 Good morning, everyone. I'm very excited to be here. I had a very good intro, but just so you know, I run the mobile product team at American Express. In fact, I've been looking after the AmEx mobile app for the last 10 years. I'm here to tell you a bit of a story, and the story is really about how we keep evolving the experience of the AmEx app. But before that, I want to see hands up from American Express customers who use the app. Let me see. OK, I think we've got a good audience today. Actually, let's get into it. First off, where we are today. So we've really been on a bit of a quest to set the standard for mobile in the industry. And I set the standard because we always want to be the better app out there. We don't really look at our traditional competitors when it comes to our experience in the mobile channel. In fact, we're always looking for what is the latest, best-in-class pattern and experience out there. And that's why we feel that what we provide to customers is really a bit different from what our competitors do. So for example, if you use the app, you will notice, and you can see here, that we've got an activity feed of few with American Express. And it's very much more the wrong word. Twitter, Instagram, UNIMED, all the major apps out there do it to really drive engagement with the customers. Now, we've really come a long way. So we've got literally millions of daily actives. The app is the main interaction channel for American Express. These days, we are also a growth engine for the company. So if you like, we've really ticked the box when it comes to driving business model. But I think what makes them even more happy is how satisfied our customers are with the app. So 75%, 4% of those are very satisfied. If you were going to see actually very satisfied and satisfied, that would take it up to 95%. And additionally, we've won a bunch of awards both in the US and international. In fact, in the US market, we've won the best credit card app for three times over the past few years. Now, you may be wondering how we go here, right? So really over the past 10 years, the app has been in continuous evolution. And every single time, we're trying to address a different opportunity, what different problem that we have in our hands. So what you can see in the screen is how the app used to look like back in 2010. And yeah, apps were the ugly back in the day. If you like, but that's kind of the whole evolution over time from 2010 all the way to today. Now, that is only really possible by building a number of blocks among the years. Starting with, we've got a very scalable global architecture. So we've got the app available in 22 markets. So you need architecture that really allows you to move very quickly globally. We now have a very comprehensive feature set. The reason why I've got that over there is if you've been around long enough in the industry, you may remember the days that actually mobile apps were playing catch up with websites. That's no longer the case. I'm very thankful about that. We've also been very careful when it comes to balancing the focus on the enterprise need and customer needs. So as a product manager, you always have that tension that you've got to resolve. And I'd say that we've done a fairly good job with it. I know that people don't necessarily like processes. However, a good enough or a solid process actually enable success. I'm going to talk a little bit about experimentation and the importance of having a bit of a framework for it. And last but definitely not least, we are very proud of the team that we've got. And not only the product team that I'm very privileged to lead, but also the partnership that we've got going with design, engineering, and analytics. Just really a few of us here. So I think we can probably see our little secret if you like. So we believe that our success really comes from, we are always looking for what's next, search for growth, et cetera. We are not really afraid to fail, make mistakes, et cetera. And we do learn from that. So the framework actually is very simple. So you just need to keep getting at it. And I think that's kind of the key thing here. So at any point in time, you're going to have either a problem that you've got to solve. Maybe there is an opportunity that you want to go after or has been presented to you as a team. So the first thing is like, OK, IDA, come up with your hypothesis, et cetera. How are you going to work around that problem? How are you going to go after that opportunity? The next bit is, OK, put that into action. You're going to have to try to grow those ideas and really drive results. Obviously, I wish this was linear. It is not. And probably most of the time, you're going to keep going back to the drawing board. So that people that's needed is really key here. But once that you make it work and you have driven growth and you have driven those results, et cetera, the next bit is, OK, now what? So don't stop there. Repeat all over again. And I think that discipline is going to take you very far. Now, we believe that the reason why this works for us is because you've got a bunch of things going on in the team at the same time. So you need, I'm going to call it a culture that really encourage autonomy and focus. So we've got our own interpretation of the squad-based model. I know that some people have a consensus about it. But I think the premise of having people with a clear remit of focus and they've got that autonomy to drive value over time, it actually works. And at least for us, it has worked out quite well over the years. The other thing is, product is never alone. You're going to really do anything on your own. So let's not forget about that. So I really love the analogy of the three amateurs, product, design, engineering, even analytics. So this mantra of one team, one dream, we live it every day. And the other thing is, you need to have passion, desire. You want to be evolving all the time. So don't forget to keep looking for what is the next opportunity? What is the next problem that you want to either solve for your customers or maybe solve for your company or maybe solve that for the market at large? So I thought it would be good to look actually at a bit of an example of how that framework, if you like, or those guidelines work for us in the team. So this is going to be about how, over the past year or so, we've been evolving the app to our next iteration. And I was starting point as a problem or opportunity. And I think I can probably use both of them interchangeably, is at some point, you may get to having actually too many features. And we had too many features. So we had 50 plus features, all of them with competing objectives in terms of what they were supposed to drive for different parts of the enterprise, what they were supposed to solve for customers at large. And that was creating a lot of pressure on two things, this probability and engagement. So on the left-hand side of the screen, what you've got is, OK, when it comes to engagement depth, you see how Tabba used to look like, five main sections, et cetera. And underneath, the relative engagement for those sections. And what you will notice very quickly is the majority of engagement just happened in the home tab of the app, which is to be expected. I mean, we learn people there anyway. But the point to make here is, sometimes your biggest asset, or the thing that has made you very successful over time, can become a challenge. And what we realized is, look, by giving you everything you kind of need as soon as you arrive in the experience, you have very little of an incentive to just keep going beyond that. So I think the learning here is sometimes a little bit of friction actually helps to drive certain results. The other important point is, this mantra of build it and they will come, I'm sorry, but that doesn't simply doesn't work. So you need to have tools in your tool care to really drive engagement, awareness, to work with your product marketing team, or even the same product team, et cetera, to think about not only the experience that you want to have, but how you're going to get people together, how you're going to get people to be aware of it, et cetera. And if that was like an enough large problem, at the same time, I'm going to express, decided to enter into the banking foray. So now we offer checking accounts for both consumer, commercial customers. And what that really meant for us was, well, we had a framework that was really designed for you having a particular card in wallet with American Express. And we had to start moving from that to go beyond the card. And now it's just not really designing or thinking about the product more in contact of customers rather than card members. So how we went about it. We did a couple of things. The first one is we run a parallel discovery truck. And the small digression I'm going to make here is I'm a big believer in dual truck agile delivery. So if you have really come across, look it up, let's run today. But really the idea behind it is at any point in time in your product team, you're going to have two trucks. One that is very much focused on BAU delivery and kind of driving value and implemented backlog that you've got, I guess, already. Are you going to have another one that is very much about prepping for what's going to come the next six months, the next 12 months, the next 18 months, and et cetera. So we started in the discovery truck AT18 and really envisioning in terms of what could we do to try to solve some of the problems and leverage the opportunities that we had. In fact, what you see there is some of the very early wire frames that we created. So that's how the thinking of the team started. Obviously that evolved quite a lot. It went through a lot of testing, et cetera. But the general idea was we wanted to do four new things. Or we felt that there were four big ideas that we wanted to go after. The first one was, OK, the information architecture that we had didn't work. So let's make it customer-centric. That makes sense. Secondly, we felt that probably the layout of the app required to be a bit of streamlining and also create power shortcuts, or really ways in which you can really help people discover some of the additional features of functionality that the app got for them. Because we felt that we're going to embark into this general of really evolving massively and changing structurally the app, we figured that was probably a good opportunity to do a design overhaul. Why not? More scope. And on top of that, we were like, OK, let's also try to solve for financial clarity, which is an area where we have struggled a little bit over the years. The other part of the journey was about how you test all of these areas or how you test your hypothesis. Another thing that's like one single answer here, but what is clear to me is you do need, in your toolkit, at least a couple of ways in which you can experiment. The path that we took was, OK, we've got the app in many markets. So why don't we use the UK app? That's a bit of a testbed. So we've got the UK app with all of these changes in the testbed. And we'll keep developing as BAU, DUS, and many other markets. So we did a foundational build in the UK. In fact, the images that you see, that is exactly what we implemented in the UK market. And how we went was, OK, UK market as a launchpad. We had a bunch of hypotheses on discoverability and engagement. We also had a very, let's say, tight analytical framework. So we kept looking at data almost on a daily basis. So I don't know how many different p-boards, adjustments we made after results, et cetera. But in the end, some of those ideas, actually, we felt that they were ready to just be rolled out across the whole lot and therefore to grow them. And when it came to the US market in particular, we figured that maybe rather than doing a big banner approach where people will feel like, oh, wow, someone has moved my cheese, et cetera, let's try to do it in a more iterative manner. That leads me to actually results. We are very pleased that not only transformed the overall experience with very little disruption, customer satisfaction remained very high. We improved depth of engagement. So we really ticked the box when it came to those hypotheses. You can see here how it started, how it's going. Obviously, it looks very different. But the interesting thing here is, even though it just feels like a bit of a very massive visual change, there's a lot more that is happening behind the scenes. And what that really does is it really enabled us for future growth. And future growth for the app, and we expect when I keep growing the app, but also for future growth, us AmEx try to bring more products, new services to the marketplace. So we really have a very solid framework for the next three years to keep growing alongside the enterprise. That brings me to actually back to the framework. So now what? We completed that evolution. So what do we do now as a team? We believe the next leg of evolution, among many other opportunities, and I guess I'm going to really share all of them in a public space. We feel that we've got a very good opportunity to create what I would call a coherent family of apps. So until very recently, you've got a standalone app, one app to rule them all. And that's the app that my team runs with. When we went to a model where we're going to have a family of apps at American Express, a family of apps basically mean a group of apps with related functions or functionality. They usually have the ability to integrate with one another, and they are often owned by the same company. So think about the meta, family of apps, the Google, suite of apps, et cetera. And probably the key takeaway here that I would like you all to take from here is interoperability is key. But additionally, we feel like you need to have a very clear value proposition on customer segment when it comes to the different apps that you've got in the family. So for example, the core AMEX app, I'm going to call it All Customers Membership. We're going to have an app that is going to have a greater focus on, let's say, specialized use cases when it comes to commercial customers, so SME CatFlow Management. AMEX also has a standalone business very much focused on dining. And that's where the rest of the app comes into play. We are very excited about this next leg evolution and many other things that we are working through at the minute. And that's really all from me. Thanks a lot.