Olivier Bron

Olivier, great to see you again.

I think it's been a year since we last spoke.

Absolutely.

And I think the last time we spoke was also, of course, the big window unveiling that you do every year here at Bloomingdale's flagship store in Manhattan.

And this year, of course, it's a big takeover, a big partnership that you've had all year long with Burberry.

You know, I was speaking with the CEO of Burberry.

I was teasing him about an American basically taking over one of the most iconic British brands.

And, of course, you're a Frenchman who's now running one of the most iconic American retail brands out there.

But there are a lot of parallels between what each of you do, particularly when it comes to the type of consumer that you're trying to appeal to.

It's luxury, but it's broad.

It's diverse, I should say, right?

Well, talk a little bit more about that because as we start to talk about these legacy brands that sometimes fall out of favor and then we see this resurgence in them.

I know a lot of that is because of the work that you do behind the scenes.

Some of that are just cultural shifts.

When you look at the recent success that Bloomingdale's has had, reigniting sales growth and just getting people to talk about Bloomingdale's a lot more, what drove that?

So what do you want your stores to be?

And not just the flagship.

I know the flagship is always going to be the jewel.

It's always going to have the best of everything.

But as you look at your stores around the countries, the ones that are in smaller cities, smaller markets, what do you want those stores to be?