It was always the plan to bring things together, but just like the structure, it needed to be separate for a while for good reasons. We couldn't pick at store level the full Supercenter for a while. It's a lot harder to receive an e-commerce order and pick a toy at Christmas on time than it is to pick the strawberries every day, because you know where they are.

As it relates to brick-and-mortar, we've seen it all and done it all. We operate around the world in different formats, different brands. We've got large stores, small stores, all these different formats. So we know that space pretty well, but the e-commerce business was different.

There are all these things that add up into this business that's Walmart that keeps it really interesting. At the root of it all, though, it's a people business and it's a merchandising business. Today, it's increasingly a technology business. The supply chain is critical, of course, and real estate still plays a key role.

We love basket businesses, the Supercenter is a basket business, Sam's Club is a big basket business. We want to build an e-commerce business that's a basket business, not just a spear fishing exercise.

Always thinking about the customer value proposition is including price, assortment, experience, and trust, and all of those have been changed by technology and been changed by e-commerce, and so leading up to the moment when I took this role, there was an understanding that we needed to invest in e-commerce, grow e-commerce, but we didn't take it seriously enough.

So growing ecommerce in the marketplace is key to being able to attract more advertisers. What we can do that some other people can't do is we can connect the dot between an ad you may have paid for digitally and a subsequent purchase in a physical store so that you can see the ad actually worked. So it too is an omni business for us.