Pete Findlay

And so that's hence why our number one or number two brands, we like to operate in that space.

The first thing was to, and one of our key requirements or expectations of our customers is that they can get a great quality product at great value.

And so therefore you need productivity underpinning that value piece.

And so we stripped a lot of costs back out of our business and we compressed our factories and we really sought to get a far more productive manufacturing footprint.

And then from there, we wanted to really focus on areas that met our customer needs.

And that wellness piece was a key one.

a key part of it.

So how do we deliver those wellness concepts or needs to our customers, which are things like protein, fiber, the amino acids within protein.

So in addition to that, magnesium, collagen.

And so we picked our milk-based beverages and our yogurt piece to really focus on there.

And then the third piece of our strategy was to deliver dairy into Asia, in particular Southeast Asia.

And so we use cream cheese and yogurt as a vehicle for that.

So we've really focused on those components there.

And we're really pleased to say that two and a half years in, we're probably ahead of plan.

And we're a pretty good chance of hitting our five-year targets in year four.

So we've been sort of pleased with how that's been going.

Yeah, absolutely, Alan.

And that's been a really, you know, all those decisions are very difficult and we don't take those decisions lightly.

So we've removed about 800 heads from our business.

So we've gone from a little bit over 4,000 employees to about 3,200 employees.