Michael Hill CEO

There's probably two big changes that we've made since I've joined, again, in the last seven months.

The first is we no longer feel the need to have the same pricing strategy everywhere around the world.

We operate in three markets.

Australia is our biggest.

Canada is our second biggest and our fastest growing.

And then obviously here in New Zealand, we have about 15% of the brand.

Um, all of those markets have different consumers.

They have different contexts.

They have different tax structures.

They have different relationships with jewelry.

Um, so we are allowing ourselves to provide similar product, but at differentiated price points when it makes sense.

Uh, it's really important that the way that our promotions show up for Kiwis is different than the way it shows up for Aussies.

We have a different footprint here in New Zealand.

We have one store for every hundred thousand Kiwis.

We're in Canada that grows to one in every 500,000 Canadians.

I'm really happy with the footprint we have.

I think if it wasn't a profitable footprint, I'd feel differently.

But it's a profitable footprint.

There's probably actually one or two places in New Zealand I wish we were.