GNC’s Omni-Channel Evolution From Brick and Mortar to Commerce Hub

Hello, everyone. Welcome to another episode of Retailer Fine, a market scale podcast with your host, me, Melissa Gonzalez. Today I have the pleasure of sitting with a special guest, Nate Frasier, who actually found me because of this very podcast. So thank you so much for listening to everybody, that does listen in on this, and and really being supportive of all the exciting dialogue that we're having. But to introduce Nate, Nate is the Executive Vice President and Chief Operating Officer at GNC Live, and he has redesigned the organization comprehensive and seamless consumer and customer journey. He supervises their end to end global operation, including retail sales, enterprise real estate, franchise development, learning and training, everything from the store experience to omnichannel logistics, the GNC owned brand wholesale and strategic expansion initiatives, a lot going on and a lot for us to dig into. As a chief operating officer, he also leads critical business functions that impact revenue, market, corporate growth, and thousands of outlets. So it's a big big big shoes that he's filling, and and navigating it well. Nate, thank you so much for joining us today. Yeah. Thrilled to be here. And, yeah, excited to help contribute. So thanks again for having me. Yeah. Well, I'll always be thankful, that for your message, when you said I heard your podcast, and I'm glad we're able to get on it together today. Well, as you introduce yourself a little more deeply to the audience, I kind of gave it from the lens of your role at GNC, but your contributions have been much greater to than that, you know, really being known for positively influencing the larger health and wellness category. And also being credited would NC is kind of retail turnaround and build a business resurgence. So can you tell us a little bit about that? You're you're you're kind of where you sit as a thought leader in the space and and how you brought that to GNC? Yeah. So I I think some of it really stems from sort of the launch pad that GNC has created across the industry. And so one of the things that really struck me is being really important across the larger health and wellness space, but certainly in in the VMS space was this sort of opportunity that GNC can bring to young creators, innovators in the space, new companies that are looking to launch, and then sometimes novel ingredients too. And, and it's been it's been really an exciting part of my role, is particularly with that touch point with the consumer on the retail store floor and then really some of the other, omnichannel things that we've been able to launch to get some of these, these early stage brands and things that are really, really interesting and innovative out into the general public out there. And so we've launched, you know, some brands, even in the time been here since twenty seventeen into household names at this point. And so we, we get that, that sort of honor and that privilege of being able to launch, and kind of serve as as that plat form while growing our own brands as well. And so it's just a really interesting synergy in between, you know, sort of this, this, the greater wellness world out there and things that are trendy and, and that people wanna give opportunity and oxygen too, and then what we can do to support that too. Yeah. So in sitting in a place, I've sought leadership in the category. Let's dive into a little bit. Let's start, like, bigger, bigger picture here. What are your overarching thoughts when it comes to consumer behaviors and the trends? There's been such an evolution of, I think, consumer's awareness around wellness. They were, a pretty deep dive that happened during COVID and everybody wanting to, like, get all their vitamins they could to be as healthy as possible. That's kinda normalized. But the education's still there. So so what have you seen consumer, and kind of like what what what are the trends that you think we should know about? So, you know, for two decades, health and wellness has been on the rise. So I'll start with that. So we have sort of natural tailwind that came, something that came with, with you know, sort of the rise of the internet and the place where, you know, folks could go and research on their own. And the industry and totality is really exciting. People enjoy it. They enjoy, a lot of people enjoy working out. They enjoy fitness. They enjoy understanding nutrition and things along those lines. What was really interesting with COVID is it brought it even more mainstream. And so I think some of it's human nature, right? I think when we're faced with mortality, And we see this with the aging population in the US or we see this anytime somebody gets sick, they they they start to reevaluate what they could have done from a preventative standpoint, how we are being really thoughtful about how we treat ourselves and our bodies, and You know, because of the sort of unknown nature of the pandemic as we came out of COVID, there was really this resurgence of people trying to understand, you know, how do I boost my immunity? How do I do preventative how do I take preventative actions now that can ensure that, I'm living a long and healthy life outside of that. And so you know, the the VMS category in totality was growing, but when when we went from nineteen into twenty, you started to see these these things, these fast ramps, really leaps and bounds, deep, deep double digit comp increases, and that was across wide distribution, not just specialty. That was, you know, across DTC brands and mass market and club. And we had this opportunity to really help educate sort of this global consumer there. And, you know, now that, you know, we're serving this place where traffic is normalized, people have returned to work, their shopping patterns are more normal. The, the growth in BMS and totality has started to, started to cool a little bit. It's still there. You know, if you read any of the industry studies that are out there, know, right now, the assumption is that it's going to continue to grow in these sort of low single digit areas. And, you know, for me, that's really encouraging. Even with the economic situation that we're in the US and abroad, inflation's top of mind for people whenever they're shopping. But if you've, if you've worked a the multivitamin into your regimen, or you you're taking something else that helps with joint or bone or your skin, you know, you're not likely to abandon that. At this point, especially if you see the results or you feel good, you may not know why you do, but it's part of your routine now. You know, I think there is this opportunity to drive more value in the segment as far as we go out there, but there's some things that have been really interesting from a market demographic standpoint that helped build some some protection around that. You know, really, most most of our growth beyond this sort of, the world opening back up and people getting back into fitness and going to the gym and things like that has come from, segments that maybe prior to that had a different lens So you've got an older consumer that is more prone toward, sports supplementation towards individual ingredients, You've got a massive explosion in sports nutrition among, women and younger athletes that are out there. And a lot of that is being driven by things that have really had an opportunity to seize this sort of moment when people were so concerned with it and we're self educating and have now used you really utilize that to drive it into their daily routine too. And I think, you know, creatine is a great example of that. Multi vitamins, a great example of that. And then, there's a lot of multipurpose item items out there now that, you know, someone may have had an opportunity to affect a physical condition or, you know, drive towards some goal. And there's just some really, really interesting things that from an innovation standpoint that are achieving multiple goals at the same time? Yeah. No. Absolutely. I feel like I'm always educating myself because I'm learning new trends and new things. And then I'm like, what if I take this vitamin am I overdoing it on too much of the one vitamins in there and So it's it's complex for sure to think through all of that. Well, the other thing that is additive to this, and it's not quite new, but I look at my own self here. Where do you see bubbles and and, you know, personal data playing a role in education? I think we're self educating a lot and reading about different trends learning things like, you know, gut health and and all this other stuff. But then we're also learning more about ourselves as we look at our own personal data and our own personal fitness journey. How do you say there's an opportunity for GNC? It's a great question. So, you know, for decades, you know, our our parents were wearing pedometers, right? We always knew that we should be moving. Really in the last decade or so, you started to get this sort of you know, resurgence of people thinking about, you know, their health in terms of, you know, their human biology. And you started to hear these sort of, you know, like, you can sort of see news articles or people saying things like, you know, sitting is the new smoking, or these things around movement vitality and really driving toward movement goals or ten thousand steps a day. And so if you think about our human biology and over the span of our existence, it is really just the last hundred years or so that we've sat this much. Now, fast forward to the wearable situation we're in right now, most folks really sort of started heading toward, you know, wearing an Apple watch or an aura ring or a whoop band or something like that because they wanted to track their movement. And that's advanced so much in the last three years. To the place now where we have body temperature, recovery scores. We have better information about our sleep. You've got information, really surrounding, in your heart rate or your blood pressure, glucose levels. And so there's some really incredible data that's being pulled together. And I think, really in the last six or eight months, you know, retailers, certainly fitness organizations have started to get their heads wrapped around. What can I do with this information to, enrich their experience that they have while they're with us? Really look at that human from a three sixty degree angle around what they truly need and where they can benefit the most from what we have to offer out there. And so you know, you put that in combination with the, you know, there's been a lot of great API build around taking that data and dropping it into a format that you can actually use, whether that's your Apple Health or it's, my fitness pal. And we do the same thing with the GNC app. We actually take those fitness goals, inclusive of movement and hydration and all sorts of different markers in there, enroll it into our loyalty function in there. And we've sort of gamified it out there too to make that experience for that GNC loyalty customer very rich, give them a reason to log in, make it really consistent across all their platforms. And then, and then help them sort of, with connectivity with GNC, the brand and totality. And so you start with that level of, I can drive consumer loyalty out there. And then just as importantly is, I can help really navigate through what their actual goals are or what can I, what can I service out to them or serve up to them to make, make that ease or more achievable, you know, from a goal standpoint too? And so, should you start with that base level and then, you know, this is well much bigger than GNC, but the fact that people are more motivated to, really from an autonomous health standpoint, to think about I'm in charge of my health. I'm in charge of my fitness. And I can tailor this to to my specific needs, wants, or desires. I mean, it's just it's a really exciting thing, for for all of us to be able to, to sort of get our heads wrapped around and and really for the for the larger population as well. Yeah. No. Absolutely. And so as I think about this and some of the revitalization you've done in brick and mortar, and, you know, I think about there's so much more opportunity, but there's also so much more demystification probably that's needed in and all of that. And I think So how is that translating to some of the, initiatives you're doing in store, from a customer experience standpoint and understanding that there's maybe more complex decision trees happening Sure. Sure. Along the journey. But I'll start at a really base level. So if you think about the information that we have, And it's gone from this. I know people like talking about data lakes and, and how we use this down to the individual level, but, you know, if you, if you know you're struggling with sleep, And you come into a GNC brick and mortar location or gNC dot com or really anywhere that that we permeate out there, you know, you're going to get a very rich experience with with how we are walking you through your lifestyle questions, what your goals are. And if you can come with that sort of data, that makes that that process much more seamless or frictionless. And are we like calling it frictionless at this point? Just say, Melissa, here's where I see your gaps. Or here's where you're struggling, your deep sleep struggling, your rim cycle is disrupted. Here's what I can recommend for you. And if you think about sleep, if you think about you know, recovery. If you think about, you know, even more basic sort of goals around there around, you know, your physical fitness. And there's some really, really interesting things being done with haptics and even done to your Apple Watch with the way that the intensity of your workouts, that that data is really rich, to bring back so we can recommend something that is, very thoughtful and probably the more impactful to what you're doing as well. And so as we overlay that, you know, we're in this sort of business of filling in your gaps for your nutrition and filling in your gaps for your goals and helping you achieve those. So as we can get a better grasp on what your goals are, it just it makes the the whole experience richer. Yeah. No. Absolutely. I mean, Do you think people really fully understand that even their goals? I I I don't that's a tough that's a tough question. I think, you know, very few of us fully understand our goals. And I don't think that's weird. We have day jobs. We've got families. We've got other responsibilities. There's not a lot of folks that, you know, can eat like Dwayne Johnson. Right. Exactly. And and have, you know, how all these handlers that teach you how to do this. Now what is really cool about what the particularly on the tech side and how we've sort of democratized this data is I can get it down to individual level. And it's not just folks that were really interested in it before. It's it's it's around what is important to you individually. And so You know, I read, you know, something probably about a month ago around one sixth of the United States is over sixty five years old now. And growing, you know, by twenty forty, If we continue down this longevity path that we're on right now, that'll grow by twenty to twenty five percent on top of that. What is important is in in those years? Do I have quality of life? Yeah. Am I living well in those years? Am I really maximizing that? And so as I come in and you say, Hey, Nate, you know, I need help with joint, I've been having theseaky joints and things like that for years, we would have just gone in and recommended. Okay. We've got, glucosamine and chondroitin. And that's great. And it works. But as the world sort of starts understanding their goals better, and they may have multiple goals that overlap. You know, you could have someone that comes in. I was like, hey, I need joint and I'm concerned with, you know, my skin health at the same time. You're likely gonna take them to collagen. Or some some build out there, and there's some great technology in that space. So we're helping, I think, in a lot of ways, keep people motivated and better understand those goals. With this sort of data rich environment that that we're in right now? Yeah. No. Absolutely. And it's interesting because it's the difference between finding things that, address the moment of what you're feeling versus the thing that support you kind of on your holistic wellness. Living, you know, on the That's exactly right. Yeah. Okay. So other things, you've also brought in new omnichannel initiatives like BOPUS and Enlacile and marketplace strategies. And there's a varying degree of some of that adds ease and efficiency, but there's also with endless aisle, for example, it's it's more about facilitating experience and discovery. So tell us a little about that and how you're addressing that in your environments and that balance of of experience and discovery, but also ease. It it's a great question. So we we started down this journey well before the pandemic. And you know, really started to ramp up in sort of twenty eighteen, twenty nineteen. We were sort of late on the curve in all honesty, particularly with a lot of the omnichannel initiatives that that were sort of commonplace by then. And so, it was one of the first things that we really started to get our arms wrapped around to say you know, we are we're in an industry that is rapidly changing. We're in an industry that is easy to ship. And get your arms sort of wrapped around. So how can we make this as frictionless as possible? And, you know, in our assortments sort of chaotic. In an interesting way. And I don't mean just from, you know, because there's so many different, you know, sort of in uses for it. But even sizes and shapes and things like that, And it's a bit different than, you know, jewelry or soft lines or something like that. So we had an opportunity to clean that up. Just by design, because because most of our merchandise is designed to be taken daily, we lend ourselves very well to subscription model. So that was one of the original things that we stood up. And that's grown by leaps and bounds, you know, particularly during the pandemic, but clearly there's a very strong I guess maybe market desire for that. And and and that seems very, you know, sort of, obvious, I think as you get into it, but, but in something that consistency if it's a multivitamin, if it's a fish oil, something along those lines, that sort of system works really well. And we built that across, in store interaction, g and c dot com, We've merged it with our Amazon partnership across marketplace. We've got all these outlets in order to make this easier for you. You know, beyond that, if you think about what happened during pandemic, And so we were this interesting place where, you know, we were also concerned with with occupancy in our retail locations or much we could actually interact with the person in front of us. We saw this rise of, you know, really curbside and buy online pickup in store. Now some of that has sort of come back down to to normalcy, because, you know, if you read a lot of, the studies that are out there right now beyond even the traffic, there is sort of this balance between do I want it quickly and easy, or do I want the in store experience up there? And so We've sort of utilized that model to expand that as well. You know, particularly with buy online pickup in store. We're the largest Amazon Today partner in the US in terms of doors. The actions are really the functional, the operational side of the business that our associates are engaging in to pick those orders, get them ready for that consumer fulfillment, was already in place because of the buy online pickup in store that we, we largely stood up during twenty twenty and twenty twenty one. So to saddle other opportunities to bring new revenue channels in, to really grow that experience, make it easier for consumers to interact with GNC the brand no matter what platform they're in. That has been a major driver for us. And, and, you know, from a fulfillment standpoint, we really took that time during twenty twenty to to shrink the overall fleet, but doing it a really thoughtful way. And we were optimizing around strong, healthy, high revenue locations, but we also did that in conjunction with some of the other on a channel fulfillment things that were really paramount to us, not the least of which was this sort of rise and expansion of ship from store. And so throughout twenty and twenty one, we really leaned into that as a fulfillment model. You know, we have almost three thousand brick and mortar locations in the US alone. So you take this idea of, hey, you know, traditionally, GNC, the store was just GNC the store. Now you've got this this sort of transition, this this update, this modernization of the store where that in store interaction still really matters. It's really rich. It's really consultative. But in between those interactions, I have an opportunity to fulfill consumer demand in additional channels too. And that may be someone that's, you know, two miles away from me, but they're back in their office, doing their day job, and maybe a mom running. To grab kids from school, it may be somebody on a military base that is logging in, they're ordering from the app, they're ordering from gNC dot com, still from their local store. But what's happened is it's a much more important part of our total ecosystem because the store functions like a micro fulfillment center. And you start blending these things together. And the real, I guess, the real power here is that It's local. It's close. It's always cheaper to put them on a truck than a plane. And and our delivery times are so greatly improved. Melissa sent me it was really, really awesome. Them to see, because we own that inventory, we could action it in real time and decrement it in real time too. And so that started to pick our interest a little bit. It's like, okay, so what else is out there? Now that we've gotten our arms wrapped around the fulfillment function of of what's being enabled from digital. How can we go from playing catch up to speeding up past other parts of retail? And competition and things that maybe new on, on the, the forefront. And so it started unlocking additional things that we were able to do because our loyalty database is so rich. We've got almost thirty million records in our loyalty database. We have massive outreach because the GNC brand universe is so large. One of the things that we're doing right now that I'm really proud of and I think is very interesting is, late last year, we stood up our first social selling app So not dissimilar to, like, a Talk Shop Live or a lot of these things that you're seeing right now across TikTok and some of the other, social platforms out there. But what I think was the differentiator for us is our initial pilot, we stood up a hundred locations in the United States. So every major metro was essentially covered. Some of them multiple touch points. So if I'm in Pittsburgh, Pennsylvania, and I dial in, and I've got a question in the chatbot, or I'm navigating through or through through g and c dot com on our e commerce channels. And I've got a question about something that's gut health related. Or about colostrum or about something that's really deep science, I could dial into a live person, I can chat live, or I can video interact similar to what we're doing today. And I get a very similar experience to what we're known for in the GNC store across the other, digital channels as well. And so, as that has proved out and really driven really our conversion across our e commerce channels, we've been able to use that data around what does success look like What how does the consumer want to be interacted with today? And some of that is language, some of that's interaction, and some of it is just you know, really that personal connection, the human connection side of it, and we've been able to pull that back and really refine out, you know, how best to service our customers as well. Yeah. So you have a robust amount of data and you're, also putting in the hands of your store associates Right? I know you one of the things that prompted our conversation a little too was like clientele, ability to do that in a deeper level. So And you also have seen, conversion improvement due to database scheduling opportunities. And We're not even touched yet the opportunity of AI with all of this. I mean, and I don't everybody has the same opportunity with AI, but what you're describing is pretty rich data. And I'm sure with that, you're seeing trends and and opportunities. So how do you see that layered into this? It's a good question. I mean, you know, it's it's, everywhere you turn, somebody wants to talk about machine learning and, I mean, it really is incredible. The I think the differentiating factor is particularly for those of us in retail is, you know, what is sort of science fiction, Buddha? Versus how can I apply it in a manner that that actually drives my organization forward? And so there are some things that we can use to better understand the customer, better spend our resources capital, you know, operating expenditures to to ensure that we're being really thoughtful from a business management, a financial, side of the business. And, and, and that's really critical as you start to think ahead into twenty four and twenty five and some of the other places that we're going. And so we're doing a lot right now, with internal and external resources, around how we're deploying marketing, how we're thinking about innovation, really how we're training our associates as well. You know, we've got a pretty complex you know, really merchandising set. And we take a lot of responsibility in that because when someone is consuming, physically putting it in their body, there's a lot, there's a lot more risk to that. And so part of what we have taken a lot of pride in really for our entire existence is that sort of safety, the efficacious nature of it, and then the training of that consultation you're getting there. AI only supplements that. And it can ramp a new associate up much faster and keep them up to speed with what is happening today, potentially tomorrow. You can layer all sorts of really interesting, you know, medical and scientific research in there, you know, clinical data that's being put in. And so that's really encouraging to me. It it speeds up the the trust, which is really important in our space. Now I'm gonna put my operations hat on for a second, you know, pass that. There are some additional things that have been really complex in retail and really across any platform for our entire existence. You know, I think a good example of that is payroll. Payroll's tough. You know, and as you get to a larger sized organization, even in specialty where we may have less, associates on the floor at any given time, but because of the wide breadth, of how many doors we have, there's complexity there too. Traffic comes in at different times, you know, and the last three years have been such a roller coaster. Trying to pinpoint traffic because in twenty twenty, no one was allowed to come in. In twenty twenty one, people started to get a little more bullish. Vaccines started to come out. People started shopping again outside of that, but many people are still at home. Schools got back to regular schedules. People started returning to office in twenty two. And then when you were dealing with this, this this, vastly evolving inflationary environment. So you think about the humans traffic. Oh, it's been very complex. It's been super complex. It's been super complex. So what we've been able to do, we installed traffic counters in, in, in twenty twenty one for the first time ever in our nearly ninety year history. And, and part of that was because, you know, sometimes it's okay to be a little later because you can get the total cost of that sort of thing down. And so we started developing shopper to associate ratio. And we had some assumptions. We, we built some, sort of theories around the proper way to, service a consumer or customer on a on a GNC floor. And then we really build out the modeling against, you know, what does an average GNC look like in an average center in an average city with a, with a, well trained associate and, and the average purchasing consumer. And then started to build it backwards from that. We're in a lot of different store segments, you know, malls, downtowns, college campuses, military bases. And so they all shop a little bit different. So we needed to make some assumptions for there and how to ramp up to traffic. And as we were able to build comparables and forecast against traffic, we were able to use that shopper to associate ratio and get a lot sharper conversion, really drive that, that aspect of the business. So I'm spending the appropriate amount of time with you when you're in the store not neglecting your needs, and then really balancing out how I spend my labor and payroll. Now most of that was done across, you know, at its cell spreadsheet, and us sort of testing and trying on our own. As a lot of the artificial intelligence and machine learnings come online, we've been able to use this data and test it against some of our assumptions. Most of them have been correct. We've also been made by some hidden relationships that were not maybe obvious to us When we started reading it across the conversion data, we're in the process of applying that now in conjunction with some new scheduling software out there to make it faster, more real time. And we can really cut it down to almost minute increments at this point. So if I need to flex up or flex down, it I can do it almost immediately as opposed to, you know, a week or two weeks in arrears. TVD how this continues to evolve because, the I think we're we're still up against, like, another interesting year. Great. And so I think it's it's hard. It's hard when you can't really rely on historical data. And current data is so evolving and kind of looking what my reset on a quarter, but, you know, every month to a quarter. So that makes it tricky. But longer term, there's probably overarching trends that are more sticky and sustainable. And so as you look two to five years out, you know, what's top of mind for you? What what keeps you up? And what what makes you really excited about the future? So two to five, I you know, two to five is really interesting. Under normal time horizons, three years, isn't that sort of disruptive? I I think you're right. Unless, I think we're in a, in a funny place, not it because of, you know, global unrest or because of the macro sort of economic position, but timings were advancing so fast. Across this tech horizon. And so I think about how do I ensure that that's top of mind with our decision making? Well, at the same time, you know, sort of really balancing where the consumer is now. And we're we're in an interesting place, partially because of the economic situation where people are making decisions, you know, value versus their values. At this place. And so we need to be at the center of that. We need to help with the choice architecture of that. And I think, I read the Ernst and Young report last year around, you know, sort of how the decisions have changed with purchasing. And, and I'm sure this will be very similar this year, because we got a big taste of the inflationary impact last year. But, you know, for Eons, our entire lifetime, price has been the number one factor, whether I make a decision to purchase. What has happened over the last three years is number two has been displaced and now number two is, is it healthy for me? And that can mean any number of things. It can be the type of food I'm buying It could be something for my family. It could be safety. It could be fitness. But we we live squarely in that. And so Gene is able to sort of balance out those two things. So in the two year time horizon, That's a major focus for me. Ensuring that we are cementing our place in our local communities that we operate in, We are aggressively, sort of reinsterting ourselves into community fitness and events, We are selling mobile for the first time ever. We are, you know, fully built out at this point to take our point of sale no matter where we want to go and that is fully functional with loyalty and all of our omnichannel initiatives and, and live inventory views. So it's given us some tools that we've never had in the past to to, to be at an endurance race or be at a military base or go to a yoga event and just some really interesting things to remind them that you know, we're here, we're here to support the community. And then one of the things that I think people are really hungry for is sort of that, that missing joy that has come out of the last couple of years. And so if we can be there to effectively help someone in their day, that builds such an amazing sort of downstream impact for, for them and for the community and for us to. And so, so we're doing that in a lot of different ways on the two year. On the five year, you know, I think what we're seeing with with the market trends and totality is, and we'll likely continue is sort of this this better understanding of what we're physically putting in our bodies. And you see this, this, this growth of this explosion, which is really exciting to me around, you know, natural ingredients, cleaner products as they come in. This sort of natural grocery has seen this amazing explosion. And so we're, we're now gating in that world too. We're taking those cues. And I think that's important, you know, for sort of human performance and and what we can unlock in conjunction with a lot of these technological advancements that are out there too. And, and, you know, we're gonna sandwich that with a generation in five years that's coming of age. That is gonna be much better educated than we were, you know, when we were getting to that sort of eighteen and twenty. And so I'm really excited for, you know, how gen z eats, how they fuel their bodies. And I think we've got an opportunity to bridge that gap with generation alpha too. Oh, I mean, they're gonna be so educated. It's It's like another level. I mean, my daughter, I don't think she eats healthy anytime soon. She's eight, but the thing she knows and understands at her age is like, like yours ahead of desperation. It's it's exciting. And so, you know, we've had an opportunity to help, I think, help shepherd that in a way that that not only is healthy, for the younger generation out there too, but can really help propel them past, you know, some of the, some of the limits that maybe we had I agree. And just like on that note too, I think they have the desire. The thing that'll balance the amount is always affordability. And I think as living healthy becomes more attainable, more people will do it because I don't think it's a lack of desire. That's a hundred percent right. That's a hundred percent right. And that's we speak about it in that way, that sort of value versus values. And so we meet at the intersection of that, and it's something that that's really a core tenant for us as well. Yeah. Well, thanks for taking the time. I know we could have a second part and a third part we described. Sure. Right. The conversation. But I appreciate taking the time. I think there's a lot of exciting things happening in in that, you know, health and wellness category, and what you're doing at the organization. Really bringing together that thought process of the evolution of the consumer. And what does that mean for, consumer and customer journey and and how you facilitate that across your forms really. So thank you again for taking the time. Again, everybody, this was Nate Frasier. He is Executive Vice President and Chief Operating Officer at GNC live well. Yeah. Thank you for for being with us. Well, so thank you so much. Have a fabulous week, and, and we just appreciate everything that you're doing Thank you.