WEBVTT 00:00:01.831 --> 00:00:04.501 Ron Thurston: You need to change what you're gonna do differently today. 00:00:05.221 --> 00:00:06.661 There's no time to waste. 00:00:06.871 --> 00:00:09.361 There's done every day of business counts. 00:00:09.751 --> 00:00:13.831 Every customer is valuable today, every customer is valuable. 00:00:14.671 --> 00:00:19.801 If you lose them, you won't get them back with your strategy for next year. 00:00:20.131 --> 00:00:24.271 You've gotta move, you've gotta act, you've gotta be clear, and you've gotta 00:00:24.271 --> 00:00:26.581 communicate to a really big audience. 00:00:26.641 --> 00:00:28.261 Ricardo Belmar: Confusion breeds chaos. 00:00:28.441 --> 00:00:29.071 But clarity. 00:00:29.551 --> 00:00:30.751 Clarity builds confidence. 00:00:31.122 --> 00:00:34.302 more information does not automatically equal more clarity. 00:00:34.642 --> 00:00:35.962 Sometimes it's just the opposite, right? 00:00:35.962 --> 00:00:38.512 More information just clouds what's happening. 00:00:38.512 --> 00:00:42.682 Ron Thurston: The person standing in front of the customer is the number 00:00:42.682 --> 00:00:47.182 one most important employee in your company because they are the driver 00:00:47.182 --> 00:00:52.582 of the decision about conversion, about retention, about loyalty, 00:00:52.942 --> 00:00:55.342 about return visits, about returns. 00:00:55.642 --> 00:00:57.652 That person holds the key 00:01:04.044 --> 00:01:06.024 Ricardo Belmar: Welcome to Blade to Greatness, the podcast where 00:01:06.024 --> 00:01:10.104 retail leaders sharpen their edge one essential skill at a time, as 00:01:10.104 --> 00:01:13.884 we uncover the essential traits every retail leader needs to thrive. 00:01:14.334 --> 00:01:15.114 I'm Ricardo Belmar. 00:01:16.089 --> 00:01:17.319 Casey Golden: And I am Casey Golden. 00:01:17.589 --> 00:01:21.999 Each episode we're joined by a guest who brings one leadership skill into 00:01:21.999 --> 00:01:28.509 sharp focus, and today is one that's often overlooked, but absolutely vital. 00:01:28.809 --> 00:01:29.079 Clarity. 00:01:30.054 --> 00:01:32.274 Ricardo Belmar: In today's retail world, your team isn't 00:01:32.274 --> 00:01:33.804 just looking for instructions. 00:01:33.864 --> 00:01:36.834 They're looking for purpose, expectations, and values. 00:01:37.224 --> 00:01:38.844 Confusion breeds chaos. 00:01:39.024 --> 00:01:39.654 But clarity. 00:01:40.134 --> 00:01:41.334 Clarity builds confidence. 00:01:41.705 --> 00:01:45.275 Casey Golden: Our guest today is Ron Thurston, bestselling author of Retail 00:01:45.275 --> 00:01:51.395 Pride and Human Pride, host of the podcasts, Frontline Fridays and Retail 00:01:51.395 --> 00:01:56.855 Intelligence in Action, senior Retail Executives at many leading retail brands. 00:01:57.815 --> 00:02:01.115 And one of the most thoughtful voices in our industry. 00:02:01.295 --> 00:02:06.725 Ron breaks down the difference between information and clarity and why most 00:02:06.725 --> 00:02:11.915 retail environments are drowning in the former, but starving for the latter. 00:02:12.505 --> 00:02:15.890 Ricardo Belmar: You will hear how clear communication drives accountability. 00:02:16.385 --> 00:02:20.495 Engagement and execution and how a simple daily practice like a 00:02:20.495 --> 00:02:24.275 startup shift clarity check-in can transform team performance. 00:02:25.100 --> 00:02:28.370 Casey Golden: This episode is a must listen for anyone who 00:02:28.370 --> 00:02:32.360 wants to lead with intention and empower their team to thrive. 00:02:33.020 --> 00:02:35.450 Ricardo Belmar: Now before we jump in, just one quick ask 00:02:35.450 --> 00:02:36.890 of our listeners and viewers. 00:02:36.890 --> 00:02:40.730 If you like our show, please consider giving us a five star rating and drop 00:02:40.730 --> 00:02:44.150 a quick review on Apple Podcasts, Spotify, YouTube, or Goodpods. 00:02:44.570 --> 00:02:46.070 We really appreciate your support. 00:02:47.105 --> 00:02:50.405 Casey Golden: Check out the other shows in our Retail Razor Podcast 00:02:50.405 --> 00:02:55.205 Network, The Retail Razor Show, Retail Transformers and Data Blades. 00:02:55.535 --> 00:03:00.545 If you're on Apple podcasts, just search for the retail razor channel to find them. 00:03:00.920 --> 00:03:02.725 Or visit YouTube and see them all. 00:03:03.023 --> 00:03:04.613 Ricardo Belmar: So with that said, let's get into it. 00:03:04.733 --> 00:03:06.773 Here's our conversation with Ron Thurston. 00:03:12.858 --> 00:03:16.548 Casey Golden: Ron, welcome back to The Blade to Greatness. 00:03:16.578 --> 00:03:18.288 Always a pleasure to have you on the show. 00:03:18.592 --> 00:03:19.102 Ron Thurston: Thank you. 00:03:19.102 --> 00:03:20.242 Thank you Casey and Ricardo. 00:03:20.242 --> 00:03:22.392 I'm really happy to be back again. 00:03:22.606 --> 00:03:23.166 Ricardo Belmar: yeah, Ron. 00:03:23.187 --> 00:03:26.459 I think I've lost track of how many episodes across our shows you've 00:03:26.459 --> 00:03:29.639 been on, but I think we have to at least be up to 11, maybe more. 00:03:29.859 --> 00:03:32.139 Ron Thurston: That's amazing and I'm so grateful. 00:03:32.169 --> 00:03:32.649 Thank you. 00:03:32.799 --> 00:03:33.279 Thank you. 00:03:33.284 --> 00:03:36.009 You've, you've been on a journey with me the last five years, and 00:03:36.009 --> 00:03:40.749 you've always been there to support messaging on books and speaking, 00:03:40.749 --> 00:03:43.029 and podcasts and all of the work, 00:03:43.134 --> 00:03:43.434 Ricardo Belmar: Yeah. 00:03:43.524 --> 00:03:43.734 Yep. 00:03:43.734 --> 00:03:44.904 It's been a fantastic journey. 00:03:44.904 --> 00:03:49.174 So, so today you're gonna talk about a really important topic I think every 00:03:49.174 --> 00:03:52.534 retail leader should be thinking about, and that's how to deliver clarity. 00:03:53.114 --> 00:03:54.614 There's just so much confusion out there. 00:03:54.954 --> 00:03:59.124 Explain to us why it's so crucial for successful retail leaders, to really focus 00:03:59.124 --> 00:04:00.594 on delivering clarity to their teams. 00:04:01.359 --> 00:04:01.659 Ron Thurston: Yeah. 00:04:01.689 --> 00:04:02.469 Thanks Ricardo. 00:04:02.469 --> 00:04:03.729 And, and you're right. 00:04:03.729 --> 00:04:09.859 This is a really important moment, I believe for so many different reasons. 00:04:09.859 --> 00:04:14.419 One is, the clarity in our in business, which, you know, happy to. 00:04:14.694 --> 00:04:20.814 To speak more about, but there's also just chaos overall happening in the world. 00:04:21.204 --> 00:04:26.784 And so there's, there is just, there is a constant stream of news and 00:04:26.784 --> 00:04:32.304 noise happening in every employee that works in your organization and 00:04:32.304 --> 00:04:38.064 everyone is feeling something about how it impacts them and it, and it's not 00:04:38.064 --> 00:04:43.691 that you would want to ask questions that may spark political conversation 00:04:43.691 --> 00:04:46.541 or about conflict in the world. 00:04:46.541 --> 00:04:50.421 You would never want to intentionally do that but it's important from 00:04:50.421 --> 00:04:55.116 an empathy standpoint to recognize that people are feeling a great 00:04:55.116 --> 00:04:56.946 amount of chaos on the sides. 00:04:57.276 --> 00:05:02.856 And when their safe place becomes their leader and their workplace, 00:05:03.186 --> 00:05:08.586 it, I believe can certainly make the rest of the work seem more reasonable. 00:05:08.886 --> 00:05:12.811 And that clarity that, that comes with great leadership. 00:05:13.061 --> 00:05:16.821 And the way that I really describe this is this idea of mistaking 00:05:16.821 --> 00:05:23.131 information for clarity more information similar maybe to news cycles is not 00:05:23.131 --> 00:05:26.671 clarity on what the expectations are. 00:05:26.941 --> 00:05:31.291 That's just more information that you're requiring people to digest and 00:05:31.291 --> 00:05:33.301 then try to decipher what's important. 00:05:33.721 --> 00:05:37.381 It's that, that clarity, it, you know, it can flood your inboxes 00:05:37.431 --> 00:05:41.049 and continue to just deliver chaos. 00:05:41.319 --> 00:05:46.239 And that leaders then sometimes think that that more information will, 00:05:46.569 --> 00:05:50.019 will, they will say, well, but I sent you that email, or I sent you 00:05:50.019 --> 00:05:51.999 that slack, or we had that call. 00:05:52.269 --> 00:05:56.799 We had that Zoom and, and so you're expecting. 00:05:57.134 --> 00:06:01.184 Your team to do the work for you to discover what's important. 00:06:01.544 --> 00:06:06.614 And that clarity becomes the moment when you say, I understand there are 00:06:06.614 --> 00:06:11.924 40 things going on, but here's how we're going to talk about the top 00:06:11.924 --> 00:06:15.944 three, and here are the things that I, we're gonna talk about the top three. 00:06:16.034 --> 00:06:20.444 And within those, these are the expectations of what success looks like. 00:06:20.834 --> 00:06:22.454 And just being that clear. 00:06:22.854 --> 00:06:27.504 sets this sense of calm, of like, I understand what I need to do. 00:06:27.894 --> 00:06:29.724 I understand what's expected of me. 00:06:30.054 --> 00:06:35.394 I understand what success is, and now I can go deliver on those three things. 00:06:35.754 --> 00:06:41.934 And when senior leadership leads with that level of clarity, then you have 00:06:41.934 --> 00:06:47.094 to again, live under the assumption in retail that have very large teams 00:06:47.514 --> 00:06:53.199 and the more chaos you deliver in the form of thousands of emails and calls 00:06:54.019 --> 00:06:56.599 and slacks or however you communicate. 00:06:57.739 --> 00:07:03.299 The more you do that, the audience just gets the funnel to communication is wide 00:07:03.299 --> 00:07:06.209 in retail because the teams are so large. 00:07:06.644 --> 00:07:11.589 And so you know, on average most brands would say 80% of 00:07:11.589 --> 00:07:13.359 their workforce is in stores. 00:07:13.539 --> 00:07:15.309 It's not in the office, it's in stores. 00:07:15.609 --> 00:07:18.909 So just like your business is being delivered in stores, so 00:07:18.909 --> 00:07:20.229 are most of your headcount. 00:07:20.769 --> 00:07:26.829 And so I think about this in terms of how clear do I need to be at the top, which 00:07:26.829 --> 00:07:31.659 is the most clear you will ever need to be, so that by the time it gets six. 00:07:32.244 --> 00:07:36.114 Layers down across every employee in every store. 00:07:36.324 --> 00:07:37.854 They know exactly what I said. 00:07:38.544 --> 00:07:42.444 And if, if that is your mindset in clarity, I believe that your 00:07:42.444 --> 00:07:43.944 message actually will get down. 00:07:45.354 --> 00:07:52.164 Not your top 10, either things or top 15, or just your stream of consciousness. 00:07:52.314 --> 00:07:54.444 That doesn't help anyone in the field. 00:07:54.834 --> 00:07:59.761 And I, I know this to be true because you know when you visit 00:08:00.031 --> 00:08:04.531 stores, you take a tour across the country and you go visit teams, as 00:08:04.531 --> 00:08:06.601 everyone listening should always do. 00:08:07.261 --> 00:08:10.831 The first questions you can ask are, are you clear on what the company 00:08:11.491 --> 00:08:15.871 goals are, do you know what's important from a culture standpoint? 00:08:15.871 --> 00:08:19.501 Do you understand why we're doing certain things or why 00:08:19.501 --> 00:08:20.971 we're not doing certain things? 00:08:21.331 --> 00:08:26.371 And if, three stores into this tour, no one can answer those questions, 00:08:26.611 --> 00:08:32.431 then it's very much a self-reflected exercise of what do I need to do 00:08:32.431 --> 00:08:34.891 differently then, because it's not clear. 00:08:35.701 --> 00:08:40.321 I want to sing like clarity is not information and there is such an a 00:08:40.321 --> 00:08:43.831 misinterpretation of what that means. 00:08:44.051 --> 00:08:48.236 And I love this idea of like, that clarity creates purpose and it 00:08:48.236 --> 00:08:50.906 creates the drive to do it well. 00:08:50.906 --> 00:08:56.336 And when teams are aligned on mission, purpose, whether you're talking about 00:08:56.846 --> 00:09:01.556 military terms or retail or any other business, if they're clear on mission and 00:09:01.556 --> 00:09:03.956 purpose, then you can go deliver that. 00:09:04.298 --> 00:09:04.628 Ricardo Belmar: Yeah. 00:09:04.688 --> 00:09:05.498 No, that's so true. 00:09:05.558 --> 00:09:05.948 That's so true. 00:09:05.948 --> 00:09:09.308 So I, I love the point about how, more information does not 00:09:09.308 --> 00:09:11.168 automatically equal more clarity. 00:09:11.508 --> 00:09:12.828 Sometimes it's just the opposite, right? 00:09:12.828 --> 00:09:15.378 More information just clouds what's happening. 00:09:15.378 --> 00:09:18.528 So do you have some good examples of what, what is that kind of 00:09:18.528 --> 00:09:20.538 clarity look like in action. 00:09:20.758 --> 00:09:23.578 Particularly, when trying to deliver that, those message and 00:09:23.578 --> 00:09:24.748 that clarity to store teams. 00:09:25.343 --> 00:09:28.913 Ron Thurston: Yeah, and I, so I love this idea of kind of clarity check-in, 00:09:29.243 --> 00:09:32.123 similar to this kind of store visit that I described, but you could do 00:09:32.123 --> 00:09:36.633 it in a corporate environment you know, sit down a, a listening session. 00:09:36.843 --> 00:09:44.503 As a leader be very open to say, Hey, just wanna check in and see, are you really 00:09:44.503 --> 00:09:46.393 clear on what we're doing right now? 00:09:46.423 --> 00:09:52.453 Are you clear on what the company goals and culture and mission are today? 00:09:52.873 --> 00:09:57.253 And if they're kind of fumbling around the answers, well, I heard this 00:09:57.253 --> 00:09:59.023 and I heard we might be doing this. 00:09:59.033 --> 00:10:02.933 And I'm not sure why we've made this decision as a company. 00:10:03.323 --> 00:10:06.323 Immediately, the answer is you are not being clear. 00:10:06.868 --> 00:10:11.783 It's, it's a self-reflective exercise as a leader of, I'm not being clear. 00:10:12.153 --> 00:10:17.283 And it's very easy to say things like, well, why didn't you read your email? 00:10:17.283 --> 00:10:18.993 Or Why didn't you? 00:10:18.993 --> 00:10:20.103 This was always my thing. 00:10:20.968 --> 00:10:22.708 It probably still happens. 00:10:23.098 --> 00:10:26.368 Corporate team, corporate employees not understanding why store 00:10:26.368 --> 00:10:27.538 teams don't read their email. 00:10:27.718 --> 00:10:28.828 They don't have time. 00:10:29.278 --> 00:10:32.218 I'm just telling you right now, they don't have time to read their email 00:10:32.398 --> 00:10:36.388 or your Slack, and sometimes the only way you can get them is to text them. 00:10:36.388 --> 00:10:38.128 And so I would like stop texting them. 00:10:38.548 --> 00:10:39.748 They don't have time. 00:10:40.108 --> 00:10:45.358 And so this clarity of message of how that looks and how that shows up. 00:10:45.728 --> 00:10:51.608 In retail is even more important because they're not at your desk, they're on 00:10:51.608 --> 00:10:56.048 the sales floor, they are at their desk maybe a couple of hours a week, 00:10:56.258 --> 00:10:58.328 and they don't have time for this. 00:10:58.358 --> 00:11:02.798 So clarity versus information in retail, in the field. 00:11:03.968 --> 00:11:05.768 You know, there are great tools. 00:11:05.888 --> 00:11:11.118 You know, Yoobic being one of them, Zipline, like there are incredible 00:11:11.118 --> 00:11:14.688 resources to help navigate this. 00:11:15.048 --> 00:11:20.148 But at the same time, if you're bombarding even a great communication 00:11:20.148 --> 00:11:23.748 tool with more than they need to know, you're gonna get lost. 00:11:24.018 --> 00:11:29.178 To always have this sense of, well, if I'm being clear, it's easy to digest. 00:11:29.568 --> 00:11:31.698 I can recognize what's happening. 00:11:32.058 --> 00:11:35.938 I can hear it repeated in stores during store visits. 00:11:36.238 --> 00:11:43.408 And there that lack of confusion about what they need to do is mitigated 00:11:43.528 --> 00:11:45.778 understanding how they are working. 00:11:46.318 --> 00:11:51.748 They are on the sales floor and they have 30 seconds, maybe up to 00:11:51.748 --> 00:11:56.878 two minutes to digest what you as a leadership team need to say to them. 00:11:57.328 --> 00:11:57.608 That's it. 00:11:58.753 --> 00:11:59.143 That's it. 00:11:59.203 --> 00:12:03.403 And with so clarity, to answer your question, Ricardo, clarity means I've 00:12:03.403 --> 00:12:08.203 communicated in a way that's digestible enough to people who don't sit at a 00:12:08.203 --> 00:12:11.773 desk, and that is, that's a real skill. 00:12:12.500 --> 00:12:12.890 Ricardo Belmar: Yeah. 00:12:12.890 --> 00:12:12.900 Yeah. 00:12:13.077 --> 00:12:16.845 Casey Golden: And it's a real reality that I think a lot of people, forget, 00:12:16.875 --> 00:12:20.865 especially when you have so many corporate team members now that 00:12:20.865 --> 00:12:23.835 have never worked on the floor, they don't have that personal experience. 00:12:24.150 --> 00:12:24.540 Ron Thurston: Yeah. 00:12:24.990 --> 00:12:25.290 Yeah. 00:12:25.290 --> 00:12:25.470 Yeah. 00:12:25.470 --> 00:12:29.910 And, and it's fine if you, if you don't, and I, I, I appreciate it. 00:12:29.910 --> 00:12:34.230 But then as I've said, probably on this show, you know, and many 00:12:34.230 --> 00:12:39.900 other times, it's then our role as leaders to learn how other people 00:12:39.900 --> 00:12:41.430 work, not the other way around. 00:12:41.880 --> 00:12:46.350 The person standing in front of the customer is the number one 00:12:46.350 --> 00:12:50.550 most important employee in your company because they are the driver 00:12:50.550 --> 00:12:55.950 of the decision about conversion, about retention, about loyalty, 00:12:56.310 --> 00:12:58.710 about return visits, about returns. 00:12:59.010 --> 00:13:05.220 That person holds the key to every KPI in your business, and it's your 00:13:05.220 --> 00:13:09.330 job as a leader to learn what their work is not the other way around. 00:13:09.780 --> 00:13:13.500 And if you understand their day-to-day work, you understand the pressure that 00:13:13.500 --> 00:13:18.460 they're on, what they need to deliver their business, and you listen with 00:13:18.550 --> 00:13:24.140 intention and you take joy and pride in the fact that that is the number 00:13:24.140 --> 00:13:29.240 one most important employee in the company, then they know that and they 00:13:29.240 --> 00:13:31.370 will deliver on that clear message. 00:13:31.679 --> 00:13:35.147 Casey Golden: How can a leader course correct if clarity's been missing? 00:13:35.663 --> 00:13:40.373 Ron Thurston: What I would say is, again, kind of self, self-reflect and say, why? 00:13:40.463 --> 00:13:42.413 Why is this such a struggle? 00:13:42.413 --> 00:13:45.053 So you said you go on 10, 10 store visits. 00:13:45.473 --> 00:13:47.633 Nobody has heard anything that you've said. 00:13:47.723 --> 00:13:52.463 I'm the CEO, I'm visiting stores, and I'll, and you're asking questions. 00:13:52.463 --> 00:13:54.833 No one knows anything about what you've been talking about. 00:13:55.433 --> 00:14:00.098 The answer is, I don't do a good job communicating. 00:14:00.278 --> 00:14:03.848 I, what I want to say, is not being heard. 00:14:04.418 --> 00:14:07.898 And so then it is, well then we need to work differently as a company. 00:14:07.958 --> 00:14:10.298 We need to change the way we communicate. 00:14:10.688 --> 00:14:18.296 And because it's not working, and I have seen often the opposite of like the, the 00:14:18.296 --> 00:14:22.826 blame gets put on the recipient that's supposed to be reading these messages 00:14:22.826 --> 00:14:27.356 from their desk and instead say, you know what, how we're communicating from 00:14:27.356 --> 00:14:31.316 the office isn't working or how we're communicating to each other, or how 00:14:31.316 --> 00:14:35.966 we're communicating across department or how we make decisions isn't working. 00:14:36.356 --> 00:14:39.656 So let's spend an hour and figure out how to change that. 00:14:40.016 --> 00:14:43.916 And maybe it is less meetings, maybe it's faster decision making. 00:14:43.946 --> 00:14:49.226 Maybe it is assigning work to different people who have the ability 00:14:49.226 --> 00:14:51.326 to make decisions and move faster. 00:14:51.776 --> 00:14:57.626 And so it's, for me, it's this, this business moves so fast that you don't have 00:14:57.806 --> 00:15:04.766 time on your 2027 goal worksheets to think about what we're gonna do differently. 00:15:04.766 --> 00:15:07.436 You need to change what you're gonna do differently today. 00:15:08.156 --> 00:15:09.596 There's no time to waste. 00:15:09.806 --> 00:15:12.296 There's done every day of business counts. 00:15:12.686 --> 00:15:16.766 Every customer is valuable today, every customer is valuable. 00:15:17.606 --> 00:15:22.736 If you lose them, you won't get them back with your strategy for next year. 00:15:23.066 --> 00:15:27.206 You've gotta move, you've gotta act, you've gotta be clear, and you've gotta 00:15:27.206 --> 00:15:29.516 communicate to a really big audience. 00:15:29.576 --> 00:15:32.726 And that's the, it's the best version of retail in my opinion. 00:15:34.091 --> 00:15:34.751 Ricardo Belmar: Yeah, absolutely. 00:15:34.751 --> 00:15:35.681 That's a great point. 00:15:35.921 --> 00:15:36.551 Absolutely. 00:15:36.921 --> 00:15:39.131 Well, Ron, this has been a, a fantastic discussion. 00:15:39.131 --> 00:15:41.441 Well, thank you so much for highlighting this really important 00:15:41.441 --> 00:15:45.101 skill around clarity that every retail leader absolutely needs to master. 00:15:46.211 --> 00:15:46.661 Ron Thurston: Pleasure. 00:15:46.871 --> 00:15:47.201 Thank you. 00:15:47.201 --> 00:15:47.806 Thank you both. 00:15:48.556 --> 00:15:48.846 Casey Golden: Yeah. 00:15:48.986 --> 00:15:53.541 As always, Ron, you bring such amazing insights on how we 00:15:53.541 --> 00:15:55.521 can make impact immediately. 00:15:55.791 --> 00:15:57.681 These are things that we can start changing. 00:15:58.046 --> 00:15:58.796 Tomorrow. 00:15:59.446 --> 00:16:01.351 And I appreciate the, the urgency. 00:16:01.786 --> 00:16:02.136 Ron Thurston: Great. 00:16:02.461 --> 00:16:02.881 Thank you. 00:16:02.941 --> 00:16:04.201 Thank you, Casey and Ricardo. 00:16:04.831 --> 00:16:06.241 Casey Golden: Well, that's a wrap, Ricardo. 00:16:13.263 --> 00:16:17.463 If you enjoyed today's episode, please give us a five star rating and review 00:16:17.463 --> 00:16:20.473 on Apple Podcasts, Spotify, or Goodpods. 00:16:20.883 --> 00:16:25.893 And don't forget to hit subscribe on your favorite podcast app or on 00:16:25.893 --> 00:16:27.933 YouTube so you never miss an episode. 00:16:28.229 --> 00:16:29.189 I'm Casey Golden. 00:16:29.759 --> 00:16:30.689 Ricardo Belmar: We'd love to hear from you. 00:16:30.749 --> 00:16:33.839 Follow us and share your feedback at Retail Razor on LinkedIn, 00:16:33.839 --> 00:16:35.549 Bluesky, Threads, and Instagram. 00:16:35.909 --> 00:16:38.639 You can also subscribe to our substack newsletter for highlights 00:16:38.639 --> 00:16:43.139 from every episode, and visit retail razor.com for transcripts and more 00:16:43.139 --> 00:16:45.059 details about our amazing guests. 00:16:45.389 --> 00:16:48.509 Blade to Greatness is part of the Retail Razor Podcast Network. 00:16:48.869 --> 00:16:49.589 I'm Ricardo Belmar. 00:16:50.324 --> 00:16:51.404 Casey Golden: Thanks for joining us. 00:16:51.689 --> 00:16:52.529 Ricardo Belmar: Until next time! 00:16:52.679 --> 00:16:53.339 Stay Sharp. 00:16:53.339 --> 00:16:53.999 Lead Boldly. 00:16:53.999 --> 00:16:54.849 And Stay Human. 00:16:54.879 --> 00:16:57.169 This is The Retail Razor: Blade to Greatness!