Hi, Alexis. Um, thanks again for being here and telling your story. Can you maybe tell, uh, the audience a little bit about your role at Mattel? Sure.

Yeah. Well, thanks for having me, inviting me. It was, it was a pleasure. My role at Mattel is to lead our direct to consumer and e-commerce businesses globally, and it's essentially a startup in a big company, so it's been a really fun role and project to be in.

That's great. So I'm gonna, I'm gonna share this so we know each other Yes. And have the opportunity to work together at Nordstrom. And I'm a member of the Summit Planning Committee, so I was very excited to get you here because I believe passionately that any company going through a transformation, it's about the entire company, not just technology.

So can you share a little bit about the culture? I mean, you spoke to it today, but I love what you talked about, about the partnership that you have with technology. Yeah, Absolutely. I mean, I will say it wouldn't be possible, right?

Without a really strong business and technology partnership. Our working relationship and the culture that we have within our teams and my technology teams is we are day-to-day business partners. It's often my first call, my head of technology and my last call at the end of the day where we're brainstorming, you know, problem solving, but also brainstorming and thinking about what's possible for the future. But you just, I mean, my experience in working with lots of different technology organizations and time in Nordstrom, it's those really tight partnerships that you start to unlock magic and like the world of what's possible when you're working on it together, partnering, figuring out kinda the give and take, the push pull.

But it's a really great organization. And to, to walk into a big company that has a very mature technology organization that's willing to do something different and challenge the status quo has just been such a fun experience. That's great. And you talked about kind of the maturity of the tech organization, and I loved what you shared about that also.

Um, there's a lot of complexity. Yes. And that just happens, big companies that evolves over time. And I really liked the focus on simplification and starting with strategy.

And you talked about, you know, start with the customer. Mm-hmm. Can you share a little bit about, you set that stage seemed very clear, you know, we need to move faster. Can you talk about kind, how do you keep that momentum in the organization?

Oh, oh, it's such a great question. So, and it's an, it's an interesting one that I think we're now in a new spot. So it's so inspiring, right? When you're like, we have a big goal, we've gotta go launch like new sites, go get them launched.

And the whole organization's rallied around that. There's so much focus, and then you get to launch, and then it's like, we gotta optimize. We gotta think about what's new, what's next? And that is, we were in that transformation right now, and that's a different way of working.

That's a different way of thinking about your product roadmap, um, figuring out how you do this continuous delivery cycle where it was kind of all hands on deck, all teams for launch moment, and now we're in the, this new phase. So, um, I think one is to recognize it, right? Like the teams and the processes that got you to the launch now need to start evolving to this new phase of how do we prioritize, how do we partner, how do we deploy? Um, but it's a transition and it's for the teams.

I can feel it and kinda see it, and we're working through that right now for sure. That's great. Um, so you mentioned, um, you know, in your role you're like, I would love to see the conversion funnel. Yes.

This is something I care about. This is an outcome. Yeah, exactly. Um, are you leveraging things like OKRs or anything along those lines?

Yeah, so we're, we are starting to, I would say we're kinda early in the process, but certainly I use that philosophy as I set the business goals. So very much at my business level with my teams saying, okay, what are we, what are, what's the inspirational goal that we're trying to get to? That's first and foremost in the lens of the consumer. And then how do we take that and say, okay, here are key actions that we're gonna go after to deliver against that.

And then what are the measurables? So for sure, kind of at the strategic level, we're using that O K R methodology, and we're just starting to kind of move that through the organization as well. But it's such a powerful tool to say, let's focus, like really set, clearly set. Here's where we're trying to get to really pick like three or four actions that you're gonna go after.

And if you do 'em great, and then how do you measure against them? And then get all, you know, now the hard part is like, how do you get your data to show against your actions, right? And not have just like scorecards and spreadsheets and, and stuff there. But just getting that focus in the organization and the, that measurability is really, um, been critical for us as we keep evolving.

That's Great. Um, if you were to give one message to kind of this community, something you'd want them to hear, kind of as somebody who's driving this transformation at scale, and I mean, just candidly, we don't get a lot of business leaders and senior roles like yours who, um, demonstrate the commitment to this transformation. Yeah. So is there a message you'd wanna leave with the community?

Well, it's, I mean, it's hard transformation's hard, right? And I think having a clear strategy from your business lead is, is one of the most in critical things. And so if it's not clear, ask questions. You know, make sure you get the clarity, because once that vision is clear, it starts to unlock everything and get empowers teams.

You have this clarity of where you're going. So I'd say that's the biggest, it's not technical in nature, but it's really what inspires right. And keeps us all on the path moving forward. And sometimes you can kind of lose the forest for the trees is you're in the day to day, but just keep going back to that.

For me, it's always that what's that vision that we're delivering for the consumer, like that's our north star. And then we just continue to move forward against that. That's great. Well, thanks again for your time and Yeah, for being here.

Well, thanks For having me. Appreciate. Yeah. I'm glad this you reached out and it was fun sharing our story.

It's a, it's been a fun journey. Awesome. All right, well maybe I'll see you next year. Yeah.

Alright. Absolutely. Thank you.