PUBLISHED DATE: 2025-08-11 21:02:42
VIDEO TRANSCRIPT:
SPEAKER: Well, hold on a minute. What is the best digital experience? What defines it? We actually can summarize it in two words. Simple and useful. When their first experience of managing people and having responsibility for a team and having to hire and select, and to be perfectly honest, to do the hard things as well as when it's not going so well and have those hard conversations with somebody about the future of their career, I think that is probably the foundational piece when you actually realize what the business is all about. It's the inspiration of the business circumstances of the great commercial world and making decisions with large sums of money and being involved in that and seeing things come to fruition. But the flip side, realizing it's all about people as well. And it's all about how you actually deal and how you lead people and all of the things that go with that. I focus on prioritization. It's always been the most crucial thing. Prioritization in terms of truly understanding. You can look at the Covey kind of, you know, the important and the urgent associated with that. I think it's more complex. I think trying to give everybody clarity associated with what's the priority because I grew up, my entire career has been in marketing roles. Even when I was a business leader and was the CEO of several companies, they were marketing orientated roles and growth orientated roles. And there were always more opportunities than there were resources to pursue. And I kind of had to recognize it's not just prioritization about from the decisions that I make, that everybody working for me is having to make prioritization decisions as well. My story going into UPS.com, ironically, was that I worked in all of the digital touch points of UPS except UPS.com. It's not just tracking packages, paying bills, ordering supplies. It's a complicated business and running a website with over 10 million people coming to it every day and designing that and keeping it current, keeping it relevant is one of the hardest jobs I think in this company to actually do. We prioritized those pieces that we thought would have the highest impact in the shortest period of time that could be done by us and our partners. And we set about transforming it at a time when nobody actually thought it could be done. In fact, people who had any experience inside of UPS of doing anything similar said, it'll take you five years and it'll cost you at least $50 million to do it. And we did it in less than five months for nothing like $50 million. It wasn't an end point. It was a beginning step for UPS. But it established many things. It established confidence in a team of what could be done. It established confidence for an organization of what the team could do as well. And it allowed us to actually then not just change a website but change the feeling of a company of where it actually should aspire to be. And it really gave us the opportunity to say UPS should aim to deliver the best digital experience. I think that transformative step actually gave us confidence that we could actually do that.