what you can do to um, you know, s support the the analytical need, but uh find a different way to uh to get that work done. And and so uh there were a lot of us that um ended up working on the project, but it but I was fortunate to you know wake up one night with an idea, and the idea was uh if we could get Walmart to help us um with access to the retail link system and store data. And if I could get the community college to uh teach and provide professors in classrooms, and then uh get a supplier steering committee together to um maybe work on some curriculum, what was important to uh have people know to be successful in our business. If there was a way to pull those three things together, uh we might have the seed of an idea that would uh increase the talent pool and uh reduce some of the pressure on um the the available talent in in Northwest Arkansas at the time.
SPEAKER_11:It is a really a privilege to me to have these two gentlemen in our studio today. And John Reese, I want to first welcome you. John is gonna be our co-host today. He's really responsible for making all this happen. So, John, thank you for that. And welcome back.
SPEAKER_02:Thank you. Thanks. Great to be here. I love to be here.
SPEAKER_11:Yeah, and you know, as you may remember, may not remember, John has a history at Walmart over 22 years, a divisional merchandise manager. He did a lot of roles in Walmart. He spent time in Canada, time in Mexico. What else did you do at Walmart, John? I mean, you just had such a great career, and you're continuing to do things uh as a consultant, too.
SPEAKER_02:I actually uh actually UDL started in the stores um many, many years ago in Stillwater, Oklahoma. Um and uh soon after I started, I became a department manager as and learned the thrill of buying and selling merchandise that kind of catapulted me into the other roles that I've taken over the years with Walmart and the buying positions, merchandising.
SPEAKER_11:Our guest today, Brett Die. Welcome. Good. Thanks for having me.
SPEAKER_03:You know, he might not tell you, but uh my first day at Walmart back in July '95, uh right across from me, and he had uh he was instrumental in my career at Walmart as well. Are you serious?
SPEAKER_11:I didn't know that. Well, he was instrumental in my career because you know he taught me so much about all this stuff and merchandising menswear and all this stuff, and and made me much better in the stores while I visited the stores. Andy, that was 30 years ago.
SPEAKER_02:Uh I was a buyer. I had just come back um from the Canada assignment and was placed by uh a guy that we all know and love very well, Bill Fields. He said, You need to go to this industry, it's a great industry. I know a lot of the people there, and you'll thrive in that industry. And he was right. My question um is for AI is what does that look like today? What are we seeing today, and possibly what is that gonna look like in the future? That's what everybody wants to know.
SPEAKER_03:Before we get into AI, you know, on the e-commerce piece versus store piece, um, let me throw out, you know, something, and this might not be very, you know, popular, but we're listening to buyers sometimes and they say, hey, we're not gonna do any mods or changes. We're just we're just gonna update things on e-commerce. And my question back to them is how many people walk through the store and say, you know, I haven't seen the assortment change in more than a year. I better go check out what's online. I would tend to think that the more changes you see, the more times you want to go check out what's online. If you're not doing something different, if you're not showing the customer something fantastic, what what is it? New merchandise is the lifeblood of retail, right? Uh I understand there's an operations piece, I understand there's a markdown piece, but uh to not do modzer changes uh for a year on some of the biggest categories, you know, I I don't I don't like that decision. Um and I don't think that just translates directly into e-commerce. What do you think about that?
SPEAKER_02:I I agree. I don't think it translates directly into e-commerce. I do think um I do think that there's kind of a a give and take with e-commerce because um the volumes aren't, you know, the volumes aren't there when you compare that to the volumes you'd get if you had a store item, but 3,500 stores, uh you know, you you can really get pricing to where you need it to be. But increase on in-store is is better than a 50% increase on e-commerce. Right. Right. And I know I know that because uh Walmart feels the position they're in with e-commerce that they they're putting a big focus on that. I don't disagree with the focus on that, but I kind of like you, I think that you know, blocking and tackling and brick and mortar still matter. And uh and um, you know, I think there has to be a balance between that. I agree that newness in the store, because you do, you know, Walmart does enjoy traffic, you know, that that a lot of retailers would love to have, and to take advantage of that traffic and and use e-commerce, you know, don't walk away from e-commerce, but use the store to enhance e-commerce and vice versa.
SPEAKER_03:I think you can do both, yeah.
SPEAKER_02:Is the key to it. So my question, I guess, uh, do you have any examples of where AI is being used today? I know we all, you know, maybe go onto Chat GPT and and try to learn things that way, but any examples that that you might have?
SPEAKER_03:I am, you know, I'm a neophyte and I'm just scratching the surface, I'm scratching the surface. But um AI is slowly making its way into my life. On the work, um work side, I'm using it to write a lot of letters and to include content. Um now, I won't just say, hey, write me a letter about this, I'll write up something and I say, What am I missing? And and nine times out of ten, you know, oh hey, Brett, you're missing boom, boom, boom. Um on the personal side, I've been incredibly, you know, um uh uh impressed with, hey, I want to make a decision on this, this, this. And AI comes back with, have you considered this? Have you done this? Have you done that? I asked for a process on how to get a deed back, you know, and it was, oh, you're in Bedon County, you do it this way. And there's nine steps to do this, you know, but it was all laid out for me. It wasn't just start here and then, you know, go watch a YouTube video. Um now I I printed those steps off, I handed it to my assistant, and so we'll wait to see if that happens. Just teasing. Um but my point is AI is coming in our personal life, it's coming in our professional life, and I think on the professional side, we're just scratching the surface. We don't even know how it's gonna affect us in the future.
SPEAKER_02:That's the the kind of the point of this discussion was you know, Walmart leads. Doug has been very specific about uh the challenge. Really, I see it both as a challenge and and kind of a um an opportunity too, because uh when he announces, he also announced that that Walmart has an association with OpenAI, where they're actually going to train their associates and give them AI certificates. So I thought that was interesting. I'd really like to delve into whether that is available on the on the supplier community as well, because I think uh, you know, 30 years ago you didn't have retail link experts on the supplier side, and you do now. In fact, probably some of the smartest minds out there when it comes to retail link and Walmart systems exist on the supplier side. So I think you gotta bring the supplier along to that as well. And uh, so that's kind of why I'm looking into this a lot closer.
SPEAKER_11:We're back with Elise Mitchell. Elise, welcome.
SPEAKER_07:Thank you, Andy. I'm glad to be here.
SPEAKER_11:Oh my goodness. This is session two, we're about to talk about, and I can't wait to get in there. But let's just talk about Elise for just a moment or two. You know, Lise is such a she's such an experienced CEO and entrepreneur. She's a leadership strategist, and she's a former uh founder and chairman of Mitchell, which we will talk about her company that she sold back a few years ago. We'll talk about her wonderful company. She is also the best-selling uh author and book of Leading Through the Turn. And you're gonna hear more about Leading Through the Turn today. We'll talk about that. So exciting. So, Lee, welcome back to Doing Business in Bentonville.
SPEAKER_07:Oh, thank you, Andy. I loved all my years in Northwest Arkansas, the chance to work with companies like Walmart, Tyson, JB Hunt, so many, you know, entre-real company, uh, entre-real great companies. It went on to become something really big, so inspiring to be there. I love those years.
SPEAKER_11:Hi everyone, we're going to session two, but let me just give you one other statement that Elise said yesterday that I have been thinking about since yesterday. She said on principle three, okay, now it's time to help others, your team, others envision a new future reality. Here we go. I am excited about moving now forward to this new reality that we need. Because when you need change in your team, in your team, it's it's all about creating that new reality. So principles four, five, and six, and seven. Let's go do it.
SPEAKER_07:Don't be a workaholic. Live a whole life, have a hobby, you know, find a way to live a more balanced life. But it helped me begin to step back and think about this journey of life and leadership. And principle number four, as you lead through change, became this idea for me about how do I remove the roadblocks that inevitably are going to arise. Going to this turn, and oh my goodness, there's a hazard, or there's a detour, or or something the road stops. You know, what do you do? And my sort of takeaway was, wow, you know, I think I was the roadblock for my company in so many ways. I was holding us back because I was not showing up as a complete leader. I was too harsh, I was too um narrow-minded, and I was not relaxed, and I was not um, I was not more courageous. And you know, when I think about what it is that holds us back, what are these roadblocks we face we lead through change? There's a whole lot of them. But I think it could be organizational dysfunction, it could be like resources, competing priorities. There's a lot of things that that I think hold us back in terms of change. But one of the worst ones is any fear. And this is a big one as you think about yourself leading through change. Like, what am I afraid of? And what about what are what is my team afraid of? Why does my team seem fearful? And how do I help us move through the fear of what is going to happen? And there's so many common fears that we all face, you know, not even just the times of change, but that in all of leadership, you know, fear of losing control, fear of failure for sure. That was my biggest one. Fear of the uncertainty of the outcome, uh, concern over your loss of status in a change, feeling uh the fear of being overwhelmed or being intimidated by change. Here's another big fear is people are afraid they don't have the skills or the abilities needed to move through the change, right? They're maybe confident right now in where their title, their corner off is what they do, but now you're asking me to develop a whole new set of skills and think differently. And oh my goodness, what if I can't go? What if I can't make the change, right? This becomes a big fear that holds people back. So phase your fears is a really a big part of thinking about leading to change effectively. Of course, like you told you said last time in our first conversation, you gotta look in the mirror first, right? You gotta start with yourself. I was so afraid of failure until I failed. Until I failed pretty spectacularly. And then I realized A, everybody fails, B, I don't think anybody cares that much about anybody else's failures, right? Nobody was paying that much attention to me. And C, when you fail is when you grow, right? This was as I was alluding to a little earlier from from your your lowest lows can come your highest highs. And we've got to sort of ship our mindset to think about failure differently. And I think this is really key. I sort of calling this, you know, facing your failures is I sort of stare down your tigers, if you will. You know, the tiger that has you crouched in a corner because you're so afraid of it. And for me, when I began to face this failure and overcome it of I'm not so afraid to fail anymore. Why? Because Joseph said it wasn't that big of a deal. And there are so many things that are good in my life that I don't need to worry about this or that failure because the the things that matter the most are still intact for me. And it became this freedom from fear, the the folly away of the fear that was really kind of holding me back. And it it kind of brought to light for me this concept that I work with my clients a lot on, which is this um idea about courage and competence.
SPEAKER_10:For our next point that you're we're gonna talk, our next principle that you're gonna share.
SPEAKER_07:Yeah. Yeah, yeah. I love that. Andy, that's such a great story. Yeah, it reminds me until principle six is just what you said, this idea of how do we stay close to our people. And um, even though what we just talk about is navigating people issues, you know, it's again, it's a bit of that balancing act, which is yes, I've got challenges to deal with with my team and help them get where we want to go, but I've got to stay close enough while we go through this change to be able to know what's going on and be there with them. This is a little bit the idea of being an in-the-trenches leader, right? There are times that you need to be on the front lines. There's a a concept I I like. I when I sold my company, I actually sold to a Japanese parent company. They were based in Japan, but they had bought agencies all over the world. Um, but I remembered I actually lived in Japan between my freshman and sophomore year college in that crazy. I made just enough money to get a plane ticket over there and I worked in a language school and then came back in time for my my sophomore year in college, but learned so much about Japan, never thought I would actually sell it to a Japanese pair company. But there were some core concepts from Japanese companies that I think are really relevant here. One of them is the concept, the phrase called genji gimbutsu. I don't know if you've heard that or other people have heard of that, but it was this it came from Toyota back in the day when they were becoming renowned worldwide for their production uh philosophies. But the phrase ginji gimbutsu means go and see for yourself. Go and see. And the idea is they would send engineers down to the factory floor. They would say, stand and watch the production line and figure out what's not working. Because you can't figure it out in the ivory tower. Just like you said, your Sears counterpart who's sitting up in the ivory tower who you are going to stores, right? And I'll sometimes I work with my clients and they'll say, ah, you know, this key leader on my team left, and now I've got to get back in the weeds and deal with dah-da-da-da-da-part of the company. I say, Oh, this is such a great opportunity for you to go and see what's really going on in the front lines of your business. And they're like, Oh, I didn't think about it that way. And I'm like, Well, you know, it'll be interesting to see what you learn, right? You're on the front lines, you're talking with clients or customers, you're you're right there rubbing elbows with your team and you're beginning to understand what are the challenges they're facing, what's their morale like, what are the processes and systems that are maybe not working very well. How do I help my team become better equipped? And I can't really know it if I am sitting in my office. I've got to quote unquote walk the halls, although I know sometimes we have remote basic team members, but you've got to stay in touch. As you said, you've got to listen, you've got to show empathy for your team, understand their challenges, lean in with questions, you know, try to figure things out, maybe get them to help you figure things out.
SPEAKER_11:So let's get straight in and let me welcome our guest, Tasha Tandy. Welcome. Thank you, Andy. I'm so happy to be here today. It is so great to have you. You know, Tasha and I, we worked together, Tasha and I worked together uh on a nonprofit that's back about two years ago. That's right. And that's where we really connected. I met your great husband. Yes, he's great. How's he doing?
SPEAKER_08:He's doing great.
SPEAKER_11:He says to tell you hello. Okay. Well, I'm gonna tell you, uh, you know, anyway, it was just a great conversation. And we stayed connected. And so thank you, Tasha, for that. I mean so much. So Tasha has a just a great career at Walmart. We're gonna get into that career. We're gonna get into what she does, and she's gonna teach us so much this uh today on our podcast.
SPEAKER_08:Perseverance is one of the, you know, one of the things we talk about, indomitable spirit. Yeah. Um, you there's a level of commitment that um that you you sign up for. If you want to be a black belt, you don't show up and you just get a black belt. Like you are, you have to earn it and you have to test along the way and pass thresholds. And so there's a level of commitment. There's times you want to quit because it's hard, or you know, the the skills you need to go build are not inherently skills that you're good at. And so you've got to build that skills. You've got to you've got to live through failure points, you've got to live through the failure points so you can get to the other side. It takes time. Yeah. And then once you get to black belt, it's not the it's not the final thing you do. Like, okay, well, I'm a first degree black belt, but now I want to be a second degree black belt or a third degree black belt or a master of the skill that I'm in. And all of that comes with, you know, increasing levels of expectation, pushing yourself past points that you didn't think you're capable of. All things that I've experienced in my career at Walmart. Uh, you know, I wasn't, I didn't start at Walmart as a vice president of merchandising. I started as an hourly who did barely knew how to work the spreadsheets, you know. I mean, honestly, um, so much of what I've learned has just been on the job. It's very similar to training in the martial arts and not quitting, right? The level of discipline and commitment it takes uh to do anything worthwhile in life, honestly.
SPEAKER_11:So you took all of that and now you applied it to the business side.
SPEAKER_08:Yes. And the leadership side with a team. That's right. The way we build trust is through showing up consistently on prices that they can trust, on products that they want, in the way they want to shop. Um, we do take it very personal. We all feel very connected to the cause. And how can you how can you not feel connected when you know that you're you're you're helping a family save money on their grocery bills so they can buy their kids shoes or school supply? You know, we just came back through back to school, man. We thought about that a lot. Yes. How do we help them, how do we help the customer save money on the lunches they need to make for their kids or you know, help them afford the school supplies? And the school supply team, guess what they're working on? Low prices so they can afford those, right? So, you know, we're uh we all feel very, very connected and committed to the cause.
SPEAKER_11:That's right. Yeah. Well, uh, I tell you we could share so many stories today, and and we and and most of my guests know that I spent 25 years plus at Walmart and I grew up there. Uh, and I won't go there, but I will tell you uh I I love the culture where it is today. It's continuing to be even better when I was there. And you all are just making it better and better because you're focused on the customer.
SPEAKER_08:Yes.
SPEAKER_11:And that piece is it's wonderful. So thank you for that.
SPEAKER_08:Yes, the work that we have to do to democratize healthy food, cleaner label is important. I think about it in terms of value creation, right? And how are we creating value for the customer and approachability? Um, and that can come in all things, right? It can come in a lower price point, it can come in approachable pack sizes, all of the things that we have as levers. Um, you know, it's important. And our customers are telling us more than ever that clean label in a dry grocery environment. So that's it's you know, it's really easy for you to go, yep, you know, fresh meat is absolutely the cleanest way you can get protein in your body. That's great. There's product that's being produced in my space than an ambient, dry environment that sits on a shelf that can play a role in a better for you as well. And so, you know, not ignore one, not ignoring that and creating product. We've got some suppliers that do this really, really well. And then they create great tasting food that a customer can be inspired to want to eat. And then my job is to make sure that they can afford those things. And so, yeah, we work on this every day. Uh, it's the fun part of the job. Like, how can you how can you get creative in this space and and offer all of those things for store? Yeah.
SPEAKER_11:Wonderful. Okay, I'm excited. I'm excited about your what you're talking about. I know our guests are too already. Now, in today's environment, there's a lot of challenges.
SPEAKER_08:Yes.
SPEAKER_11:I mean, you know, no matter so, when what are some of the challenges you face, you and your team? How do you how do you work through some of those challenges? And if you can't, what's the biggest challenge?
SPEAKER_08:Yeah. Gosh, it'd be hard to uh they're all there's always there's always something, there's always some hurdle, right? Yeah. Um, I'll talk a little bit about just like some internal challenge, and then I'll talk a little bit more about the business side. But I'll tell you honestly, and I'm probably I'm not my me and my team and anybody in business is not unique. Time time management is so important in uh in what we do, honestly. Um there's always a laundry list of things that we can work on and never enough hours in the day to do all the things. And so um I talk to my team about this, and I tell anybody who asks me about time management. I'm I'm a big fan of a two by two grid, right? And like working on the things that are really important that add value. Um sometimes those things are the level of importance determines on where it's, you know, the ask is coming from, but focusing on those things and being okay with the things that are on your list that you're not working on. As long as you can feel good about like, I know why I'm not working on those and I know why I'm working on these. So time management is always a hurdle. Um, you know, this some of the things that we've talked about already are are really those business elements of, you know, what's the biggest challenge to overcome? Um, you know, it's about that, it's about bringing right product to life, ensuring that we do it in the most cost-effective way, um, maintaining our price leadership in the market, and and bringing that product to to shelf in all the ways that a customer wants to shop.