In this episode of Retaili$tic, Krystina Gustafson shares her journey from journalism to retail innovation, discussing the impact of AI on retail strategies, event experiences, and future trends. Discover insights on how retail leaders are navigating rapid technological change and leveraging AI for competitive advantage.
Key topics
Chapters
00:00 Introduction to Krystina Gustafson and Retail Innovation
02:02 Krystina's Journey from Journalism to Retail
03:55 Lessons from Early Digital Transformation at Women's Wear Daily
07:00 The Role of Content and Curiosity in Retail Leadership
10:10 Transition from Journalism to Shop Talk and Retail Events
13:03 Insights on Building a Successful Retail Conference
16:01 The Rapid Evolution of AI in Retail
20:08 Strategic Planning and Long-term AI Roadmaps
24:09 Operational Applications of AI in Physical Retail Spaces
27:58 The Future of Personalization and Customer Experience
32:59 Challenges and Opportunities in AI Adoption
38:10 The Importance of Connection and Authenticity in Events
41:47 The Intersection of Physical and Digital Retail
45:06 AI's Role in Enhancing Customer Engagement
49:08 Lightning Round: Retail Predictions and Trends
Philip Moore (00:00)
Welcome to Retaili$tic with Deborah Weinswig, brought to you by Coresight Research. In this episode, Deborah welcomes back one of our most popular guests, Krystina Gustafson. Krystina is a power player in the retail culture with stints at Women's Wear Daily and CNBC before she joined the team that created Shoptalk, the now global event series that shapes the future of retail technology. Krystina is now tackling AI in retail, which we will learn about shortly. But first, Dana is here with a quick update on this week's publications from Coresight Research.
Dana (00:36)
Thanks, Philip. Coming up this week, our US retail market forecast goes live. We have fresh US consumer survey data and the full Prime Day India wrap-up report. But first, Krystina is back, co-founder of the Retail Club. She's diving into how AI is actually moving the needle in retail right now, plus a first look at Retail Club's second annual AI festival happening this September in Huntington Beach, California. Let's get into it.
Deborah Weinswig (01:04)
Krystina, welcome back to Retaili$tic. So excited to have you here today. Thank you so much for joining us.
Krystina (01:09)
Yeah, always excited with you, Deborah, so
Deborah Weinswig (01:12)
we had an interesting conversation the other day and as we were talking about your background how you have really always on content, but how that's changed significantly. Can you just talk about kind of in college or high school, was it that drew you to the content side of things? Like let's start let's start at the beginning.
Krystina (01:31)
I mean, if I go way back, I feel like it was when I was in high school and I had a teacher who told me I was a good writer. ⁓ and so I joined the newspaper staff. It's probably I I think it just kind of speaks to how formative teachers can be, right? And helping you identify ⁓ what you're good at and what you're passionate about. And I think from there, you know, went to college, majored in journalism, but I think really,
One of my most memorable moments in college was I actually worked for the Alumni magazine at the College of Journalism in UF. So I actually ended up having a ton of access to all these really successful graduates from the college, including ⁓ a woman who happened to work at CNBC at the time. And so that was actually how I had made that initial connection. but I don't know, it's just so funny. I I feel like oftentimes things somewhat fall into place and then you just kind of like stick with them, figure out what you like and
And yeah, so I feel like my whole entire career has just kind of been like falling into things that I like and honing those skills. And I wish I had better advice and answers for people. But I think really like my approach has always been just to kind of find things you like and get excited about and then take those opportunities where they take you.
Deborah Weinswig (02:32)
Makes
perfect sense. And so I think you interned at C N B C and then full time started at Women's Wear Daily. Can you talk about we were talking about earlier? I mean, I remember as an analyst, right, you'd get that hard copy every morning and
You know, half of my calls before noon that day would be about the news that was in Women's Wear. What did you learn from that publication? And also as they moved, as you've seen them move from kind of physical to digital, how has that changed where people kind of get that kind of news and just kind of how Women's Wear Daily focuses and and falls into everything?
Krystina (02:52)
Yeah.
Well, you know what's funny too
is I feel like timing is so much of this because when I first applied to s to ⁓ intern at CNBC, I think at the time I was a telecom major or, you know, was doing video journalism and they're like, hey, this new thing called the internet and cmbc.com is coming up. Like, would you wanna work on that? And I'm like, sure, you know, I like to write. I you know, I do it for for the magazine and all these sorts of things. ⁓ but a very similar thing was happening at Women's War Daily at the same time when I ⁓ left my my internship and went over there. And they were really just kind of starting.
their digital offering. I remember the CMS. It was just like, it was so archaic. ⁓ and I was literally the one like loading in the articles, sending out the news alerts, doing all those things. But we literally had a special digital team, because the reporters at that point were still just kind of writing and sending things into the digital team to actually go and produce them. And so it's funny now, however many years later I'm sure they're all very
Very well versed in these systems, and all the reporters are probably publishing their own content. That's how it was at CMBC. But yeah, back then it was like a very transformational time.
Deborah Weinswig (04:01)
That's pretty amazing. And then when you joined C N B C what had changed since you were an intern? And you know, what were you know in terms of your responsibilities there, what one do you think you've continued to leverage that you learned there?
Krystina (04:15)
I learned so much there.
When I was an intern, I was more kind of general assignment. So I would say it was mostly breaking news. ⁓ I I used to joke, my editor would literally stand over my shoulder and watch me type. So if you want to like think about having the most anxiety-inducing moment of your life, like I had many of those when I was an intern at CNBC. But I think obviously it teaches you to think really quickly and digest tons of information and produce something cohesive out of it. And so I think that's definitely something that landed with me. I think some other things though, right? I I used to joke, I stayed in touch with one of my editors there, Tom Lowry, and he used to joke.
With me, like, hurry up and file your story, KG. It's gonna be fish wrapped tomorrow. ⁓ you know, getting back to like the old school print days, and it was kind of like, you know, obviously you want to make sure it's accurate, obviously you want to make sure it's good, but you can't just sit there rewrite, rewrite, rewrite. And so I think it kind of teaches you that delicate balance of ⁓ being productive, ⁓ but also being thoughtful. yeah, those are just kind of two that come to mind. But honestly, I feel like there are so many instances in my life. ⁓ I think the last one would be everyone needs an editor.
Deborah Weinswig (05:08)
Yeah, no, I well, and especially these I think there's this ⁓ kind of myth that, right, the large language models can solve all because they're a language model. But that is just I mean, I've read some things and I'm like, first of all, there's no way this person wrote this. And secondly, this doesn't make this sounds like British English versus like American English. So I'm just like, what what if they told their LM because this just is does not this sounds off. And so
As as you think about, I mean, when I was at Morgan Stanley and I helped run the morning call just because they needed someone to jump in. So, you know, I start my day at five and end at two AM. Who needs to sleep? I think that's probably where I learned it. And I'm not kidding. So but it was unbelievable. Like Maria Baramo had us down to the studio and she showed us, she had like this we call it like the wheel of how like she so much
went into it, I think, than I'd understood. Cause like I was trying to like make sure we had like a great morning call. And and right, if you have a fixed going back to you, right, if you have fixed deadline or a fixed amount of time, how do you drive the most impact for your audience? And that's what I learned. I mean, I think I we were we were down a person, I think I helped like that was I mean I was in the research team. I I helped out there for like six or nine months. But like I really started to think about whether it was an event or really like a live event.
How do you kind of think about how you spend your time? And then kind of like almost like this cadence, it's and I'm sure it's something that you've like honed incredibly. So if you think about what CNBC taught you about, right, like the limitations of time and how you maximize content for audience, what what changed in terms of how you thought from like a women's redaily expect you know experience?
Krystina (06:28)
Yeah.
It's really good question. it's funny, I'm gonna go off a little bit here, but it's gonna relate back, I promise. ⁓ I was I was reading something the other day. ⁓ I don't even remember
Deborah Weinswig (06:54)
Yeah, I trust you.
Krystina (06:58)
Who posted on LinkedIn? I don't know who wrote it. I have like zero information, but I read it and it like made my skin crawl. Cause it was basically making this point that to be the most productive that you can be, you can't take external calls or you can't take calls, period, right? And like, how much of your calendar can you leave available to just do deep thinking work? And I just think that is like the most misguided piece of advice I have ever read. Because let me tell you, Deborah, the number of times I'm sitting here racking my brain, and I just send a text to Ann Mazinga or a note to Noam Pransky: like, hey, I cannot think of
Anyone who could speak to this, and I get, you know, 10 incredible answers in five seconds, right? And so to me, I think about time management in a couple of different ways, I think there obviously is that need to really kind of dig deep and focus that is incrementally harder or exponentially harder every single day as you're getting pinged from Slack and getting phone calls and all these sorts of things. But I do, and I'm a firm believer in the fact that like
who you surround yourself with in your network is ultimately kind of what makes you the most incrementally o efficient over time. And so I think it's kind of that balance, right? Of just kind of like, yes, getting your head down, churning out what you can, doing the best that you can on a timescale, but also recognizing that you can't do it all. And how do you kind of tap into those external resources to make yourself better, if that makes sense.
Deborah Weinswig (08:09)
So I mean, right, you have to understand kind of yourself first, right? Where are your strengths? And then also what do you love to do and what do you not love to do? And so I think the more that you can lean into others who love to do what you don't, it it's it just and I I mean, hey, you and I are both extroverts. I do find right, like I I mean I'm embarrassed to say, but I was in the office last night until like two AM. But it's like I went there after a dinner and I was just like in the flow and I'm like
It's quiet, I'm not getting any emails, right? And I can just get work done. And I think you just, you know, you can be kind of like time agnostic, but like finding, you know, two hours or four hours to just think, whether it's early morning or late night, I think it's hard to do during the day because it goes back to you wanna have those conversations. You wanna take what you did during like your deep work and right, like test the hypothesis, like I think this from this data, what do you think? kind of thing. So I think we're like
Krystina (08:52)
It is. Yeah.
Yeah.
Deborah Weinswig (09:05)
leaning into that all the time. So you're at CNBC, you're kind of changing the way the world thinks, and you head over to Shop Talk, walk through that decision.
Krystina (09:15)
gosh. I I like to joke that it was the thing I've thought about the least in my life, and I do genuinely think it is true. I loved journalism for a lot of reasons, but I also did not love it for a lot of reasons, and I think one of the key things that I did not like about it is I tend to think of myself as somewhat of an optimist, and I don't think that
You have to be a blind optimist, right? But I think always kind of trying to find the positive and using information to make things better is really more kind of where my head is versus just always trying to poke holes just for poking holes' sake. And I think, by the way, like this is nothing against the journalism profession. We absolutely need people who are doing those jobs. I just think for me it wasn't necessarily the best fit. And so
You know, as I kind of took a step back and thought about what my life was gonna look like over the next, you know, ten, twenty years, I was like, ooh, what does getting promoted look like being, you know, a senior editor? And then like to your point about doing the things you love, it's like, okay, well then at that point I'm just managing. I'm not even talking I'm not even doing the parts of the job that I really like. And so ⁓ I actually just had a
professional friend at the time who was helping Shop Talk with their growth and PR. And he was like, ⁓ you know, how are you liking your job? And I was like, I'm not. I I don't like it. I was like, I'm I'm pretty unhappy, probably a little too blunt. And he was like, you know, I think Shop Talk's hiring. Like would you want me to put in a word with Anil? And I was like, sure. So I literally like went in, I think that Monday for an interview and I quit my job the next day.
Deborah Weinswig (10:31)
Wow, that's that's a big what well and and it says something about just being honest too, right? If somebody asks you, I mean, because I think so many times either people don't want to get into it or they're going to like the easy answer, but with you being honest, right, it it really presented an opportunity of a lifetime. And I mean you were there pretty early on, I think twenty seventeen. What what did you see from kind of twenty seventeen? You know, maybe like we'll look at it pr just
Pre and post pandemic, right? Like 'cause pre it was still like really growing, like very startupy feel, and then post it had you know, much more big corporate Let me talk about the early days and then talk about the later days.
Krystina (11:09)
Yeah.
Well, it's funny, like you and I were talking about this ⁓ earlier a couple days ago. I think you articulated how I felt for a long time very well, which was the idea that when you're a journalist, you're a solopreneur. Or so is that the word used? Yeah. ⁓ and I it's so true. Like, and I never really knew that about myself until probably I went through the full cycle of what you're describing. But like I like to get my hands dirty. I like the combination of strategic thinking.
Deborah Weinswig (11:22)
Mm-hmm. Right. Right.
Krystina (11:37)
But also doing the work, right? And so I think like those early days of Shop Talk, that's what it was. Like, right? We were scrappy. We were the underdog. We were going to market and like convincing people that they needed to care about digital and e-commerce. It was bigger than an event itself, right? We were trying to convince people that they needed to care about the digital transformation of retail, right? And so like I I don't know, it just kind of like ticked all those boxes for me and and like what makes me excited as a human being. And so I
one one other thing I've learned about myself over time is like I'm not good at faking it. And like if I'm really bought into something, like I will pour all my energy and soul into it. And if I'm not, like I just I just don't. so I feel like those early days it just like kind of really ignited something in me that I didn't necessarily even knew know was there. and then I think you know look it it grew and it got big and very successful and obviously like that's fantastic. I think what I learned about myself in that process is I don't like to spend my time in internal meetings. I I I don't like it's not that I don't like managing
I had such a fantastic team and like they're probably the reason that they are definitely the reason that I stayed there as long as I did. But I think just I felt that I was losing my edge, a team and managing. I felt like I wasn't staying up on the content. I wasn't getting to have conversations like this that I'm having with you. I wasn't able to like kind of scratch that curiosity itch. And so it's been really fun going back to being like a super small, lean and scrappy team for all of those reasons.
Deborah Weinswig (12:55)
Well, I think you talk about something that I we see with executives where when you start to get too far from what your company actually does, I I think that that's what leads to so many decisions that right like you and I would be like, What? Right? Like why did they make that decision? Because I think you're so far away from either what is on people's minds, how people shop, right, how people consume. I mean, goes back to I I
Krystina (12:57)
Mm-hmm.
Deborah Weinswig (13:21)
I I do remember, although it's been like you guys literally were talking to people about why they should care about something that now is just second nature. And so with that, right, you've now moved into retail club. I don't think you've had to convince anyone why AI is important, but maybe convincing people why, you know, an event just about AI, right, that's several days, why that makes sense. Maybe talk about the
Genesis of the idea and then just what surprised you?
Krystina (13:50)
Yeah, it is super interesting. So I would agree with you, there is a lot less open hostility. I think that's what Jason Goldberg called it. There's a lot less open hostility toward AI than there was with digital. And I think a lot of that is just ⁓
People got caught in that trap round one, and so they don't want to get caught in it again. And I think sometimes for better or for worse, even if it's just to make sure they're getting that stock boost or ⁓ you know, appeasing their board, they're they're bought in on AI, even if they're not bought in on AI. but to your point, I mean, we decided to launch Memorial Day of last year. And at the time, there was some skepticism. I wouldn't say necessarily about the premise of AI, but like, is there really a need for an AI-specific event, which we felt very passionately about? I mean, from our perspective,
AI, yes, is gonna transform the customer experience, but it's also gonna transform how the marketing team runs, you know, how supply chain works, you know, the economy is gonna look like, right? What is this gonna mean for consumer spending? There's gonna be labor implications, there's gonna be societal implications. And so for us, this is a huge, massive transformation. It's not just kind of like another technology, right? It's kind of transforming every part of the retail organization, the customer experience, and just kind of like the world, ⁓ quite frankly. and so I think that.
Kind of needed a little bit of framing because I do think people were thinking about it much more in terms of like a point solution or are we in a bubble? And like sure, all those things maybe to some degree were true, but I think we were just kind of like looking at the bigger picture. ⁓ but to your point, it's been crazy because we went from conversations being more, you know, about kind of like
LLMs to now everything at the application layer and all the consumer use cases and like just how quickly we have advanced from phase one to where we are today has been huge. I think the other thing that I find very interesting, and like, you know, feel free to debate me on this, but like, you know, I think it's always really good to hear sort of like what is current and what is now in real-world applications. But I also feel like this is moving so quickly that we need to be challenging people to be thinking.
bigger and not just about what they can go out and apply today because in six months' time it's gonna be completely irrelevant, right? So you have to kind of find that mix of like how do you actually get going today? What can you actually implement? How do you need to think about restructuring your organization? All those things 100%. But like we do need to be like for example, right? I feel like it was like this, you know, discussion about jobs, for example. ⁓ you know, half the economy's gonna be unemployed, whatever, extreme, extreme. Then it's like, well actually these job cuts haven't actually panned out. Everyone was over exaggerating. It's like, it's been six months. Like
It we don't have definitive answers here yet. And so I think really just like admitting that no one has all the answers, but you also need to do the thought exercise. Even if you don't agree that this is gonna lead to mass displacement, you better start thinking about what would happen if it were to take place, right? Because it would have implications on your business. Again, I'm not fear-mongering, but like it's a little too early to call it one way or the other.
Deborah Weinswig (16:30)
I I think on the what's been the most interesting to us on the job side is that almost every company we know that has laid people off has brought a significant percentage of them back if they were still available either as a contractor. Most have come back as contractors 'cause I think everyone's still like, Okay, we we definitely like and so that's been very interesting. And I would say that's been like honestly in
99.9% of cases. Secondly, on you know, your whole conversation on the application layer, I think what's been surprising is, and you know, Intel has been a sponsor and key contributor to our AI council since day one in May of 23. So we're going on like three plus years, is how important now
the infrastructure. Like I feel like fifty for fifty percent of my conversations are now on like the physical side of AI. And it's not physical AI like in store. It's like physical AI like the the right like ro the robotics conversations. And so I I was at a let's just say a a government dinner last night and it was one of those conversations like after the event, like that I have to say I'm truly still processing. And so this
Krystina (17:22)
Yeah, yeah.
Deborah Weinswig (17:40)
you know, individuals said, ⁓ who's quite senior because you're talking about IP, right? And and that's why I was there to talk a lot about like brand protection and supply chain and so like and consumer protection. So like what happens when you have a robot, doing design and then ultimately doing the build, who owns the IP? And I was like, you know, I've thought about a lot of things with AI, I've never thought about that, right? Like this. So it goes
Krystina (18:04)
Yeah. Yeah.
Deborah Weinswig (18:05)
Back to right like what you said to stay current. It's like you need to kind of show up and I find that I'm leaning more into New York based events because obviously being in New York, it's easier to get here. Or when I travel, I'm trying to do more around an event or my my trip because staying current on AI is not easy. And we're building it internally, right? Like I mean, we're building and we're
transformation, but it's like what I could do five weeks ago is completely different than what I can do today. And I think that's I don't know I mean this is a question for you. How do you see, club a year, you know, ago, It was still kind of like we were all kind of coming together to talk about what we were seeing. I think that this year is going to be a lot different than those kinds of conversations. How do you think it's different though?
Krystina (18:55)
Really good question. I mean, yes, I agree. It feels very different. I think we were just so early last year, right? It was like, I don't even think Perplexity had launched shopping. I think that maybe came a couple of weeks after and then the whole ChatGPT experiment. And so I think there is a lot more in production these days than there was last year. So I think there's already been a lot of learnings. the other thing that I am seeing, and you're probably seeing this as well, just given how ⁓
you know, exposed you are to ⁓ the retail organization and the C-suite is just the combination of functional roles and kind of this marriage of business and tech has been really fascinating to watch. My favorite question to ask when I get on a call with retailers and brands is who owns their AI strategy. I've gotten everything from obviously CEO, chief AI officer, COO, CFO, CTO, CIO. Like it literally feels like every single time I get on a call, I get a different answer. We've actually added that question to our registration flow.
By the way, because we're gonna use that as a data point, because if we're I having 2,000 attendees, you know, we can ask 2,000 people who owns the AI strategy in an organization. So yes, I feel like it has come a very long way. I am hesitant though, ⁓ because it still is very early, right? And so I think it's kind of like striking that balance. Yes, we've learned a lot over the past year, but like we are still so, so early.
Deborah Weinswig (20:05)
Yeah, I think I think the ownership. So originally, I mean, early on, right, three years ago, we were seeing it at at the CO level. Well, I mean, the the CO going back to this kind of constant news flow, they they don't really have the time, bandwidth, et cetera, to kind of own it. So what we're seeing, and I I have to say th I'm I'm this is pretty and this is kind of global as well, is that
The structural change we're seeing in the C-suite is that CIO CTO is reporting now in through CFO in many cases, and the head of AI is reporting into the CEO because right they can speak business and then they can kind of cross-communicate with CIO CTO, but before any expense or right capital investment is made, the CFO is helping to make those decisions. And so what we're seeing is
I think almost more logical and more strategic in some ways as opposed to right, Sally came and asked me for this and Peter asked for this, so we're doing it. It it's we're starting to see kind of not just what you can do tomorrow, but what you can you do in like one, two and three years. I don't know about you. I'm not I mean, I'm seeing people like, yeah, five years out, we're gonna have, you know, just a whole host of things that people are saying. I I just think we have truly no idea. I mean you could
say anything it could be true. But I do find that we're seeing we're seeing more companies do three year plans with AI in mind. I don't know how are you seeing kind of long term strategic planning change? Because I think that is actually one of the biggest impacts from AI as this new kind of enabler.
Krystina (21:40)
Yeah, I mean, I just feel like there is no like you're right. Yes, obviously there is a roadmap. But like to your point about like what's kind of changed from last year, I feel like last year the topic was like setting your AI roadmap and this year it's more about like adjusting your AI roadmap, right? Because it's kind of like every week a new model comes out. Okay, you know, it was first chat GPT, now Claude's in the lead, but then Gemini's got you know, so like it's also kind of as you just see the advancement in the different models, ⁓
Deborah Weinswig (21:45)
Mm-hmm.
Krystina (22:04)
it happening so quickly and what they're good at, what they're capable of. ⁓ I I think people are just constantly having to reassess. I think there's obviously also the the question of what can you build in-house now? What do you actually want to use a point solution for? Do you work with, you know, kind of like an and hit your wagon to one of companies or do you kind of like want to ⁓ spread the wealth a little bit? I've seen we I think we've seen a couple of examples where people get a little bit ⁓ too dependent on one specific provider and we've we've kind of seen that blow up in in people's faces. But like I I
I guess my point is just like these questions aren't as easy to answer and like the cost models are changing so quickly. And so I think it just truly is like this constant reassessment of where you get, you know, the most bang for your buck. And ⁓ i I and I also think the other part of this too is right, contract lengths, ⁓ which I'm sure you guys are talking about a lot, are getting so much shorter. And so it gives people a little bit more flexibility to to pivot ⁓ much faster.
Deborah Weinswig (22:57)
we're
we're totally month I mean, I'm like, I know I can save twenty percent going yearly, but we're month to month on everything. it's one of the reasons, not that I'm calling them out in any way, shape, or form, but right, we decided to sunset copilot I'm like, you could only do a one year license. And I'm like, I know.
was speaking on stage, someone took a photo and there's like a bunch of logos in the background and I just wanted to kind of have a anonymous background, let's say. And so, you know, I I can't say at that point, right? Like, there's been so many so I just uploaded to HP T I'm like, please like remove the the logos and just like fine tune the photo. And I'm like, I gotta tell you it came back, it like rendered I was like thirty seconds and I'm just like, Okay, this is like there's no mid journey having to have a Discord account, right? Like, you know, and it was like I have to say
Krystina (23:36)
Yeah.
Deborah Weinswig (23:38)
Right, like I'm sure you've had that like moment where you're like everything is just different. And easy and easier. I mean, yes, it will be harder, I'm sure, the next day, but you're you're like, Wow, I like things that have taken me time and effort, right? Like I don't really have to think about it. I mean, I mean, remember you're like like using the like eraser to like erase things out in your photos, right? Like, okay, let me get the logo that way. I and I'm just like thirty seconds, and so that was like my
Krystina (23:43)
Yeah.
Whoa.
Deborah Weinswig (24:04)
Aha moment. Like what about like how are you using it in your schedule in thinking about things differently? Like how are how are you seeing that transform your like your daily life, if you will?
Krystina (24:18)
Yeah, I mean I think the obvious answers, and then I'll give you one that's more recent. I think the obvious answers for me, right? I'm a content team of one. And so
I'm obviously using it to write help me write session descriptions. were talking before the call about how ⁓ AI is like making people dumber or lazier, whatever whatever you want to call it. Like I think it can, but I also think the amount of back and forth that I do with it and the amount of like code, I want to make sure it covers like these four things, right? And like I'm still sharing my perspective, but it's almost like I'm describing it.
To someone junior to then go and write. so I I do think there is a risk of that if you're just like, write me a session description on you know, demand forecasting, right? But like if you're actually kind of like plugging in the inputs and you know enough knowledge to feed it something smart, it just makes you more efficient. So that's kinda like the obvious one. We're doing it with podcasts, Riverside, as you know, because we're in this platform, has some really good capabilities with smart clipping. ⁓ you know, I
Again, like if I'm thinking back to a shop talk, we were maybe a content team of like 10, it's me and a sp and a content ops person, right? Just kind of like running the ship and and that's enough ⁓ for for now. the thing though that I used it for the other day where I was just like, wow, my life has changed was doing research on the emerging tech companies because we always really like to make sure we're featuring s kind of like new and upcoming tech startups. And I you know, I I would say I don't like to use it super early on in brainstorming. Like I d
Do this, I have a lot of calls, I get recommendations, I look at, you know, portfolios ⁓ for the VCs that we're working with and all these sorts of things. But let me tell you, I was like, hey, can you pull me together a spreadsheet with the company name, the year they were founded, who funded them, their most recent funding, investment amount, retail clients, and a one-line description of what they do.
Deborah Weinswig (25:50)
Yeah, that's that's I was at it's funny you bring that up because gosh, it might have been had to be May of twenty-four. Good friend of mine, Hugh Chen, who's the CO of Saglow on the Reeds side down in Florida, kind of like strip and power centers. He hosted at ICSC before the event started, like a very small there were eight of us. It was like a table, there were two of us, in each end and
We just came and shared kind of like what we knew and we were using and one person was like, I I used it to clean up all my contacts and he said how he did it and I was like, I in a million years, I never would have thought to use it that way. But my goodness, you probably just save yourself like fifty or a hundred hours. And he was like, he's like, I think I save myself more time. And so you start to think about some of you know, kind of like some of that collating or list building. And I what I find is, I don't know about you, but like, you know.
Right, like you create stuff. I I do try to be incredibly organized to the best of my abilities, but I'll be like, my gosh, where is that file? I can't find it. And like I could spend and I'll time myself sometimes because I'm like, I can ask somebody else in the company, but that's not fair. I need to try. Sometimes I try 30 minutes, I can't find it. And now I'm like, Okay, I can't find it, but I can probably just recreate it. Right. And so those are some of the things where you start to see a change in time. So I'll so as it goes to content descriptions.
Krystina (26:50)
Sure.
Deborah Weinswig (27:10)
We hosted a conference last June. And unfortunately I had gotten like super sick before I had like three forms of E. coli and Shigella. So I was kind of like I was like disappeared for about a month because I had a fever of like 101 I couldn't shake. And so what I did, because we had the conference was like it was happening. if I had to like crawl my way there, so I set up I have several laptops, some are like literally ten years old, but it doesn't matter. And I had one running perplexity.
Deep Seek, Gemini, get the idea, right? Chat G. And I asked all the exact same questions. I'm telling you, A, it was super fun. And you would enjoy it too. Because it was like, I was trying to build like the content. And I'm like, and then I was like, okay, I want the titles to be kind of like sexy, but in a fun way, not in like a perverse way, right? Like I tell you, it was wild what came back. And so it was, but I had, I mean, I'm like, I I sound like a total nerd, but I'm okay with that.
Krystina (27:54)
Ha ha ha ha.
Deborah Weinswig (28:03)
It was like eight hours and I'm like, this is so unbelievable. Right. And it was like exponentially better because I could test all this and I w it like allowed you to be more than almost. And so I don't know how how do you think about kind of like going back to like locking into like one model and then secondly with like token costs and like you referred to the expense.
Krystina (28:12)
Mm-hmm.
Deborah Weinswig (28:27)
How do you how do you balance your time in like each L L so that it's not getting like too expensive?
Krystina (28:34)
Yeah, I mean luckily we are so small that I feel like it hasn't been much of a cost. I mean, ⁓ transparently, like I just have my own personal chat GPT because that was the one that I started playing around with before we got a corporate account. We have a Claude account for corporate. and then we're on a we're a Google Suite, so like we just kinda like have have all the things. But but to your point, like
What I find very interesting is I use, and I know this is the case for so many people, but I use different ones for different things, and even within content, like I find, so use it for blog posts, right? And so it's like trained in our voice, and like you know, it has all of our brand guidelines and all the things, and you know, you plug in what the the goal is, and obviously like there's some editing. but I find that Claude is really good at that.
I find Claude not to be very good when I want to write a session title, right? So it's like, or marketing copy, right? Like shorter, pithier marketing copy, I actually think ChatGPT is better at. And so I think to your point, it's kind of like just playing around with the outputs and not hitching your wagon to one thing. I I also think Claude, for what it's worth, is also better. Like that was actually, I think, where I did my spreadsheet. I think it is much better at just kind of like deep thinking exercises, whereas ChatGPT is like the short, punchy.
Deborah Weinswig (29:38)
event I went to last night, right? Kind of government event. And I'm I'm apolitical, I'm completely neutral, everything we write is totally neutral. And so I just wanted to make sure I wasn't putting myself in a room that would not be appropriate. And it goes back to I can do a lot more research now really quickly. So I literally I asked for a list of everybody who's going to be there and like I uploaded it and just asked for like p you know, kind of like political affiliation. Cause I just wanted to make sure it was kind of fifty fifty.
And it was and I'm like, I mean, think about how much time, Christina, that would have taken in the past. Right?
Krystina (30:08)
Yeah. But what
I will say, so like I the real time knowledge is so bad. Like I'll be like, I'm looking for a speech or speaker on a session about personalization and it'll give me like four ideas and like they're all not even at the companies that they say they're at, and I'm just like, this is useless.
Deborah Weinswig (30:23)
It's funny I have not for whatever reason I have not found it helpful for that. Right? Specifically not that, right? Like, okay, we're going to have a session and maybe I'm looking for a third panelist and da da da da and I'm like, it's a hundred per s and once again maybe we can maybe maybe we can chat afterwards on our prompting because I'm like everyone's like, it's just the prompts. I'm like,
Krystina (30:44)
I don't know. I think the information's just not up to date. 'Cause it's tell like it's giving me ideas, they're just not accurate. It's like someone that was at Target, you know, fifteen years ago. Like it's like no.
Deborah Weinswig (30:54)
I think that
that I think that that is actually like a very good point. All right. So tell us this year what's different with retail club, why it's different, what you're seeing in like the event space overall, and then how do you do your research to understand, okay, like retail club last year, which for those of you who aren't there, you completely missed out because I I think that we all, first of all, being on the beach was insane. The weather was beautiful.
Krystina (31:13)
Yeah.
Deborah Weinswig (31:18)
But I think we all kind of like let our guard down and as a result, right, like we all kind of ingested more and it stuck with us. And then right like everyone's willingness to share was probably like something I've never seen. So maybe take us from five hundred to two thousand and everything in between.
Krystina (31:35)
Yeah.
People who went last year when they hear we're going to 2000, they're like, my God, you're so big. But like in comparison to some of our larger events, like 2000 is still quite small. I think what we're really trying to communicate to people is we really view intimacy as a feeling. And I think it's kind of a combination of serendipitous, which you just described in the beachside environment and structured. So for us, the serendipitous is yes, you're by the beach, like you're showing up in your sundress, you're not in corporate robot mode, as I like to call it. my co-founder has a friendlier term for it, but I'm gonna use corporate robot. so like you're more likely to
Show up as Deborah or Christina. And obviously you're still there in a professional capacity. You're having real serious conversations. Like it's not a party by the beach, but like you're just showing up a little bit more authentically, you. I think when people's guards are down, yes, you're able to consume more information, but I think your ability or your tendency to spew nonsense also kind of goes down. I think you're a little more willing to admit like what you don't know and kind of like ask questions and again just be a little bit more human. So that's kind of like the one side of it. but then the point about kind of like, you know, intimacy being a feeling,
Yes, obviously 2,000 is four times 500, but basically what we are doing is as we scale is offering more option to our attendees. And so basically by the combination of our technology and our programs, the idea is that you get the network effect of 2,000 attendees for things like networking happy hours by the beach or some of those bigger festivities. But the vast majority of interactions that you have on site with us are going to be one to one through the meetings program, one to eight through the peer groups discussions, or one to thirty through our experiences.
Which could span experiences that I'm programming. It could be an activation in the AWS Beach House. It could be beach boot camp. It could be a mojito making class. So it kind of runs the gamut of both fun and learning. But obviously the concept is even if you're having fun, it's everyone who is attending is excited about AI. So naturally the conversations and connections are gonna lead to something more meaningful, even if you are doing burpees next to each other.
Deborah Weinswig (33:26)
Think about right, you know, one of the events and I'm going way back in time that, you know, just there are people I'm still in touch with who've had a huge impact on my career, which was Fortune Brainstorm Tech, but I'm talking like twenty sixteen, twenty seventeen, twenty it used to be an Aspen and everyone's there and you're there's like, you know, and you're up at like the Aspen Institute, so you're really like away from it all. And so everyone was just kind of very and you know, and and focused on
Krystina (33:49)
Yeah.
Deborah Weinswig (33:51)
what the content was and and day one it was interesting was all this like physical stuff, right? You're like going whitewater rafting or horseback riding or running or whatever. And so something about the like physical aspect of right, kind of like becoming comfortable in your environment. I mean, I found that last year. I mean everybody just kind of got like much more comfortable sharing kind of how they think about things and weren't as concerned about exactly how they they worded
Krystina (34:17)
That's a really good point about being present. Like, we think about that a lot as well. And I also think part of that is the interactivity because to your other the other part of your question about kind of where events are going, ⁓ we we wrote what I lovingly call a manifesto about like all our thoughts about like why events are broken and why we're building retail club the way we're building it. And a central thesis to that is like the primary reason people go to events these days is to meet people and network and to learn from one another. And that is typically the thing that events think about the least, right? It's like, how many.
speakers can we have how much content can we jam down your throat like how many sponsors can we get like how much ticket revenue can we get right it's like all these things that don't actually deliver an attendee experience so we're like okay well let's just flip the model like let's make connection the central thesis of the event and then like build all the programs off of that so ⁓ I think just kind of like thinking about it a little bit differently as well is important.
Deborah Weinswig (35:08)
So let's say that we're here in October after Retail Club, what do you think you will say were the big wins coming off the event?
Krystina (35:20)
well I'll maybe I'll compare it to kind of what we heard coming out of Retreat 'cause I think ⁓
That was what got me so excited. But like, look, I've looked at many, many years of attendee feedback and it's or like, you know, testimonials, like, it was a great group of people. I learned so much. I did all the things. Like the feedback we were getting from people was phrases like, I'm long retail club, or like, I'm never going to another indoor event again, or I've never been around so many growth-minded people in my life. Like this was like, I mean, just kind of like the excitement that people had and the value that they got from it, I think was super energizing. And so my hope is that.
You know, as we scale and offer people even more, we'll continue to generate that kind of energy from people who attend.
Deborah Weinswig (35:59)
That that makes total sense. All right. So I wanna I wanna go back and lean into some of what we talked about with Shop Talk and I'm I'm gonna ask you a question and present you some data which you haven't heard before so I can get your immediate reaction. This is like, you know, one content person to another. So we did this Amazon apparel US consumer survey, just came out and found that omnichannel shopping keeps intensifying and seventy-three percent of shoppers are now buying apparel both online and offline, right? And we're seeing
Like that's showing up in the data the retailers, right? This more kind of I just call it, you know, it's just retail, but that especially like Gen Z, their part of their purchase is a you know, touches physical and more so than like millennials. And there's, you know, many things behind that in terms of right, like, you know, they they grew up in like a sustainability kind of, you know, focus and it's probably subconscious, but right when you go to the store, your return rates are half and and whatnot. If you think about how
Amazon, right, from a Whole Foods perspective, et cetera, right? Like also leaning into physical, how do you think about kind of physical and digital? And and just so you know, the 73% is up 4.5 percentage points, like year on year. So it's a pretty it was one of the biggest changes. And I think that like if you were to say this to somebody on the street, they'd be like, No way, right? Like, we don't believe that like traffic is up or anything because that's not what you hear in the news. So what do you think is happening and why? And then
How do you think AI plays into that?
Krystina (37:22)
So I mean, it's so funny. I I think back to my CNBC days here. Like I remember writing stories about how the store wasn't dead in whatever year I what what did we decide I was there? Like twenty fifteen. I think I did a whole feature on Mall. So like this statistic doesn't surprise me. I also the other thing that I think about with Gen Z as a critical
21 month old is they have a lot more time than I do to go to the store. so bless their hearts. But so we'll see what they're doing when they're when they're my age. But no, I I kid. ⁓ I look, I mean, people want connection. I mean, that's kind of like getting back to what we've been talking about this entire time. I think people want to be experiencing the world. I think
People are looking for things that they can do that don't involve alcohol, or you know what I mean? It's just that like there's so many different factors, right? Of like what people are looking for entertainment. it's funny, we're actually like looking to move in Atlanta. there's an area where like there's just this really ⁓ cute little street of shopping, and they have like an every even an anthropology, and they have like a ⁓ club Pilates and all these things. And I was literally sending it to my husband. I was like, I want to live five minutes from here. Like I literally just like want to walk it up and down the street like every day of my life, right? And like pretend like I still live.
In a city and all these things. But so, like, but I mean that's that's human nature, right? I think that's what we're all looking for. And I think a lot of it was the things that you and I have talked about for years. We were overstorred and retail wasn't compelling. And so, like, obviously, if you do it right, it's gonna be it's gonna be something that's super attractive. To your point about how it feeds in with AI, I mean, look, this is always like the million dollar question yes, obviously the lion's share of retail is still happening in a physical box. Like to your point, everything kind of melds together. I'm glad we're
not having conversations about attributing the sale anymore. I digress. But you know, like ⁓ it is it is true, right? We're focusing primarily on AI, at least from a customer standpoint in the digital realm, because I think that's kind of where it's starting. Where I think about it in terms of like the physical store is more kind of
How can you implement AI in a way that can scale and not cost a trillion so that's, you know, information for your store associates. That's, you know, helping with like planograms and kind of like, you know, merchandise inventory stuff. so I would say that's kind of how we're thinking about AI in the physical environment. It's less about kind of like, you know, again, joking back to 15 years ago, the interactive mirrors and and and like the shiny toy type of thing. So I think yes, I know. So there are ways that you can implement AI in a are meaningful, but I think even when they're customer
Deborah Weinswig (39:26)
God. ⁓ god.
Krystina (39:33)
focused, they're really more operational focus that's making the customer experience better.
Deborah Weinswig (39:38)
was I was never for the record, never a big fan of the
Bears, because I was like, yeah, no, that's not that that's just like not happening. So is something I've been saying for years, right? This idea around personalization at scale. Because for the most part you can't identify a customer from their online and offline world until they get to the register. And by then it's too late. And so I and I understand there's a creep factor and all that, but this whole idea, I've been saying this for many years and
Krystina (39:49)
Yeah.
Deborah Weinswig (40:05)
I I I'm surprised that we're not farther ahead. again, opt-in, that I can go to the store, you know who I am, you know what I've purchased, you're making recommendations. And that, you know, because A, you can get a larger share of wallet, B, seamless, frictionless, which are, you know, kind of top three priorities for consumers. The only experience I've had where I was kind of like a big wow is I was at a Walmart and
He was a Wi-Fi. I had to like log into my Walmart Plus account or whatever. And then when I got to the register, they like popped up my QR code to pay. And I'm like, no way. This is so cool. Right. Like, just like one less thing I have to think about. So I don't know I and I've specifically in focus, personalization loyalty, let's call it like, you know, put in the same bucket. Why do you think we're not further ahead? And do you think that, like, because you're having a lot of conversations, right, with the event coming up.
Do you think this is kind of top three priorities or where do you think this stands in terms of prioritization?
Krystina (40:59)
It's so funny. Like I go back and forth all the time to your point. I'm like, can I really put another personalization session on this agenda? And I did, because I feel like it is, it is incredibly important. ⁓ I think the things that I'm hearing and like I'm really trying to push people as well, is and and like again, it doesn't have to be something that's in market today, but like, what new data capabilities do we have because of AI? What new data are we generating? How are we able to better make sense of it? How are we better able to leverage it? And so I do think.
Deborah Weinswig (41:07)
Okay.
Krystina (41:26)
And and just kind of the ability to implement personalization more across the customer journey, I think is another opportunity thanks to AI. I candidly don't know that we're gonna be there by this September, but I do see an opportunity moving forward to actually do this better. It's funny, I was having a conversation with someone the other day, and this is more kind of like search-based, but they were making the argument like what we're calling agenda commerce isn't even agenda commerce, it's just better search. And so, like, I think you're already kind of starting to see the early iterations of that in conversation.
Kind of like the LLM search world. So just kind of like thinking about how that could proliferate across other ⁓ touch points and use cases.
Deborah Weinswig (41:59)
Well, not not
not to not to whatever, but do you remember last year I talked about a gen tick, and then like the speaker after me like basically that's BS, which was great because like you want the like juxtaposition. But it it was and I was like, I didn't think I was talking about anything completely controversial, but I I think that this idea for some people that you're gonna like lose control is terrifying, completely terrifying to people, right? And so I think that's where right there's and you and I are both like, you know, glass half full, stay in our bubble.
Krystina (42:20)
Yeah.
Deborah Weinswig (42:27)
But I I do think that there's like this whole other idea that like maybe decisions right, like we're I I was going back to this dinner last night, this idea that right, like if you give your agent access to your credit card, right, then you know, do you end up with like ⁓ a thousand pairs of the same shoes by mistake, right? Those kinds of things and which could absolutely happen, right? Let's just be honest. And so but that's where I think it's it's interesting to see, but right, I mean, hey, I if I'm eating, right like
⁓ one pound box of strawberries every week, I would love for somebody just to kind of like reorder that on my behalf. Yes, I can use subscribe and save, but this idea that like it knows I ate the last strawberry and it's time to kind of like replenish. So A it's fresher, B it lasts longer, C less waste, et cetera, et cetera, all these kind of like positive attributes. So I I do think so on the agentic topic, what do you find people want to hear? And what is it that's just too far futuristic?
Krystina (43:11)
Yeah.
Deborah Weinswig (43:21)
For right now.
Krystina (43:22)
I think I think to your point, many people are very cynical about like true agentic and just kind of like things being done for you. I mean, if I'm honest, I don't know that we're really gonna get there. In my mind, I and maybe I'm just interpreting this in my own Christina way, but like when I think about agentic, I think about ease, right? And just kind of like, yeah, maybe you're not automatically ordering those ten shoes for me, but you're prompting me or you see that I have a trip coming up. you know, the other thing that I've talked with Scott Wingo about quite a bit is kind of like this idea of like currently all triggers live in isolation, but when
A system has access to your calendar and it knows it has your grocery like the more touch points and and knowledge it has about you and the more interconnected this is, the better it's going to get. So I think about it more as like a personal assistant where I'm gonna be prompted and it's gonna have visibility across my entire life. And so that's kind of I would say where I see the opportunity. the other c interesting conversation I had
Couple months ago at this point, with Noam Priansky was at you know, he was kind of talking about this whole concept of agentic and why he was cynical of it, was he was like, I have looked for years and years and years at customer data and you make the recommendation and you you try to make it easy. He's like, people don't even filter by their size when they're on a website because they don't want to feel like they're missing anything. He's like, So how does a shopper that shops in that capacity, at least the US shopper, he was I know you have an international remit, but he was talking more specifically about the US shopper. But he was like, if shoppers won't even filter by size, like how are they gonna
trust you to just like do all their shopping for them, which I thought was a pretty good counterpoint.
Deborah Weinswig (44:45)
Yeah, which
goes back like why return rates are so high. I mean, that's that to me, and right, we've we've hit like a tipping point in my opinion on it's it's just becoming a real problem for retail, especially with GLP one and all these other kind of you know changes that are occurring. But if you think about how we improve profitability and probably write the investment in service just by kind of bringing down returns.
Right. I mean, you know, Janice Wang and Albanon, right? Like she was talking about how certain retailers were using like literally the like a different fit model for QA versus production versus online. So even if the consumer's trying, right? Like these are simple like process right questions as opposed to tech, but it it goes back to the consumer, you know, to Noam's point has to want to do that. Right. You can't you can't like force it. All right. So we're in like the last few minutes and we're going to jump into our lightning round.
Krystina (45:30)
Yeah, a hundred percent.
Okay.
Deborah Weinswig (45:37)
any these questions if you don't like them. but let's let's kick things off. All right, number one, Amazon or Walmart. Who wins apparel next year in twenty seven?
Krystina (45:45)
my
gosh. I can't pick a favorite child. I have Amazon and Walmart on my agenda. I d I I I have to plead the fifth.
Deborah Weinswig (45:50)
Okay.
What one retail AI buzzword you're tired of hearing.
Krystina (45:54)
It's a great question.
Deborah Weinswig (45:55)
We can pass.
Krystina (45:56)
No, I w I I I just I wanna make sure it's
gonna be a good answer. I mean I guess I have to say agentic, but it I mean
Deborah Weinswig (46:01)
Yeah. It's
I I I'm with you. ⁓ number three, best retail conference session you've ever sat in on.
Krystina (46:07)
my gosh.
I should have prepped for these. Like that is such a good question. you know, this wasn't a retail ⁓ conference, but I went to a a related industry event ⁓ about a year ago where it was Harvard business school professors leading kind of like case study sessions. They were very interactive and it was a lot of senior retail leaders, and so I feel like I I learned
Deborah Weinswig (46:10)
No, that's the whole point. You can't.
Makes perfect sense. ⁓ AI assistant or human stylist who dresses you better.
Krystina (46:35)
Ooh I think AI is this time.
Deborah Weinswig (46:37)
⁓
favorite thing you've heard from a retail exec this year that surprised you?
Krystina (46:41)
I'm gonna so I'm gonna take this. So I spoke don't know if you know him. He's now the president of At Home Aaron Rose. I got on a call. I first of all, I was just blown away how someone that senior can literally have such depth of knowledge about like marketing tech stack. and so I was just blown away on a call with him about how senior and strategic he can be, but also so knowledgeable in the weeds. and I think
One of the takeaways from my call that I really appreciated was just he was so candid in our conversation. And one of the comments that he made getting off was like, yeah, I'm happy to kind of like share my learnings because you know,
i i if I can't speak about what I'm doing and and worry ⁓ about being replicated and copied and not continuing to up my game then I'm in the wrong business or something to that effect. Like I should be able to share what I'm learning because gonna keep getting better and I'm gonna keep, you know, iterating and improving. And so therefore yeah, I'm I'm gonna share. I wish more people had that attitude.
Deborah Weinswig (47:31)
I will say that there's been a few sessions actually that I've been a part of at Shop Talk where the executive was like, I'm on stage here, I'm open to share, but I really want all of you to reach out to And like this this open imitation and not not like baloney, right? Like and and if you have an interesting company, tell me about it because right, like I I need to learn at a faster pace.
And so that I that I thought was was all right. ⁓ one retail trend that you think is totally overhyped.
Krystina (47:59)
I am just personally so over and I know it's having a comeback, but like this whole like augmented reality, I'm like, I can't, I can't listen to any more augmented reality. I can't see any more augmented reality. I just w Joe and I used to joke at Shop Talk when we ran out of ideas for the agenda, we would just add an ARVR session to and I feel like that's still the world we live in.
Deborah Weinswig (48:17)
my god, I'm like, I'm laughing inside and out.
that's great. reporter brain or founder brain, which one never turns off?
Krystina (48:24)
⁓ founder.
Deborah Weinswig (48:25)
one thing every retail CEO says it makes you roll your eyes internally.
Krystina (48:29)
The customers at the center of everything.
I don't even have to think about that.
Deborah Weinswig (48:33)
to say we were doing a project for somebody around customer first. And I I mean I remember like this is like pre LLMs. I'm like Googling and I'm like the number of retailers that have a customer first initiative is like kind of shocking. All right, and the last one, retail club in one sentence, pitch it to someone who's never heard of
Krystina (48:50)
I
like to say all AI and all outdoors.
Deborah Weinswig (48:53)
I like that. I like that. Yeah. I mean, the outdoors, like there's just something special about it that, you know, I think I think has a huge impact. And so I wanna close. We're having, we're, you know, continuing to evolve. we have our impact framework we've been going through every month on our AI council series, and we're going to do our Corsight conference ⁓ September twenty eighth in Nashville. And Christina's been an
integral part of our AI council and what we're going and we keep this all off the record so it's you know people can come and talk and be very comfortable and we're really excited to start to kind of peel back the onion. We're going to be hosting this along with Tractor Supply at their headquarters and looking at you know kind of some of the decisions that retailers are making what's happening now where where the ROI is because I think that's been Christina one of the most difficult things.
And then starting to look at benchmarking, right? Because I think, and I'm gonna conclude with this, I think that the boards are placing too much pressure on retailers right now to kind of come up with an AI strategy. And so, you know, to try and do something that maybe isn't the right time for the organization, you need more, right? You just need more intelligence, you need to think about what you're spending, right? Having that kind of like ability to measure ROI and to be able to benchmark, I think is like absolutely critical. So I think that
Christina's done an amazing job of sharing not only her career journey with us, but why we all need to be at Retail Club and you know, kind of all AI, all outdoors. I'll never forget that. Christina, thank you so for joining us and ⁓ best of luck on the conference, and we'll see you soon. Thanks.
Krystina (50:14)
No.
Awesome, thanks for having me.
Philip Moore (50:25)
Thanks, Deborah, and thank you for joining us. If you enjoyed this episode of Retaili$tic, please check out our full catalog of interviews with retail industry leaders and set your notifications so you don't miss any of our upcoming episodes. Have a wonderful week.