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well I just wanted to introduce everyone to Angela Arendt just as a little bit of background on how all of this happen you all know I was just in England two weeks ago and as part of that you you came to the talk yeah at the London School of Economics and then the next day we met at Heathrow Airport yeah I and my $6 old navy shirt feeling very insecure the entire time and both Esther and I were there and you inspired us and and so when you said you were going to be in this area we're like well we would love you to do the same thing with with the team just talk about what you're doing etcetera etcetera if you could talk a little bit about just how you I mean fashion in the world of fashion is this world that means it's not obvious to most people how does someone get into it and especially get to the level that you've gotten how did you start and and what kind of at least at the early stages allowed you to get here I mean honestly it's not a dissimilar story to yours right so my thing is is you you know I think the greatest thing that anybody can do when they're young is is discover their passion and what they love and I know it sounds really really terrible but I love stuff and I love to shop and I love fashion magazines and I love to sew and create and and so I was the only industry I had the had to get into but I went to university and in signed up for all these design classes and realized I really wasn't that creative but I had a really strong opinion on what everybody else was doing and so I had a professor say that we call you a merchant and like okay and so then I signed up for a lot of merchandising and marketing courses so so my my university degree is in merchandising and marketing so so in in the world of what we do I always say I'm the monkey in the middle we have Christopher Bailey who's the chief creative officer and he is so creative and so brilliant and his whole creative team does all those videos but then on and so that's my on my right and on my left I have we have the chief financial officer we have our chief operating officer we have a number of our teams that have just arrived as well and so you have this balance so I would say I'm a 50/50 I am half left brain and Allah I am half right brained creative and that was actually one of the reasons that I wanted to chat with Sal because I said someday as you guys start to take over the world you're going to have to also to introduce some right-brain curriculum and you know when the Burberry foundation would be honored to help you start creating some of those things when you're ready down the road oh yeah no and we're already starting a little bit we could talk more about that but no absolutely and I think I mean you say you're not creative I mean that I think you're really underselling you yeah yeah dumb design creative yeah but you haven't had a very strong aesthetic you could you could you had a sense for what were what what yeah yeah yeah again I'm absolutely yeah absolutely a merchant and I will tell you what the reason Christopher and I created the foundation is is because we are both creative thinkers right and and we feel very strongly that the curriculum specifically in America has become so left-brain so much of the arts and things have been cut out but it is I think for where the world's going we need creative thinkers we need and so many times they're getting lost out of the system yeah so we created the Burberry foundation we give one percent of our profits into the Burberry foundation and what we do is we try and pick up the youth that is starting to fall out of the system because they think they're dumb because they don't so hopefully we can help turn them on to you guys to help them but you know if they're still just not left brain but they're incredibly creative thinking so we bring as many of them in as we can we make weave show them a whole nother world but companies like this need and and that's kind of been our colleague ya know it's it's incredible and I mean you yourself you know you said okay I'll be a merchant a professor tells you this and and and you just go to New York and then what you're not even 30 and you're the president of Donna Karan is that right yeah yeah how does how does how does that happen and is that normal are there a lot of 20-somethings running a major fashion houses in the world probably not and probably not and and I will tell you I'm really guilty cuz I'm not great talking about myself I'm just not because you know I'm only as good always as the great teams that are around me and no different than you guys and and so yes I I have I think what happens always is when you discover who you are and you discover your passion and then it's not work at your life and so you just you just to that zone in you and so I was so fortunate that you know met the right people things fell into place absolutely worked my butt off because you know I was single alone in New York and why not it's all I did was so it you know but I found my zone I found you know I was there a moment where I mean did I just find you know if a member of my family says hey I'm gonna go to New York and I'm gonna go work in fast like okay you know I'll see if I can help support you at some point or I just left the left breast it was left brain side of me but but I mean how did you I mean break it in and then obviously left such a big mark with people that you by the time you weren't even 30 or you're president of a major major fashion organization but you know Sonny I don't think of it any different than a great athlete or a musician or a you know I think that what happens is this is all that I've ever done and so i I've always just stayed in my lane and and you know and then you become you know whether you're a footballer or whether you're you know I didn't jump around this is all that I've done and and and I have always been so passionate about it and I think when you direct your energy and you become so passionate and you unite people right and you lead people all around believing in something and then things just fall into place anything and I know that when I say things the revenue the profit right so I never went in saying I'm gonna do this right you know I went in saying you know what if we did this you know and I've always I've always you know I've always been a dreamer you know my father used to always say take off your Rhodes coloured glasses and I would always say no and now I don't have to I can keep dreaming yes but the important thing I've learned is though I have to get enough people right I have to surround myself with enough people that can help execute that dream now and and and that's that's all that I've ever done and I don't want to oversimplify it but you know I found my zone I absolutely love what I do it is not work at all I have never once woken up the mornings that oh god I gotta go to work it's not work this is my life and you know and everywhere that I've been I because it's not work and you know the mantra at Burberry or anywhere that I've been because the the stronger companies get then the more they can do and the bigger influence they have you know and so at Burberry we've always said that you know that we have the power to touch and transform lives through the power of our performance and the bigger the stronger we get the more we can do and that's just always been you know I'm from the heart of Midwest you know real strong family faith upbringing and and and you know and I I have been raised to give that's you know that's how I was raised and so why wouldn't you apply that back in business and and so just yeah I mean I think you are under selling yourself a little bit but but but I'll let you I'll give you a pass on that but but I do want because I think the interesting thing about these and why we video them is I think just a Khan Academy user base here there's a lot of young people out there who would see how do i how do i do that and if you had advice for someone who's 16 years old or 20 years old and and they've they find this world intriguing oh absolutely what should they develop in themselves and and and how should they think about the world and then what should they do well and I always say to the fashion industry is deceiving because everybody just thinks it's only this creative part we're in a company like Burberry there are 18 different departments that can price the company so we need we hire a lot of people from Silicon Valley we need great we have a hundred and thirty people just in the IT department in the company right people don't realize that so we need extreme right and we need extreme left I think sometimes the fashion industry gets a short it's the short stick sometimes when they think oh it's just what is fashion it's just you know so so in order to create and here's my thing I always say that what we're doing is we're creating a great brand and a great company and we happen to be in the business of fashion right we didn't set out to create a really great fashion we set out to create a great brand and and I and I say that because there's a part of me that says that is your mission as well and so what I've been following on that but I do want to think about well what I mean what in your mind is what does a brand mean I've heard multiple definitions of a brand and how would you view Burberry's brand and and how would you view our brand they're very similar that's boring aligning overcoats um to meet a great brand and here's my thing think of yourself and when you interact with products right what coffee do you drink every morning or you know you might walk into Starbucks or you might walk into but what do you you know you might have Apple products you might write so what is how do you feel about and so you you want to be a part of that brand right because you're proud to be a part of that brand because that brand makes you feel a certain way and you trust that brand and it's authentic and it doesn't ever let you down it exceeds your expectations so you want to engage with it right and so so those are all of the attributes of a great brand honesty integrity authenticity quality you know but but always doing what you you know to have a great great engagement or or the word great great brand presence you there has to be a very trusting relationship with your constituency and in that way we are absolutely because your your you know your users they have to trust what you're telling them I mean and if you're wrong yes happens ever know that but it's a so to me that it's a part of what a great brand is and in a Burberry's case and that's how we measure it and how do you think about these things you know mm you joined Burberry in 2006 I guess in the previous five or ten years Burberry had kind of been rejuvenated so if you could talk a little bit about that rejuvenation before you got there and then how you know when you got took over the job and what do you tell yourself how are you going to steer the ship you know what I think happens that again were 158 years old and you guys are right but but what's you're building right now no but so so we had gone through a lot and so we got the whole management team together you're starting out that way but we got the team together and said what is our core what is our core product proposition and and what's our core purpose and so so you know we we realized that you know 158 150 years then but 158 years ago now we were born from a coat we had our own weaving facility in the north of England we had our own factory that produced all of those coats but but it's interesting we were driving innovation everywhere else but in our core product and I want everyone talked about global warming and they gave me all the reasons why we couldn't do that and it was kind of no no every great brand every great brand what would Starbucks be without coffee I mean every great brand has to have a core and I think people get bored with that but but as you grow bigger and bigger what is your core product proposition and don't ever lose it and keep innovating that core because people get bored really easy but then also what is your core purpose and and you know because I don't believe people just want to work I think people all want deeper meaning in their lives you know and it was hard for us people don't you know people don't just want to make stuff people want to make stuff that has meaning and has a purpose and and so art we created our core values which are to protect explore and inspire and we didn't come up with those we took those out of a book that Thomas Burberry wrote 158 years ago when he was 21 years old he founded the company and you know we always say his spirit lives on and it should because it was his company it was his vision and he created that waterproof gabardine fabric to protect the military in the trenches that's why he created the trench coat etc so we said that is our core that's what he founded the company on how do we make the trench coat the most cool relevant hip thing in the world what we were born from nobody else can say that but us and so to revitalize and transform the company we simply went back to the basics we went back and revitalized our core and we took that category which was about 22% of the business seven and a half eight years ago today it's half of the business and when you watch a runway show nearly every item that goes down has some type of a trench coat or some type of so the innovation that we've driven in that core and that has single-handedly Harvard this review did a great article on on just that topic revitalizing the core and I mean how you decide on it is that just a a gut instinct I mean or do is there some data that you look at oh we you know look at all the brands that have a core versus don't have a core I mean how did or is it just a and on that and then as you move and and continue to innovate and get new products I'm sure every day someone comes through hey we should have a line of whatever it might be how do you how do you decide how much of it is is analytically driven and how much of it is gut or whatever else driven the great it's a great question it's a great question so I'm going to answer it three ways so one is we always say that we are a creative thinking company and and everything we do is driven by intuition and then we confuse ourself with facts but we always always lead with intuition and because we always say that we do value feeling over knowing because if we only focused on knowing we've never moved forward because you can't prove something that hasn't been done before so so we are we are and that is a part of being a creative thinking culture and I forgot my other two leaders I told you there were three and I came out so you confuse yourself with facts I mean what does that mean does that mean that you you know you feel or collectively not just you the whole organization feels like something's the right direction but what if someone says hey but look you know everyone who's gone into this space before has failed the arts there's eight hundred players already in that market that you know what they get zero margin on what they're doing it's being you know it's a commodity do you ignore that do you sometimes ignore that do you say no I we still feel good about it and you move ahead so so so so again we so seven years ago came up with all the hard we call them hard strategies and those are all the ones that are very fact-based right so when we talked about retail led growth brought in a consultant company told us I said tell me every key market in the world that has where our peers have at least two stores and we have none right so and then tell me their productivity per square foot so we had a strategy put all the hard metrics behind it and but but the gut Kate you know our instincts were we were 75 percent wholesale when I started to day we are 75% retail our own stores direct-to-consumer so so we are instinct said we had to go direct to consumer we had to control the brand the environment everything and and so then again brought in the firm but we did that on every strategy and and and they would reaffirm etc so then I put them in front of the board very first been the company six months strategies are done everything is outlined we know exactly where we're going and at the very end they told the board and we said at that point in time we would double the revenue and the profits in five years and they the guy that I won't mention the company on video but the guy stands up the end of the meeting and he tells and the board says well how do you feel about this going through it and he says there's about a 5% probability that they will do this and who is who's this guy well he works for a huge consulting firm and I'm not going to okay alright but we had them come in and for six months we had them you know work with us on validating these strategies right and so the strategy was based there was a number strategy where you're looking at the retail density and different geographies and how productive those stores are and so that is what you use to decide where you're going to go or yeah again there's always there's always both there's always the well known that was the other part of the thing I just forgot so one was intuition but the other is balance right right so we talked a lot about the right and the left right a lot so when when when we had hard five hard strategies and we had five soft strategies so the foundation was the soft strategy the culture was the saw all of the company comp and been free lunch the benefits for all of this stuff were all the soft strategies and we said that these will enable those but just focusing on these you know we may not get the job done so they the consulting firm didn't work with us on the soft things they only worked with us on the hard so when they told the board there's only a 5% probability you know the board kind of like we're nuts but we actually achieved the plan a year early and they thought it was a 5% probability cuz they've advised you on a lot of the fact part they thought we were being regard to aggressive but are they aggressive when you said you're going to double your revenues and profit and find it in five years that was the part that they were giving you five percent problem absolutely they said no you I'm sure you'll grow etc etc yeah but but to really really and and the soft things are just stuff that felt right was this the soft things were but that we knew we knew I knew that that we would be as good as our people and that we had to we had to build a team we had to unite and connect this culture and they had to believe in the dream right and and this is leadership this is you know and they had to lead everybody so we were 3,200 people then and they some of the we had people have been with a 30 years 40 years right but how do you get everybody United around a new vision a new dream and in it and the thing is is they have to believe every single person has to believe you can do this you know that's the positive energy that that comes around something when you are breaking new ground or or trying to do something transformative like you are and if they're if they don't believe you know and I I told them up front after that six months I said if you do not believe that we're going to do this then maybe you should go now right because it we you know we knew we wanted to do something really big and transformative so so you know we used our instincts we confused ourselves with facts and then we build a very balanced strategy hard and soft very balanced teams so you know we need creatives but we need operational excellence and the strategies were built that way and so you know I I always say in every single store we have we need left brain and we need right in every country in every region because I don't think you'll build a great brand that resonates and touches people without both you know you need the engagement but you need the reach and they're very different and and the projection of doubling there's no precedent for this I mean that's why it was that's probably wiser well the precedent was they had done it before I see and the probability of a company doing it twice was what really took the odds down right and I mean through that process were there moments where I mean you know you yourself for like gee I don't know if this is gonna happen you know I've gotten you were just never never that's why I am to never doubt never I'm always doubted you are not no you're not no I think he's a bigger dream than I am we can compete yeah but you have to because you are on you are you are disrupting a sector that is so overdue to be disruptive it is so overdue and the next generation is in your hands and they need you to do this the country needs you to do what you're doing you got to do it and you got to keep going and you got to get your reach out there you are engaging I mean the fact that 30,000 teachers are using your content in schools you know it's unbelievable get it to a hundred get it to 200 I mean just don't stop can you Skype into our company updates it'll be very I wish hi I wanna let's let's do this let's it's less yeah but that's how I feel yeah I mean that is how I feel you and if you and it's not gonna be easy yeah but don't stop yeah I mean what I well that that by itself is really powerful advice at feed I mean what would you tell us I mean as we go everywhere that you know you're a hundred fifty eight years old 150 eight weeks old I mean how do we hahaha any advice for her I mean beyond that just kind of ultra focus believe power through mm-hmm definitely focus yeah you know and we still do the same thing today we always say that every year we only do three new things that's it because you know they take in and we call the big brand moments I mean whether it was launching Burberry calm I mean it took us a year to unite thousands of people around the world you know and we said that we had to do this and we had one chance to change a hundred and fifty years of perception so we knew that you know we knew that that that and and and this year they'll be pretty close to a hundred million people to go onto Burberry calm I know you guys are up to a lot but for a luxury brand that's a lot that's pretty good it's a lot yeah and and not a buying but engaging you know and spreading what the brands about etc so so but three things a year and and we still hold on to that no matter how that's not individual products that is new initiatives like Burberry comm exactly three big brand things that we unite 10,000 people around the world to do right and and what's kind of next in the queue what are the three things y'all are doing now it's probably no surprise that we are aggressively working on our continuing to work on our digital platform and specifically when it comes to mobile I mean the whole world was becoming mobile and you know it's just it's crazy all the metrics of the consumers that are engaging and and you know and that's probably a challenge you guys to because that is where you'll get your kid that is where you know on a mobile device not just a phone but any mobile device I mean the whole world it's just so heavy investment you know a lot of focus going there so digital mobile etc and and we also then we always have operational or internal initiatives as well so we do as we get big you know areas get sloppy so we still have to drive a lot of efficiencies out of the business so we call it commercial procurement we're building you know we build tons of stores a year so we've hired some additional expertise to make sure we're doing that in the most efficient way and so I mean right now if you ask any of our executives around the world they know those are the three things that we're focused on this year and and and if we do those right we will put up the results that we've that we budgeted etc well and you are going fast I mean for a large company I'll group twenty four twenty five percent last year it's frankly we just we just put up this year's results we just did our trading update a couple weeks ago and our retail business was up 13 percent on it on a really really big base and that's not what global retail is doing today no no our largest competitor put up a three percent retail business and they're the biggest in the sector so right right yeah so no we're absolutely continues outperform but I will tell you it's because it's the people because there are 10,000 people around the world that are so passionate about this company and and so passionate about our performance and creating again a great brand a really great company but but you know they also know that every time we open a flagship store because again you know it's kind of shallow luxury retail right and so and that always bothered Christopher and I because it's not where we came from right we love what we're doing and that's why we've been focused on a great company but every time we open a flagship store we partner with a local institution so in Chicago we partnered with hive and we gifted them a million dollars and we created a program to help the youth in the Chicago area with our programs Burberry beyond etc so we've done it in New York we've done it in Beijing we're getting ready to do it in Shanghai so anytime we open up this huge luxury store which could come across a little you know elitist if you will we always make sure that the company also you know we are we like in New York we said we're lighting up Manhattan with the store well we're also going to light up people's life when we gave the million dollars to the Robin Hood Foundation and put our program in place for the Chartered schools etc so you know with that and that's a big part of the balance and that's a part of being a great company when you look in the organization you must be looking at people oh look at look at him look at her mm that's she's got some potential he's got some potential hey that that could be my that could be the the next CEO what are you looking at what are the traits that you're seeing in those people that are really striking you as someone who might be able to one day step into your shoes mm-hmm it's a great question and we look at it honestly at all levels of the company and and I and I would even say probably yes my shoes right because you know that would mostly be a lot of my direct reports etc so I I would tell you at every level of the company and we hire for it as well so sounds terrible but we culturally compatible yeah right we always say we don't want tissue rejection because it you know it's tough to bring people into your culture tissue rejection like Oh on these great skin grafting yeah yes and we just don't want wrong what helps okay so so so people go through such rigor before we bring them into the company and we always say are they culturally compatible right do we trust them um do we like them obviously but do we trust them do we believe them do they believe in our mission and what we're doing because I you know we can't afford to make a mistake so so so I would tell you with anybody going to the next level there is transparency trust our core values though all those soft things we talked about they reach a certain level of it's a given they're smart it's a given they have high IQ but we need high EQ you know and and I we say that everybody in the company needs a little right and left brain bite to extremes because then they don't feel and you know and we always say that you know we can teach people anything but we can't teach them to care we can't teach them to feel and when you're in a human business and you're communicating like we're communicating you know they have to be authentic they have to you know we have a we have a Leadership Council which is the next generation talent and and we spend hours just helping them understand who they are who are they right because then only if they really know who they are can they build very balanced teams around them and and it's a real self reflective phase that they go through but they will become better leaders having peace and confidence with who they are and you know to thy self be true and and and so that is a part of our talent plan and and and you know and I we say no different than me you know I tell investors you would be so surprised at every decision I don't make every day but you can't right right I have to trust the people we brought in and I have to give them very simple clear messages you know well three things we're gonna do this year right and all the metrics behind it and you know and uniting everyone but it is trust intuition great communication authenticity people have to feel them or they will never rise as a leader in the company right and I mean is it something that you think you can I mean you talk about personality fit and cultural fit you trust them but is there some way that you can you can screen for that for that that balance of you know the whole brain I read the whole book now but a very good book is is a way that we meet I did I read on the plane there's a long flight is I gave him a copy of Daniel Pink's book it's called the whole mind why right-brainers will rule the world and and and one and and one thing that I pointed out to you because one thing that I did react to that book it's funny because in that they says oh we don't need programmers anymore we need inventors I said well what's a programmer it's an adventure it is a fundamentally a right brained activity and so I actually most strong so when people say oh you know Khan Academy stem I was like stem is it should be a right brained activity it's I mean the in my mind the the learning the factor polynomial or to do a or to do the basics of algorithmic that's that's like a painter learning how to paint but the real expression is when you actually create something so I actually think we're more similar than I think so to then work but I think that's what you've unlocked I think that's your unique brand positioning the creative your tape taking what most people would would take as a traditional left-brain and you're adding we're adding fun to it you're adding energy to it and you're making it you know you're you're you're combining you're making it you're making it more of a right-left brain exercise not just a an analytical exercise yeah yeah no no and and how we're doing on time okay three more minutes so I will ask you again because it was so inspiring and the dopamine just start we talking about dopamine earlier I got us all very excited I won't ask yeah we were ten we were talking about well and other things but the I mean just at parting words advice for the team here and and people look good Reiter Khan Academy community thoughts on on just what we should be doing and how we can approach life yeah you know you are it's funny because I had the honor right before the Olympics mr. Bill Gates was in London and had a wonderful luncheon and and we'd met a couple of different times and I had the honour sitting next to him at the luncheon table and he was talking about all of his different philanthropic efforts etc and and to the who's who of the UK if you will and and he hadn't mentioned the Khan Academy and and I was so excited why you know so at the very end he simply said is there anything else and I said well what are your plans for the Khan Academy and he kind of looked at me like how do I know about about this and nobody in the room knew about it and these are huge big executives running Glaxo and every big company in the UK and and so it he then went on to share with them what you were doing and why that he you know felt strongly and when and you know his foundation was investing etc and and then the luncheon broke and then he looked at me and he goes well what would you do you know would and I and I said you created the greatest brand in the world Microsoft I mean you you know and you just you were so laser and you had such a vision and I said it is absolutely no different with the Khan Academy I believe you have the ability to create one of the greatest brands and one of the greatest companies in the world his I said I told him I said when you did it there was a need and you filled that need there is a tremendous need and you are filling that need and it's in a different way but you're using and you're leveraging the technology that exists today as he did and and and he then sent a follow-up note afterwards saying you know could we continue the conversation I found it you know I found it fascinating etc and I shared this with you because to have at this young age that you are to have someone of his vision and his caliber believed in you you know you know you know you're on the right track and and and I just think that you know I am absolutely nothing in comparison to the people that are watching you the people that are following you the lives that you're you're impacting you're impacting teachers lives you're impacting the next generation you are actually impacting people who didn't finish their education who are going on and learning now and so you know you will create a phenomenal brand you will create an amazing company and you are in the midst of disrupting a sector that is so desperately in need of being fixed and you're doing it in such a modern way leveraging everything that exists today and my counsel to you is just don't stop and don't slow down and and you know stay focused keep the right pace but but do truly understand that what you're doing has far greater meaning than anything you've ever done in your lives before and and not just as America need you to do this the world needs you to do this education is the biggest issue that the you know inhibiting future economies all over the world so I just I just I am so honored to be here and to chat with you and and just I am so thankful for what you're doing I really am well I feel like going back to work now No well thank you so much I mean this was I mean for me personally when we met in Heathrow with my $6 shirt on that by itself was a really powerful I mean Esther was there too and we were like she's amazing and Esther is the number one search result on Olympic attitude on Google so she has authority here but we were transfixed and blown away by meeting you then and this I think I think I could speak for everyone where this was incredibly inspiring and motivating for all of us so so thank you so much now you're more than welcome keep up the great work