Campbell's

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

Industries included in the sector are beverages, food consumer products, and food production.

Fortune Sector Leaders: Food, Beverages, and Tobacco

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.

F500-2021-335-Campbell Soup

Though most closely associated with its flagship canned soup products, Campbell's also owns brands like Pepperidge Farm, V8, and Swanson.

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

F500 2020 322 Campbell Soup

Founded in 1869, this Camden, N.J. food company is best known for its iconic canned soups—but its product portfolio also includes the brands V8, Swanson, Pepperidge Farm, and Prego.

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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Campbell's has undeniable mindshare when it comes to soup in the U.S., boosted by its famous cameo in Andy Warhol paintings. But this company makes a wide variety of other food and beverage products, including pasta sauces, frozen pizza, yogurt, and bread. It's also the home of famous household snack brands including Goldfish crackers and Pepperidge Farm cookies. Founded in 1869, it was formerly known as the Campbell Soup Company before changing its name in 2024.

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Campbell's (CPB): Company Profile, Stock Price, News, Rankings

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campbell's

Companies

Campbell's | Fortune

Campbell's (CPB): Company Profile, Stock Price, News, Rankings | Fortune

Fortune Editors

Fortune 500 Power Moves: Which executives gained and lost power this week, Oct. 4-10, 2025

/2025/10/10/fortune-500-power-moves-october-4-10/

Amanda Gerut

Campbell’s gets a Gen X makeover — 42-year-old fashion exec joins her family at $9 billion canned-soup-and-snacks giant

/2025/07/18/campbells-soup-board-gen-x-fashion-exec/

Chris Morris

Campbell’s says soup sales are soaring—and that’s actually a sign the U.S. economy is in a downturn, data shows

/2025/06/04/campbells-soup-sales-home-cooked-meals-recession-warning/

Fortune 500 Power Moves: Which executives gained and lost power, March 29–April 4, 2025

/2025/04/04/fortune-500-power-moves-march-29-april-4/

Deena Shanker

Bloomberg

Campbell CEO departs to join Washington Commanders as president

/2024/12/03/washington-commanders-president-campbell-soup-ceo/

https://fortune.com/2025/07/18/campbells-soup-board-gen-x-fashion-exec/?itm_source=parsely-api

https://fortune.com/2025/10/10/fortune-500-power-moves-october-4-10/?itm_source=parsely-api

Campbell's says soup sales are soaring—and that's actually a sign the U.S. economy is in a downturn, data shows

https://fortune.com/2025/06/04/campbells-soup-sales-home-cooked-meals-recession-warning/?itm_source=parsely-api

Amid legislation in D.C., billion dollar acquisitions, and interest from Silicon Valley and Wall Street, stablecoins have become the buzziest technology in crypto. But how do they actually work, and will they break into the mainstream? In this episode, former Paxos executive and business school professor Austin Campbell helps explain the appeal—and what might come next.

Stablecoins

Fortune_Crypto

Campbell Brown, Senior Advisor, TollBit
Fei-Fei Li, Sequoia Professor, Computer Science Department; Co-director, Stanford Institute for Human-Centered AI, Stanford University 
Moderator: Mallun Yen, Founder and CEO, Operator Collective; Co-chair, Fortune MPW Summit 

Most Powerful Women Summit 2024: The Future Of (Ethical) AI

Conferences

Campbell Brown, Senior Advisor, TollBit, Fei-Fei Li, Sequoia Professor, Computer Science Department; Co-director, Stanford Institute for Human-Centered AI, Stanford University, Mallun Yen, Founder and CEO, Operator Collective

Campbell Brown, TollBit, Fei-Fei Li, Computer Science Department; Stanford Institute for Human-Centered AI, Stanford University, Mallun Yen, Operator Collective

So welcome Fei Fei and Campbell. It's great to have you here today. So thank you for being here with us. So before I start, I wanted to let the audience know that we are going to try to take, we probably only have time for one question or so. So if you do have a question, please flag down the person with mics and we will try to get to you. So um great to see you guys. It's good to be here. OK. We're going to start with a question. How many people in the room think that A I will be a net positive to humanity. Bye, great. Um Ain't that negative? See, very cute. Now, does that surprise you? It does, I didn't realize how many people think it's a net positive. II I actually think we've come a long way in terms of just over the last three years, partly because people like Fife who have taken, who have given me a framework for how to think about it. And I think have taken a much more measured approach to talking about what it means, the both the positives and the negatives as opposed to some of the other people who are very visible around A I and have been at the forefront of it, who have been somewhat hyperbolic, perhaps about the positive and negatives. And so I, I think you're seeing people become more comfortable with more uh people, like they say, sort of taking center stage. Thank you. II I, it's true. I do believe it's true. II, I think you're absolutely right. Um So you two both raised your hand and I also know that you are both excited about A I and in fact, this year, you both transitioned into the A I start up world. So um Campbell, you started out as an NBC news correspondent for the White House. You were anchor, you joined meta to lead partnerships there. And then very quickly, you found yourself right in the midst of content in A I. And um we actually met through um Tol Bitt, um which we mentioned, which is, you know, for a fair disclosure. Um operator collective is an investor in Tol Bitt and which is content licensing. And so now you're working on another stealth A I start up. So what led you to leave, leave meta and enter into this realm? Yeah, when I was at meta, the two things I was focused on were um content and business models and helping people mostly news try to make money on our platforms and then misinformation on the meta platforms. And so I think going back to when Chat G BT was first released. Um It was very clear to me, I think a lot of us that this was gonna really disrupt the sort of information ecosystem in a way that we had never seen before, even with social media becoming so disruptive. And I wanted to try to get ahead of it and I see everything right now through the lens of my two teenagers and how they consume information. And so a big driver for me was trying to figure out how we ensure that there is accurate, reliable information, that's part of the LLM training process. And you know, we're not there yet. I was on Chat GPT last night and asking a question, it gave me an answer that was just completely false and so authoritatively false. And, and you recognize that there's still a lot of work that has to be done on that front. And I um you know, part of what the start up that uh Mullen and I are both involved in is doing is trying to create a marketplace to ensure that creators of content, um reliable uh you know, uh content, um timely content are, are being compensated by the tech companies who are building these models, right? Thank you. You are the godmother of A I. So this has been your life's work. You began working on image net in 2006. And when you did, you were repeatedly told this was a go nowhere project that it was. Yeah, your phd students were never going to, you know, get their phd S. And at the time, most A I research was focused on model and algorithms and image net was focused on expanding and improving the data of the available to train the algorithms which we now know has been crucial to the development of A I. So what prompted the move this year from years and years in academia to found your own start up? Yeah. OK. How many hours do we have? I'll try to be quick. First of all, I, I have lived in the A I technology ecosystem for more than two decades and especially privileged to be working at Stanford. So I I always felt that the world I live in is a very porous world between academia, technology industry entrepreneurship. So it didn't feel like I was abandoning a particular part of my world. Uh So uh you're right that uh my own life journey has been seen the transition and the coming of age of uh of A I starting from um you know, the image that project which is seeing that the critical element now that we know we have known as the three fundamental elements of A I, the the computing chips, the neural network algorithm and big data. And that was my image that project now fast forward to um to now to 2024. 1 thing that has been always fascinating me and driving me is really unlocking the full capability of the science of intelligence of machine intelligence. And if you look at the evolution of intelligence, Campbell already mentioned, LLM most of you probably know it as large language models. We are starting to realize that we can create machines that unlock the linguistic um um capability of intelligence, whether it's conversation, summarizations, knowledge, uh uh search and and reasoning. But there is a huge part of intelligence that are uh that advanced animals like humans have developed over the course of evolution. And that is everything to do with seeing and interaction with the 3D space which I call spatial intelligence. In fact, evolution took 540 million years to create the capability of perceptual reasoning and understanding and interaction. Whereas language compared to the half a billion years took about a million years ish. So there is a profound capability in the science of it intelligence that is centered around the ability to understand 3d world reason with the 3d world generate 3d world and interact within 3d world. And that's what I'm so excited about that. Um Together with my former students and co-founders, uh we feel this is the moment to bring this capability to the, to the world and unlock so many use cases and business opportunities. It's um it's so fascinating. So, Feve when I called you the godmother of A I, I saw you sort of cringe a little bit. Um, and, and in fact, um, when we were talking last night, you said that when you thought about starting this company, you weren't sure that you should be the CEO and, and then I'm gonna say one more thing that I frankly find just really annoying. Not that you did that, that speaking of media was that, do you guys remember when the New York Times came out with that list in December? That was who's who behind the dawn of the modern A I movement? Yeah. Yeah, exactly. And so there were the C OS of open A I Anthropic Microsoft Google. There were some researchers who made tech advances in A I and there were a couple of investors who mostly just invested in the A I companies and didn't really do anything on the tech. So there were 12 women, I mean, sorry, 12 men and no women and most glaringly say that you were not on that list. And even though image net, your work was the foundation that enabled all of those companies, including the research. Yeah. Yeah. So um so uh so I just had to get off that, off my chest, but we're the only one Twitter exploded after that with all the women who are obviously very offended. And I think even some of us spoke to reporters at the New York Times about it because it was such an outrage. And I think they feel like they, I mean, I think they recognize that was a total media failure and they really screwed up. But yeah, so, so when you see the headlines today, they do tend to be dominated by one gender. Um And so would love to hear your reaction to this. Well, thanks me for, yeah, so, so first of all about the godmother of A I title, it came around, I don't know, a year ago I started seeing that I had to take a pause because it really is not my personality to call myself godmother of anything. It um it, it really, I did cringe but I had to, you know, my natural reaction is let's just reject this. I, I don't want this title, but I really had to take a pause and realize in the entire history of science and technology. So many men are called whatever founding fathers, Godfathers. And if women are so readily rejecting that title, where's Our Voice? And I'm, I'm standing here. So I kind of with the cringe. I did not fight back that title. And yes, the New York Times list. II, I actually I'm a pretty shy person but I think I went on social media and called it was just wrong. It was wrong that in 2023 any media will look at the technology that so many people from all walks of life, not just men and women, but people of all backgrounds have contributed and they didn't even try to make a little bit of effort and we do still see that today. And this is why as Campbell was alluding earlier that it's so important for me, no matter how advanced a technology, how fancy advanced and cutting edge and sci fi a technology looks like we have to put humans in the center of it. You know, we have to put human representatives in the center, we have to put human well being in the center and we have to put human values in the center of the development of this technology. It's just so important. So Campbell, when Fe Fe's book first came out, you were one of the first ones to raise your hand and say we got to get this out here. So, so tell us a little bit about that. And by the way, if you haven't gotten this book, um it's a phenomenal book. It was one of the first books I read. That was kind of an introduction and II I highly, highly recommend for just if you're curious about A I and everything, but also um just as an inspiration to young women, um your, your life story and maybe you can give people just the, the, the, you know, thumbnail, even of um being a young girl in New Jersey and growing up with your parents, I think it's pretty incredible. Um And I, there are a lot of young women at meta on our A I or when I was formerly there. But on the A I research team who I heard speak about you as that inspiration. We had a book party when Facebook came out and several of the women were there. So I do think it is not only for getting um a primer if you will on, on what's happening in the history, but also um one of the most inspiring stories um of, of anyone sort of overcoming odds in this country. Thank you, Campbell. You, you're the one of the first people who threw a book party for me. I was, I was so grateful overseeing New Jersey from your New York home. Um But it's true. I wrote the book. Um I wanted to tell the A I story, my personal coming of age and A I's coming of age is so intertwined, so many ways, including how my work was involved in this. But it was also, I was deeply encouraged by my friends and colleagues at Stanford to tell the story so that the young women, the immigrants, the people of all walks of life will find a voice in A I because today's A I, like um you said, it's so hyperbolic. It's so, um you know, we hear words like global scale, infinite productivity, billions of whatever, but at the end of the day, um whoever makes A I changes the world and it's so important people from all backgrounds feel they have a, they have a role, either it's in development of A I or in creating products and business of A I or doing interdisciplinary research of A I or using A I to, to um uh to create something they care about or in the governance of A I, everyone who cares has a role. And I, that was the reason I, I wrote this book. Um The, so you uh so both of you actually worked at have, have worked with social media sites. You were meta for seven years and you were on the board of Twitter for two years until it was dismantled. So it's widely understood that LL MS are trained, you used a very interesting word. OK. Um The uh anyways widely understand that LL MS are trained on all the content that's out there. And then some reports suggest that 90% of the information on the internet will be A I generated within a few years. So we've talked about the lack of women in A I the social media news sources, Campbell, any words of I ought, I mean, the one thing that does worry me right now especially um is the, the misinformation. I mean, I don't know how closely people are following it, but the, these tools are incredible and it's almost impossible to tell. I mean, it is impossible to tell what's real and what's not. And we haven't developed tools yet to help us do that, whether it's water marking for things that were created by A I or, or things that weren't or identifying what is, isn't. And you know, you've seen examples, the hurricane recently, there was so much misinformation flying around to a point where it was literally endangering people who were, who FEMA was trying to help. And you've seen numerous examples. I don't think anything has, has sort of shocked us to the point that we're ready to address it in a regulatory way or anything yet. But I am very worried about how we think about this and keep track of it. The one thing I would say that that I think is meaningful for people in this room is that brand, I think becomes increasingly important to be able to know that this is a trusted brand. I'm familiar with when you see something, whether it's a news organization or a company um in a world where we're just being flooded with information and you cannot identify the source looking to trusted brands, seems like it's going to matter again and it's worth investing in. Um Thank you so much Campbell and Fe Fe for joining us today. Thank you.

 BETH KOWITT: Ann-Marie, for you, I mean, how do you see this environment as changing retail going forward? What is a blip that's happening because of this particular moment, and what do you think will be long-lasting? I mean you mentioned-- [INAUDIBLE] talked about omnichannel, but are there other things-- the way you operate as a, company the consumer dynamic? What do you-- what's going to be different? ANN-MARIE CAMPBELL: Yeah, so a few years back, as a company, we thought this interconnected omnichannel was going to be, of course, the way we operated in retail. And COVID has accelerated that. And so when we talked three years ago about investing $10 billion in the business to make sure it was interconnected, we probably were looking a little bit further out. Absolutely, the acceleration around interconnected, curbside, touchless in the environment where we operate in is just in the now. That's number one. But one of the interesting things we're finding as well is people's adaptability. We were challenged when-- we do a lot of workshops. We do kids workshop, and we do do-it-yourself workshops within our company. And typically, those would happen in our stores. And we tried to push this virtual kind of learning from a workshop perspective, and to be honest, we didn't get it off as well as we wanted to, because guess what. It was what we were doing every single day, and it was successful. And so people are learning remotely, and they're learning how to adapt remotely. And they're learning how to really leverage others as well to get to be more knowledgeable about subjects that they're interested. That's number one. Number two, they're just more conscious about when they're purchasing, and they're willing to do substitutions. So they're doing a lot more research before buying, and if there's a brand that you don't have, they're willing to substitute. So that has implications around assortment and how you narrow the assortment to kind of drive some more simplicity and consumer satisfaction. So those are some of the things that we think is going to stay, of course-- acceleration with the interconnected world, but-- substitution and some of the virtual learning practices that we've seeing today. BETH KOWITT: Judith, I wanted to ask you, we're all tracking Walmart's interest in TikTok right now, which is a big play in social commerce. Can you tell us a little bit about how this fits into your future vision of what retail looks like next year, 5 years, 10 years from now? What's-- where does this fit in? JUDITH MCKENNA: Yeah, Beth, so I can't really talk about TikTok, as you would expect. But listen, I think the future of retail is really exciting. And I think it is morphing and changing all the time. And we saw trends in e-com, omni accelerating two or three years ahead of where we thought things would happen from Costa Rica through to the US to Mexico. I mean it's been extraordinary to watch it, and the teams have stood up capabilities and moved with a speed I didn't even know was possible. So that's phenomenal. But I think the future is going to be interesting. The trend of customers choosing more flexible ways to shop, whether they want to shop in store to look, to browse, to choose, whether they shop online, if they have it delivered, if that actually comes to them by a pickup. So I think the actual shopping experience will change, but I think there's some more interesting things happening as well. Firstly, what's the difference between search to buy a product online and recommendation to buy a product online? And I think one of the things see in China-- and a good business that would be an example of this would be Pin-do-do-- sorry, Pinduoduo, which is they actually are purely by recommendation, not by search. So I think companies will learn to find ways to interact with the customer with kind of interactive commerce going forward as well. Now, what exactly that looks like, I can't tell you today. But one of the great things about this journey has been that we've learned how to flex, innovate, and change along every step of it. 

This is what the future of retail could look like

Executives from Walmart and Home Depot discuss.

Home Depot’s Ann-Marie Campbell and Walmart’s Judith McKenna discuss.


Ann-Marie Campbell, Executive Vice President, U.S. Stores, The Home Depot
Judith McKenna, President and CEO, Walmart International
Moderator: Beth Kowitt, FORTUNE

MPW Summit 2020: Their Workforces Led The Way

Uncategorized

Their companies thrived through the height of COVID. Hear from the two retail leaders on supporting their armies of essential workers and how the pandemic is set to remake the retail world forever.


Hi. I'm fortunate. Senior editor and M. P. W. Co Chair Beth Cohen. What would we have done without the essential workers on the front lines during the height of the pandemic? Among them the legions of retail employees who kept us fed supplies and fulfilled our overwhelming desires to do at home renovation projects during lockdown. Joining me now are two women who helped lead those workers through some of the most difficult days of the crisis. Emory Campbell, executive vice president of U. S. Stores, the Home Depot and Judith McKenna, president and Ceo of WAlmart International. Thank you both so much for joining me. Um Emery, I would like to start with you. You run a more than $100 billion business. But you started out at Home Depot 35 years ago as a cashier. Tell us a little bit about how that experience has informed some of the decisions you've made for your workers during the pandemic. Now thank you and thank you for having me as well. And I want to thank you know, just the hard work in committed associates that are on the front line. I would say that the first thing I would say bad is that we were guided by a couple of priorities. # one, the health and well being of our associates and number two to your point, given our stores opened for the essential needs of our customers. And I remember when I was an hourly associates, what was important is that consistent paycheck was very, very important. And because of that we wanted to guarantee or hours for, or front line associates. So the first thing we did what, whatever scheduled hours that they had and we have consistent schedule, we would pay them for that. That's number one. So consistent schedule gives consistent paycheck. And no matter what our sales would be, we wanted to make sure we guarantee that for Associates number two, the health and well being. Um, we then said to ourselves, we knew that if an hourly associate was sick, right, more than likely they would come to work because they needed those hours. So we, you know, engineered or PTO or uh, personal time off. And we had, we gave our associates 80 hours full time Associates of course, 40 hours for part time, up to 240 hours for at risk or high risk Associates. That means they could stay home if they felt ill or if they had a family member that was ill. So those were the two guiding principles for us to make sure that we drove some consistent paycheck and reduce the anxiety level of our associates. And did you have, um, did you have a lot of, did you have a lot of workers utilize the benefits? I mean, is that something that you found to be effective? It was very effective. And one of the things we were very liberal with that policy to, we, if you didn't feel to come in today because you had a child that probably was sick as you know, people are working from home, kids were at home at that time, an elderly parent, um, or you didn't feel while yourself, we wanted to make sure that you stayed home if you need at that time. So there was just a phone call to the store and said, hey, I won't be able to come in today and people were able to exercise that. Of course, there were some that used it more than others based on their family situation. But absolutely they associate love the flexibility. And the one thing I would point out as well if they did not use the hours, they would get paid out at the end of the year. So we also incented them as well that if they needed to use it, use it, if you didn't, then you'll get a that paid out at the end of the year. Got it. Okay, so Judith you as head of walmart International, got a really early glimpse of what was to come uh since china falls under your purview. Tell us a little bit about when you had a sense that the virus would not be contained, that this was something that was going to be global. Yeah, first of all, it's a pleasure to be here. I'm a really great to hear a lot of the work that you guys were doing through this and an echo those principles deeply for us as well. But yeah, china gave us a window to the world. But I can't say it's probably until into february where we really started to see the the impact that could happen. China business started to say there were some concerns in about the december and by um kind of january they'd gone into lockdown, our president. There are ceo at the time I started to put playbooks together about what to do and you know the things they were doing, they were scrambling because nobody else had faced anything like this. And I remember beth in early february I had all of the other Ceos from around our world. We we operate across 10 primary countries outside of the U. S. 26 in total. Together in boston for a learning session on various things that with Harvard University and we organized for you in uh Ceo to do a two hour zoom session with the teams talking through exactly what had happened and what it might look like. Everybody went into that saying, oh yeah, okay. Why he was spending two hours on this by the time everybody came out of it. I think the dawn of realization about just how significant this could be really struck. And one of the things we did is we shared that best practice as fast as we could adapted by market really was thoughtful about making sure that people could communicate with each other really fast and developed a lot of the policies. We had many of the things that the china team had started with. But this thing that went in different places, in different places, a bit like Amory, you'll have been facing in different states, um, across the US as well. So we had to adapt as we go and learn as we go. And I think one of the things that retail industry also did is we shared with each other. So this, you know, the things that people were doing to keep people safe was not privileged information. This was like, how can we share, how can we share best practice? And that was also a really important after. But early february for me was the big warning sign. So can you tell us a little bit about some of the things that you that you saw in china that you did implement? Um, globally? Where are there lessons, what are some of the lessons that you took from that that you were able to apply to other markets? Yeah. So there's a couple of different things that you understand. One is what the demand patterns are going to look like, so what are people going to buy, what's going to be important to them? So there's a project side to this, the right Omni channel and getting ready in front foot to be able to serve more customers across e commerce where the pick from stores or fulfillment centers and how are you both going to allow people to pick up and also take delivery as well? We more than doubled our operations in many places around the world. What are the best kind of face mask to use? How would you put flexi, glass and plexiglass in front of cashiers and pharmacy? So a lot of very specific detailed things, but also how to communicate. What is the best way to communicate fast if there's an instant self covid in a stall, what do you do? What should be the right cleaning protocols? How does that look? So the list is endless. But everything from the products that you have on the shelves that you need more of through to, how do you communicate through to their practicalities? Those playbooks that come into effect every day. And now we're learning a bit more from them as well as their further through this than probably any of the other markets in which we operate. Yeah, but I was thank do that too for that because we learned a lot from walmart because of that. There was a lot of sharing going back and forth. And uh we implemented a lot of things and ideas just based on the retail sharing. Um So I just want to thank you and your team for that as well. They did a fabulous job. We appreciate it both ways to Yeah dude, if you mentioned the place, you know you mentioned the playbook. I think one thing is that we've seen models and metrics that have historically been used by companies, but I probably both of yours just don't hold any more. Um, and emery, I'm curious for Home Depot. What are there some sort of deep seated beliefs uh, that you had to throw out the window that you thought just couldn't, couldn't change and, and Covid has totally disrupted. Yeah, I'm going to give you more one of a kind of a strategic interdependence perspective and just one just, you know, an experience in the stores. First of all, we have managed this business from an operating business units with your P. N. L. S. And you know, or sales totally align. We have to be fully channel agnostic at this point across the board. Uh, due to spoke about this interconnected Omni channel experience. You can't man manage or measure your business. Just thinking about the stores or thinking about online or thinking about marketing separate or supply chain. It is so interconnected and one influences the other. And so we had to thrill all of that out and we've been throwing that out and we keep on picking up the papers because we want to stick to that so much. But I think that has been really important. The acceleration of understanding interdependence. That's number one. Number two, I would say. Just from your perspective over time, you know, we have added, I would say some complexity to the stores, um because we wanted to drive consistent operations and whether we talk about store business, store walks or, you know, business walks. What we found through Covid is that if you set the guard rails, set the expectation, you don't need 30 metrics to kind of measure output and performance. You need some key inputs to drive great outputs and you let your local leadership do their jobs. And I will tell you that that has reinvigorated or stores because they know what the expectations are and their engineering the outcomes in the right way. Without all the oversight and metrics that they typically would see on a weekly basis. So one uh, from our store support center and the other from what we see in the stores to death. I'd love to hear the walmart perspective on that too. Yeah, maybe just a personal one as well. You know what, what beliefs went out of the window? Probably that there would be a if anything like this ever happened, there would be a unified view of things like what went to wear masks and what masks and what that looks like and all of those things. So, a belief that that would happen was one of the things that went out of the window really quickly and we all realized we were actually kind of writing the script as we went along with the best advice that we could possibly get. But it's really interesting listening to a marine, you know, probably the, it's not a belief that went out the window, but something that's been truly amplified is this concept of the right people make the hugest of differences. So for me it's just not just at the store level but at a country level, having the right leadership teams who can make the right decision at the right time with minimal guidance and frameworks that cover the principles of what you do, but really truly empower them to get on and make the decisions they need to make. That's right for the market in which they operate, whether that be South Africa or India or chile or Argentina, everyone is different. So that belief in that and I'm smiling as I'm already talking because you know that the real skill for all of us going forward will be, can we hang on to the things that are really good And move on from it so that 30 metrics that we all love or whatever the equivalent is learning how to operate and take the best of this will be one of the things that I truly hope is a positive outcome in what is undoubtedly a really difficult situation. Let me ask, let me ask a little bit more about that because memory for you. I mean, how do you see this? The environment is changing retail going forward. You know what is what is a blip that's happening because of this particular moment and what do you think will be long lasting? I mean, you mentioned both of you talked about Omni Channel, but there are other, there are other things. The way you operated the companies, the consumer dynamic, what, what's going to be different? Yeah. So a few years back as a company, we thought this interconnected Omni Channel was going to be, of course, the way we operated in retail And uh, Kobe has accelerated that. And so when we talked, you know, three years ago about investing $10 billion dollars in the business to make sure it was interconnected. We probably were looking a little bit further out. Absolutely. The acceleration around interconnected curbside touch less in the environment where we operate in is just uh, in the now that's number one. But one of the interesting things we're finding as well is people's adaptability. Uh, we were challenged when we do a lot of workshops. We do kids workshop and we do do it yourself workshops within our company. And typically those would happen in our stores, Right? And we try to, you know, push this virtual kind of learning from a workshop perspective. And to be honest, we didn't get it off as well as we wanted to write because guess what it was, what we were doing every single day and it was successful. And so people are learning remotely and they're learning how to adapt remotely, and they're learning how to really leverage others as well to get to be more knowledgeable about the subjects that they're interested. That's number one, number two, they're just more conscious about, you know, when they're purchasing and they're willing to do substitution. So they're doing a lot more research before buying and there, you know, if there's a brand that you don't have, uh they're willing to substitute. So that has implications around assortment and how you narrow the assortment to kind of drive some more simplicity and, uh, you know, consumer satisfaction. So those are some of the things that we think is going to stay, of course acceleration with the interconnected world, but substitution and some of the virtual learning practices that we're seeing today. Great, Great. Um, so we have my colleague Kristen Bell storm joining us here with some questions from the audience. Kristen. Go ahead, please. Hi, this is a great conversation and strumming up tons of questions in the chat. Okay. You know, the first one, we don't have Kristen's audio. So I will continue asking my own question. Sorry, audience. Um, so actually this is a great opportunity Judith I wanted to ask you, you know, we're all tracking Walmart, um, interest in Tiktok right now, which is a big play in social commerce. And can you tell us a little bit about how this fits into your future vision of what retail looks like? You know, next year, five years, 10 years from now? What, where does this fit in? Yeah. So I can't really talk about Tiktok as you would expect. But I think the future of retail is really exciting and I think it is morphing and changing all the time. And you know, we saw trends in aecom omni accelerating two or three years ahead of where we thought things, what happened from Costa rica through to the U. S. To Mexico? I mean, it's been extraordinarily to watch it and the teams have stood up capabilities and moved with the speed. I didn't even know was was possible. So that's phenomenal. But I think the future is going to be interesting. The trend of customers choosing more flexible ways to shop whether they want to shop in store, to look to browse to choose whether they shop online if they have it delivered, if they actually comes to them by a pickup. So, so I think the actual shopping experience will change, but I think there are more interesting things happening as well. You know, firstly, um what's the difference between search to buy a product online and recommendation to buy a product online? And I think, you know, one things we see in china and a good business would be an example of this would be pinned dodo doping do do, which is, you know, they actually are purely by recommendation, not by search. So I think companies will learn to find ways to interact with the customer with kind of interactive commerce going forward as well. Now, what exactly that looks like, I can't tell you today, but one of the great things about this journey has been is that we've learned how to flex innovate and change along every step of it. Right, Okay. I think are we here? She is. Okay. Let's try again. Hi Kristen. Hi, apologies for the technical difficulties. We knew that was gonna happen at some point. Um, you guys are having a great conversation. We have a ton of questions in the chat. The 1st 1 is Jean case and she's asking, I believe this one's for Amory, did you have to deal with any resentment, um, from teams that some took advantage of the benefits of believe while others did not. No surprisingly, I will tell you that everyone was very receptive because the way how we staggered or state the benefits were if you, you know, you got 80 hours, everyone who received 80 hours. But if you were 65 year old or in the at risk community, you got more people understood that. And because of the fact that we indicated that we would pay out at the end. Uh, if it wasn't utilized, people were very happy about that As you would expect. The more high risk you were, the more of the benefits you probably utilized, but absolutely zero resentment in the stores. Uh, and as I said, we made it pretty easy for them to indicate whether or not, you know, they were at a high risk. They just had to submit. I have this condition and you receive the benefit. Great. I have another one. Um, this one's from Stacy, juniac, uh, it is to both of you. What changes undertaken do you see continuing in a post covid world? Yes, I think they undoubtedly, that shopping behavior that you've heard us both talk about for retailers is going to happen. I think people are going to be more interested in health and wellness than they have ever been interested in before. I think we'll sing a worldwide trust will become even more important for us to the products you buy, where you buy them and what that what that means. So I think, you know, outside of the pure retail experience, I think there is a whole new set of behaviors that we're all going to have to focus on in the future and serve people differently as they go through those. We all talk about this online offline and I think that is going to change. But I think there is more than that as well and we need to think about what's important to people and how we, as retailers translate that into services and goods that actually irrelevant for their lives in future. Yeah. And they will continue to add, it's the health and well being. I don't think that's going away. We hear that in our stores, uh, the things that we have done, uh, to just create a safer environment. They want us to continue to do that. And we're just going to continue to invest in areas that we think that their environment, we've got to make the the environment safe for customers and our associates. And I don't think that's going to change. That's just going to continue to be a part of how we manage and lead our teams emery Judith. Thank you both so much for joining us, joining us. Really appreciate the time. Thank you.

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