Overview
This fireside chat was recorded as part of the Amazon Vendor Summit on Day 1. In this session, Alyssa Albanese (Global Overview)—who has worked both inside Amazon (7 years in vendor and product management) and on the brand/retail side (Target, Chewy)—breaks down how vendors can protect profitability by shifting from reactive firefighting to strategic partnership behaviour. Alyssa highlights the most common “silent margin killers” vendors overlook (chargebacks from OTIF/confirmation gaps, inventory aging/holding cost pressures that resurface in AVN, and margin erosion driven by Amazon price-matching off-platform promos). She then explains what Amazon tends to value in “strategic partners”: vendors who align to profitability goals, execute operationally, keep a clean marketplace, and use Amazon time efficiently by bringing data, clear asks, and proof of action. The conversation closes with practical guidance on cross-functional alignment—connecting ops, retail, and advertising around SKU-level realities (inventory health, promo cadence, conversion drivers, Subscribe & Save) so short-term fixes don’t create long-term margin damage heading into 2026.
Session Transcript
Paul Sonneveld
We are moving on to our third session now. And this session is a little different to the first two and the rest of today. This is really a fireside chat, and I'll be joining you for it. I'm really excited for this conversation with Alyssa Albanese. I'm just going to bring her on stage. There she is from Global Overview. So Alyssa brings a rare high-value perspective because she's seen the Amazon Vendor relationship from both sides.
She spent seven years at Amazon in vendor and product management. So she has genuine insights into what Amazon actually values in partnerships. But add to that, her experience in retail operations at Target and brand management at Chewy. And you've got someone who really understands both how Amazon thinks and what it takes to protect profit on the brand side. So what we're going to do today is we're going to dig into a topic that matters more than ever, right? Protecting profitability through strategic partnerships. And I know a lot of people tuning in today, even just saying that phrase, there'll be a lot of skepticism around, can you really drive strategic partnerships with Amazon?
But we're going to talk through some of the hidden profit killers that vendors offer don't notice. What shifts from when you move from just being another vendor to becoming a strategic partner in Amazon's eyes. And how aligning retail ops advertising can materially change your bottom line. We're going to run this as a conversational Q&A for about fifteen minutes. And of course, we're going to open it up for another fifteen minutes of audience questions. So as we go, drop your questions in the chat, and we'll make sure we get to as many as possible. Alyssa, welcome. Great to have you. Let's jump in.
Alyssa Albanese
Thanks, Paul. I'm excited to be here.
Paul Sonneveld
I think the topic here is super interesting because, as I mentioned before, there is a reasonable degree of skepticism. So let me maybe just kick things off, right, with the first question here. Let's just talk about profitability killers first before we sort of talk about that strategic partnership mindset. From your time sort of on the Amazon Vendor side, what do you see as the operational inefficiencies most vendors don't even realise that are costing them?
Alyssa Albanese
Yeah, so one of the biggest things that I saw in my time at Amazon as well as now is chargebacks. So you probably have seen before, Amazon will do chargebacks for PO issues, and oftentimes it's hard to dive into what they're coming from. Some of the most common issues that I've seen are on-time shipping or shipment quantities aligning with what was confirmed. So if you ship a day outside of the window or if you confirm a hundred percent, but only ship fifty percent, Amazon will come back and charge you for not shipping with exactly what was confirmed and when it was asked to be shipped.
So those are some easy ways to work with the warehouse to see how you can alleviate some of those chargebacks that can be avoided. And I think oftentimes vendors don't even know they're coming through until they become extremely costly, where it takes a bigger hit to their P&L and margin. Some other things are holding costs that Amazon pays on aged inventory. So this won't directly get charged to vendors, but Amazon will start to look at if they're sitting on inventory for a longer period of time than they'd like to, how much it's costing them to sit on. And they might come in the back end and charge vendors back through co-op or avn at the end of the year. So those are some sneaky ways to understand okay how much inventory are we shipping in and pushing versus how fast are they selling it.
And then thirdly, this one's a little bit less operational but just charges are price matching. So, it's very common that brands will say okay let's have a promotion this week for Amazon over tentpole event then let's do the next week Walmart, the next week Target or whatnot, but Amazon will price match as they offer the lowest cost to all customers at all times. And so this can sneakily come back and have vendors get asked for margin agreements or cost payments for some of the discounts taken when Amazon wasn't expecting them, where they had to sell the product to a lower cost. So these are just some of the most common ways that I would say on my end, I see costs that come through to the vendors that you might not even realize you're acquiring or how you are acquiring them before getting started.
Paul Sonneveld
And, when you encountered vendors sort of not even realising these things, what surprised you the most about how vendors really approached or I guess didn't approach these issues? You know, what surprised you the most?
Alyssa Albanese
Yeah, I think one of the things I think the vendors didn't until I think like a lot of times, vendors not coming and asking for more analysis or asking the whys until it was so far deep and when having a bigger impact. So I think what surprised me was that oftentimes they didn't see necessarily a weekly question on the chargebacks until it had been going on for a lengthy period of time or even when it comes to negotiations and AVN at the end of the year.
I think oftentimes vendors think like, oh, it's just Amazon, they're increasing costs but really diving in understanding, okay, where are these costs coming from? How could i have how could i maybe plan the business differently next year to avoid some of these additional costs? I was honestly surprised that brands didn't realise that promotion calendars should be aligned between retailers to really optimise profitability, knowing that Amazon will price match. I think brands know that Amazon price matches, but I don't think they necessarily realise to the extent of promotional activity on other platforms, which definitely surprised me.
Paul Sonneveld
And do you remember maybe like a specific scenario from where like maybe even a small oversight, a small operational oversight, really led to significant margin erosion for the vendor?
Alyssa Albanese
Yeah, so I had a brand that sells, you know, really on Amazon, Target, Walmart are their main retailers they sell to. And they had been previously like aligning their promotional calendars to be separate across every single retail retailer. that they sold to. And so what I was seeing was that they were, Amazon was actually discounting like, fifty percent of the year because they'd have a promotion on Amazon, then a promotion on Walmart, a promotion on Target.
And so then we came back to AVN and Amazon asked them for you know a margin agreement for the next year they increased their co-op because their margin wasn't as high as they expected things like that. And so I worked with a brand to align their promotional calendars so like have Walmart and Target align with Amazon's new year new Amazon's big spring sale Amazon's Prime Day, all of those events to really offer those discounts at the same time and have it be on discount a less portion of the year overall, because knowing that Amazon was on was going to price match. And this really helped them.
Although Amazon did make them sign a temporary pricing margin agreement to just approve themselves. This allowed them over time to actually build up profit both for Amazon and for the vendor by having their products on deal less often. And so both sides of the parties were able to drive higher profit and not be on deal as often across the platforms, as well as really dive in and stand out during those key times when it's important to be on promotion. So overall, this helped really drive better margin for the brand, also allowing their brand to have more credibility, not looking like a discount product all the time, as well as drive more margin for Amazon while they were selling closer to the MSRP and that intended margin that the brand was intending to give them.
Paul Sonneveld
Yeah, that's such a great example. You know, making sure you've got a great handle on your promotional activity across the marketplace, because Amazon will price match you before you know it, you are an everyday low price strategy on Amazon with very little margin to show for it. So very good reminder there.
Okay, well, let's shift gears to that strategic partnership mindset, right? What does it really mean to be a strategic partner versus just another vendor, right? And I think we have our perspectives being on the outside, but I'd love to hear your thoughts on, you know, what does Amazon look at in terms of the strategic partner? How do they look at it and how would they define it? Because maybe it's a little different maybe to what we expect.
Alyssa Albanese
Yeah, so I think just piggybacking off some of the profitability, Amazon really does look at a strategic partner that is aligning to their goals. And at the end of the day, profitability is one of the biggest goals that Amazon has. Top line is important, but it's also going to be super important and they're going to be scored on essentially the profit they're bringing to their GL and their larger team.
I think having those conversations about how you can better align your profitability goals with Amazon and how you're making progress to support those. So it's not just focusing on top line growth, but it's, okay, how can you participate in certain tentpole events to make your products stand out and want to be one of the top selling products and feature on Amazon, supporting the funding to participate in those tentpole events while making Amazon profitable. And at the same time, they're going to help push your brand by supporting that, by supporting more top line for you to ultimately get more POs and grow.
I think also just not necessarily pushing both from an advertising perspective or a born to run perspective, pushing products that are maybe heavy on your end. And I think that's oftentimes what brands I see draw into is that they're like, oh my gosh, we ordered too much of this seasonal product. We need to push it. And they'll start pushing more to Amazon. And if that product is heavy on your end, it's probably heavy on Amazon's end and it's probably not super profitable.
So really working with Amazon to understand, okay, what are those products the customer is looking for and what's going to drive the most profitability on their end? I always like to think of Amazon as different than a brick and mortar retailer where a brick and mortar, you can put something on a shelf with a clearance sign and someone's going to walk by it and you might convert them. On Amazon, most of our products are found through search.
And so by pushing a bunch of inventory or pushing advertising to products that are not super high sellers they're going to be hard for people to find and you're actually not going to help push margin or sales for Amazon so really understanding with Amazon okay what are some of the highest margin products, what are some of those products that aren't being price smashed, how do you push those through advertising and how do you really work with Amazon to be strategic about how you're going to both drive top line sales as well as support their profitability goals.
And then I think one more thing is just, you know, working with them to understanding what a clean market looks like. So I went back, I had spoken to you before around aligning your promotional calendars. And so really like understanding what that is and bringing that to Amazon to ensure them that you're going to have a clean marketplace so that they can truly feel like they can offer the best price to the consumer, but not always through a price-matching matter.
Paul Sonneveld
Yeah. So in terms of that relationship, I mean, those are both fundamentals, obviously, the promotional sort of hygiene across the market, the profitability, focusing on SKUs that are on demand, that all makes sense. I mean, those are really sort of commercial realities, I think, that really help. What about the relationship aspect itself? I mean, is it possible to build a relationship with Amazon that maybe allows for more proactive issue escalation rather than sort of the constant firefighting that many of us find us in? Of course, is it possible? And the more important question is, if so, how?
Alyssa Albanese
Yeah, I think oftentimes, like, and coming from the agency side too, like, I feel like we think of building a relationship with Amazon as, you know, building rapport, going out to dinner, doing all those things, which that can help build some more of a personal relationship. But I will say Amazon is built off of, like, efficiency, go, go, go. And oftentimes, vendor managers, they don't necessarily have time for a lot of the rapport that we see on the agency and sales side. And so I think some of the best ways to build some of that proactive relationship with them is really asking the right questions and using your time super efficiently to be able to understand what their goals are.
So it's starting at the beginning of the year, asking them what their goals are for the year, using AVM to say, okay, what is your profit goal? what specifically do you need to see from me? And then sharing the things that you have so share your pricing and promotion strategy as much as you can ahead of time with Amazon. Because this will help you guys work together to say okay what is the best path forward for the year to avoid those margin asks after the fact when they've already taken a hit to their profitability. So I think it's really about having the conversations and focusing your time with Amazon on things that are really going to drive the strategy and change, and less about just focusing on building what we would necessarily think of as a personal relationship outside of Amazon.
Paul Sonneveld
We can call back on the wining and dining, and the golf trips. It's interesting because certainly in a lot of retail channels, that is still or it used to be a big part of how you do business, how you build relationships and all of that. Clearly, Amazon doesn't operate that way, which does make the question sort of at a personal level.
If you put yourself back in sort of an Amazon Vendor’s shoes and those times there, like you're an extremely busy, you know, in your role, you're balancing, you probably got too much work to do in terms of hours in the day. So you're going to have to prioritise, right? And naturally, that's going to be vendors are really like working with this vendor, but maybe less so with those vendor, when you were a vendor manager, how do you actually value your vendor relationships? Was it all just like whoever gives me the highest margin, that's where I'm going to spend my time? Or are there some maybe less rational aspects to the dynamic that is worth considering?
Alyssa Albanese
Yeah, I think what I was looking for was that we are all so busy. And I think we're busy on both sides too. But I think when I was a vendor manager, I was looking for those vendors and brands that were taking the advice that I was giving and really diving in and trying to fix the problems or the issue on their end. So that could be, you know, whether it's chargebacks, okay, if it's an on-time shipment, if I'm giving them advice, I'm like, or if it's fulfilling what you're saying. So I'm like, hey, you're only fulfilling like make sure you're confirming only on Mondays.
So seeing the brands go through and take those steps to ensure that they're changing the things that are driving the issues, or if it's a price-mathing issue, okay. Seeing them start to get their pricing more aligned off-platform and seeing them clean up the channel is really going to help build that trust. I think the hardest part is when you give brands kind of that straightforward advice, and then you don't see any change happen. It starts to just kind of make you deprioritise that brand because you're like, oh, I already told them. And I don't see any change happening.
And so I think showing them that you're making those steps and understanding what they're asking for can really help drive value and prioritisation. And then I think also, you know, it goes back to time, whether it's emails or calls, like really being efficient and being, with the time. So saying, hey, here's the question I have. Here's what I'm doing to change it. Give me the specific steps that I need to take to help you guys help Amazon with whatever they need. And really showing that you're valuing their time and you're really trying to get on a call or have an email chain going because you are trying to make actionable change on your end, I think will go along way.
Paul Sonneveld
Very, very useful. Make sure you listen, and vendor managers feel listened to. That is great. So let's talk about cross-functional collaboration, really, not just because it's nicer to do business that way, but actually as a competitive advantage. Why does profitability protection require more than just operation teams or retail teams working in silos? How does it all come together?
Alyssa Albanese
Yeah. So at the end of the day, I think a lot of times vendors think okay margin is the cost i'm selling the product to Amazon and then what they're selling it to the customer at. So, if you're selling it to Amazon for five dollars they're selling it for ten then that cost that margin is fifty percent. But i think some of those little things get overlooked. So there's oftentimes other operational things and it could be a high return or damage rate. So really like looking into our products getting returned by the customer because that's an additional cost to Amazon or something with the packaging that is getting damaged in transit. That's an additional cost that's going to impact the margin. Is Amazon sitting on the product for longer? Did we forecast a new product higher than it came through? So now those holding costs are impacting their margin.
So there's lots of little things that both from a retail and operational standpoint that impacts the profitability. So it's really valuable to be looking at everything as a whole. So that's what are those operational costs? What are those promotional periods that Amazon's supporting? Where is their price matching? All those things, and almost just looking at it from a full spreadsheet or full funnel to say, okay, what is that true margin? And then what are the biggest impacts to it? And where are those areas that you can potentially change or drive for better margin?
Paul Sonneveld
So practically speaking, how do you align operations, retail, and advertising efforts really to protect that bottom line result? How do you drive that alignment within organizations?
Alyssa Albanese
Yeah, I think when there's an operational challenge, so if that's damages, returns, it's really working with having the product team, the sales team, and the operational team working together to understand where the issue is coming from and then how it can be fixed. So again, there's an operational challenge because it's a high return. Like, is there something on the PDP that we need to call out? Like, is it a water bottle that the cap seems hard to like, customers complain the cap can't be easily taken off. And so, okay, is that a matter of adding instructions on the PDP through your content team to make sure that's clear to help decrease some of those returns. Because that might just get filtered to operations when really that might be more of a brand or a content solution to drive the change there and help bring up some of the margin.
And then I think like, you know, similarly with advertising. So, you know, oftentimes brands will look at, OK, we want to push to advertising products that we have were too heavy or we have too much inventory on. But really looking at that from a like, OK, what are those products that are actually driving benefits for both the brand and Amazon? So products that maybe have higher margin for Amazon that can help actually like drive up your total brand margin. And so, if you have some lower margin products that have some issues if you push the higher margin that might bring up your brand margin higher and that will actually alleviate things at a total level and coming to AVN.
Avoid some of those negotiations because you were able to drive more of those higher um margin products or what's going to be driving what are customers converting on, how can we increase how how fast the inventory is turning and so higher converting products through Amazon or through advertising will help drive the conversion up, which will ultimately decrease the holding cost for Amazon and drive their profitability up. So I think it's looking at everything from all angles and not siloing each challenge that comes through.
Paul Sonneveld
Collaboration within, I mean, a lot of vendors are large businesses, quite siloed, you know, and actually as part of Marketplace Master, we've done a couple of episodes on this and it's not always straightforward. There may be vendors actually just tuning into this and going, well, we are completely unaligned. Like, you know, the logistics team doesn't even talk to the marketing team, doesn't even like... Where do we start? I mean, if there was one thing to say, hey, we don't have a lot of time between now and Christmas, but why don't you try and do this? Get started here. What is maybe just a practical way to get started and drive more alignment?
Alyssa Albanese
Yeah, I mean, I would honestly start by like having like whoever's like the center of the business on your team, creating some sort of like spreadsheet or tracker just to have a visualisation on like, okay, what's going on with each of these products and how can we help drive the most impactful results over these key next few weeks? So like, okay, what are your inventories and weeks to cover my product? What's the current ASP versus MSRP? So, where is there an opportunity to promote? Where is there high inventory levels that Amazon's going to be sitting on for a long period of time?
What are we spending on advertising right now about each one of these products? Does it align with those goals of pushing products that are higher margin? Does it align with helping to push through products that Amazon needs to run through inventory? And if you look at that from the holistic perspective and start to figure out, okay, where is there an opportunity by product? This could help drive a promotional strategy in these last few weeks to really help drive both top line sales as well as margin for Amazon as well as the brand.
Paul Sonneveld
That's great. I'm just wondering, are you able to make it kind of a little real for us? I'd love to hear maybe a success story or not a success story. Sometimes there's more learnings in those as well of a vendor that maybe was facing a particular issue and how you guys work with that vendor and resolve that to really, particularly with the profitability and the partnership angle there. I'd love to just put some meat of the bones for that.
Alyssa Albanese
Yeah. So I think one of the things I'm actually working with a brand right now, I was going through before Turkey Twelve, and their POs were really light from Amazon. And they're like, we're not going to hit our goals on our end because we're not getting enough POs. But Amazon's saying that they're over inventory on certain things, which is why they're not ordering POs. So I worked with them to kind of build out a holistic view of like, okay, byproduct, what's going on within your business?
And so what we did is we focused our promotions for Turkey Twelve on two things. One, we supported the ASINs that Amazon was over-inventory on because we knew that was going to set us up to not get asked for margin ask and AVN based on the holding costs of them sitting on all that inventory for too long. So focus there. And then secondly, focused on those ASINs that were top-selling ASINs for Amazon, where we could really push, and we knew we were gonna be high conversion, that would help drive POs.
But if we only would have done one, like if I would have driven the ASINs that we knew could drive POs, we might still not have gotten POs from Amazon because they would have been sitting on so much inventory from those underselling products that they couldn't afford at a total level, and they would have been willing to run out of stock on those top products. So we really took a holistic approach to say, okay, how do we balance supporting the ASINs that Amazon is over-inventory, they're spending holding costs on, and maybe taking a margin hit on the brand side to push that through to then get POs and fuel those top-selling ASINs. We know Amazon will quickly send an order if we run through inventory on. So balancing how do we finish the year off strong, but set ourselves up for margin in the new year as well.
Paul Sonneveld
Fantastic. Yeah, great. Well, I'd love to start opening up to our audience here. We've got a couple of questions already. And to maybe just to get people into the right frame of mind, I was gonna ask, well, let me kick off. What do you think is one key mindset shift that vendors should make when thinking about profitability and partnerships, and collaboration?
Alyssa Albanese
Yeah, I think looking at things and talking about profitability, looking at it for the whole year and not just in time, because I think we all get caught up in hitting metrics for a month or a quarter. And so we'll like push through a born to run because we're like, we need POs today. And then all of a sudden, next quarter, Amazon's sitting on a bunch of inventory. And so they're going to ask for margin money to help support all that extra inventory they shipped in.
So I think it can be really challenging, but kind of figuring out when you whenever you're thinking through things that will be a short-term fix what is going to be the long-term impact and really balancing short and long term to look at the year holistically to make sure that you're not driving a short-term win to have something kind of bite you in the butt later down the road
Paul Sonneveld
Great advice, great advice. All right. Well, let's go to our audience questions. Here we have one from Scott here. Thanks for your question, Scott. How much autonomy and P&L ownership does the vendor manager have? Just throw it in there.
Alyssa Albanese
Yeah, it can vary. They don't really have much ownership of their category. They've got to hit certain metrics. So they have goals. If they at a total category level are meeting their goal and they have one brand that's under, it's probably going to get brushed under the rug by senior leadership. But if they're not meeting their total goal, then each brand is going to get scrutinised and they're going to have to find a way to make that up. So, I mean, at the end of the day, like their P&L goals are being set by senior leadership. But if they're over on one brand, they might have some room to adjust with another brand. So short answer is they don't have a ton of ownership, but depending on how other brands in the category are doing, there could be some room to adjust.
Paul Sonnneveld
Thank you for your question, Scott. I've just put one up here that was sent earlier. Going back to that, we spoke earlier about having a really proactive relationship rather than firefighting and all that. In your experience, are there like concrete habits or just disciplines or cadences that vendors can adopt just to sort of get noticed and get put into that proactive bucket in the mind of the Amazon Vendor manager? In addition, just listen to your vendor manager's advice and act on it and don't ignore it, I think, which is already a good one.
Alyssa Albanese
I think it starts off the beginning of the year with AVN. So I think, again, I know oftentimes when it comes to AVN, it's not like brands have all this money to just give to Amazon at the beginning of the year for their margin ask. But I think finding ways to drive a win from the start. So if Amazon is asking for increase in freight, increase in damage, increase in co-op, all over the board, finding a small pocket where maybe you can help support them. And maybe there's another way that you could drive efficiency. So it's OK, maybe we can support them by giving more co-op and marketing dollars.
And then there's an area where we could do a pallet order to help increase our margins. So those dollars will be just being switched from one bucket to another. But it's helping show Amazon that you're supporting them. And I think the earlier you can do that in the year, the better you're going to start success or if you have a new vendor manager that comes in same thing starting with a quick win will help drive that show that collaboration and drive to help build towards Amazon's goals as well.
Paul Sonneveld
And just heading to our last question for today. Let's see if i can see it there it is. There it is. Where are you seeing some of these profit pressures right now and and maybe let me just take the liberty of chasing the question slightly not just right now but particularly as we look into 2026, where do you see the increased profit pressures specifically for Amazon Vendors? Is it fees ads supply chain terms? Where do you feel there's more pinch points in the P&L next year? And what strategies can vendors implement now to maybe offset some of that pressure?
Alyssa Albanese
Yeah, I think it's going to be, we've seen Amazon, we've seen traffic on Amazon slow down overall. So I think supply chain is going to be a really big one where I think Amazon is going to be holding less and less weeks to cover and being tighter because they have seen their growth in traffic. So there's more risk to them holding more inventory. So I think that's just honestly something good to know going into the year, is that Amazon is going to sit on less inventory. And so is that you guys, you know, working with maybe not shipping a ton of inventory at the end of the year through a born to run and making sure you're setting yourselves up with like a solid weeks to cover going into the year. So you don't have, so you can avoid having not getting POs for the first portion of the year.
So I think it's, from a supply chain perspective, like trying to end the year in as good of a position as possible to set yourselves up to still have strong POS next year, knowing that Amazon is probably not going to order more than the customer is buying. And then I think margin is going to continue to be a thing. So and I think that's going to be like willing to fund promotions and participate. But that's also going to mean like trying to clean your market up outside of those promotional periods so that Amazon isn't discounting on other places and helping drive the margin down.
Paul Sonneveld
Yeah, it's one of the big themes for me coming out of this conversation. I mean, I feel like now is the right time to do this, right? We're not even in 2026. I know a lot of retail teams will be looking at that. What's our promotional strategy? What's our activation strategy for next year? Who are we going to do what? What are the promotional cycles? So now is a good time to to make sure you start the year with a clean as possible program. I mean it's not always possible to achieve that like you know straight away it might be take two, three years to really get to that really clean position.
But yeah, now is the time to start thinking about that. Okay, last question comes in from Jonathan Rapaport. Great question. How can we have more control on the end price? By the way, in some jurisdictions, if you ask this question as a vendor, not as the retailer, you are on very shaky ground. Let's assume we are not. Let's assume that, you know, this is a perfectly valid question. What advice do you have, Alyssa?
Alyssa Albanese
Having a clean market is really because Amazon will price match anybody and everybody. Like if they exist online, they will find it. They have some of the best scraping tools. So I think if you, like at the end of the day, you don't have control of your price. Amazon will price match and guarantee the customer to have the most competitive price in the market. And so, by controlling prices outside of Amazon you will ultimately control your Amazon price. So that could be clean distribution so you don't have a ton of third-party party as well as aligning your promotional strategy across some of those other major retailers
Paul Sonneveld
Awesome. All right. With that aside, thank you so much for sharing your perspectives on profitability, on partnerships, and how you can really try and put yourself in that strategic partnership bucket with Amazon. It's absolutely great to get your insights in there. And we look forward to hearing more from you at our expert panel later on today. Thank you so much.
Alyssa Albanese
Thanks, Paul.
Paul Sonneveld
Take care.
Alyssa Albanese
Have a good day, everyone.
