“And so, that's what we've done, and we will continue to manage SG&A tightly, leveraging this program and this initiative to create the capacity for us to invest, to push us forward with the consumer.”

In context

“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 global and in the geographies in order to be able to execute this new offense. And we're putting more of our investment dollars in demand creation, while we're managing operating overhead tightly. We did that in fiscal year 2024. You saw even with the restructuring charge some significant effort to manage operating overhead so that we could reallocate resources, as I've referenced. And while these investments will take some time to drive a return, they're absolutely the right thing for us to do to reignite brand momentum and to get us back on the offense with consumers. And so, that's what we've done, and we will continue to manage SG&A tightly, leveraging this program and this initiative to create the capacity for us to invest, to push us forward with the consumer. John Donahoe: As we wrap up, Paul, just one – maybe just one final comment. This is -- and this is intended for NIKE's team around the world. This has been a challenging last year and so much hard work and energy has gone into it. And I want to just thank everybody on NIKE's team globally for how you've led through this and how you've operated through this. It's so clear to me, and I'm saying this on behalf of Matt and Heidi and Craig and our whole leadership team. NIKE's real competitive advantage at the end of the day is NIKE's people and NIKE's culture. And so, those people and that culture is alive and well and ready to compete and hungry to drive the kind of execution and growth we've been talking about all call. So I just want to wrap up with thanks to everyone on NIKE's global team”