Getting to the Nano Layers of Product Experience Transformation, with Paige Chilson, Director of Site Merchandising at Jordan’s

Transcript

Our transcripts are generated by AI. Please excuse any typos and if you have any specific questions please email info@digitalshelfinstitute.org.

Lauren Livak Gilbert (00:00):

Welcome to Unpacking the Digital Shelf, where industry leaders share insights, strategies, and stories to help brands win in the ever-changing world of commerce.

 

Peter Crosby (00:22):

Hey everyone. Peter Crosby here from the Digital Shelf Institute. As someone who grew up in New England, a hundred-year-old Jordan's Furniture was a brand that stood out among the rest. Elliot and Barry Tattleman were the brothers at the head of the company who dominated my childhood TV with the funniest and most memorable ads and their stores became destinations. In the present, the company now known as Jordan's is continuing to evolve to create the next generation of brand, product, and omnichannel shopping experiences to drive even more loyalty and growth. One of the main forces of this change management is Paige Chilson, their director of site merchandising, and she laid out the playbook and the humanity that will drive Jordan's forward. Paige, welcome to the podcast. We are so excited to have you on.

 

Paige Chilson (01:10):

Yes, thank you. Thank you so much for having me. I'm excited about this discussion.

 

Peter Crosby (01:15):

So I'm going to start off with a pun, of course. You sit in the furniture industry. See what I did? Yes,

 

Paige Chilson (01:21):

I do. I do. And I work on product pages.

 

Peter Crosby (01:25):

Yeah.

 

Paige Chilson (01:25):

There you go.

 

Peter Crosby (01:26):

Take a tip. I mean, this is a considered purchase for people and very personal and very specific to their environment, to what else is in the room. So it's become a very digital experience for a lot of people to get that comfort. And so there's a ton of attributes, huge number of skews, and making all of that very hands-on and digital at Jordan Furniture, I'm sure must be for you who are in a transformation role to be an exciting/horrifying job.

 

Paige Chilson (02:03):

Well, first, well, yes. Yeah, very much so. I mean, here's the thing. I'm not scared of a challenge at all. I like it. I think it's juicy. Having a big catalog, I think, gives you this opportunity to really figure out how to scale ideas. You can be really undisciplined, if you will, in a nice small catalog. Sub 100 skews. You can be playing fast and loose with it. You don't need as much structure. You don't need as much detail. You're not that 1V9000, which is our current team's mantra because we've been such a small team up against this whole catalog. But it's an exciting challenge nonetheless.

 

Peter Crosby (02:56):

Wow. So 9,000 SKUs is that

 

(02:59):

Holy cow. Wow. That's a lot of furniture. As a New Englander, born and raised, I have to say, Jordan's Furniture is just ... I mean, it's a hundred-year-old brand, but I mean, I've known it all my life, all a hundred years of it. But it's always been personal in a way in the way that they have connected with their customers, the guys who built it and ran it and were the spokespeople of it and all of that. So I would imagine part of the job is also how do you monetize the brand and yet keep those roots that draw people to it as an experience. And so that must be fascinating as well.

 

Paige Chilson (03:43):

Yeah. And I think you called it out. Personal is the key. And as I've come in, I've been here about six months, so not very long, but have tried to make it personal in that connecting with teams. The average tenure at Jordan's is 12 years. So you can only imagine the knowledge and the care that the team here has. It is incredible. And getting a chance to meet folks who have been focused just on quality alone. And that's part of the Jordan story, which I'm sure we'll get into deeper. There's a guy named Al that crawls in all the furniture. I've seen it. And being able to get to know these folks and really start to figure out how do we bring that knowledge to life has really been my sort of calling in this role in particular is there is so much knowledge depth about how wonderful and personal it is to everybody here, but also customers as they think about the experience.

 

(04:50):

So really I find it as an extraction mission of how can I give the customer the same care and attention that Al gives into double checking every single product we've got.

 

Lauren Livak Gilbert (05:02):

Yeah. And the thing about Jordan's too, so for those who've never been to a Jordan's, it truly is an experience. You can get a piece of pizza, you can get ... And by the way, thank you for having gluten-free options. You can have cookies, there's a bakery, you can go and you can hang out with your family and it's a family affair. So you really focus on creating an experience both from the digital experience that you might encounter searching online to how you get into the store and you can share that with your family and make it a day trip. So can you talk a bit about that experience element and how that's core to Jordan's?

 

Paige Chilson (05:41):

Sure. Yeah. Yeah. I mean, I think that's the story we hear from everyone is, and our previous tagline used to be Jordan's, it's an experience. It's not just a furniture store. I think there is so much magic that also happens behind the scenes that creates that experience across every touchpoint that the brand has with consumers. I think the real key challenge is as I step in, the digital experience I don't think offers that same magic just yet. And yes, to call to Peter, it's maybe a little bit scary and daunting, but all 9,000 of our product catalog deserves the same care and experience that you get when you're climbing on the jungle gym, on the ropes course, what have you that we have, experiencing the Christmas enchanted village that we have. Those are memories to last a lifetime. And really our work here is to build the digital experience that can match that.

 

(06:51):

I'd

 

Peter Crosby (06:52):

Be remiss if I didn't ask you what your new tagline is. Is that something you can share?

 

Paige Chilson (06:57):

Yes. Our new tagline is, "We get you, we got you.

 

Peter Crosby (07:01):

" Oh my God, I love that.

 

Lauren Livak Gilbert (07:03):

I like that a lot.

 

Peter Crosby (07:05):

What a great sense of connection and someone's on your side. And again, it seems to be personal.

 

Paige Chilson (07:12):

A hundred percent. And I think it's been something our team has really sunk into, not just for the consumer, but also as we think about our work. How can every digital touchpoint really embody that we get you, we got you. Because there is so much in that digital experience today that, "Hey, that doesn't feel like you're really having my best interest." And I know that's the spirit of Jordan's for customers. You really understand that Jordan's has vetted all this product, ensured that it has really high quality, that we've gone out and seek the best price. Man, I've gotten a chance to see our buyers do their best as they engage with vendors and they really are pushing for this. We get you, right? We know that it's expensive out in the world. We got you. We're going to go source the best possible product with the best possible quality and price.

 

(08:07):

So it really, really is something that I think just gives the world a tagline to reflect what we're doing every single day.

 

Peter Crosby (08:14):

And I love what you said about it also inspiring inside, because I'm sure as you went through the options, people have their, "Oh no, we love our..." So they have sort of adjust to what's going on because sometimes I'm not a huge favor of rebranding. It seems like a lot of folks come in and do it just because they don't know what else to do and it's a way to make an impact or something. But what you were just describing sounds something really thoughtful about where you want to take the whole omnichannel experience. And I'm wondering, has that become the rallying cry that you were hoping and sort of an expansion rather than a left sharp left-hand turn or something?

 

Paige Chilson (08:56):

Yeah. Yeah. I mean, the sentiment from customers I think has been really well welcomed. I think we think internally, I see site merchandising as a discipline as we aren't making the determination about what the branding should be. We're not selecting colors, we're not making the logos, right? We're not generating the creative and developing that look and feel, but we very much are responsible for brand execution. The site is the number one place where consumers go and it's the first bite of the brand that you get. And for us, yes, all of the visuals are so important. And man, if anybody has been through a digital transformation without a really great brand guideline, you know the pain of that. Many of your listeners probably are like, "Yes, yes, yes." So we are so thankful to our brand team, incredible team here at Jordan's who really developed these brand guidelines that really allow us to sink our teeth in.

 

(10:00):

It is our goal as a team to say, how do we make sure every experience measures up to that brand? How do we ensure that we really are thinking about the technology, the communication points, the UX of our site, that it really feels like we get you, we got you. Is the search actually understanding in native language what you're asking? Because we don't expect you to come and figure out how to understand our entire taxonomy in our backend. You just want a fuzzy pillow. Let's give you the fuzzy pillow. So yeah, it's been a real set point, I think, for the Jordan's team, and we're so thrilled to be able to have this brand to work within and to be able to rise to its really, really well done approach.

 

Lauren Livak Gilbert (11:00):

I'm always game for a fuzzy pillow, by the way. I'm a big pillow person. But a lot of what you're talking about is really omnichannel. You have the physical in- store experience, you're trying to recreate that digitally. You also have this tiny thing called AI that's happening and trying to utilize that and incorporate into what you're doing, but it really kind of starts with product data and understanding all the product information. And you call it the kind of nano layer of product information, which I love. So can you talk a little bit about that and how you're thinking about that internally?

 

Paige Chilson (11:33):

Sure, of course. Yeah. Yeah. One of the things that I always deploy, especially in a digital transformation is some of these comparisons to other areas science tends to be a good one to pull from. But yeah, when I'm speaking with teams, a lot of times when you're a site merchandiser, folks thinks you just need to know three bullet points about a product. Okay, it's coastal, it's really well built, and this is the price point. I think today's world and the digital transformation, which has largely been brought on by AI, really calls for us as we think about product data to get into a really, really deep layer that I like to call the nano layer. And I call it this because it takes that detail, the necessity of that detail into very, very specific things down to tell me how the wood is dried and tell me why that wood being dried at a certain temperature with a certain moisture can actually help us live up and communicate to the consumer this high quality product that will last forever.

 

(12:53):

Customers who've engaged with Jordan's for these past hundred years, they know us by their quality. We hear all the time that people have these products in their house and it's lived on forever and they say, "This brand over here, I had it for a year and it collapsed on itself."That's not the Dorn's product. It's really high quality. And part of that is we do have those teams that are working on ensuring that we are working on that nano layer to make sure that the product is really high quality. And so what it's about for the site merch team is how do we pull that data forward? How do we make sure that the buyer knows this when they're looking at purchasing? We ask the buyer, "Why did you buy that? " When you tell me as a merchandiser, it's high quality. Go deeper. Tell me the really small details that layer up into this quality story that we definitely want to tell for the consumer, but we want to make sure it's really clear.

 

(13:52):

Right.

 

Peter Crosby (13:54):

So getting to that level of content page across 9,000 SKUs is not for the faint of heart. I'm imagining, one, how do you phase that kind of workout? I'd love to have a sense of the project that you're working on. And then also what role does AI play in helping you actually achieve that at scale and at scale and equality?

 

Paige Chilson (14:17):

Yeah, of course. Yeah. Yeah. I mean, I think you call to it. It's an always on project. It has no beginning. Well, it definitely has a beginning, but it certainly doesn't have an end. We have new products all the time. Our team is constantly launching and we're always looking for better and higher quality products at a great price. So the work certainly doesn't end. I think where it begins though is those conversations. You can only imagine what's in the head of a buyer if they've sat in that seat for 30 years. They know almost, it's almost as if you need to go and interview each buyer to go, "Hey, what's your instinct?" It's almost that, again, that's extraction mission. "Tell me why you bought this. "And they're not even thinking about it at this point. They're like, " Okay, obviously we know this is the best dining room furniture and we know it's kiln dry, which means that it's great for the level of humidity that happens in New England, which is one of the reasons we go and we source that particular wood.

 

(15:23):

"They already know that. So it's really about having those discussions and doing that extraction mission, asking questions. The buyers are probably sick of me because I end up on a lot of tangents. It takes a lot of communication and time, but it's fantastic information for us to ... We'll use some AI readers, have that discussion, and then we always have that available to us. I have three new team members that are joining. Their first week is going to be combing through. We had two hours with our betting team. They're going to be combing through all of those conversations and starting to understand all that detail that lives in our buyer's heads today, and they're going to have a place to learn it. And then we're going to formalize it by pushing it through our data structure to make it really usable in a digital sense.

 

Lauren Livak Gilbert (16:17):

And I think that's the really important piece here, which is context. So you mentioned this already, and I just want to emphasize the difference here. So kiln dried wood, right? You might see that as an attribute, you might see that in a bullet point or something like that. But the context to what you shared was, " Hey, that means that it won't gather moisture and it's great for more moist climates and it'll last longer. "That's that context piece. So it's so important from an LLM perspective. No one's asking for necessarily kiln dried wood because before I met you, I didn't even know that existed, but I'm looking for a long-lasting table that would be great for a New England climate. And that's the question I'm going to share. So that context piece I think is so, so critical. And I love this example because it paints the picture of what LLMs actually need to surface a product and what you need to put on your product detail page, on your website in order to be able to support that.

 

(17:17):

But I guess the question I have is, so you're talking to all these buyers, you're getting all of the information they've had in their head, but how are you thinking about all of the different consumers that might be coming at it from different perspectives to get all of those different personas and potential scenarios?

 

Paige Chilson (17:35):

Yeah. And I think you point to a great point that I didn't mention about nanolayer and kind of calling it the nano layer. Part of that is when we think about the output of this is we need all the nanolayers to come and to build up so that we can get to the micro layer, which is where most customers sit. They sit at the goal of, " I want to buy this dining room furniture once and I want it to last. "That's kind of where they're coming at it, but you need all those nano points to summarize into the micro layer. You need to be able to have both systematically, because there are customers, I mean, they're incredibly intelligent customers, particularly in the furniture space because it's gotten so perforated. Folks have started to seek knowledge about how to buy the best quality because there's so much junk

 

(18:35):

Out there. You need that information still shared. You still need that bullet point, but for the consumer who doesn't know, you need to append that bullet point with, this is why for you as a consumer, this matters. So it's sort of thinking about both being really important and ensuring as you start to build both the data structure, but also the site representation. We're going through a complete rebuild of our site experience. We're looking right now at some designs and we're starting to think, okay, how do we position all this information on a product page? How does that search represent? We need to know that you have that dataset available and then you can pull it out and play with beautiful images that show you kiln drying or maybe we even have a kiln or a landing page or a blog. You need that nano point to start to build that content layer around it and contextualize it in lots of different ways and formats for consumers and for LLMs.

 

(19:39):

Yeah,

 

Peter Crosby (19:40):

That's always-

 

Lauren Livak Gilbert (19:40):

Yeah, that machine readable element is super important. Sorry, go ahead, Peter.

 

Peter Crosby (19:44):

No, no, that's okay. The hardest part of product experience, management, installations, implementations is often the discoveries of the gaps as you try to wrap your arms around, how am I going to get to this and do that? So I think identifying those nano pieces, while I'm sure time-consuming and painful, it gives you the yardstick of where you're at. And I'm sure you have to then think, okay, well, I know my gaps, I know what I have. So what does phase one look like? Then what is phase two? It helps you, I would imagine, set a project plan that's achievable, but will give people a sense of forward motion. Am I making shit up or is that ...

 

Paige Chilson (20:34):

No, I think it's right. I always joke, and sorry, I have all sorts of little phrases, but I always say e-comm is kind of everything everywhere all at once. And the masters of e-comm can do just that. They can say, okay, I know this doesn't have a beginning, middle, and end. I know this is one major data feedback loop with complexity and different tools, systems, people, processes, but I'm going to distill it down anyways. I'm going to contextualize that. An example is that nano structure, helping people understand the layer of detail, then the next layer up, then the next layer up. It's sort of how do you build into a homepage, for example, because one day it's high quality at the homepage and the products featured are kiln dried. So helping to create those models and then layering out really specifically on where are the highest revenue opportunities is a great place to start.

 

(21:40):

So thinking about it category by category, starting with the highest generating category is a great way to approach it. Often that's where you have the maximum amount of information. We have a call to my betting team who just is so incredibly knowledgeable, they are so generous with their knowledge as well with our team. We're starting there largely because there is this depth of knowledge. There is also that depth of detail. Buying a mattress and the way that mattresses are created is incredibly complex.

 

(22:17):

And it takes that high level and really in- depth understanding of product structure and product features to be able to build some of this. But it also has the potential to make impact a lot more quickly than let's say an area like maybe rugs, which also has a lot of detail, but maybe we don't have the expertise. So yes, we'll have some great volume, but I don't know if really making sure that there's pile height on rugs is necessarily going to make the impact as letting customers know that latex mattresses are made from a rubber tree, that then rubber tree gets cured and turned into Asian hardwood, which then you can go buy a bed, then that has a lot of power in a marketing story. So I always suggest starting with the category that has that depth of knowledge, but also that impact, because then you're starting to build the playbook, both with your cross-functional teams, but also through the structure that's available to you.

 

Peter Crosby (23:26):

I mean, it is so clear that when I think about what's required to bring teams through a transformation of this scale and complexity, you always have to start with storytelling, and clearly you do that incredibly well. And at a company that's been around more than a hundred years and people who have worked there on average 12 years, tell me the other components that you use in your strategy to bring people along and build support and excitement. And I imagine that's a 360 degree effort around the company.

 

Paige Chilson (24:09):

Definitely, definitely. Well, yeah, and I think it starts with a fundamental belief that our team certainly has, which is e-commerce is not a vacuum. It is not a silo. The entire organization has a hand in the success of our e-comm business and vice versa as well. Our world is becoming more omnichannel, whether we like it or not. And so I think about that as sort of the foundational alignment with other teams is, yes, we are here to improve this business and these metrics and drive this revenue through this digital channel, but it also calls to us to ensure that we're solving problems across the organization. Your e-comm business is the epicenter of where the problems start to affect those numbers, but it's also where you start to see and can start to hear if you go to cross-functional partners saying, "Well, what's really challenging to you?

 

(25:20):

" And folks are so generous to say, "Well, this is broken, this is broken, and why can't I do this? " And to give them that space to hear them, why are you frustrated about search? Why are you frustrated that the print button isn't working? We as e-commerce people are like, the print button's last on our list. But if you can sit with folks and really understand the impact to their work, you start to understand how e-comm can further support going back to our brand execution. Something not being able to print isn't very, "I get you, I got you. " And so ensuring that each stage of our thinking about how we build is incorporating some of these challenges that folks have had, but also as I've mentioned, taking their knowledge of how consumers purchase. The reason why they're frustrated is customers are like, "Hey, I've been trying to print out this thing and they're fussing with their phone and they're trying to show the salesperson in store because there's this intrinsic back and forth between online and in store." Well, that's not a very good experience and that puts them at a disadvantage from their workflow.

 

(26:35):

So I always think about there's this sort of baseline relationship with cross-functional partners that, yeah, we're going to solve for e-comm, but we're going to solve some problems for you along the way that ultimately lifts us all into a better space to serve the customer.

 

Lauren Livak Gilbert (26:51):

We're all in this together no matter the channel, right? So I love, love, love that approach. I wonder, is there also an element of education because maybe most of these people that have been there were kind of trained on more of the in- store model and they might not be as familiar with e-commerce. So can you talk a little bit about, is that a big priority? How are you educating them even with AI? That's a totally new element for all of us and how you're thinking about that.

 

Paige Chilson (27:19):

Yeah, absolutely. Education is huge. And I think the key thing is to ... We are the first sort of iteration of the e-comm team here at Jordan's that's come from external places, decade plus in the e-commerce industry. So it's sort of like seeing it in lots of spaces, but I think it's really about I get accused of overexplaining at the right level. That's a

 

Lauren Livak Gilbert (27:52):

Good accusation. I'll take

 

Paige Chilson (27:53):

That. Accusation, right? But it goes back into I'll overexplain and I'll overexplain in 10 different ways to help you understand that, hey, I know you're frustrated about printing is such a small thing, but let me help you understand why that's broken. So that if that comes up again, not only are you knowledgeable about why that might be happening, you also know to come to me and you know that I'm going to solve it and I know how to solve it. That's part of that trust building is you need to know that I can actually solve some things for you. So always try to do that kind of first 30 days, try to get a couple of solves for cross-functional partners. But that's really where I also think about the context of I'm going to overexplain, but I'm going to overexplain so that I can connect why that's important back to you.

 

(28:51):

Because there's a lot of times where we're presenting things and modalities that just don't exist today. Things that are because we weren't rooted in that e-commerce structure, and as you can imagine as we think about e-commerce platforms, there's a whole different modality in how things are structured, set up, how we can look at things, data you should look at. Everything is really different, but I always like to tie it back to, "Hey, I know that in store we were just taking a look at a potential CRM." And I said, okay, for the store team, this CRM in particular was showing customer lifetime value. That's not something a salesperson has really seen, right? But if they know your customer lifetime value is $15,000, maybe we do show you something that is really high quality, maybe a higher price point because they can see that. They're not going to mess with our clearance section.

 

(29:53):

They're not going to send you down to the clearance section if they know that. So it's just about really consistently connecting those dots Yes. And really making sure that as we move, we educate on the potential impact and ideally positive impact on folks' workflow and their success with the customer.

 

Peter Crosby (30:13):

And Paige, you've really worked across a lot of different categories in your career. And I'm wondering, when you enter a new category, how much of the role is, holy crap, I have to learn a new category? And then how much of it is I have a playbook and I have to run that playbook, but in the context of ... How much learning curve is there in something like switching from wellness stuff or fashion to this?

 

Paige Chilson (30:51):

Yeah. I hate to give the old traditional answer, which is an 80 / 20.

 

Peter Crosby (30:56):

Yeah.

 

Paige Chilson (30:57):

Right? There's a playbook to be had, especially at the initial stages of a digital transformation. Your key components remain, and we've talked about them in pieces, but it's really, it's the tool set. What tools do you have? How do they interact? What tools are best in class? Which tools do we need? What do we not need? The people piece, which is in part education, but also team, identifying skillsets. You heard I have three team members joining us in March alone to ensure that we can support this. It's no longer 9,000 versus one, or 1v9,000. It's 3v9,000, which I think is going to be a little bit easier.

 

(31:45):

But the other piece there too is really thinking through how do we make sure that all these pieces are happening in tandem. That's sort of the playbook piece. The 20% I think is generally where I see the education, and that's that conversation with the buyers. That's that conversation with store teams to learn the particular Jordan's way, if you will. Because there's the product itself, and then there's the Jordan's way. I will say I'm a little bit advantaged here because I started my career at Wayfair in the furniture industry, so I have a little bit of background knowledge there. But I also am a child of real estate, if you will. My father was a real estate appraiser, my mother, an interior designer, and my husband's a real estate agent. So I spend an inordinate amount of time in homes and in really well done homes as well.

 

(32:47):

Being from Connecticut, it's a source of pride. Interior designers there really are incredible. So I have a little bit of an advantage. It's also a dear category to my interest. So a little bit of an advantage here, maybe more on that 10% is learning the Jordan's way. But I'll tell you, it was not the same when I was in the wellness category where I had to learn a lot of science that I did not have a background in.

 

Peter Crosby (33:13):

So just to close out, what I'm hearing from you is that when you hear things like, "Three people are starting on my team. I came in six months." That says this is a company that has chosen to invest in this. And when you think of the C-suite at your company, do you know, what was the light bulb? What is it that they see now that they are now investing in, that the business opportunity or the survival opportunity, whatever it might be, it might be a bit of both. I would love to just get your perspective on, because we hear in some categories there's a lot of layoffs happening right now. It's a weird time. So it's exciting that you're doing this. I was just wondering what your perspective on that is.

 

Paige Chilson (33:59):

Sure, for sure. Yeah, I think there's been some key changes at the executive level within Jordan's over the past year or so. One really key change is that Elliot is retiring. He was the CEO of the organization for many, many years. Many will know him from the fantastic commercials. A few new ones out, you'll probably catch him. He's auditioning some new folks. Some of those folks that he's auditioning are his two sons, Michael and Josh. And so Michael and Josh have taken over, I believe they took over in April of last year as co- CEOs. So as you can imagine, one, depth of knowledge, they're incredible. They for sure know the Jordan's way. They are just really, really fantastic at kind of seeing where the industry is headed.

 

(34:57):

And I think one of the key pieces, particularly Josh had pointed to is, hey, the furniture industry is really headed into this digital transformation. We see it across our peers within our Berkshire Hathaway organization that are really focused in on e-commerce, but we also see it broadly across competitors. Folks are really focusing in on how do we create this omnichannel experience? How do we ensure that there is this ecosystem where e-commerce isn't just our next store. It is a digital space where consumers can engage with the Jordan's brand and it can both be a place of purchase. It can also be a source of inspiration and an opportunity to drive folks into stores. So there really was that really key shift in focusing in on e-commerce. With that, Bob Land joined the organization. Today is actually his one-year anniversary. We

 

Lauren Livak Gilbert (35:58):

Love Bob. Shout out to Bob Land.

 

Peter Crosby (36:00):

Oh, it's a one-year anniversary when we record this. Oh, that's amazing.

 

Paige Chilson (36:04):

Yeah. Oh my gosh. And he's fantastic. He spent over 30 years at doing these digital transformations.

 

Peter Crosby (36:13):

He is a guru for sure.

 

Lauren Livak Gilbert (36:15):

And a longtime DSI member, so huge

 

Paige Chilson (36:18):

Challenge

 

(36:19):

About. Yes. Yeah. Yeah. I mean, he's so knowledgeable. And for me, part of why I joined Jordan's is he really said to me like, "Hey, this is this digital transformation that's forming with incredible support." And to me, I looked at that and I said, "Oh, I get to work with Bob." Oh my goodness. He obviously has his playbook as well. To learn his playbook, I think is an opportunity of a lifetime. Those would only be so lucky to really learn from his tutelage. So to do that as well for a New England brand, to me, a new Englander from Connecticut, to do both of those things at once is a rarity. And Peter, you called to a lot of organizations are not at the stage where they're expanding. And so a chance to do a digital transformation in a business like this that has a history, but also has a really big future ahead of it is just the biggest opportunity.

 

(37:32):

And I'm really thrilled to be here.

 

Peter Crosby (37:34):

Well, I know that Bob knows he's lucky to have you, so I think the feeling is mutual. And Paige, thank you so much for taking us on this journey, taking us to the nano level of how you think about this transformation and the era to come. It's been just super fun and also incredibly educational and inspiring. So thank you so much for doing this.

 

Paige Chilson (37:59):

Thank you. Thank you so much for having me. I had a good time nerding out.

 

Lauren Livak Gilbert (38:03):

Thanks so much, Paige.

 

Paige Chilson (38:05):

Thanks all.

 

Peter Crosby (38:06):

Thanks again to Paige for bringing us the nano micro and the macro of digital transformation. You'll discover all those layers of knowledge at the Digital Shelf Summit coming up fast on May 4th in Atlanta, digitalshelfsummit.com. Thanks for being part of our community.