cool. Thank you very much for having me look The way we look at carry a path. It's not necessarily a straight lane or one that you decide from the very beginning. After school, my career path took a few different routes. I studied finance as undergrad and did a master degree in finance. Did a little bit of controller ship back in Paris and then found that I wanted to go international, which was not an opportunity that my company could offer at the time. So I became a diplomat, work a little bit in economic diplomacy, liked it a lot, did an MBA after that and ended up going back. Thio banking industry for a bit more finance, liked it a lot before personal reason, had to move on and ended up in strategy planning, which took me to marketing, which took me to merchandizing. So basically my journey has been maybe a little bit a typical. But I think if you remain open to new opportunities exploring new path unless you wanna be a specialist in what you do and you have a very strong vision of what you wanna do being open to new opportunities, New path that can help you grow some time outside of your comfort zone could be a good way to go.

Okay, so I currently handle strategy for a large retailer, the international piece of strategy. So it has a very long, long range of responsibility or large cope going from, uh, supporting the leadership team in creating the long term strategy for the segments, helping the local markets that we support with long term strategy, need or supporting them in figuring out some key problematic that they're trying to solve. And getting a more global perspective can help them on that journey as well as thinking ahead of the time and looking at some things or problematic around retail that we believe. We need to have our finger on the poles to try to see how things are evolving and starting to Thio. Anticipate a few things or shape all thinking along new insights. So this is kind of the scope of the strategy team responsibilities. Top three priorities, I would say, is balancing short term need to deliver results in long term positioning, especially as we review investment priorities, strategic priorities at all. It's very important to be able to do both at the same time. Second thing is, I really believe that strategy is about choices. I always say that we can do anything, but we cannot do everything. So how do we help the different leadership team to identified the right opportunities to go after? The more importantly, to prioritize the question we always ask ourselves is where to play, how to win. And what is the size of the prize that help us rack and stack all those priorities and go after the right one. And, um, the other priority for me is really around Talent development Because any strategy team at the end of the day, it's a group of people trying to look at the right inside, organized them properly to help make the right decision and, uh, making sure we have good talents coming on board on the team, helping developing those talents, helping coach toward, uh, higher level of responsibility, higher degree of quality that the rebel is a I would say the key responsibility that any leader should should have on the team. So I think even though I mentioned in this one last, that would be the most important one. What are the weekly work hours? So that's a good one. Uh, we work for Leadership Team, which is highly dynamic and that work across multiple time zone. So that means we are based in Central Time zone in the US From time to time, we have to take hold in Asia. That's gonna be early in the morning or there's gonna be later at night. So work hours are reasonable but flexible. Sometimes we get a started a bit earlier. Sometimes we get a and a little late, and it can really very week by week, depending on the workload or the level of urgencies of the other project we were working on, so not very clear under our answer there, because we get to stay adaptable.

so I would say the major challenges is to keep the prioritization and keep the team focused. There's just so much going on, so many priorities and, you know, very simple tool that we use to look at this as, uh, a to light to matrix that shows level of urgency and level of importance. And if you can start plotting on that matrix, all the initiatives of project that you're working on and have the conversation with your primary stakeholder to make sure we are in alignment on, which is the most important and most urgent one, which may be the less one that helps you prioritize that help you organize yourself and that help you making sure that you in sync with your primary into no clients or stakeholder. This'll would be one thing that will recommend whether your student trying to prioritize your workload in which, uh, topic that you need to focus more time on, depending on what papers do when what are your priorities, where your strengths or weaknesses. That's a good tool that I've used for a very long time, and I found very simple but extremely effective