O-I Glass

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 building materials, forest products, metals, and packaging.

Fortune Sector Leaders: Materials

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.

F500-2021-455-O-I Glass

O-I Glass is a leading manufacturer of glass bottles and packaging across multiple industries.

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

F500-2020-453-OI-Glass

O-I, the trade name of Owens-Illinois, Inc., produces glass packaging for the beverage, food, and pharmaceutical industries.

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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O-I Glass (OI): Company Profile, Stock Price, News, Rankings

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O-I Glass | Fortune

O-I Glass (OI): Company Profile, Stock Price, News, Rankings | Fortune

Sheryl Palmer, Chairman and CEO of Taylor Morrison, joins Leadership Next to share her journey from McDonald’s crew member to the first—and still only—woman leading a publicly traded home builder. In this live episode recorded in Scottsdale, Palmer opens up about leading through the housing crash, the challenges of going public, and what it takes to grow a billion-dollar business without losing its soul. She reflects on navigating the post-2008 crisis, standing up to private equity, and building a culture rooted in empathy and impact. Palmer also unpacks how Taylor Morrison is tackling housing affordability through innovation and policy, why she believes “love the customer” is more than a slogan, and how CEOs today must balance public scrutiny with purpose-driven leadership.

Breaking Ground and Glass Ceilings: Sheryl Palmer’s Mission to Humanize Homebuilding

Leadership

Amid a wave of wearable, internet-connected gadgets—watches, glasses, pins, apparel—it’s clear that ŌURA’s bet on the smart ring is paying off. (The subscription model and an array of partnerships have certainly helped.) As the company’s sales surge and its valuation rises, what new products and markets are in the pipeline? We ask its chief executive.

Tom Hale
Chief Executive Officer, ŌURA 

Allie Garfinkle
Senior Reporter; Cochair, Fortune Brainstorm

Where Wearables Go Next

Conferences

OK, so raise your smart rings or your other wearables if you want to live a longer, healthier life here on Earth. The global wellness industry already generates more than $2 trillion and is poised to grow in this era of the quantified self. Next. Up my colleague Fortune senior finance reporter and brainstorm co-chair Ally Garfinkel will chat with Aura CEO Tom Hale, and my aura ring tells me that I'm very excited by this conversation, so please enjoy. Ali. Take it away. to be with I Hello, hello, everybody. Hi, OK, you can say hi. Hi. Hi Tom. Hi, how's it going, Allie? It's going pretty good. I am very excited to be here with you. I, as we've talked about, love the oar ring. I've worn this for 2 years. I interface with it every single day. And right now there are a lot of people like me who love this product who are very upset. There is some controversy right now over your expanded partnership with the DoD. Let's just clear the air. Let's set the record straight. What's going on here? Well, so for the record, we will never share your data with anyone unless you direct us to do it. We will never sell your data to anyone ever. There was a lot of misinformation about this. It was, you know, posted online that we were partnering with the US government to share your data, and that's just simply not true. So we spent about a week setting the record straight, and I'm glad to report that like it's sort of calmed down, died down, and the outrage has subsided. Now what about the partnership with Palantirer? Can you? Up, what exactly is going on? It's funny. I think partnership is a little bit of a strong sell. We acquired a company last year. That company had a Sas relationship, a small contract with Palantirer for something called IL-5, Impact Level 5 Security. It's basically I call it a component of their solution. That contract is still running and that news, that that relationship became blown into a massive partnership with Pallanter. We don't. We have a small commercial relationship. The systems are not connected. There's no way Palantirer has access to your data. No one in the government can see your data. No one in Pallanter can see your data, totally overblown. But not to say anything other than this is incredibly important to us because privacy and security of anyone's data, especially women's data, is central to what we, you know, protect and defend. In fact, if you've ever taken a close look at our terms of service and our privacy policy, we actually say we will oppose. any efforts to use your data for surveillance or prosecution purposes, meaning that we will, we will, we will actively oppose that, which again I'm not asking for any credit, it's just like that's just the way we approach this because it's so important to our members. Now you can clap, you can clap. You answer that question like a man who's been asked about this a lot. Yeah, I did my first TikTok, so that was your first TikTok. TikTok. That was your first experience on TikTok. It was amazing. I love the captions on TikTok and it's interesting they can cut them so closely together. Like I only did it like in 25 takes. No, only 25 takes. I love you cop. I honestly. Probably take me 30. I still haven't posted TikTok, you're ahead of me. Really quickly, how does Zora secure your data? Yeah, so look, we have a massive investment in security in terms of security team, CISO in terms of encryption. We use RSA 256 bit encryption. That's the internet standard. We use TLS 1.2 for all transport. So basically it is as secure as Anything that's out there on the internet in terms of security, but maybe more importantly, we have all of the kind of rigor that you would have as a GDPR compliant organization who's also HIPAA compliant. We basically view our data and we treat our data as, you know, personal health information, and we guard that jealously and zealously. Quite frankly, people always ask me, hey, can you See my data and tell me what's going on, I say, no, I cannot. I don't have the privilege or the right to do that. And if you authorize us, then we can have someone take a look at it, but that person is a very limited role and a limited spec inside the company. We don't look at people's data. That's just you can't do that. Now I said your data very specifically because it's your data. You're an aura ring where hand raise. Who here has an aura ring? Yeah, it's a pretty good presence. Yeah, I was going to say, how do you feel about how do you feel about that? That's solid solid. Who here has another wearable? OK, interesting. How competitive is the wearables marketplace right now? I mean, the wearables market is pretty interesting. It's heated up. Honestly, I think Aura's done a lot to bring this market to a new audience, and that audience is women, you know, obviously the ring form factor lends itself to sort of fitting into your life. It's more comfortable. You can wear it at night. It doesn't, you know, bleep or blurt or vibrate or try and disturb. But it also is something you can wear with any kind of, you know, outfit and feel like it's pretty inconspicuous. You're not shouting at brainstorm tech. You're not wearing an iPhone on your wrist. You're not wearing a big muscly, you know, kind of watch that says I hunt or I hike or I bike, you know, it's a statement that's a little bit more subtle. I think we've really opened that up, and I think for those of you who don't follow the wearables market as closely as I might, you know, our business has Been literally at hyper hyper growth. The wearables market's growing single digit percentages. Actually last year wrist borne wearables actually shrank. There was a shift to smaller, cheaper wrist borne wearables, primarily driven in India and in Asia. While ring wearables, we basically doubled in size. So we're growing at north of 100%. So I think in terms of wearables what's interesting is We've actually brought in a new era of health as opposed to being fitness. Wearables 1.0 was like, did you get your steps in? Wearables 2.0 is, you know, did you understand what happened with an ECG on your wrist when you saw it? Wearable 3.0 is continuous monitoring. Tracked overnight. Why is that important? It's important because your body's at rest and goes through a predictable cycle, so we can see differences night over night that are instructive. If night overnight we see your respiration is elevated by 0.5 a beat per minute or your temperature is elevated by 0.5 a degree or your heart rate variability and heart rate are are are shifting, we can probably say with some high degree of confidence that you're on the brink of either strain or stress that may result in illness. And we've seen this actually. It's a feature of or called Symptom radar. We have, but we have people on TikTok saying, you know, I, I learned that I had appendicitis from Symptom radar. I thought it was a pain. I wasn't sure. My family said don't go to the doctor. We don't go to the doctor, and I just You know what, Ara's telling me to go, and I went, and it turns out I was 24 hours away from a bad, you know, a bad incident. People have gone to TikTok and talked about finding out that they had cancer, lymphoma. This is just fascinating because what we're doing is we're inverting the paradigm for health. Instead of it being interventionist health, it's preventionist. Instead of being after the fact, you're sick and we're going to try and cure you, it's, let's predict before you get sick. Let's try and help you avoid that sickness altogether. It's just a very different approach and it's enabled by the fact that the ring on this side on the human body is the most accurate place to measure. When you go to the hospital, who's been to the hospital? I hope none of you, but when they measure, where do they put the sensor on the back of your wrist? No, no, they don't. They put a sensor on the tip of your finger. Why? Well, because of arterial blood flow, your heart pumps, shoots straight down your arm. This is the first stop. Second thing, uniform tissue 2 millimeters away from the sensor, so you're actually able to see information in that signal that. Just don't see here. Think of the signal here as like a sign curve. Think of the signal here. It looks like a heart rate, right, the sort of double peaks that we all know is what a heart rate looks like. The information that's encoded in that incredibly powerful. So that has to do with the location of where you measure. Now I was explaining to Tom before this that he has the blessing and the curse of me being a zealous user of this product. I actually turned off the symptom radar. It was a little too much information for me on days when I hadn't slept enough. It was sort of telling me, you maybe have symptoms, and I was like, I know, I probably have the symptoms of being stressed. So how do you balance The right amount of data. How do you decide on features? How do you figure out what needs to be toggled on and off? How do you balance? How do you balance all of that? One of the things that I think has been really interesting to see is the dispersion of the kinds of customers that we have. So we have marathon runners who are training for their marathon and optimizing for performance. We have people who are chronically ill who are trying to minimize the number of steps that they take in a day so they don't have a flare up of their pots or chronic fatigue syndrome or long COVID. We have young mothers who are, you know, trying to get pregnant a second time. We have, we have old people who are trying to age gracefully, and that dispersion of users and the sort of variety of people in their approach to their data has forced us to be sort of scalable in the UI. So if you want to go all the way deep, all the way down to the detailed data, you can. But you know at the top level we're going to give you a score and an insight, and that insight could be something like, hey, take it easy today. You know your biometrics are in need of recovery, like take it easy, and that that trust and that instruction that we provide for people is simple and easy to consume. If you want to double click, you want to go deeper, you can't. That's really the key. And honestly, I think again that's a little bit what sets us apart from other wearables because most wearables are there to both tell you what's going on with some kind of metric, but they don't give you the. Text about how that's changing over time. They tell you about this moment, not your entire life, and so we're inverting the paradigm. You're in charge of your health journey. We're going to give you the information. You can choose to embrace it. You can choose to ignore it, but we're not going to try and like shame you or anything. We're going to support you through whatever your health journey is. Now start preparing some questions for Tom because I know you have them. Quick question about AI because it wouldn't be 2025 unless we talked about AI. Meantime to AI. 8, yeah, yeah, along along. Tell me, tell me about where AI fits into Aura's future. So we've always been an AI forward company and that's because all the algorithms that we use to generate the values and the insights, that's all AI. Now where we've been headed is actually this idea of the doctor in your pocket. Our vision is simple. Everyone should have a device on their body that provides clinical grade data. Everyone already has a supercomputer they keep in their pocket. They pay too much attention to it. There should be some. Machine intelligence layer which is overlooking you from a preventative or interventionist health perspective. Call it the doctor in your pocket. That's the vision and that's where we've been headed. We've taken steps in that direction with something called the advisor. Interestingly, apropos of the last session two before us. The really interesting thing is that what we see is that people who talk to the advisor, first of all, women talk to it more than men, really more frequently, twice as long. Really interesting. Second thing is this. the conversations always end on a trajectory which is, hey, how, tell me a little bit about this about my body. Hey, what's going on? Oh, let me tell you what's going on in my life. And then let me ask you a question about what's going on in my life. What's really fascinating is that does it try to get into therapy. It turns into I'm kidding you not. This is really amazing. When we interviewed women customers, we said, so why do you use the advisor? And they said, Well, we use the advisor because it's an infinitely empathic. Infinitely patient partner who understands intimately my physiology, and it's always there for me. And then they said, and we said, well, what feature would you like us to add to it? And they said, can you allow us to name it whatever name we want to name it? And I Right, because what what this was saying is that for some people, not everybody, but for some people, this kind of like intimate partner in your health journey, super valuable relationship, which makes sense. Think about your coach, think about your doctor, think about your OBGYN. Think about whoever's giving you advice about your health, and if you trust them, that's incredibly powerful. What would you name yours? Uh, Karen, Karen, my wife's name, so you know, I'm going to go with that. Questions for Tom. Yes, right over here we have a mic coming your way. That hand went up fast, so I'm very curious what you have to say. Thank you, fascinating conversation. I'm an ardent user of, of the ring, as you can see. Uh, my name is Sati. I run tech for the largest digital bank in the US, Allied Financial. Part of my responsibility is cybersecurity. So we have multiple attacks every day, and I can correlate the stress that this shows to what my job is. What I'm asking is, is there a way for you to overlay the job that we do? To people that are wearing the rings and normalize it. So I'm not like worried about all the stress because it's constantly thinking that I'm stressed, but I love that about my job. Yeah, I mean, the reality is that the technology doesn't lie. If your heart rate is elevated, if your temperature is elevated, if you're, you know, think of all the things that we use for stress, which is temperature, heart rate, heart rate variability, and respiration. If those things happen, you're stressed, you're physiologically stressed, and for us to sort of say, well, you're not, it's OK, it would sort of undercut, I think, the objective truth, which is that your body is responding to stress and providing a stress response. The way we think about it is that stress actually isn't bad. And what you're trying to solve for maybe particularly in your case is resilience, and this is what we try and measure. We try and measure your response and your recovery from stress within a day, because actually stress is not bad. Actually think about it. How do you get stronger? You go to the gym, you stress your muscles and your muscles get stronger, and then you have more endurance and more strength. It's the same thing with stress resilience. So we want to help you build more resilience because your job, by the way, sounds terribly stressful. And I don't know if we can help you with that other than suggesting that you change jobs, which I don't think you're interested in doing, and I don't think we're going to take that that picture, that posture with you, but what we can do is tell you what's happening in your physiology from, you know, minute to minute so that you can make the best decision because, you know what, if you're making a critical decision, you want to be at the peak of your performance, not at the bottom of it. Yes. Thanks Tom and Ali. Vanqui nanoware. Um, Tommy, you said something that I think is resonate with a lot of us, Gen one of wearables, gen 2, gen 3. how do you see the business model evolving? Um, maybe I'm making a more controversial statement, but it's not always going to be consumer driven. We're going to hit a ceiling of who's going to actually purchase this. So how are you thinking about moving into And I also hate saying this word traditional healthcare because we know that that's broken through a payer market, but I imagine you're thinking about those things and then would love a comment on one thing that I think you did amazing that others didn't or have not yet and are following suit is data partnerships with other wearables. wearables come like this is mine, nobody gets it, and you did something really special with Dexcom and just I think it'd be great for the audience here. I think it's, it's a great point. First of all, the evolution of wearables, I think the most important thing that we can do as a company is help provide access. Because if we're going to change the trajectory of human health, like we can't just have, you know, whatever 15-20% of this audience is a very elite audience have it. So for us, the way we think about the traditional healthcare model is that actually it's about providing access and whether that comes from government support or it comes from an insurer, we partnered with Medicare Advantage to provide rings to their patients, to the lives that they cover. We're Thinking very hard about how we provide access, and I think that's probably the right way to think about it, because if we are the baseline for your health and we can see deviations from that baseline, we're furthest upstream from a problem and your problem is your problem, but it's also ultimately going to become some healthcare system or some healthcare that's funded by the government's problem. We want to, we want to help avoid that as much as possible. So the second question which is how does it evolve? I think actually the thing is is that there's not going to be one wearable that's going to solve for everything. It'd be really cool if there was one ring to rule them all, but we know practically that's not true. I'm wearing a Dexcom sensor right now. That's because it's the most reliable and the highest quality blood glucose data that I can get. It's integrated with my aura experience so that it knows that, you know, if I'm stressed or if I haven't slept or if I'm, if I exercise. How to adjust and how to correlate my blood sugar based on that so I know how I'm performing. I think that's going to be true across a wide range of wearables, whether it's metabolic, maybe it's, you know, blood pressure, maybe it's activity, maybe it's other things, maybe it's, you know, other kinds of metrics that are going to be brought together. So I believe very much that we'll see a cloud of wearables and the choice of those wearables will be relevant to the clinical use you're trying to put it to. And that cloud, I think, will probably depend on something that's looking at you over the long term. We think that's probably a ring because of the form factor and the comfort and the properties that allow it to be a longitudinal wearable with some kind of session wearable says, Oh, you don't look like you have cardio metabolic problems. Problems. I'm just going to say that right now. Congrats. But if you did, right, and you wore a blood glucose monitor for 2 for 2 weeks or for 4 weeks, that would be a session where we'd want to see, well, what's the intersection of your long term health trajectory with what's going on with you right now? And I think that's how it's going to play out. Tom, we're almost at time. Do you want to play a quick game with me? I don't know. I I I don't, you know, I don't know if you have a choice now. You're stuck here. You're stuck here unfortunately, word association game. I'm going to give you a word and the first thing that comes to your mind, you just say whatever it is. This has never gone wrong, almost never, never. All right, first word wearable Aa AI optimist. AI Tom Hill, thank you so much. Thank you very much. Stay healthy, everybody.

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry. As these giants adapt to new competitors and evolving expectations, they're turning to AI to revolutionize job seeking with "personal talent agents." But will the rapidly evolving tech be a good or bad thing for job seekers? 

Inside the $11 Billion Job Recruiting Business

Careers

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry.

How we search for jobs has transformed drastically over the last two decades. Platforms like LinkedIn, Indeed, and Glassdoor are among the key players in online recruitment. These companies have reshaped their industry, carving out an $11 billion market projected to grow to $41 billion by 2032. And in a survey of 1000 job seekers, 40% of respondents credit job search engines to securing an interview. 35% say company websites are the way to go, and 34% say word of mouth networking is the best. way to nail down an interview. But today, the industry is more than just listing a job or networking to find one. The rise of AI and evolving expectations from both employers and employees are driving hiring companies to new levels of innovation. But just how are these companies adapting with new competitors coming to the market, and how will AI play a role in our future job searches? Indeed is one of the key players in an increasingly competitive market. It's owned by Recruit Holdings, a Japanese employment agency with a market capitalization of $75 billion. That's larger than some of Japan's biggest named companies like Honda Motor and Nintendo. Indeed flexes as the number one job site in the world with over 350 million unique visitors every month in 2023, and it intends to stay that way. Leading the effort is Chris Hyams, CEO of Indeed, who joined the company in 2010 as vice president of product. Hyams credits the company's job-first approach for building trust in its 20-year history. We exist only to help people get jobs and I believe the most important factor in influencing how a company makes decisions about their products and their services is how they make money. That's because Indeed gives employers the option to sponsor a job listing with prices starting at $5 a day or $150 a month. We only make money when we are helping an employer and a job. Or connect, which means that all of the data that we collect from job seekers is used only to help them better match for the best opportunities possible. They're going to find the opportunities they're looking for, and they won't be finding themselves reached out for irrelevant things or targeted for advertising. That's not why they came to the site in the first place. In deer is a hiring space with other sites like LinkedIn, which offers not only a constantly updating job board, but also a space to network with other career focused professionals. But Hiam says this comes with a cost. If you look at other businesses like LinkedIn, an amazing company, we have a huge amount of respect for them. A portion of the revenue comes from employment. They also make a huge amount of money from advertising and from sales and Other things. And so as a person who comes onto the site, are you being targeted just for employment opportunities or for a whole host of other things? But adding social media into the mix of hiring has been massively successful for LinkedIn. In the 2024 fiscal year, LinkedIn reported revenues exceeding $16.37 billion up from almost $15 billion in the previous year. The platform boasts over a billion members in 200 countries and regions and has also ranked 116th on America's most innovative companies by fortune. LinkedIn's revenue streams include a significant contribution from advertising, which generated $5.9 billion in 2022. Meanwhile, its premium membership surpassed $1.7 billion as of March 2024. Glassdoor, also acquired by Recruit Holdings, has built a reputation for services that encourage transparency in the job market. Christian Sutherland Wong, CEO of the job site, emphasizes that Glassdoor's platform allows people to hold employers accountable, particularly around pay transparency, a critical issue in today's labor market, and at the end of the day, it's. that's going to be the ultimate solve for a lot of pay inequity that we see in the US and around the world. The platform's option to be anonymous has made it a popular outlet for employees to be honest about their employers, and the anonymity has built trust and help prospective employees understand what really goes on behind the scenes at companies. As of 2024, Glassdoor reports. 63 million unique monthly visitors and hosts more than 212 million reviews, salary details, and workplace insights. The value of Glasso's platform is that we have trust with the people who use it, and so we put in a ton of processes and a ton of investment in making sure that people can trust the platform. Without that trust, we can't exist, so we take it really, really seriously. Despite their progress, these companies, like many others in various industries have also faced layoffs. In 2024, LinkedIn reportedly laid off about 200 employees from its engineering and customer support teams. In May, Indeed laid off around 1000 employees, representing about 8% of its workforce. Artificial intelligence has also become a focal point for job sites looking to utilize technology to improve efficiency. Rere Holding is investing heavily in AI. The company's leaders tout this as a new era in hiring that will provide users with a personal talent agent powered by generative AI. I see what AI can do is effectively take this kind of very white glove experience and make it available for the masses. An agents could be on your side to take you through your job seeking journey and make it a much smoother and more powerful experience for you as a job seeker. For Indeed, this approach to AI is also at the core of their strategy. If you think about how a talent agent works for athletes and for musicians, that is someone who understands everything about. You about the market and who works tirelessly on your behalf. This is one of the things that generative AI can actually bring. We have the first versions of this that we are going to be releasing in the coming months, and we see a real future where every single person will have a champion just for them that is helping and working tirelessly to connect them to the best opportunities. As the hiring landscape evolves, platforms like Indeed, LinkedIn and Glassdoor aim to connect people with opportunities in smarter and more efficient ways. AI is set to play a pivotal role in transforming job seeking, promising agent-like chatbots to improve the experience for users. But the question remains Will AI be a force that better connects humans to jobs, or will it diminish the number of humans needed in the workforce?

Warby Parker co-founders Dave Gilboa and Neil Blumenthal met in business school and have been working together for almost 15 years.

Warby Parker’s co-founders credit a lost pair of glasses to building their $1.8 billion success

Warby Parker's cofounders and co-CEOs Neil Blumenthal and Dave Gilboa

Features

Building a business is frankly an emotional roller coaster. There are moments where you feel super smart and moments where you feel super dumb. I think that necessitates the investment upfront to have clarity around roles and responsibilities. I'm Neil Blumenthal, one of the co-founders and co CEO of Warby Parker and I'm Dave Gilboa, also co-founder and Co CEO of Warby Parker. And this is the secret to our success. Warby Parker is a lifestyle brand that sells eyewear contacts and provides eye exams and icare. And we sell primarily through Warby parker.com and there are two apps. We started Warby Parker in 2010 really to solve our own problems. As frustrated Iwa consumers we met in the first week of school right after I'd lost a pair of glasses and I had to buy two things, a new phone and a new pair of glasses and realized that my glasses were going to cost way more than an iphone. And that didn't make sense to me or Neil or Jeff and Andy are two other co founders and realized there were a lot of other frustrated consumers. And so we set out to launch a brand by designing the glasses that we would want to wear and selling them direct to consumers initially online, enabling us to cut out all the middlemen and all the unnecessary markups and pass those savings back on to our customers. Just as we thought it was outrageous that glasses were so expensive. We thought that it was equally outrageous that there were people around the world that didn't have access to glasses, right? Technology that's 800 years old should be widely available to everybody. And we know that glasses play such an important role in enabling people to learn in the classroom or to succeed at work in business school. We have the opportunity to engage with professors who are experts in a variety of fields. And we went to one of our professors who was a pricing expert. And initially we walked into his office and said, we have this great idea. We want to sell glasses that normally cost four or $500 and sell them for $5. And before he looked at a single slide, he didn't know anything about glasses. He said that's impossible. This will never work. People are never going to believe that you're offering the same quality for 1/10 of the price you need to reconsider this. And so then we engaged in a pretty sophisticated conjoint survey, a lot of potential consumers. And we found that the willingness to purchase actually increased as the price point increased until we hit $100 and then it dropped off a cliff. And so there's a psychological barrier around that $100 price point. And if we really want to maximize, we could have offered our glasses for $99.99. But that really felt like a discount product. And we wanted to connote the fact that we were offering something special and unique and it landed on $95 And that's still the price point that the majority of our prescription glasses are sold for today. We would ask all of our friends for feedback. And of course, they love the idea that you could buy $400 glasses for $5. But then we would tell them that the way that they were going to save money is that they were gonna shop from us online. And to be honest, they didn't love the idea of shopping for glasses online. And it actually forced us to go back to the drawing board. And that's where we came up with this idea for a home, try on where we ship people five pairs of glasses to try on at home. If there's a pair that they like, then we put in a prescription lenses and that gave us the confidence to continue to move forward. So even though we got some initial feedback, that it wasn't a great business idea helped us improve the business and ensure that we'd be successful. And the thing that we've always been committed to is exceptional value and exceptional customer experiences. Anything you buy at Warby Parker is typically a fraction of what it would cost elsewhere. So when we launched in 2010, with $95 prescription glasses with anti scratch, anti reflective coating, lightweight lenses and frames. And to this day still, we're selling $95 glasses. Now, we've introduced more complex constructions that start at $145 or $175. That is still a fraction of what that would cost someplace else. And that's sort of our principle. We want to treat consumers as we want to be treated, which is with a great experience with a smile and great value. From day one. When we started talking about the concept that eventually led to Warby Parker, we were really clear that we wanted to build a brand that mattered and that had positive impact. And so being obsessed with exceeding customer expectations, solving customer problems has enabled us to continue to deliver great experiences, offer great value and that is translated into positive business results. The fact that the two of us are co founders are pretty nice guys. Actually, it's gone a really long way and that might sound trite, but we were successful because over years, we earned a lot of goodwill and people were eager to help us to offer us advice to make intro for us. And that really enabled us to launch Warby Parker and sort of accelerate what would have been, I think a much more challenging process without all of that external help, spend more time with Neil than I spent with my wife. And any relationship requires investment and feedback and real partnership and feel fortunate that we have that in each other, it makes the highs higher, the lows less low. But to be honest, we spent a lot of time sort of investing in that working relationship. We know what each other are gonna think. You know, we also assume positive intent. If one of us has an idea or one of us makes a mistake, we don't beat each other up about it. We talk about it and it's really helped us sort of build Warby Parker and we think that it's an amazing gift that we've had to be able to go through this journey together. We're now 14 years into our journey. But I really feel like we're, we're just getting started. We now have 250 stores across the US and Canada. Over the next few years, you'll see us open hundreds of additional stores and we'll continue to introduce innovative leading technology and in general, are really excited to continue to make it easier for our customers to see from day one. We've been providing a pair of glasses for every pair that we sold and we've now provided over 15 million pairs of glasses to people in need around the world and here in the US.

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