“we will have a less labor-intensive, more nimble, more profitable network that will minimize the impact of the increase.”

In context

“ts, right? When we started out with the labor contract, we knew that we were going to be investing in order to create a lower labor-intensive network, right, with more flexibility that had the ability to scale, right, particularly for peak because we've seen peak being increasingly important. Without the need for so much labor. You're seeing that. Right? We saw it, with and without the Amazon drawdown in 2020 without in 2024, with and without in 2025. We've set up targets for incremental position eliminations that'll drive efficiency. In 2026. And so as we approach that point, we will be driving down total expense. At the same time, remember, we will have a different characteristic of revenue in the network so that the incremental cost will not turn customer ORs upside down. Right? And so we will have a less labor-intensive, more nimble, more profitable network that will minimize the impact of the increase. Matthew: And, Matthew, we have time for one more question. Matthew: Certainly. Our final question comes from Brandon Oglenski from Barclays. Your line is live. Brandon Oglenski: Carol, and thanks for taking the question here at the end. I guess, can we maybe summarize all this? Because it sounds like you guys are really protecting service even though the network's getting smaller here. Does that create any market share opportunities or challenges, especially with where pricing is going up for the industry as well? Appreciate it. Carol Tomé: Service is paramount to winning new business. It's almost table stakes. Without it, how do you win? It's not just service, though. It's capabilities. And the capabilities that we've been investing in and I talked a little bit about RFID, but a lot of o”