What made you think that a 150- year- old British brand would translate to millennials? I mean that's a bit of a leap. Again, we were looking for white space. We were looking, you know, we had fierce competitors, and then you know of course I had every friend in the world sending me all of the analysis of, you know, how many CEOs fail in the first three months, how many CEOs fail in the first year. And so honestly, you know, no time to, to even think about the down side, just time to unite the team together and say, you know. And to go, just, just, we're British. It's outerwear. We're going after millennials and the reason why we had brought in some outside analysis was Was that right and, and it was really fascinating, because we were mapping the world as well, and, and, and finding out where every one of our competitors had two to three locations and, and we didn't have one, so that we could see there were, if, if, if they didn't do anything else, there were already nearly 300 stores in front of us, right, that we were behind. But the most important fact came out, that was in every high- growth market around the world, the average high net worth was 15 years younger than the developed markets. And that's kinda, that was a big ah- ha moment that said, okay, not only, you know, do we want to target millennials, we should target millennials if in fact we want to get a hold of, ahead of the curve. But you knew even back in 2006, that you were going to need a new way to communicate with your audiences. So talk a little bit about how you got from the need to communicate with a, digitally centric youth audience. To where you are today, which is, arguably the number one luxury brand, when it comes to the use of social media and digital. Christopher Bailey, who today he was one of the first promotions, we made him the chief creative officer of the company, and we had worked very closely together he is much younger. We hired him while I was at donna care and literally right out of school. And but there was a bond from day one and just an innate trust. A lot of late hours together et cetera. So Keith Rosman had hired him at Burberry five years before I came on. So we, we just, at our first lunch we mapped out a lot of the the things that we wanted to do together et cetera, so. and, and because Christopher is ten years younger, I called him a bridge, the bridge into the next generation. And so, so we divided and conquered. We, and, and through Christopher then, we actually, we started to re- organize the company as well. We had a lot of what I would call IT people, but we didn't have a lot of technology people. So we also under Christopher and, and under our chief marketing officer, we started to revamp the marketing department and saying, okay, what positions do you need if in fact you're going to talk to this audience etc? So within two years, hired a social media director and started building that team. I know it sounds really terrible, but we had ad agencies all of the world that were creating content for us and Christopher had a very clear vision of what he wanted to do. So we started an in- house creative media team, and just creating that content ourselves so we could have total control with a singular vision. I think at one point, all this digital investment, people thought, oh this must be a e- commerce play, this is about online sales. But clearly it's about much more than that. Is that still a question you get or do, do your investors and your constituents understand, this is about a growth strategy? So about half of the shares in the company are held by what we call, ten long holders, and they don't ask. They get it. They get the journey. They But a lot of new coming in don't. And so. We talk a lot about a, a lot a, we talk a lot about it being the greatest marketing gift that we've ever been given. And I, I then share with them fun facts like, more people go onto Burberry. com every week than walk into all points of sale around the world, combined. And so, when we talk to investors we say, just picture it. We call it the million square foot store. Right? And that's the impact that that has. And, we channel everything through it now. And again, not just for costumers but for employees as well. For all of our partners. And it's fun, I was out with investors, most of this afternoon. We just released our year end, so this is the week that I get to, do my favorite part of the job. [ LAUGH ] But I start every investor presentation, they've gotta have a room, they've gotta have a big screen up, and we call it our, our, whether it's our second half or our first half, we call it our global highlights. And we share with them what the teams around the world have achieved, three minutes only. Just to set the stage. Because so many times, the investors today, they haven't been into a store. They've not logged on, logged on to Burberry. com. I mean it's, you know, it's sad. But we start with the video and then share with them, the vision. The ones that are not, embedded in the journey. It's still a long. Dialogue to educate them.

After taking over in 2006, Burberry CEO Angela Ahrendts revived the struggling British fashion brand.

The secrets behind Burberry\'s growth