Name: Retail by the Numbers: The Real Cost of Misalignment in 2026
Uploaded: 2026-03-31T23:02:07.944Z
Duration: 43 min 17 s
Description: Retail by the Numbers: The Real Cost of Misalignment in 2026

Transcript for "Retail by the Numbers: The Real Cost of Misalignment in 2026": Come on in everybody. Welcome, welcome. All right, it's been a couple of minutes. So let's get started. Welcome everybody. Good morning, good afternoon, depending on where you are. Thank you so much for joining us today. Today, we're gonna be talking about bridging the gap, how retailers are fixing the HQ to store disconnect. I'm joined today by our two panelists, Jennifer Churchill from Belk and Gino Filice from Legion. I'll be your moderator. I'm Kit Campoy. I ran retail stores for twenty five years, and today, I'm a writer, author, and the voice of the front line. And I wanna give a special shout out today to our two hosts, Zipline and Legion. And while we're getting started today, please go download the survey, The 2026 State of Retail Communication and Execution. We'll be chatting about that report throughout the conversation today. Alright, that's enough from me at the moment. So I will let our two panelists introduce themselves. If you could please tell us your current role, your company, and what brought you to care so deeply about frontline communication. So Jen, I'm gonna start with you. Great, thank you, Kit. An honor to be here of you today. I'm Jen Churchill, the Senior Director of Store Communications Strategy at Belk, and I've been with Belk for a little over thirteen years. We're a regional department store that's headquartered in Charlotte, North Carolina. We've been around for about one hundred and thirty eight years, if you can believe that. Have two eighty five stores. We operate in 16 states. Now, they're mostly in the Southeast, but they're as far North as Maryland and as far West as Texas and Oklahoma. So why do I care so deeply about the frontline communication? It's really because our store associates are why we have a job, right? Call them the because that is what they are. They're the ones in front of the customer who are servicing them every day. They're the ones that are running the registers. They are making the sales happen. And it's our job at the home office to serve those who serve the customer. And if we can make their jobs easier, they become more successful, and then in turn, that drives our company's overall success. Absolutely. I love that. I love that. All right, Gino, I'm going to throw it to you. Thank you. Hey, everybody. Glad to be here. My name is Gino Filice. I lead employee value here at Legion. My team's basically at the heart of our mission, which is turning hourly jobs into good jobs. And for those of you that don't know, Legion is an AI first workforce management company. What really sets us apart is really don't believe you have to choose between operational efficiency and a happy employee. We really deliver both of them. And that mission really isn't abstract for me. Started my career about thirty years ago, I'm on the floor at Gap, and then into store technology, kind of split between twenty five years of Gap and Sephora. So I do see some of my previous co workers on the line, which is super exciting. But the front line has always been front of mind for me, you know, in pretty much every decision I've made. And because without them, just like Jen said, really, there is no business and I'm super excited to be here today. This is a topic that I wake up thinking about, which I'm sure is probably consistent with most of the people on the call today. But this is a little bit personal, you know, at Gap, I did manage the Zipline relationship for about five years. And the Zipline team could probably attest that I've never shy about advocating for the frontline and pushing ideas to take employee engagement a bit further. I love that. I know, I think, Tina and I were talking earlier and I was like, we both get up and we're just like, how can we make the frontline better? So I love that. Thank you for being here. So as we chat today, audience, you're gonna see some polls pop up. So please go interact with those. You're gonna be hearing a lot from us over the next forty five minutes or so and we wanna hear from you too. That So poll pop up yet? Oh, there it is. Okay, perfect. Poll number one, take a minute, read through that. How would you describe your organization's HQ to store communication right now? So is it mostly broken? Like, stores are overwhelmed? It works, but it's clunky and manual? It's pretty solid, but room to improve. Or would you say it's firing on all cylinders? You're good to go. Give you a minute just to pop in there and select one of those. Okay. I hope I give you enough time. Alright. We're gonna move on and talk about how the disconnect is real. It's so oh. Oh. Okay. I just saw the results. I saw the results from the poll. It was pretty solid, but room to improve. Okay. Alright. That's that's the winner. Okay. We're gonna talk about how the disconnect is real between HQ and stores. So, you know, when I was running stores, I often felt like the people who worked at HQ did not understand the realities of working on the sales floor at all. And I even felt like, you know, the different departments of the company didn't even talk to each other. Like, I always wondered, did visuals and allocations talk to each other? Sometimes it felt like everybody was working for a different company. So I wasn't at all surprised to see this statistic from the misaligned study that only six out of 10 store teams are confident that HQ understands what happens on the floor. So, Jen, I'm gonna go to you first. You've run store communications across three major retailers. Does that data match what you've also lived? Yeah, 100%. And part of that statistic is that nine out of 10 of the home office associates think that they understand what's going on in stores. Yes, yes. And from the store side, I'm really surprised that the number is that high. Experienced it across, I've been in consumer electronics, I've been in grocery and now department store, but I also hear it from other retailers too. You've got this friction that is between the stores and the home office. The home office says, why can't stores just execute? It's just a simple survey, or it's a quick sign change, or they could just do that quick planogram change, it should be easy. Why can't they get that done? And then the stores say that we at the home office don't have a clue that we have no idea what they do day in and day out. And you know what, the stores are actually great, because many of us are sitting behind a desk. I mean, we're at our computers, right? Yeah, yeah, either responding to emails, we're attending meetings, but we're at our desk at the stores, they're on the floor, and they've got a to do list that is a mile long. You know, they're setting sales, they're executing markdowns, they've got RTBs, they've got transfers, they're cleaning fitting rooms, they're onboarding associates, they're setting visual directives, they're putting out new collateral, They're getting ready for a store visit, right? They're providing field leaders hourly updates on key selling metrics. And this is all while the customers are in the building. So it's no wonder that there's a gap because even though we all have the same objectives, which is driving sales, we're really coming from two totally different perspectives and have different experiences. Yeah, absolutely. I felt that 100% when I was running stores. And you never know who's going to walk through the door and you don't know what they're gonna need for the day and so that could also just sort of throw your day in an entirely new direction. So Gino, you've sat on both sides of this, Is this a tools problem, a culture problem, or maybe both? Yeah, I mean, it's definitely absolutely both. I'd even like to push back a little to say that, you know, on the idea that they're even really separable. So culture, you know, the culture problem is this and it's just like Jen said, you know, it's easy to sit at a desk and push the send button, right? It's completely different thing to be standing on your feet all day curveballs, trying to balance what the customer needs, you know, right now with corporate sent last Tuesday. And, you know, unless you've really stood in that spot, you know, obviously, which I've had, it's really hard to empathize with it. And that empathy gap is kind of where I believe that 3.5 disconnect in the data really lives. Know, the tool problem flows pretty much directly from that. Know, when companies don't understand the floor, and I've been there and seen this, they build or buy for themselves, right? And I've seen organizations that generally celebrate things like how many apps they've rolled out to the front line, but that's not really the win, right? If an associate has 10 or more apps and doesn't know which one to use, right? When a question comes up in between the customer, customers, you really haven't solved the communication, you just added noise, right? So, you know, that data tells me that HQ may be measuring things wrong. We've been measuring, you know, what they've sent, but not really what's landed in those two numbers, like Jen said, are really different. Yeah, and not to mention, you know, a lot of times all of those different apps don't talk to each other, you need separate logins for all of them. And a lot of times, you know, can just feel like, like, to your point, extra noise. Like, why do we have all these things that now I have to check all these things and they're not they're not making my life easier? So I totally feel that. Okay. Alright, audience. So we are gonna throw up another poll for you here. So get ready. What is the number one source of the HQ to store disconnect at your company? So do you have too many systems and communication channels kind of to Gino's point there? Maybe HQ doesn't understand store realities. They're very different. Number three, no closed feedback loop. That's a huge problem I know in a lot of stores. Or are you looking at staffing in capacity constraints? So I'll give you just a quick minute there. Let us know what's going on. Let's see. Yep. HQ doesn't understand store realities is what most people voted on that one. Yep. I feel that. I feel that. Yep. 100%. Okay. We are gonna move on and talk about how communication does not equal execution. So Jen, I'm gonna go to you first. There's a big difference between we sent the message and the work got done. Right? So how does Belk close that loop? I'll tell you, it's not easy. Yeah. And it's something that we're continually working on to improve. But there are definitely a couple of things that we do to try to foster that alignment across our stores organization. So first, as a retail organization, we've laid our priorities for the entire year. And with every new initiative or item that we workload plan, we ask the question, does this align with our retail priorities? And if it does, then we'll review the calendar and slate it where it best fits. Then, what we do is every single week, we reinforce those priorities with a call between our retail leaders and our store management teams, And we focus specifically on how those priorities are supported for that particular week. And as a rule, every single line item that is on the weekly priorities has a corresponding communication within Zipline. And because we use Zipline as our communication platform, every level of the store organization is working off the exact same page. And that is from our head of stores to our frontline associates. They all use the same tool, they all have the same information, and they receive the same communication. So in essence, what we're doing is we're working together to execute to those same priorities as a team. Yeah, and that's amazing and it sounds so simple, like all the information is in one place, but that makes a world of difference. I just remember having to check eight different places for information and then kind of piece together myself, the must knows for the rest of the team. So that's amazing to have that in one place to have everybody on the same page. Sounds like a dream. Gino, I'm gonna ask you about this. So the perception versus reality gap, you know, a lot of times corporate thinks that, you know, stores know about the Internet And then you go to the stores and the stores have never opened the internet. So how do you fix that? Yeah, I mean, that's a great point. Fortunately, I've had the career history to live pre Zipline, right? Pre internet, pre email. What I can say is that, you know, companies invest a lot of money in internet and they send emails, right, and they send, you know, they build these communication cascades and they go to sleep, right, thinking that the message got through like we talked about. But the reality is, you know, I've walked into stores where literally, and this is within the last few years, that they didn't even know that managers didn't even know an intranet existed, right? When you're sitting at corporate saying, no, we published these articles, like what happened there? They just genuinely, you know, wasn't that they ignored it, they just genuinely didn't know that it was there. And what it gets even worse and multiplied when you talk about frontline and really reaching that frontline worker, know, go into a store and ask an associate what tools they use to get information. I think what you hear will be a very, very new and troubling reality, right? The gap between what HQ thinks is happening and what's actually happening on the floor is enormous, right? Most companies, on top of that aren't even really measuring engagement. So, you know, they have no idea if someone opened an email, visited a page, they've sent it and they felt like that was enough. And, you know, from the report, it says 63% of the respondents acknowledged that only one in four of the initiatives, that were sent didn't really land, right? It didn't land as intended. And so the fix for me is not really a better intranet or another email. It's more about centralizing communication, knowledge, tasks, and processes into one place, you know, built for the people that are really using it, Easy to access, easy to track, measurable because if you can't measure what landed, you're really just guessing it and retail guessing is expensive. Yeah, yes, absolutely. Absolutely. I've definitely been there too when, know, stores used to call my other store managers would call me all the time like, when is this due? Or where did you find that? Or where did you get that piece of information? And I was always, you know, well, look in this email on this day and look here, look in the calendar. It's like, it's just like wild. Like it was kind of a miracle if anything got done, you know. I think who could come up with the creative, most creative, you know, topic or subject line, right? Because those are the things that people remember. Yes, yes, 100%. Okay, audience, we are going to throw it to you one more time. You should have a poll pop up here in just a minute and we'll give you a little bit to fill that out. So when HQ sends a new communication, how often does it actually reach the frontline associate? Does it almost always reach them? Does it depend on the manager? That's a really good point right there. Sometimes it does depend on the manager in certain stores. Rarely it gets lost in a chain or honestly, have no idea. Which to Gino's point, I think, you know, some companies aren't measuring what is landing and so maybe we have no idea. So I'll give you just a minute there. Go ahead and throw in your votes. And then we're gonna move on. Did we get the results? Tada. Oh, there it is. It depends on the manager. Wow. 84%. Wow. That's I mean, I don't know why I'm so surprised. I've seen that all the time. Like, it really depends on the manager. Some stores get the message and execute really well and some don't. But for some reason, I thought it wouldn't be quite that high. So that's surprising to me. Okay, let's move on. We're gonna talk about the feedback loop that nobody's closing here. And, you know, I'm gonna kick this one to you. You've seen situations where a real problem on the floor never made it into a ticket. It just traveled up the chain by word-of-mouth until someone at the VP level finally said something. So how do you build a feedback loop that actually catches those things before they escalate? Yeah, that's a great question, Kit. And I'll share something I've, like I said, lived firsthand. This is gonna date me, but you know, when mobile point of sale was new, there were real problems, right? Technical issues, process breakdowns, you know, every single day and stores didn't have time to document things. So feedback really traveled word-of-mouth, you know, associate to the manager, the DM, RVP, and finally, someone, you know, standing in front of leadership saying we have a problem, right? And the response, and I've seen this is, well, we don't see it documented, right? How serious can this be? But escalations don't happen just for fun, right? But by the time something reaches a level that's been happening for weeks or maybe even months, you know, that system made it, really hard to be heard. And that's where really the trust breaks down. So associates stop raising issues, managers stop escalating, and meanwhile, the friction just continues to spread, you know, long before it shows up in any metric, right? So the fix really isn't more channels to complain into. To me, it's really about, you know, making it easy to flag issues in the moment and on the floor and then actually closing the loop so people really understood that their input mattered. Yeah, and when you said mobile POS, I just had this flashback to when we rolled out mobile POS And it was wild, and we had a day where all of our registers crashed. And it was during back to school, and we were, like, crazy busy, and we had a line throughout the store. And the only thing that worked was mobile POS. The registers didn't work, but we could use the mobile POS. And so we had two of them and me and another guy were trying to ring people up. And then we had some super weird situation happen where his transaction was showing up on my mobile POS. They were crossing and getting mixed up. And so we just had to stop. We could only use one of them. And it was so it was such a wild day. And thinking back, I don't think I ever it was so busy. I never, like, made a ticket for that. I never said, like, hey, there's this weird thing happening with the POS. It was just meltdown wild. And so, yeah, a lot of times stores are just too busy to even like make a ticket or tell someone. You just like fix the problem and then, you know, get on. So feedback loops are so important and so important to like make it easy and quick for stores to give you that feedback so it doesn't just sort of get lost in the world. Jen, I'm gonna go to you next because I wanna talk about what good looks like. So you've talked about the challenge of getting information all the way down to the frontline associate. What has actually moved the needle on that for your team? So I mentioned earlier that every level of the organization, store organization is working off the same page. And that's because with Zipline, we really don't have to rely on the cascade. We can publish communications directly to that front line, and they have immediate access to messages. And this is the first time that we have ever been able to connect directly with those associates. So one of the things that we're doing differently now is we are crafting communication specifically for that frontline audience. And we're curating information a little bit differently as well. We're using more relaxed voice, we're using more multimedia, we're creating more fun forms and surveys. So they want to log in, they want to engage with the platform. But it's not only that with us creating things for the frontline, it's that Zipline is also a tool for the entire store team. They can communicate with each other and within their own team. So it's something that they own as well. They can post their own daily messages and create their priorities. They can update their own calendars. They can assign tasks to their store teams, but they can also use groups to drive performance, recognize, create competition. We are still working on that frontline adoption, but we do see that each week we see more logins from our hourly associates than the week before. So, we know that adoption is continuing to grow. The other thing is not only can you access Zipline from your mobile device, we have it on our POS, and we have it on our handhelds, and we have it on our tablets, and we have it on our desktops. So there really is no excuse anymore for them not to be able to access the system. But it is definitely something that we're working on, but we are really focused on getting those communications to the frontline. Yeah, and I love that you can talk to the frontline associates directly because that's what makes people feel included and it makes them feel like they're a part of the store, the store is theirs rather than they're just getting information from their manager. It makes them feel like a part of the team. So that's so great that you can talk to them directly. And they're getting information about the company too. Yeah. They are doing it within the store, which is huge for engagement. And it is creating connection. But they've never had access to this information before. And now we've opened it. It's like an open book test now. They have. That's so powerful. That's so powerful for engagement and people feeling seen and included. Gino, I'm going go to you because I want to talk about the human cost for a minute. So a stressed or financially stressed employee loses about seven hours of productive time a week. So how do we support them? And what's the real business case for fixing this? Yeah, Kit, I'm glad you asked. I mean, stress is something we all experience and we don't really recognize the impact that has on not only our lives or health, productivity as well. So, you know, in the report, it says fifty two percent of respondents say that the lack of a voice combined with fragmented tools and unclear priorities creates unnecessary stress, right? And, you know, from some of the research I've done at Legion, at least in my area of financial wellness and stress in general, right? Seven hours a week of lost productivity per employee, like just multiply that by your headcount. That's not a rounding error. That's like a part time employee's entire week, right? It's not because people don't want to work or not because, you know, but because stress and confusion are really eating that time that should be going into customer and execution. And now layer that on to, over a 100%, in some cases over a 100 of annual turnover, like companies, you know, company execs, at my previous companies would jump up and down, right, for a decrease in turnover of one or 2%, right? And with, you know, with wages not likely to move significantly, retention, I feel is probably the last retail frontier, right? And leadership obviously responds to numbers. So think about it. What does seven hours of lost productivity per stressed employee cost you annually? Like, what would a 10% reduction in turnover, you know, just in hiring and training alone save the company? Like, these really aren't soft people metrics. They're really hard operational costs for your P and L. And, you know, leadership just, I feel, hasn't really drawn the line from the symptom back to the cause, right? And once you do that, right, fixing communication stops being a people initiative and really becomes more of a financial decision. Yeah, I love that you I'm sorry. In our world, lowest turnover stores actually have the highest sales and performance. So it is a direct correlation and goes directly to top line or bottom line, however you want to look at that. Yeah, 100%. I'm not surprised to hear that at all, Jen. That was my experience as well. Like the stores that had the lower turnover were like the most profitable and employees felt supported and it's all connected. It's all connected. So something that we need to take a closer look at for sure. So we are getting to about half the hour. All right, before we get to the Q and A from the audience, we're gonna do a little closing question here to close us out. So, Jen, I'm gonna start with you. If you could hand a store associate or a home office leader one thing that would make their job better immediately today, what would it be? Omniscient, right? They need to know everything at the drop of a hat. I love that. I will say if they can't do that, it's really about having information that's easily accessible at their fingertips, wherever they are. And I will say we are getting better with that. I mean, given Zipline, and what we have is Belk, our AI assistant. Belk is helping our associates in real time. They can ask it any question and Zipline provides answers immediately. And it's not just like a document, oh, here's a 42 page SOP to read. You ask it a question and it comes back with an answer. So it's pretty powerful. I wish I would have had that when I was running stores. I think I spent, I don't know, it felt like half my career answers, just looking for information. And I was running stores back when we were flipping through binders, trying to find the right page. Gino, same question for you. If one thing that could make their jobs instantly better today, what would it be? Yeah, well, obviously, it's technology. But you know, what I would hand or make people think about is handing you guys a corporate leadership team that has really sat in your shoes, right? Someone that understands what you're juggling on the floor with customers and corporate directives and the new hire that needs your attention, right? All at the same time, I really feel that empathy changes every decision that comes after it and when that empathy is backed by a tool, right, that helps bring it all together, communication, task management, knowledge, feedback, all the things we've been talking about, that's built, purpose built for a way you're working, really that's when things start to change. Yeah, yeah. I wish that too. I wish every STORE team had an HQ team who really understood what it was like to stand on a Sales floor for eight hours a day. That would be amazing. And along with the right tech, imagine what we could get done. Okay. We are gonna open this up to the audience. If you have any questions, I'll give you just a quick minute. If you have any questions, go ahead and throw them in the chat. Just pulling up the chat to see if anyone has any questions. Let's see. Yeah, there's a couple of questions. There's a couple of questions coming in. So I'm gonna read this out. Oh, where did it go? Oh, here it is. And I'll just kick it to anyone who wants to answer this one. But when you started out using ZipLine, what was the most important lesson learned during the rollout that you could pass along to some newbies? We actually started communicating about the change about six weeks in advance. And we, there were five features that we decided to highlight that were the biggest wins and the biggest reason why we were implementing Zipline. And for six weeks, every single week, I talked about that weekly call that we used. Yeah. We shared a new feature that was going to make the stores lives a lot easier. And it wasn't just our stores, our field leader adoption was through the roof. So getting out there and communicating early to let them also know why this was an important change, and how it was going to make their lives easier was I think a big win for us and helped with adoption. But also number two, we actually went live with it before we had our cutover date. So we gave them links to access the information. We had content in there about two weeks in advance. So we had people logging in before we actually launched. And it was such an easy tool to use that it was amazing how quickly they were able to get on it. So when we did do the demos and the training, many of them were familiar with it already. I love that. Yeah, I think the communication ahead of time is so important. Like we talked about the frontline is juggling so much already. And so when you spring stuff on them, it's just like, they kind of feel like, what's this one more thing I have to do? That lead time is super important. So I'm gonna, there's another question. I'm gonna kick it to Gino Filice. What was your biggest moment when you started your realignment journey? My realignment journey, that's a good question. I'm trying to figure out how to maybe you need a little bit more there. Like, direction are we looking for? Realignment in my career? Realignment in technologies that I've managed? I guess I'm going to go with my career answer, right? So, sitting on the side of implementing technology and selecting it was very hard and very little influence on what the capabilities of a product had, right? Yeah, it was on some advisory boards with Legion and other company with Zipline and other companies, but you really didn't have the ability to change something, create new ideas more directly than I do here at Legion. So, you know, and I'll co answer this with another question is what is one thing you would give someone, you know, in their jobs to instantly make it better? Something that the team should look into is earned wage access and financial wellness tools. And this is not a zipline topic, it's more of a legion workforce management topic, but we know that there's a large number of financially stressed employees out there and getting access to their wages before payday is really important. So if you, as a company, if it's not something you offer, you definitely want to look into that because it's a really like line and the capabilities around communication engagements. It's another piece functionality that most hourly associates don't know they need but really love and rely on. Yeah, yeah. Okay, we have time for maybe one more question here. This one is really interesting to me because the stores I worked in, we had primarily younger team members. And then I'll just kick this to whoever wants to take it. How do you help your staff actually care about the content on Zipline, like part time staff, younger staff, developing work skills? How can we help them understand the why? Like, what's in it for me? Right? Like, why do they need to jump on Zipline and get this information? I can take some of that. A couple of different ways that we use communication to talk to the frontline. As I said, we're curating information directly for them, like incentive and contest information. They can directly reap the benefits of knowing that there's a contest out there, sales contest, right? Because that goes to their pocket, right? Yeah. Also, some of our more specialized positions, we provide them with product information and the more information that they have, the better they are at selling that information or selling that product with the customer. The other thing, we've got store managers who do a really good job with their morning meeting, who will say, okay, everybody get out your phone or get out your device or get on POS, we're gonna go through the messages today, or we're gonna talk about the priorities today. So if you've got a management team who cares about the content, and they're bringing their associates along with it. Now, not everybody's good. I don't think we're gonna get 100% adoption from the hourly associate. I'll just say that, but we do have 100% adoption from our management teams, which is great. And the more that they're in there and the more they see that as a value, the more they're going to get their teams up and running on it because they do become much more efficient and they're driving more sales. Yes, and I think to your point about morning meetings, getting everybody on the same page. And if you make that sort of part of the daily routine, and people, even if they're coming in in the afternoon, they get five minutes to check Zipline, check the messages, see what's going on, see the contests that are running. And there is sort of that aspect of FOMO too. If one person knows about it and then someone else doesn't, and they're like, wait, there's a contest. What are you talking about? That's gonna make them wanna jump in and see what's going on. So I think that's those are great too. But yeah. And the the realities of not every hourly associate is gonna dig in and consume everything on there. That's probably not gonna happen. But I think by and large, you can get most people to take care about it and be into it. And we're celebrating anniversaries on there. We're celebrating birthdays out there. We're also receiving videos from the field that we can post with that highlight some of our associates. So for them to say, hey, I'm on the dashboard in the video, that's really cool. That is really cool. And to have it all in one place, when I was running stores, my company wanted me to run an Instagram account for the store and, like, you know, create content in between, like, all the the 800 other things I was doing. And I was just kind of like, what? It's happening. But, like, have it all in one place and you can pop in there and share a video or share a message with anyone in the whole company. I just think that like, it doesn't get any better than that. I think you guys have nailed it, right? The engagement factor, of course, giving company information and making it all about the company important, right? But in the end, what's in it for them, right? What are we giving them? What tools are we giving them that actually make their life easier, better, but make them want to work for a retailer or a company like yours is important. Sometimes it is those soft, you know, connective tissues, right, like social, right, groups and chat and communication, just keeping it fun and light, right, and less about work, work, work. So you definitely need to think as organizations about how to balance the need for, you know, employee engagement and what's in it for them and what's in it for the company. And it's a tough balance. It's a tough balance. It's a tough balance, but it's 100% doable. I always say you can work hard and have a great time at the same time. It is possible to do it. I think that, know, Zipline just kind of gets us there a little bit more easily than we had it in the past. Know that you're trying to wrap up, but there is one question here that I would love to answer. Yeah, take it. How do you align the internal teams on what communication is going out when? Post that says they run into last minute markdowns effective the next day, etcetera. And we get that too, right? It's, yeah, these were retail, we have to respond to whatever is happening in the moment. But what I will say, we have a very solid and published process that we have a workload planning calendar, we tell everybody that communications have to be published two weeks in advance so stores can workload plan. And we've got sufficient deadlines. And so if we can manage the majority of the messages and workload following the submissions, then we can handle those last minute markdowns much more effectively. Stores get on a consistent cadence, our messages go down on a consistent cadence. And then, like I said, those last minute things we can handle much more effectively, because 85% of the rest of the communications are handled on a normal process. So, and that's been something that we've been working on for a really long time. And we try to be very consistent about that. Yeah, that's so important too, to keep the frontline on task and not throw them for a loop every day. I think we're gonna have to end it there today. Thank you all so much for being here today. Thank you for joining us. If you haven't yet, go check out the report Misaligned. So a lot of great information in there. It's really eye opening. If you work for SOARS, I'm sure that it will reflect from some of your experience as well. Thank you so much to our panelists, Jen and Gino. It was a pleasure to talk to you today. Thank you, Zipline and Legion for making this conversation possible and it was my pleasure to host you today. Thank you again and have a lovely Thursday. Thanks all. Thank you.