A.O. Smith

The 300 companies on this year’s list brought in over $12.5 trillion in revenue for the latest 12 months, with the median revenue figure at $24 billion.

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Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

This year's Fortune 500 marks the 66th running of the list.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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A.O. Smith (AOS): Company Profile, Stock Price, News, Rankings

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A.O. Smith | Fortune

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Longtime DC vet Kristin Smith joins the show to make the case for why we could see the critical Clarity Act pass as soon as July—and why the industry has an ace up its sleeve. Meanwhile, Jeff and Leo explore Circle's surprise earnings, the price of Bitcoin holding up as bombs fall in Iran, and the controversy over whether crypto markets should pay out on Khamenei's death. The hosts also dive into an unpopular New York Times op-ed, and whether the paper hates crypto

Will the crypto industry finally get its bill? | Fortune Crypto Playbook

Fortune_Crypto

AI is taking aim at the hidden workplace inefficiencies that slow companies down —from automating routine and repetitive tasks to generating insights to streamline decision-making. But how does this actually change businesses, and what becomes possible when teams finally get their time back? Executives from leading tech platforms explain how companies can use AI to provide intelligent document processing, create consistent step-by-step guides for staff onboarding, and better recruit and retain employees. What’s actually working? What do leaders get wrong about increasing productivity? Where does human judgment still matter most?

Reworking Work

Conferences

So you just heard there, AI promises to end some aspects of drudge work at the office, solving inefficiencies by automating repetitive tasks and redesigning the company workflow. But how will that transform the way businesses operate day to day? Joining us next are executives from two companies that are taking on the big challenge of reworking the way we work. Scribe is a firm that uses AI to create consistent step by step guides. For staff on boarding as well as document complex operational processes within companies, and GoodNotes is a note taking app with AI enabled digital capabilities that was named Apple's 2022 iPad app of the year. Joining us are Joseph Linn, AI champion lead of Goodotes, and Jennifer Smith, CEO of Scribe, who will be participating virtually. They will be interviewed by Fortune's editorial director for live Media, Kristen Stoller. All right, good morning everyone. Joseph, thank you so much for joining me and we have Jennifer here all the way from California. Thank you for being here. So I want to start off by getting a sense of the problems both of you were trying to solve when you started your companies, when they started, and how you are actually solving them now. Jennifer, let's start with you. There's a joke in Silicon Valley that every company wants to change the world. We want to change how the world works. So if you think about how most people spend their 9 to 5 right now, it's a gross misallocation of time and talent, and I would. The most powerful force in the universe is human potential, what people are able to do, and so we wanted to make it that when people show up to do work they are doing their best, highest calling. Hm, very cool. And explain to us exactly how scribe works. Subscribe will watch experts do work like people do the things they normally know how to do every single day and it'll automatically capture that know-how and turn it into a bunch of different formats. The basic primitive is a step by step guide with screen. Shots and instructions on how do I do this process so you've now essentially like sucked out of somebody's head what they know how to do like the true knowledge where the rubber meets the road. What am I doing when I'm fingers on keyboard every day trying to create value for this team, this company. And now I'm making it in a format that we can deliver directly to a colleague, a client, a customer, anybody else when they're going to do that same workflow, they'll now do it as good as that expert the first time they do it every time they do it. They're basically making knowledge like completely fluid across a team or across an organization, so no longer having to have someone just sit next to someone and and watch physically. Yeah, which happens a lot, right? We we're replacing the proverbial shoulder tapping or the quick zoom link share or Slack message of, hey, can you just show me how to do this thing? We're trying to make it seamless and automatic across everybody. Very cool. And Joseph, what about you? Good notes before I start, can I just say I also use Scribe and I'm a huge because documentation is so important to being able to leverage AI effectively. So what Goodnos is trying to do is we want to build the best medium for human AI collaboration. Think about it. So the pri primary way we use AI is through chatbots, but chatbots, we have to be able to do something better. Than that, right? We are now at the Nokia 3310 era of AI and then we believe the future of AI interaction has to be much more intuitive, much more pleasurable. So, um, good notes, we are a handwriting stylist-based. A and then we believe there is a lot of undiscovered richness to be found in trying to go for a stylus and voice-based AI workflow. And who are your users? Is it companies, certain types of people, who are you seeing most often using it? Students, teachers, uh, architects, uh, crime scene investigators, people of all walks of life. So imagine you're an architect, you're walking through the site with your civil engineer and you start the transcription, right? So that your discussion is captured and that will be a minute. At the same time you import the PDF of your site plan, you mark. It up, you scribble things in the margins, right, and then something doesn't look right, so you just snap a picture and then you can scribble another sticky note and then when you are done with the whole thing, you can just use the Ask good notes, good notes AI feature and then it'll just look at all the handwritings and the PDFs and the discussion and the everything else and give you a An answer based on that. So that's, I think, a more fluid natural way to use AI. Interesting. Now I'm going to ask you both a question that I asked this to a lot of CEOs, and they either laugh in my face or they shudder and get very scared when I ask this, but thank you both for bearing with me, which is how exactly are you quantifying success using AI right now? Is it how exactly are you measuring? Is it productivity? Is it revenue? What to you is a form of success here, Jennifer? Um, so I'll have two answers. One's internal how we measure it inscribe, and the second is how our customers are measuring using scribe. So our customers will apply it to whatever they're trying to do. The lowest common denominator, easiest way for folks to think about it is by time saving. Right, and so our customers have done really detailed time studies on their own, very obsessed with efficiency, uh, of what Scribe has meant for them, and they found they've saved anywhere between 35 to 42 hours per person per month of time so that's a work week a month of time back that they found for folks. Um, and then depending on the use case folks will say, hey, I'm trying to on board, uh, new hires faster, so how much faster am I able to ramp people or I'm trying to improve customer satisfaction. What's, uh, what's happening to my CSAT scores or I'm trying to drive error reduction. What's happening to my compliance or the accuracy of the tasks that are being done, um, and so that's really fun and interesting for us to work with different customers. We're trying. Achieve different things, um, and seeing how they measure that and helping them through that excellent for ourselves internally, oh, our internally we're, we're really fast growing company and so it's always how do we do more with very limited resources, um, because our biggest bottleneck is always hiring, um, and, uh, and having enough talent and so anything we can do to, you know, help our people just get more done in the day is a big win. Sounds like we have a lot of very similar problems, Jennifer. Uh, so internally we basically track AI based on time saved and tasks executed. So if in the past you used to have to do like a due diligence for procurement and then you need to look up all these things and then compile them into a report, nowadays you should be able to run one deep research query and that it should be done in no more than 5 minutes, right? And then, uh, at the same time, Uh, the number of tasks executed, if each task only takes 5 minutes now, you should be able to do more in the same given amount of time. So, uh, the marketing team, whereas in the past you might have 3 to 5 variations of social media copy, now you might be expected to generate 50 in the same span of time, and that goes to the other part, which is actually like AI. Really great, but it also really doesn't change the way business is done. We are trying to solve for the same pain points that customers have, and so a lot of the success metrics remain the same. Are users happy with our app? Are they saying good things about us? How many support tickets are we getting? How quickly can we resolve those queries? And all of those things, none of those things actually change. It's just that we expect the bar to be raised. Because now everyone is empowered with AI. That's a really good point because I, my next question was, you know, when humans are getting their time given back to them, what should they be doing instead? You said building, you know, more tickets, more marketing things, more social media company. Jennifer, is there something in your experience that you, you know, advise the companies who use your platform like, oh, they can be doing more X or more Y or where do you think humans still fit into the mix? I think humans will always maybe this is a contrarian thing to say, humans will always still fit in the mix, and I think what we're doing is we're just going up a level each step, and humans are gonna go up a higher and higher level of abstraction, right? So if you take the example of tickets, for example, it's gonna go from how many tickets did you handle today to did you, how many agents are you handling and how many tickets are they able to handle and then you're doing exception handling or you're pro. the agents to do something different or maybe now you're thinking about how you will avoid tickets entirely and so I think you're just gonna see folks kind of continue to climb up the curve and maybe start to do more of the work that their managers did, for example, yeah, yeah, can I add to that. So, uh, speaking of like what will humans be doing in the future, I think there are 3 things. So, uh, first it's executive function. And then there's common sense, the smell test, and then finally it's long horizon projects. So in terms of the executive function, you can curate, let's say, you know, a robust prompt, a few 1000 words. You need to decide what goes into it, what are the relevant contexts that an AI, a large language model needs to know to execute this job competently. It actually takes someone with a reasonable amount of seniority experience to know what's relevan. And then what's not relevant, right? And then at the same time, uh, no matter how beautifully you write your prom, or however advanced the models will get, like there is a bit of common sense check at the end of the generation. Someone needs to look at it and just say, hmm, it feels a little bit weird, right? And then you tell the AI to give you 10 more options. And then, so, and the final thing that models cannot do is long horizon planning. So right now, the cutting edge. Models can reason, can work effectively for about 20 minutes, right? So for any task that is beyond that duration, you still need humans who can think in terms of quarters and months and years in order to make those decisions. So to, to wrap up everything, I would say high impact, high consequence tasks will be within human's purview, whereas everything else, let's, you know, let an AI take care of it. Now both of your companies have been really successful in uncovering these hidden bottlenecks, time wasted, but you're you're solving for that. Where is the next bottleneck that you're going to see? What is the next problem that both of you want to solve? And Joseph, let's start with you, OK. Actually, there, there are lots of bottlenecks that will never go away, right? So AI is going to remove digital bottlenecks, information processing, uh, just text transformation related bottlenecks, but anything physical, AI can't do that, um, knowledge diffusion, approval chains, uh, resources. Allocation, your teams are too busy. There's a skills gap, just general knowledge management within the company. All of those will remain bottlenecks in the foreseeable future unless you know something very exciting happens. And then we would need to reassess everything. Yeah, so you don't see those being solved by AI right now. Would they be in the future, do you think? We will require several profound AI breakthroughs in order to solve for those. So, uh, physicality, shipping, I mean, uh, yes, they are robots, yes, they are self-driving cars, but at the same at the end of the day, it takes time to move things from A to B, right? And then people they only. have so much time in a day. If you want to communicate a message across your company, right, you need to think of really useful, really good tricks to get everybody to pay attention. And those are more human and physical real world problems that AI can help, but it's not going to solve. Yeah, Jennifer, what about you? Um, I, I think that on the knowledge diffusion piece, like one of the one of the biggest challenges with AI is that it can't improve or act on what it doesn't know or can't see. So if you think about a lot of work, talking about knowledge work in a company, a lot of that's actually invisible. And what I mean by that is it's not documented or written anywhere in a way that an LLM can search through it and synthesize and apply, right? It's knowledge that lives in people's heads as institutional know-how and so this is the problem that we're really focused on, which is how do you take that knowledge out and then put it in a format that is readable by both. Human and LLM because now once LLMs actually understand the context of how work is done at this particular team in this particular company, what are the real work flows like what are people doing? What are the lifeblood of this it can then help those people be better at how they work and in the absence of having that data and that understanding. Yeah, it's kind of like shooting blind, you know, it's almost like having a reference librarian who can go get you anything, but the bookshelves are empty. There's nothing to go get and so we're trying to fill all of those bookshelves with all of the relevant knowledge from the company and then make it so that you have that librarian who not only will get the book but then will come over to you and say, I actually don't think this was the right book like you should. Reading this other book instead or or the way that you were working right now actually you could be automating some portion of that and you should be doing this instead and so I think one of the things that'll be really interesting to see AI start to do is a little meta help people use AI um because the pace of change, uh, within AI I thinks faster than anything we've ever seen before. And I think it's gonna outpace humans and particularly organizations' ability to rock change and so we think a lot about how do we actually use AI to prompt people as they're working for ways that they could be better in using the tools that they have AI and non-AI based tools and so how do we use it to understand the context of what you're doing. Take the best of what you know how to do and then help you actually improve upon that and be better than you could do that before and then kind of guide you through as you're working what that means for you and how you should change your work I think that's where you unlock kind of the next big step change and that and that's the problem that really excites us and that we focused on my quick comment is. There's so much truth in what Jennifer has said. In fact, whenever we try to automate a new workflow, the first step is always to get the whole team sit together, and then we have like 1 hour, 2 hours where we just brain dump everything that everybody knows about that process and then we transcribe that and then we, that is the source. With which it's necessary for us to turn that into workflows into diagrams, into due diligence, into everything else. So just getting people in a room, force them to speak their part is so essential. Yeah. Oh, I'm sure that makes humans feel very much more essential. Joseph, thank you so much, Jennifer, thank you so much for joining us. We really appreciate it. Thank you. Thank you.

Swire Hotels, one of Asia’s leading hospitality groups, believes that the future of hospitality lies in creating “houses not hotels”—spaces defined by individuality, intimacy, and emotional resonance. That philosophy has shaped the company’s most admired properties for more than a decade. Now, as Swire Hotels unifies The House Collective properties under a single global Upper House brand, the company is doubling down on the idea that a great stay should feel personal, distinctive, and rooted in place.

Houses Not Hotels

Nine years into her tenure as CEO of British pharmaceutical giant GlaxoSmithKline (GSK), Emma Walmsley is pressing forward on transforming health care. From discoveries in cancer drugs to new uses of AI in the field, the FTSE 100 CEO and No. 20 on Fortune’s 2025 Most Powerful Women ranking shares her outlook on the future of health care.

Inside GSK's Health Care Revolution

I am so excited to be here, you know, after 35 years of often walking into a room, pretty much almost always in a minority and often as the only woman, I can't tell you how massively uplifting it is to be in a room and a room that looks like this. I mean, about time, but it's great, yeah. We're we're glad to have you and I guess this sort of uh counts as something of an exit interview. You have a few months left uh at the head of GSK, and you're staying on after the transition for as in an advisory role. um, why now? Why was now the time to, to leave, uh, to step down as CEO? Well, I think when you are deciding to move on from a company that you love as CEO, uh, there are a couple of things you hope for. First of all, that you can leave it in far better shape than when you began. And second of all, and I think it's really important sometimes, sometimes under recognized that you can prepare for the most seamless succession and transition possible to make sure that the company you love keeps accelerating. And you know, honestly, I'm really proud to be doing both. It was 9 years ago in September that I was asked to be. A major change agent for GSK and the company today is in a completely different position than it was then in terms of strategy and structure. We did, you know, one of the, I think the biggest demerger of a brand new consumer healthcare business. biggest demerger in Europe this century actually, which reset the balance sheet, allowed us to double our investment in R&D, which is the whole point of our industry to innovate, to come back to a position of major momentum in terms of performance. So we've repeatedly upgraded our outlooks. Uh, moved from the pure play by a pharma company to be just over 20 billion in revenue to more than 30 now, and with an outlet we've increased twice to be more than 40, material movement moved forward in profitability, but most importantly, We now have 15 major medicines and vaccines to be launched in the next few years. In oncology, we're back and winning in oncology, in respiratory, in HIV, in infectious diseases, in vaccines, and we're proud to be committed to that uh uh industry too, and perhaps above and beyond everything else. This is a company that is touching the lives of 2 billion people around the world today. So I think we've got great momentum in the business and great prospects, always more work to do in our, in our industry because patients are waiting. But 26 is a pivotal year with a lot more data coming through, and we now have to define the next chapter and I think it's really important. That the person who is going to deliver the next decade in frankly, the most exciting time and one ripe for disruption, necessary disruption in health, because the person that's going to deliver that um is the person who gets to define it. So I As I said, I was asked in September 2016 to take on the job, and in December 2016 was the first time that I started talking to Luke Miles, who will be succeeding me. And uh, I write a diary and not every day, but it's a wonderful thing to look back on, and that day I wrote down Found Luke Dream higher, and I didn't know quite, you know, what a great partner he was going to be, but I couldn't be more thrilled. I think he's the right person to take this on, and I'm really looking forward to. Applauding his in the broader team's successes as they continue to change lives around the world. So the answer is, it is not without emotion. I will definitely admit that, but it's the right time for the company and it's the right time for me too, you know, I've did 17 years at L'Oreal. I'll do 16 at GSK, and who knows what the next 15 are gonna take. Yeah, we're gonna get to that. Um, throughout your tenure, investors never seem like fully sold, um, or never really sort of. How much does that weigh on you, the stock price, you know, um, was it a factor in your decision making in terms of leaving? No, I think, um. First of all, it would be disingenuous to say that it doesn't matter, um, because we work. Let's remember, we work for patients. Of course, we work for shareholders. We're a public company, uh, and we also work for our people. I mean, we have 70,000 people in 80 countries around the world and, and I, our industry is possibly. The ultimate definition of the multi-stakeholder industry, including healthcare systems, healthcare providers, NGOs, GSK has topped the access to medicine indices worldwide, uh, I think 8 out of 9 years, um, you know, number one for providing access to this. So, so, as I said, we, we are proud of the scale of our impact and of championing the prevention of disease, um. Actually, you know, I try not to comment too much on the share price, particularly because in our industry it can be incredibly volatile due to external factors that I don't know, mass tort lawsuits for a drug that was launched when I was in high school, or obviously the current policy environment can be challenging as well. So you have to navigate through these things, but what, what, what I Uh, seek to do is measure our success in terms of the operating progress. I think we've had in the last 5 years at least 6 in-year upgrades to medium, uh, you know, that fact. Three medium and long term upgrades to our outlook, so we just keep doing what we say we're going to do, and I'm sure the recognition of the value will follow in due course, and I can't wait to see that happening, right, so you talk about some of the, the policies, of course, that are coming out of the Trump administration and one thing that the White House is really pressing drug companies for is to lower, lower drug prices, and we've seen the Pfizer and AstraZeneca strike deals is, um, where are you in conversations with the administration on that? Well, we see, I mean, first of all, if we just step back, we're a British company, but 2% of our sales are in the UK and 52% of them are in the US. Um, so you just have to make that, by the way, that was a deliberate choice I made coming in as CEO when I began, I think it was just about over a third of the business, but we invested because this is the superpower of the world. Today, today. Uh, in terms of innovation in healthcare and You know, whether it's the phenomenal academic institutions, at least historically the amount of funding that's gone into research, the amount of business development you can do in some of the most exciting cities in the world here, and we do more and more of our pipeline building as across the industry with business development, but it's also the market in the world where at least some of society gets access first. Uh, to the very best of innovation. And let's not forget that the value that we add in our industry is stopping disease in its tracks, and it's still an enormous amount of unmet need, whether that's in cancer or neurodegeneration or in respiratory disease and, in fact, still in infectious diseases. So, so our first priority is to innovate and this country is the country to innovate in. You want to bring down the demand curve on the health cost of healthcare, we need more innovation to keep people well and keep people out of hospital. No debate on that. So we bet on the US. A couple of weeks ago, I committed to 30 billion pounds worth of more investment in the US in the next 5 years, and that's an advanced R&D, AI enabled manufacturing. We broke ground earlier this year on a new site in Pennsylvania, and two weeks ago, I announced an additional one for advanced biotech manufacturing. So we are massively invested here and we are very constructively engaged with the administration at multiple levels. Um, you know, I'm not about to unveil the detail of those discussions, but make no mistake, we agree. That the American healthcare system needs reform. It is unfair and unsustainable. We agree there needs to be more sort of access in an affordable way to more Americans. To the drugs and vaccines that they need, and there's terrible inequity in the world in healthcare, but it is, you know, really difficult to see it in the richest country in the world. We also agree that more countries around the world, all countries around the world, including this one, should recognize the value of innovation to reduce the cost of healthcare. We talk a lot about drug pricing. It's only 14% of the total cost of the American healthcare system. And by the way, 90% of prescriptions in America are generic drugs that would not in volume, that would not exist if you didn't innovate first. So we have to bend that demand curve. We have to invest in people's wellness and not spend so much on sickness. And that's why I'm also, you know, very supportive of this investment of the sort of root causes of a deterioration in health and increasing comorbidities right through to diet and. Uh, you know, social, uh, demographic issues that we have to get more to the roots of in our community. So there's a lot we agree with. It's not as simple as the daily headline roulette, uh, would suggest, um, but, uh, I think, you know, a GSK. We talk about the purpose of the company being to combine science, tech, and human talent to get ahead of disease together, and we are an industry that needs more partnership and more collaboration than any other, and that includes between, you know, with positive and constructive engagement between industry and government. You did, you did mention uh vaccines, which is a part of your business. Some sales have been down. Um, in part, well, which sort of aligns with the growing skepticism of vaccines, what do you see as a pharmaceutical CEO's role in vaccine uptake and, and how are you sort of approaching some of the um. The current conversation around vaccines. Well, the first thing I would say is, um, we're definitely vaccines business of all three businesses is the smallest one, but it's an important one. Um, And we are more cautious about the outlook in the US in the rest of the world, just to be clear, vaccines businesses are growing extremely well. There is no better return on investment. No better return on investment than stopping disease before it even starts. Um, and you know, in this country, we spend $9 billion a year on vaccines the hospitalization costs of people with vaccines preventable diseases. The CDC recently published, um, uh, some data that showed over the last 30 years. This is basic, basic pediatric uh vaccination. Over 30 years, 500 million cases, um, uh, were prevented of disease, over 30 million hospitalizations and more than a million childhood deaths. You know, I will speak to you as a mom. Uh, in this closed context amongst friends, but last week, uh, I got that call. My youngest child is, um, in her freshman semester at university and I had a call from a slightly hysterical 18 year old roommate saying that she was in the emergency room. She's fine. Uh, we were in a different country. Uh, you go into that mother major mobilization mode, and all I could think honestly was how pleased I was I'd fought with her to get her meningitis vaccine done before she left to come to start her freshman year. And I say that as somebody who sat in high school next to a girl who died in her first term at university, age 19 of meningitis. I just say it because it's until you're in the moment. Because it's about stopping disease before it starts. It's about a hypothetical prevention of something that might happen. But my goodness, uh, it can matter. And history shows that when vaccination rates drop, Infections surge around the world, and then vaccination rates come back up. And As a mom, Uh, I don't and as a CEO of a vaccines manufacturer, you know, we can't just say to people, trust us when we are the, you know, leading companies whose job it is to make a profit, but it's also very important that we don't raise doubts without facts. Because and that we go to towards people's questions with transparency as always with science, with data and answers people answer people's questions. And so as a manufacturer, again, we seek to cooperate and collaborate with governments, with states because this isn't always a national uh question. And um to answer people's uh you know, uh, questions that are reasonable, but I just hope that we can try and reduce some of the Uh, speculation and misinformation which over time, you know, can prove to be dangerous. Do you have any questions in the audience for Emma? 00 my goodness, I'm happy to see you. I'm so happy to see you. So you are well known to be a purpose-driven leader. How have you, have you instilled that into the culture of GSK? Well, I love this question. I think, you know, when people, and Karen, you would, you and I have discussed this before, but I Of the many lessons I continue to learn, one of them. Is that purpose and values. are always the fundamental rock in which every difficult decision can be made. And answering why we do things. is something that in fact even in reminding people why we do things for the difficult days is extremely important. Many of you will have led, you know, through COVID. Many of you are leading through the volatility of policy and geopolitics. Many of you are leading through a world that has been completely transformed and turned upside down with both opportunity and and anxiety for people in terms of what technology is going to. Uh, bring and, and you know, the list of those things can go on, but reminding people when they get up in the morning why we do this, why it's worthwhile, um, is incredibly important and the most federating factor. And so we articulate it in our purpose, which is to get ahead of disease together. Uh, and we articulate it in our value set, which is about being ambitious for patients, accountable for our impact, and doing the right thing because we are a serious industry and people are counting on us to do our work with integrity and care. And I think being Uh, open and transparent about the tough decisions we make, but always reminding people why it's worth it. There is not an individual in the world who in the end. Doesn't care about health. Whether it be for themselves. Or for the people that they love, for their colleagues, uh, for their company, for their community, for their country. So in some ways, you know, I was hearing Beth talking about the privilege of her work and going from her kind of farmer to my kind of farmer, um. I've been waiting to make that joke for such a long time. It's British humor, but you know, I'm a huge fan of, a huge fan of, but, but the point is, this is worthwhile work. This is worthwhile work and You know, sometimes I just think remembering the human in us is the thing that carries us forward. But Karen Lynch, you are a wonderful example of an inspirational leader, uh, who I admire hugely because I know how deep this runs for you too. In the past I mean you've um sort of dismissed this idea of the superhero CEO um but we're seeing a lot of companies now, um. Appoint co-CEOs, they say, you know, it makes more sense. This is such a big job. Um, we need two people to do it. Is it, is what's being asked of CEOs today sort of unsustainable, unrealistic? Um, well, first of all, I think there are few things more obnoxious in life than CEOs complaining about how hard their life is. Fair enough. um. You know, I didn't grow up thinking I would get. Even half a chance at this and um. It's such a privilege. And as I said, you know, at the beginning of your first question, you just hope that in the time that you are given the responsibility to do something like this. You make it better than it was when you started and you hope the person that follows you makes it better again and that you are equipping them to, to accelerate, um. I think what's true, and I'm sure those in the room who have served as CEOs or who aspire to that is. If you have a chance to do it. I'd run at it with full and brave hearts and the biggest dreams you possibly can for impact. But, but I would do it eyes wide open because to your question, I mean, I think you have to be prepared for the things you don't get to do if you want to do this job. And you know, I think I've just about managed to be A mom at the same time as being a CEO some might debate how good a wife I've been, but I've done my best and, uh, and the kids are all fine. No, 30 years, it's good. Uh, but it's another reason why I'm looking forward to at least a mini break before I do something else, um. Uh, but you really have to give everything you've got, and you have to know yourself. You have to be prepared for a resilience and stamina point of view, um, both mental and physical, if you're traveling, you know, around the world. I think I had 38 trips to the US last year and I've been, I will have been in 7 cities in 10 days in. Three continents. Uh, so just now, so, um. You know, it asks that of you. But, but that is the responsibility that that comes with it, and I think, you know, the chance to Leeds. Get one life. So, uh, I would say give it everything you possibly have, and it's not about being a superhero. I don't, I don't know if it's about sharing the job. Probably that can work if you get the right cocktail and combination and with the right brief, but I definitely think. Even if as CEO, you have to be prepared to stand up and absorb all of the pressure. And stand in front of your organization, whether it's hostile bids or activist investors or, you know, all the stuff that the the the the visibility, the public visibility you get from this, you have to absorb all of that. But you have to remember at the same time, it's not about you. Get your ego out of the way. It's about the team. It's about the company. And it's about the people that you serve. So I'd say it's a, you know, it's a job to be grateful for, and if you have the chance, grab a head heart and hands. Yes or no question to wrap up. If you have the chance again. Do you wanna be a CEO again of what? You tell us. You tell us Oh, I don't know. Uh, I, I'm 56. Uh, I am genetically gifted by my parents with a degree of energy. I'm going to just, first of all, I need, I really, my job is to set Luke up brilliantly and to support Luke and the leadership team and 70,000 people in GSK brilliantly, and I'm so determined to To do that and see them accelerate over the decade ahead because, you know, this is an essential industry that needs to keep evolving um and then as I said, I was 17 years at L'Oreal and it will be 16 at GSK, and I'll see what the next 15 will hold and um you know, all input welcome. Well we're looking forward to it. Please give Emma a round of, uh, round of applause. Thank you so much. Thanks.

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