 How do you manage the instant feedback that you can get from your users or you know with the changes that you're making and also just we know more than ever before about the people that we're serving that we're designing for, how do we balance that from our own intuition about what's correct and right to do, any thoughts on that? I'll share one simple thing which is I always think that the consumer can tell you those things that they hate but maybe not so much what they're going to love. So I like listening to them for oh that's a disaster, no we shouldn't do that but I rarely encourage teams to sit behind the glass or sit in their home or we're deep deep into consumer behavior and really watching them and kind of understanding how our products fit in their lives but at the end of the day they're great at telling you like this thing really sucks in this environment or whatever. Maybe not so great at kind of understanding what could be, right? I think people's relationship in particular to global digital platforms is really interesting and different. They are active participants in making the experience and so that response that people have is real and it's valid and it must be respected, right? And some of it is change aversion which is real across all the design disciplines. With digital it's particularly pronounced because people build a lot of muscle memory around how they use things and even if you give them a significantly better design it's enormously frustrating to use the new thing. For a period of time and so the hate rolls in and if you've done your job well and you've tested and you've validated and you've tried to be kind of dispassionate about the emotional response you can usually weather through it but you also have to be open to sifting through that feedback and separating the things that are about that change aversion and then things that may just be technical bugs or things that you might not have gotten right and so that I think is one of the trickiest pieces because as an industry we try to be very human centered and so it's very difficult to say, all right, I'm going to stop empathizing for a while because I'm hearing all of this pain and suffering and to hear that and just say, all right, wait a few weeks. Some of the weeks, months to see that kind of change aversion wear off and so it's pretty interesting from a, you know, kind of a systems perspective or a psychology perspective to kind of understand how people are interacting with change and experience. I believe that one of the things that has been most helpful for us is acknowledging that it's nuanced that they're just some of the choices, one, some of the choices we make might be wrong, period. Some may be right by whatever the measure is but need to be experienced, to be understood over a long period of time and some may have other purposes to the benefit of the people using the product or member of the community that they may not fully understand at the surface level but use benefits or reveals itself and one thing that it's put into sharp focus for us is the relationship between the design of the product itself and the communication design around that and that these things are very, very connected. I think we can view those as two separate tools or skill sets we have and deploy them independently and sometimes you do but very, very often the relationship between how we choose to talk about the thing, when we choose to talk about it, how we design that experience of the narrative around it really affects the perception of the thing itself. Are they excited to use it the first time they try it? Has some implications on whether that first use experience is a positive one or not and we can use communication design to hopefully set them up to be excited about that experience. How much in your industry is the difference between like you mentioned or like the gut instinct versus the kind of the more the analytics or the feedback, what is the balance? It's an interesting point you set the feedback because for example we never ask the consumer what they want because if we want to ask feedback we wouldn't surprise them. So it's very different from a normal setup where you're going to ask a pool of people what car should we develop. We never do that because if we were to we wouldn't surprise them. Then of course there's a practice of the borderline we call it. It's like till where can you push creativity and it will be bought. Once you pass it, it's a disaster you don't sell it. So in the companies I've worked for it was a practice used always that we had to make at least a disaster a year because otherwise we wouldn't know how good we are pushing that borderline. Interesting. So it was a disaster then circle back and then like two years later? Yeah, exactly. So sometimes disaster didn't sell and then we had the best example in Alessio was like something came back after 20 years and it became a bestseller. So it was way ahead of his time. Maybe way. It was a Programma 8. It was a whole set of serving. So it was a tray in stainless steel, then it was porcelain parts, wood parts, it was beautiful. And suddenly after like 15 years, key students started asking for it. And the owner of the company said, hmm, that's interesting. And he kept more requests and he said maybe we should launch it again. And so they launched it and it was a huge success. So it's very interesting to hear the feedback which of course we applied to in our business as selling but from the conception of the products it's very different. At the end of the day, I think what my company stands for is Max Mara stands for is cultivating the new generation of shoppers but really maintaining that core that is about this intrinsic value in the collection since how they are designed. And it's something wonderful to count on with all the different collections and different designs. We are bombarded with continuously to be able to enter a place and breathe and say, oh my god, I can find something that I can really don't have to spend so much time thinking and I'm going to feel really comfortable when I leave this place and not have to have to alter the hem of the coat or the feet of the coat or the tie of the coat because I feel wonderful in it. You're ready to face the world. I think fashion is an interesting place to query this but it exists in any industry where design is essential to the ethic of the brand and where the brand relies on good design. Fashion is just a great laboratory for it because the best fashion houses have a very clear sense of who they are and they apply logic and there's a lot of fiscal responsibility that allows them to continue but they have to use a lot of gut but ultimately you understand that you're negotiating need and you're negotiating desire and so our equation for that is different because we have the vector of the body that moves into that scenario where we are interacting with your body and we have to understand your psychology around an aesthetic but also your sense of self and when you encounter our product how it's going to make you feel when we communicate the notion of our brand and the entry into our brand how do we circumscribe that experience so that you even begin to start feeling the power of the garment on your body that will motivate you to come and try it on.