[27] We also launched a digital makeup applicator for consumers who have movement disorders, and so the ability to still take pride in how you look, but if you don't have steady motion, that can be very difficult.

[28] So you should check it out, it's amazing, it's with Lan Lancome, it's called Hapta⁽³⁾, again, so it's a stabilizer and anyone can apply makeup.

[29] So those are those are two examples, we also have a Colorsonic, which is inhome hair color, it's personalized, it does all the mixing in an applicator, and it applies, it directly to the roots. Some people in the audience understand the importance.

[30] Again, you can experiment, so the opportunity for personalization, tech, consumer, digital, right? and I think that's the power when you're solving for multiple elements, and you're having that connection to the consumer leveraging tech.

[31] But also for our employees, right? and the work that we're doing on programs and bringing to life employee centric Innovations to make time for what matters most.

[32] So that's our tagline "Making Time for What Matters Most." and in that is eliminating low value-added tasks for sure.

[33] Now before I turn it over to the audience for questions, I want to come back to what you said about supply chain. Can you talk to me about how you innovate supply chains, either using this new tech or post pandemic?

[34] Yes so covid was a very special time for supply chains, many people around the world got in touch with the term supply chain.

[35] So we disrupted the supply chain, it was because of the supply chain Innovations, focusing on ecom, we achieved our 10year ambition in e-commerce in three months.

[36] And we were able to grow 2x the market, during this incredibly disrupt period, I'm certainly the one that I've experienced in my 32-year career I've never seen anything like it.

[37] So I always say from a supply chain perspective, we have to be 18 to 24 months ahead of the hopes and dreams of our commercial friends.

[38] Right? Because we're moving systems, people, solutions, steel, and so we were able to do that particularly with building some infrastructure, very important infrastructure to support e-commerce, but also speed at scale.

[39] Right? So being able to not only focus on our big brands that have big velocity and large velocities, but also the brands that were delighting consumers as they began to ex experiment and have personalized products.

[40] So there's a speed and a difference in your manufacturing strategy for that type of production and that velocity, versus large scale like shampoos that we're all using day in day out.