“We'll look to other areas to provide ways of savings, non-labor areas.”

In context

“to make it -- what makes that possible is the fact that we've got more new things coming that we're driving energy around that will be more than offsetting the way that we manage those franchises. John Donahoe: And then, Aneesha, on your second question, the way you asked it, I want to just distinguish one thing. You mentioned organizational reset. That's behind us. And as I mentioned earlier, we are now completely aligned across the organization around sport, field of play. And our teams are focused, they're excited, there's just a tremendous amount of hustle throughout the organization and you can feel it. And so, that's going to continue. So the headcount dimension of the Save to Invest is behind us. And now those teams are focused on driving for the consumer innovation and execution. We'll look to other areas to provide ways of savings, non-labor areas. Matt, you can describe some of these, but the organization is now 100% focused on driving the growth and innovation we've been talking about through our call. And I can, again, just reassure you that everyone's got energy, hustle, and excitement about the future. Matthew Friend: Yes, I mean, we've been focused -- as we've been talking about, about building an operating model that with greater speed and cost productivity as we grow. And so, the actions that we've taken over the past year has enabled us the opportunity to make some bold swings in fiscal year 2025. We've reallocated a billion dollars into consumer facing activities. That includes teammates that we've invested in and product design, building out the merchandising function. To John's point, we have sport focused teams now at g”