Early 2019, I was brought into the business to, quote, sort out e-commerce. It's very regionalized. So we had three global regions who all saw their job as well. Lovely to have you, but we're here to run e-commerce. A small development team in Baltimore. And e-commerce was really only, by that point, three or four years old in Pandora, because Pandora had made so much growth and so much money from store expansion, globally franchise expansion. So e-commerce was seen as a bit of an IT project. So we had a pretty low base to start with and a lot to do in a very short space of time.
Now, 2019 to 2020, thank goodness we did get a lot of stuff done. So we rebuilt the websites, started the code consolidation, and we've been on a journey with Sabian ever since on that journey. We rebuilt, thank goodness, we rebuilt the backend operations and customer service piece, and we deployed Service Cloud, I think, also with Sabian back in the day in early 2020, just before the pandemic hit. We were actually having people relocate through the pandemic into Copenhagen, hiring in Copenhagen. We opened the digital hub, which is five minutes down the waterfront from our main office here in Copenhagen.
But then critically, if you take someone like our fantastic general manager in Italy, Massimo, the e-commerce at that point was three people in the corner of his office. He didn't quite understand what they did, but he was a brilliant stores guy. He suddenly found himself boss of a pure play business. So the cultural change in the business was fantastic. That was the pivot. That's what helped us commercially accelerate through that time. But then also the guys were turning up with like, I must have curbside collection, I must have this, and we were getting peppered with good ideas. So we took a grip on that and said, look, we're going to create a rapid agile development process. And that also helps educate people in the business about what is agile by doing it, not just doing presentations about let's tell you why agile is good. So we're able to take a different approach to building things. So we rapidly developed stuff in parallel.
And so our choices in digital and technology are very simple, that first filter. It's about top line driving initiatives first, and then it's about improving the machine underneath the covers second. And so what that's meant over the last two and a half years of the bigger digital transformation is we started doubling down on MarTech. We again, I mentioned the modernization of the e-com stack, which we made great progress on, but we need to do this big, big update. Loyalty program we launched. We launched the Bloomreach customer data platform and customer orchestration platform, getting all that integrated and working brilliantly. I think that's really, I think the guys, the folks that worked on that have done an outstanding job and how that's really helping our business orient around understanding the customer to completely different level of granularity now. So that's super.
And then in the sort of recent time, last year or so, then really moving our focus to the backend and kind of turning the lights on at the backend of our business. So we have 16,000 amazing people in Thailand making all our jewelry, digitizing the shop floor execution there, what everyone's working on every day. We've built a new warehouse management system. We're building integrated planning platform with O9. And then we obviously the big beast is Compass, which is our transformational global ERP program. So that backend, that becomes super interesting as well. So you think about all the tunes we can play on the front end, and this is the thought process is build the platforms, but then what are the tunes we can play? So the predictive analytics around customer, but then at the backend predictive analytics about what should we make in six months time? Who do we need to hire in six months time? Building that machine, that's been my thought process. The sequential thought process about, okay, how does this fit together?