So we've been working with Jusk over a number of years now on different projects, but most significantly the customer-first strategy, which they embarked on back in 2014. And they're really proud of their achievements, with good reason. So proud that they made their own movie. And we are privileged that they gave us an opportunity to tell our side of the story. How do you improve on your best results ever? That was the fundamental question we had to ask ourselves back in 2014. At Jusk, we believe that if you are not moving forwards, you are moving backwards. So instead of setting back, we launched the most ambitious and comprehensive strategy in the history of Jusk, in an effort to widen our customer base. We decided to closely examine every aspect of Jusk and try to see our brand through the eyes of the customer. We interviewed 12,000 customers to identify our biggest strengths and weaknesses. So I think we are very much aware, at least I'm very much aware, that we have also to listen and also to have this look from outside. And then we found out that Implement was good at doing this process also, involving people. What can we gain from looking more customers and getting more customer insights? It was new to Jusk. We went out with this international study survey. We've never done that before in Jusk. So getting this deep understanding of the customers served as the starting point for the new Jusk strategy. And it informed the process all along the way. Everything from focus areas to must win battles, customer problems, customers' KPIs, and KPIs took point of departure and this deep understanding of customer needs and customer wants. And we involved different functions, different countries, basically everyone creating this mindset change in the organization that ensured that today customer centricity is everyone's job at Jusk. One of the greatest benefit from this strategy was actually that we got some very clear goals for the total organization here in Jusk. Very, very specific and comprehensive stuff for each department to work on. We carried out a thorough user experience study and a gap analysis. Based on our findings, we created a new set of strategies. We started in 2015 with the Jusk department. We wanted to show their quality and shake up the customers' preconceptions by letting them see the brand in a new light. Staff training became an important strategic focus of ours. A cornerstone in the new strategy was our new rule. Only trained staff with the right attitude can make a difference to our customers. We know strategies about making choices but also implementation. And we also know that we have many great managers at Jusk. We have many countries. So why not utilize this knowledge and bring it together? Then everybody can feel what is behind the reason why we make these strategic choices. Then it's much easier for everyone to do the execution afterwards. So we designed and facilitated a strategy process where Jusk leaders were invited into more than 20 workshops to challenge strategic options and discuss the tangible implementation of these choices. I remember facilitating a workshop for the Swedish store managers who were so engaged and motivated by working with new tools to talking to and about their customers and just being part of the strategic discussions. Even though that we make a lot of strategic choices, we look at it every year and adjust the strategy all the time. So we have to adjust but within the same way of thinking and within the same framework. So we have to stay competitive. We have to stay relevant for customers. So the key here being to make sure that we have ongoing strategic conversations. For example, how might we further improve our quality perception and how can I, in my role, help customers see a new and better Jusk every single day. And to help inspire and provoke these conversations, we reanalyze customer needs and perception on an ongoing basis. Investigating any changes in need structures and Jusk's ability to stay competitive in this highly dynamic industry where new digital digital dynamic industry where new digital players emerge every single year. We re really proud of this collaboration. Definitely a challenging client. An ambitious client. But one we ve got to know very well. And a partnership that keeps proving successful. We are always looking to see do we have a fit also in our conversations. Do we believe in the engagement? Do we understand what the specialists are telling us? That s very important that they really try to understand what the specialists are telling us. That s very important that they really try to understand what the specialists are telling us. what issues are telling us. And ask the right questions. I think that turned out to be a good fit and a good process. I think it is important for sure that we want to be engaged also. We want to get the most out of it. And I m proud to say that all our work is paying off. Our quality perception has risen to an astonishing index 2625 and as a result 23 million new customers have visited our stores. And during the same period we increased sales by 29%. When you look back it is kind of amazing. Even though that we did a good job then we would like to be even better. Like to go to good to great and great to brilliant. We need still to develop. We always have to beat yesterday. It s not done at all.