Ryan Cohen

So, you know, I didn't have day to day visibility on what was going on.

So, you know, I didn't have day to day visibility on what was going on.

But the strategy was to make GameStop more like chewy.

But the strategy was to make GameStop more like chewy.

and that was the wrong strategy and once i became the ceo i quickly adjusted because i mean i just frankly i looked at the financials and saw it didn't make any sense

and that was the wrong strategy and once i became the ceo i quickly adjusted because i mean i just frankly i looked at the financials and saw it didn't make any sense

And then it was, you know, went into maniacal cost cutting mode, efficiency, basically focusing on what GameStop is really good at, which is the pre owned side of things.

And then it was, you know, went into maniacal cost cutting mode, efficiency, basically focusing on what GameStop is really good at, which is the pre owned side of things.

And focused on running the retail business very, very well.

And focused on running the retail business very, very well.

And then ultimately that led us to the category, the category of collectibles, which today the business is a leader in the collectibles category.

And then ultimately that led us to the category, the category of collectibles, which today the business is a leader in the collectibles category.

And software makes up a very small percent of the business, but there were a lot of learnings on the way.

And software makes up a very small percent of the business, but there were a lot of learnings on the way.

And you look at basically Chewy and GameStop, you say, well, they're both retailers.

And you look at basically Chewy and GameStop, you say, well, they're both retailers.

You take the same playbook, but that's not, that was not the case.

You take the same playbook, but that's not, that was not the case.

Totally different animal.

Totally different animal.