We've actually set the tech priorities driven off what we want to build for customers and what they're asking us to solve, and that's how it's going to be, and that is a cultural tension even today because we actually want some of both, we want ownership.

People need a "Why?". I'm a big fan of Simon Sinek, people need to know why they're doing what they're doing, me included, and they want to work at a company with values and a culture that matches those values and I think that those things matter even in a pure tech company.

If you fast-forward through the years, there was a period of time when there was too much debate inside the company about the significance of e-commerce, there were leaders who believed it would never be any bigger than the catalog business, there were leaders that believed it would never be profitable.

So I care what people think, and I like people, and I like employing people and I like creating opportunity for people so I'm pro-people and I want the technology to help us serve people. Of course, we want machines to do what machines are best at, you must and you want to, and at the same time, we should consider the importance of being purpose-driven.

We need to learn how to become a digital enterprise, but we understand that we're a company made up of 2.2 million associates, and that human interaction in the future will matter.

The stores are an asset, and they have a great assortment in them and they're close to people. Being within 10 miles of 90% of America is a huge advantage, especially with fresh food at a good price. But we must also, if you think long-term and you think about what the company wants to accomplish, you must have a big and important first-party e-commerce business, and you must have a marketplace, and the things that go along with the marketplace.