Episode Transcript
Speaker 0 00:00:01 So we have really the best approach. We make that every step of the process, whether it's sourcing, interviewing one way to make that happen, we make sure that our company really lays out that in those venues, very petty to applicants, That we try to get transparent as possible. So we want to make sure that the ones who applied elect minded individuals and that's why the first step is really to advertise back. The second thing is to make sure it feel throughout the process so that we can screen and test all those values.
Speaker 2 00:00:40 Hi folks, Laura hair had of great that seed and welcome to our latest episode of scaling so far. I had the absolute pleasure of speaking with Olivia Buffon recently, head of international affair, headquartered in San Francisco and founded in 2017 by square alumni, max Rhodes, Marcello, Cortez, Jeff Collinson, and Danielle burrito. The startup also has offices in mortally catch net to run to salt lake city, Atlanta LA, New York, London, Sal Palo, and now Amsterdam. So they're pretty global. The company partners with 300,000 retailers across north America and Europe with over 40,000 brands from 80 countries that providing greater opportunity for the independent retail community to compete against big box giants, essentially they're democratizing access to consumers for artisans and more local brands. Something that was super powerful throughout the pandemic. We discuss what Olivia is focused on in his role as head of international, their values, first approach to hiring and how this is baked into every stage of the process. What expanding international means operationally, particularly from a talent perspective and how their value of ownership drives empowerment entrepreneurship from within and success across their globally distributed team. Well worth the lesson. If you're a founder or a talent leader with ambitions to expand into fresh new locations over the next year or so enjoy
Speaker 1 00:02:11 Olivia, I've really, really pleased to be chatting with you today. Uh, first off, thank you very much for joining us on seed scaling so far podcast. It's great to have you with us, and we've been looking forward to this for quite some time, so really brilliant for it to be happening right now, um, for our listeners. Can you just tell us a little bit about yourself please?
Speaker 0 00:02:33 Hi, Laura. Thank you very much for having me today. My name is Eric.
Speaker 1 00:02:40 Awesome. Thank you. And, and uh, obviously you're, you're head of international affair. The company was founded in 2017, right? And you've already got 350,000 retailers across I think, 15,000 cities, um, which is absolutely incredible. Could you tell us a little bit more about Fez mission and vision please?
Speaker 0 00:03:04 Yes, of course. Um, well at February on the mission to empower independent brands and local shops to run their businesses the way they want, and more importantly, to compete, to be able to compete with competitors that are the million times their size, whether it's become a science or large retailers, we've been lucky so far. I've been joined by nuts of those community members over the side years, north America at first and now in Europe. Um, and so now we have around 350,000 retailers around the world and 50,000 brands that have joined and a large share of those ones on our busy in Europe.
Speaker 1 00:03:47 It's a huge community already, um, on fare, which is fantastic. And really, I suppose, crossing those, uh, you know, any sort of global boundaries, right? You're able to really tap into that worldwide community, which is fantastic. And is that what drew you to the company? Was it in June last year that you joined?
Speaker 0 00:04:07 Yes, that's right. Or may last year. And, um, the reason why I joined was really the align as a mission. I had very personal reasons for that to share it with you. I suppose, speakers. I had, you know, quite a few of my family members, uh, law majors who have their own brands and product create their own products. And I was also lucky to grow up in a neighborhood where there were lots of small local shops that's way of draining a lot of life to our community and playing really a key role in the neighborhoods. And so I've seen really firsthand how crucial it is to support both the brands and the retailers, and to bring more technology to these sections of the economy, which so far I'd not have been supported by technology.
Speaker 1 00:04:59 Thank you so much there in that more personal story as well. I think, as you say, like having experienced it firsthand or have people close to you as well, like, you know, how important it is to show that support to local artists as essentially. And yeah, I think being able to make sure that, um, you know, they have that equal opportunity to, to sell their products and showcase their products on, on the, on, you know, online is super, super important and really gives visibility to that more local talent. Right?
Speaker 0 00:05:32 Yeah. So that's was, that's why it was such an easy decision for me. It was really a no brainer.
Speaker 1 00:05:39 And so you raised an incredible funding round last year off the heels of the successful European expansion. Was it 400 million series G
Speaker 0 00:05:51 That's right.
Speaker 1 00:05:52 Incredible, huge, huge amount. Um, and fare is obviously now officially a difficult with a 12.4 billion valuation. Um, again, staggering, staggering growth in something that you must all be so proud of as a team. What has the journey looked like for you at fast? So far you joined in may, what, what's the, what's the period been since then for you on a more personal level?
Speaker 0 00:06:20 Yeah, I mean, there could speak really beyond all of my expectations. Um, it's really went fast, uh, gives you a few examples. Uh, we are about to reach our, but we just reached our first year on industry in Europe as we started in the UK. And since then we've launched in 15 countries across Europe. We've been also lucky to have a number of brands and retailers turned the platform and to give it a, there are courageous feedback and, and, you know, they have generated more than $150 million of sales in just six months. So that means that it's thousands of thousands of new connections between shops, brands, makers that have been established, feels like the beginning, um, and to support all of that growth and momentum. And we've had to deal with, uh, teams of course, open offices in London and Amsterdam. And I'm very, very lucky to have more than 150 passionate team members who really live by the mission who have joined mostly for that. And I think, you know, you can really feel it when you come to our London office. So it's something is extremely energizing. And so for me personally, uh, it certainly being quite an intense here, but also very rewarding.
Speaker 1 00:07:46 Amazing. I can imagine, especially seeing that footprint grow, not just from a partner perspective, that community perspective, but also from your people perspective as well. And seeing those boots on the ground and London and Amsterdam, I would love to know, um, why London and Amsterdam, obviously with the headquarters being in San Francisco, what was the decision-making process around that, where those offices were going to be?
Speaker 0 00:08:14 Yes, sir. I've always been scaling the platform and onboarding brands and retainers. We've been building offices across the world, frankly, not just for the nonce to them. We've also opened offices as well, as you said in San Francisco, but also in Kitchener in Toronto, in Atlanta, let's say in New York, in as well. And so we've built more than 10 offices across the world, and we've really tried to hire world-class talent everywhere. And that's what you're up to starting. Those two locations have been a very efficient way for us to another lot of international. Um, we have people from across Europe covering all of the countries in those two offices. We have more than 15 languages that are spoken in those offices. So those have been central points to cover all of our European countries.
Speaker 1 00:09:13 Fantastic. Yeah. They're both such sort of cosmopolitan hubs, aren't they? And, um, especially Amsterdam, I think it's such a fast growing tech Cubs specifically, and there's some incredible talent there as well. So that's brilliant. Thank you for sharing. And, um, and for you as, as head of international expansion, like, what are you really focused on in the next sort of 12 to 18 months and, and how does your talent and people agenda for fare really tie in with the expansion?
Speaker 0 00:09:45 Yes. So we really want to continue supporting brands and retailers in older countries where we're already active and, you know, there is a lot more to do, uh, to better understand the challenges their needs and to build technology around that. So that's really the priority one that we have, and also we want to bring to new countries and communities. And as you say, um, to get there, the number one priority or the number one way to do that is really to build a world-class team. So I'd say that's, for me personally, in my role, that's really the currency And it shouldn't get last year in your risk doubled, it counts. It's now $800 globally. Wow. And we're planning to double again next year or this year. And so maintaining a very high bar for quality, but also passion for our mission and our community, my main objective as we scale so fast.
Speaker 1 00:10:49 Incredible. And do you have sort of a mix of functions in different offices, or do you have sort of an engineering team based some way your commercial team based somewhere else? Or is it just a real mix?
Speaker 0 00:11:04 Yeah, it is a mix. We have a, you have to take the example of London, commercial teams. We have support teams, we have strategy teams, marketing teams. So it's really a mix of functions. And as I was saying, one of the key factors is to bring team members of all of the countries that we support to make sure that we have good representation of all of the community that we have active on the platform.
Speaker 1 00:11:32 Yeah. That diversity of talent piece is really key for you because you are representative of, of so many different sort of, um, autisms and suppliers right. Or partners. So yeah, that makes lots and lots of sense. So you, you've got tons of experience in skating, Olivia previously GM of Mia and America's for Airbnb experiences and obviously in your role at fair. Now, what have some of your biggest learnings been when it comes to scaling and internationally specifically?
Speaker 0 00:12:07 Yeah, I think when digitalization, uh, with, you know, when it's getting fair was that our customers, our brands, our retailers all have the same end goal, uh, whether they are based in France and the UK, uh, in the us or elsewhere, they really want to grow that business to expand that and to be able to focus on what they like doing the most. So it's your brand, creating your products make should every retailer having the best selection in store and introducing it to your, to your customers. That's fundamental need is really the same. Now, as we've scaled, we've also seen that there was a lot of guns and a lot of need for customization, whether it's around regulations, ways of doing business, cultural preferences, localization. And so we've had to adapt a lot to really serve our community in the best way in each of those countries.
Speaker 0 00:13:06 And that's why, you know, for next year, we're going to be really focused on understanding and meeting each of those needs for each of those countries, whether it's building the best local supply, the best local selection of brands in each of those countries, it's solving some of the pain points around duties, shipping VAT, all of the things that small business owners face in the database on a daily basis. And so we're going to have our best engineers, project managers, based operations, people focused on all of those challenges and try to help our brands and lieutenants grow as fast as possible.
Speaker 1 00:13:46 That makes sense. So really you're dealing with, especially when you're doing it internationally, there are, everybody's driven by those same values and the same desire. And, um, you know, what they want is to make sure that their products are accessible to all right. You're almost like democratizing, um, their products and accessibility to that, their craft. And, um, but as you go into these new territories, there are certain procedures, um, processes that are unique to that territory. So it's navigating those in each different location that you're, you're sort of expanding into.
Speaker 0 00:14:25 Exactly. And, um, it is fair to say that as we expanded through Europe, uh, we have found a lot of changes possibly on regulations and fragmentation, uh, probably more so than in north America. So that's a, that's a very specific challenge that we're facing every day,
Speaker 1 00:14:44 Massive learnings that come with it as well. I'm sure. Awesome. And, and for, are there any like real common mistakes that you've seen made, um, or sort of pitfalls to avoid when, when you're thinking about scaling internationally
Speaker 0 00:15:01 Top of my itinerary sink, two main ones, I think one is as a skill so quickly as try to open countries to fast. It can happen that you knew is that it'd be the connection and the feedback loops with your customers, try to focus on using the products on solving these challenges as best as possible and spend time with your customers. And so to me, that's been really one of the priorities to make sure that we will keep those feedback loops very active And that we would spend a lot of time with brands with retainers. So as an example, if we would get, spend two hours meetings, brands, meetings, potatoes, I have a block. Imagine that just for that. And mostly just talk to them about what's top of mind for them and trying to understand better what we can do to best support them And know it's been very helpful, but also very energizing. Another thing that we've done is that we pushed a lot of our north American colleagues to come and visit the London office, the Amsterdam office, and to spend another time as well in all of the cities in Europe, where we have such communities again, to just talk to customers interests to understand them. Sorry.
Speaker 1 00:16:18 No, I was just going to say, I think that's a really interesting point as well, because if you, so your team were originally, or you were originally founded in, in north America, right. When you're opening these sort of, um, new locations and expanding internationally, having those sort of, I always think of them as like culture carriers or people who were there from the beginning and not necessarily the, the original founding team, but the early people who, um, you know, did shape your culture, being able to have them visiting these new locations and, and living and breathing that culture and sort of the, the team who in these new locations then start to assimilate to that as well. So it helps with that almost the expansion of your culture by having those people go to those locations.
Speaker 0 00:17:10 Absolutely. I think it's one of the key aspects to build the local culture and make sure that we keep a very high bar for the people that you bring in and then build the local energy and the local culture.
Speaker 1 00:17:25 Yeah.
Speaker 0 00:17:26 So the other, the other pitfall that yeah, try to avoid at all cost is about really that compromise and then the quantity or the values alignment when hiring, I think that can be also a very strong temptation to try to hire as fast as possible to scale as fast as possible. And, and frankly, I think it's something to be avoided. Like we do not want to do this. We'd rather slow down when needed, if needed to ensure that all other team members that join the team join for the right reason and joined with without menus and without permission and can be very hard at times to resist that temptation. But I think it's really very nice.
Speaker 1 00:18:14 Yeah. I totally agree. I think that when you're scaling, especially when those that need to scale at pace, it can be really tempting to try to shortcut that part, but you'll then get to end up having to retrofit it or fix that mistake early, later on down the line. Right. So what are the values at fair?
Speaker 0 00:18:36 Yeah, so we have, uh, we have five main values. We have evaluate around serving our community. We have one which is sick you the truth, which really means, you know, trying to be very rigorous about all the problems that we face trying to be, uh, always digging to the root of problems. Also, third one is about being owners, raising the bar, acting as owners sharing our Legos. The fourth one is embracing the adventure. That's a very important one, especially as we scale. So really push out team members to dare, to bias towards action, but also to have a nice statement to laugh and to have fun. And the last core value that we have is being changed. So we have games, we always have some pretty intense branches and we support each other. So those are the five core values.
Speaker 1 00:19:31 I love those they're brilliant values. Well, what a great set. And when you are actually hiring for values, do you have a separate values interview for people or is it baked into sort of existing interferes with different team members?
Speaker 0 00:19:47 Yeah, so we have really never values first approach we make in every step of the process, whether it's sourcing, interviewing all of the states on the steps. One way to make that happen is that we make sure that our company really lays out that in those venues very clearly to applicants and we try to be as transparent as possible. So we want to make sure that the ones who applied, uh, like minded individuals and that's why the first step is really to advertise those back. And the second thing is to make sure field throughout the process so that we can screen them for those values.
Speaker 1 00:20:29 Yeah, that makes sense. And I think as well, like part of that, um, you know, even if it's having your values in a job ad and being really explicit about them, it's enabling people to also disqualify themselves, right? Like if this isn't a company that aligns to my personal and what I believe in and what I want to be guided by day to day, I shouldn't apply that. Um, so yeah, I think that's absolutely brilliant. And I think your point about having a values best approaches is really interesting as well. And I think sometimes people put the values interview at the end of the process, but actually it's really core to people's behavior and their way of working, but it should be baked in right at the beginning. Um, before you sort of go through, you know, uh, three, four or five step interview process, like let's make sure that we're aligned in terms of our values first. So I love that. Cool. Um, all, I would really love to dig into, um, the operational aspect of international expansion, if you're happy to. Um, I think many folks listening might be thinking about launching their startups in new markets potentially. Um, do you have a framework or a set of key elements that, that really have to be considered, um, especially from a people and talent perspective?
Speaker 0 00:21:52 Yes. And, um, I think I've covered some of those points in the previous census, but it's really about to me, it's really about making it the first priority of your business as you scale. That is probably the most important thing in our case of many business visitors. And that's asking you to step one, step two is what you, which has discussed, which is around for us, at least taking these values first approach throughout the hiring process.
Speaker 0 00:22:24 And the next one to me is around setting up the hiring engine. And what I mean by that is really making sure that you haven't set up that allows you to have great sources, quite recruiters, great coordinators, the whole team in place to build the pipeline and to make sure that all those processes would be run as smoothly as possible. And here again, very tempting to try to move and hire some of the key roles before you feel that engine. And I think in our case, it's been very helpful to sometimes slow down to make sure that those foundations are in place. This has allowed us to go much faster afterwards and also to make sure that your main thing. Yeah. And the last part I think is focusing on building the local culture, right? So once you're hired all of this great talent, making sure that you have a very, very strong company culture and sort of venues on your team, that you invest in them, that you provide them with lots of opportunities and inspiration. And as I was telling you, you know, one of their core values experience about being an owner. And so that's something that we try to push continuous staff there, whether it's about a, have a special weeks when people can come with their own projects and work with engineers and product managers to build them outside of the predefined wordmark, um, or whether it's about, uh, our founders come to our European offices in a fairly regular basis become more or less on a monthly basis
Speaker 0 00:24:06 To make sure that they convey that message to the teams.
Speaker 1 00:24:09 Yeah. And really portray that sense of, um, you know, everybody is a priority. It's not necessarily that, you know, you're focusing on one headquarter location, like no matter which location you're opening in and, and hiring into, like they have equal importance. And, and yeah, I think having that founder presence there on a regular basis as well is so important. Um, it really shows that that sponsorship and that, um, yeah, definitely the focus I think, for the business as well, which is great. So you now have, is it well over 900 employees globally?
Speaker 0 00:24:49 Exactly. I think grads are all nights. Yes.
Speaker 1 00:24:52 Incredible. And, and you've got offices obviously in the U S Canada, UK, Brazil, as you mentioned, you're opening up offices elsewhere as well. You've got yours in Amsterdam, um, as a fast growing company, how do you really keep your team motivated and connected, um, and all rowing in the same direction, despite being in these sort of multiple locations, are there certain roles that you have in different locations or initiatives you've launched or behaviors that you try to drive
Speaker 0 00:25:26 Is the first one is the one I mentioned around being an owner. I think that's one is essential because through that core value, we really trying to keep an entrepreneurial entrepreneurial culture, even as we scale,
Speaker 0 00:25:40 You know, we always say that's fair. It's built by entrepreneurs for entrepreneurs. And I think it's essential because that allows us to understand better the mindset of our customers. And so that's why we want to continue operating as a startup where everyone feels ownership feels empowered and can bring their ideas. The other one that has been essential to members it's really around transparency and growth mindset. And to give you an example of that, um, the meetings that they are quite spatial, and I find very, very energized because actually not presentations. They are very energizing debates. Uh, to give you an example, we have weekly or bi-weekly business reviews, and those ones are open to the whole company. So everyone is invited to join to listening. And then we have some very open and sometimes very direct debates about what has it going well, not well, what we should do differently. And so that's a great way I think, to share with everyone and to make sure that everyone on the team, even as we scale, that feels,
Speaker 1 00:26:50 Yeah, that's brilliant. And, and those, when you have those, um, regular business meeting, like, do they, um, or business reviews, do you record them and host them somewhere for people who might not have been able to access life? Or is it, are they, are they alive? And, and, and you know, that the power of them comes through that debate in that live environment.
Speaker 0 00:27:12 Yeah. So one of the things that's, we've done as we've scaled internationally adjusted our whole operating cadence, and we have adjusted it two times. That's what's makes it possible for all of the team members and all of them to join. Yeah. It's sometimes challenging, but we have found a few slots that do work. And so everyone is invited to, but of course you can also go through mostly recording documents. Um, but everyone is invited to join understand time so that they can really join and participate in those discussions.
Speaker 1 00:27:45 A part of the ninth conversation. Yeah.
Speaker 1 00:27:48 Well, I mean, when you're international, you'll try and coordinate, um, diaries across time zones. That's another level of, uh, wizardry that, especially if you've got sort of Australia, the UK, the us India, like yeah. It's, um, can be very difficult. So a lot of admiration if you're able to achieve that. Um, and last month you, when named fare was named on, built-ins a hundred best places to work in San Francisco list. So first of all, congratulations, and that was for 20, 22 as well. So huge, huge achievement. Um, what is it that you feel makes fess such a great place to work for its people? I feel like you've said quite a bit, that has made me think, okay, it's a brilliant place to work. All right. Is there anything specific that you think really makes it stand out? In addition to that,
Speaker 0 00:28:40 I mean, a lot has changed about the past two years and it has been of course, a challenge because we went through the pandemic and at the same time, we tripled the size from 200 people to 250 to 800 today. But they are a few reasons why I think that people are. So I think the first one goes back to this alignment with our values, I think because people care so much about our brands and if at all potatoes, they get an edge. And when they see that one of those community members are expanding, thanks to the platform, I think it just brings them another match.
Speaker 0 00:29:21 Yeah. So that's a, that's the first factor then the second one up, of course, we've tried also, especially as we were moving to a more remote world, we try to bring it out of energy, to meetings, lots of small changes, which Indian added up. And I think I've helped a lot to keep the energy levels. Very, you know, small example is that's for all of the old hands and large company, new things. We have an employee who plays DJ for the meeting and so who bring their own songs and it's both quite fun, but also a way to get to know them better. We also have guest speakers come to all of his meetings and we have customers, so customers join those meetings. And so they share their stories and, you know, most of the time it's, it's very energizing sometimes moving that also helps.
Speaker 1 00:30:16 I can imagine. And to be honest as well, obviously what picking up on me on your both points, actually, you know, when the pandemic hen, um, all of these sort of local craftspeople or, you know, people who weren't sort of parts of big chains that didn't already have e-commerce presence like fair as a company, enabled them to continue to run as a business and, and actually to give them the right platform to access that global audience and to continue to sell that product. So that's incredibly powerful and, and, uh, you know, being part of that story as part of your team, you're making a difference. You you're affecting positively affecting the lives of hundreds, of, of, um, sort of independent retailers out there, which is yeah. Something that I think you can get behind. Amazing. And, um, if that was, I love this question, one thing that you'd really like to wave a magic wand and fix when it comes to scaling globally, what would that be?
Speaker 0 00:31:24 Oh, that's a difficult one. You know, I don't think I'm not sure it would be one because I think it's always going to be, um, booth, you know, hopefully a very energizing, very exciting, but also a challenging journey. And I don't think there is anywhere wrong. And that's also the beauty of it. I think the fact that all of those countries are extended all of the challenges that you need to go and understand all of your customers in each of those countries or sometimes cities. And so I don't think they can be ready to do that. I think it's more about embracing the adventure and addressing actually that diversity and making sure that you get an edge as a whole. That's how the word.
Speaker 1 00:32:08 Yeah. And as you mentioned, what with one affairs values being is that owner or that sense of ownership and being entrepreneurial, like we love, we love being blockers that we need to overcome, right. That's why we're in what we're doing, what we're doing. And we're working for these innovative companies because we want to overcome challenges and find ways to make things work that maybe don't work. I'm sure that's why your team are doing what they're doing. So that makes perfect sense. So Olivia, a couple of lighthearted questions just to bring us to the place today. Is there anything that you're super passionate about that you really just find unapologetic amounts of joy in, obviously this can be professional personal or by
Speaker 0 00:33:01 The professional level? Uh, they are center hands for sure. In difficult days or long day or days where it's just a lot of challenges. And I guess it's important to know where you can get your energy back from. And so for me, one trick is just to often just go out on the office and go and meet some of the retailers or brands that we have on the platform. And so as I'm based in London, it's actually very easy to do because we have done, we are in London. And so when is it best to go out of the office and go and talk to the coffee shop next door or the concept store. And so far, it's always been a great way to get my energy back and just remind me why we're doing this. Why are we putting in all this hard work? And so that's my little trick.
Speaker 1 00:33:57 I like that. It definitely sounds like a way to really, yeah. As you say, get your energy or bring you that energy back and remind you why you're doing what you're doing so brilliant. And is that a thought or a value or a phrase that you really like to live by Olivia?
Speaker 0 00:34:15 One of the core values that really like less, which is around seeking the truth, which really means like trying to, to go deeper, to really understand the root codes, to not take the obvious for, for, for an answer. And that's something that's really, uh, resonates with me and I've been so impressed and so inspired when joining fare to see how seriously people take these failures, how much they're trying to decompose and understand problems, uh, to build the best possible solution. And so it's one of our core values, which is really what you need. And, um, and which I think also has been one of the secret weapons for, for the success. So it's one that I always try to keep in mind.
Speaker 1 00:35:11 Nice. And I think it's so evident that that ties in as well with your entrepreneur, that entrepreneurial kind of value that you have as well. That sense of ownership because digging deeper is about, yeah. Like knowing that I could be better, this could be better. How do we make that better? And even, you know, what you mentioned about having the business review meetings and inviting everybody to, to reflect and say, this went really well, this didn't go so well, what can we do next time? That's that digging deeper value? Um, that really is instilled and it's not just, uh, you know, a value that sat on the wall. Like you have these behave, these sort of rituals, like the business review that that value is called to, um, and core to really making sure that everybody's living by it as well. So love it. Um, finally, and we can close after this, any folks that have really inspired you, um, when it comes to scaling and taking a people first approach,
Speaker 0 00:36:15 And my very first week was fair. Um, I traveled quite a bit of Europe and I went to a few, uh, fed and trade shows and met a lot of community members. And I remember that that brands, that French brand, which I met, um, it was started by, um, by a woman who was living in Paris in south of France. And she decided to start a brand just a few months before COVID and she started, she faced all the challenges that you can think of. Uh, it was possibly like the worst possible time for her to start a brand. And that story is often on my mind because for a few reasons, one is that I really liked the bread and she does, she does toys for kids, which I love and which I wrote to my children. So that's the first reason. But the second one is that throughout, uh, spending Nikki, she has matched and just found ways to expand a brand against all odds.
Speaker 0 00:37:20 And one thing she's done obviously was to John fare. That was one of the things, not the one, but I was one that helps her to find which data is in the wholesale clients across Europe. She also started on disruption channels. So she had lots of tactics and I could really see through a story or the difficulty that you face as a small business owner. Um, and despite that alginate scale that trend. And so she really remains a big source of inspiration to me, uh, and actually still call her on a regular basis when I need to have feedback, whether it's on which product features to add or to launch, or if it's about how our TV is doing and how, um, the directions please fair in doing so. Yeah, she remains, she remains an inspiration and I hope that in the coming months,
Speaker 1 00:38:18 Amazing. I wonder if she knows that you've, uh, you've mentioned that she's your inspiration on here? Olivia, it's been so, so brilliant speaking to you today, and I think fair is clearly a company that puts community first and that real sense of building a community, um, globally, not just from a customer perspective, but also from your team perspective as well. Um, I am a huge fan of, of your employer branding of, of, you know, the, um, the image that you guys have online specifically, but having spoken with you today, it's so clear that actually that's not just branding, like it's how you live and breathe and you operate and your rituals and, and values and behaviors, which is just really bloody lovely. So thank you so much for chatting with me today. And, um, yeah, it's been such a pleasure.
