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Creating a Seamless Shopping Experience with Tom Ward
Episode 2215th April 2023 • Be EPIC Podcast • Brent Williams
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This week on the podcast Matt sits down with Tom Ward, EVP and Chief eCommerce Officer of Walmart U.S. They discuss a variety of topics starting with what Tom does in his current role and his past experience in customer product management. They then delve deeper into product management with the idea that product management is really problem solving at the deepest level. Tom touches on how Walmart is solving a variety of problems for customers to create a seamless, personalized shopping experience whether they are shopping in-store or online. They finish the discussion with Tom sharing what he looks for in future associates who would like to join his team.

Transcripts

Tom Ward:

When we say no, the nearest Walmart to our customers

Tom Ward:

is the is the one in their pocket. It's the app. And

Tom Ward:

everyone always says, huh, okay, so when you think about that app

Tom Ward:

as a store is the closest store, it's also the biggest store.

Matt Waller:

Excellence, professionalism, innovation and

Matt Waller:

collegiality. These are the values the Sam M. Walton College

Matt Waller:

of Business explores in education, business and the

Matt Waller:

lives of people we meet every day. I'm Matt Waller, Dean of

Matt Waller:

the Walton College and welcome to the Be Epic Podcast. I have

Matt Waller:

with me today, Tom Ward, who's EVP, and Chief Ecommerce Officer

Matt Waller:

of Walmart US. Thank you so much, Tom, for joining me today.

Matt Waller:

I really appreciate it.

Tom Ward:

Ya know, you bet. Thanks for having us on.

Matt Waller:

Tom, you're Chief Ecommerce Officer at Walmart US,

Matt Waller:

that sounds like a really interesting title. What do you

Matt Waller:

do in that role?

Tom Ward:

Well, it's a great question, Matt, we we have a

Tom Ward:

really simple task, which is how do we bring together physical

Tom Ward:

and digital assets in a way that helps customers save time and

Tom Ward:

money. And ultimately, you know, live better so so my role really

Tom Ward:

is to make sure that all the omnichannel capabilities that

Tom Ward:

we've built over the last few years, connect really well to

Tom Ward:

our digital store, and can be fulfilled through our physical

Tom Ward:

footprint in a way that makes sense for customers.

Matt Waller:

Tom, you've had an amazing career, you've been SVP

Matt Waller:

of Last Mile, In Home, AV, EV, and Drones. And you've been SVP

Matt Waller:

of Customer Product. And before I go further on your experience,

Matt Waller:

when people hear customer product, many of them think that

Matt Waller:

that's talking about just products like that are on the

Matt Waller:

shelves, what does product mean, at Walmart?

Tom Ward:

Yeah, no, it's a great question. And I think it's, it's

Tom Ward:

really common. In fact, I remember getting that role,

Tom Ward:

Matt, and it was kind of interesting people like, oh,

Tom Ward:

products, like buying things right to your point and, and

Tom Ward:

selection. But in reality product and product management

Tom Ward:

is is it's kind of a skill and a way of working in business. And

Tom Ward:

it's about solving problems. I think if I boiled it down to its

Tom Ward:

simplest terms, you know, product management is problem

Tom Ward:

solving. And you can't do anything on your own in Walmart.

Tom Ward:

And I think that's probably true of everywhere. And so we use a

Tom Ward:

four in the box framework for product management, that

Tom Ward:

includes a business leader that brings a problem, a product

Tom Ward:

manager that helps the business understand what that problem is

Tom Ward:

and how they might solve it. A technology leader that might

Tom Ward:

build that solution and a designer that helps bring the

Tom Ward:

solution to life in a way that makes sense for the end user.

Tom Ward:

And that might be an internal or an external customer. And so

Tom Ward:

when you use the four in the box and use product management,

Tom Ward:

there's a really cool saying that we like to share at

Tom Ward:

Walmart, which is to fall in love with the problem, and not

Tom Ward:

the solution. And what that does is it opens up the mind to say,

Tom Ward:

if you're trying to solve somebody's problem, everything's

Tom Ward:

on the table. If you went to a solution, you tend to start

Tom Ward:

reinforcing that same solution and you you iterate on the same

Tom Ward:

solution or you defend the same solution. And that might not be

Tom Ward:

right. It might have been right once, but it might not be right,

Tom Ward:

you know, going forward. And so fall in love with problems, not

Tom Ward:

solutions and working with a four in the box are kind of the

Tom Ward:

key tenants to product management.

Matt Waller:

Very succinct. Thank you. For students

Matt Waller:

listening. We have something called the McMillon Innovation

Matt Waller:

Studio, where companies bring problems to the students and

Matt Waller:

they work in cross functional teams to solve the problems and

Matt Waller:

they focus a lot on problems. They interview lots of

Matt Waller:

customers. They do something called empathy mapping, customer

Matt Waller:

empathy mapping, they learn how to use Agile and other

Matt Waller:

techniques. I, but the students that have come out of there, I

Tom Ward:

I mean, I think I think it's a framework for

Tom Ward:

know you all have hired a number of students that have come

Tom Ward:

through that that program but we're always trying to improve

Tom Ward:

the degree to which we're incorporating product. I

Tom Ward:

remember Doug McMillon several years ago, before we started the

Tom Ward:

McMillon Innovation Studio, asked us to ramp that capability

Tom Ward:

up and we've been trying to ramp it further and further every

Tom Ward:

year. It is interesting this idea of falling in love with the

Tom Ward:

problem I think about some of the greatest inventors and

Tom Ward:

scientists in history, they clearly had fallen in love with

Tom Ward:

the problem. Because they tried so many empirical methods of and

Tom Ward:

they had lots of failures and trying to find the solution.

Tom Ward:

When you look at that four in the box, I've not heard that

Tom Ward:

before. Maybe our studio has I mean, I don't teach in the

Tom Ward:

studio. But which of those do you feel is the most challenging

Tom Ward:

to incorporate in the in the group in solving the problem?

Tom Ward:

approaching, approaching the product way of working. And the

Tom Ward:

hardest part I often see Matt is is getting a really good problem

Tom Ward:

statement, and tends to be the problem statement is owned by

Tom Ward:

the business. Because they're the ones obviously running the

Tom Ward:

the function or the the area that's, that's under question.

Tom Ward:

And so business leaders tend to say, here's the thing that I

Tom Ward:

need you to go build me. And that's a solution, not a

Tom Ward:

problem. And it sounds really simple to say, well just tell us

Tom Ward:

what you're trying to solve. And folks will say, well, I'm trying

Tom Ward:

to do this one thing, and it's going to connect to this, and I

Tom Ward:

needed to do that. And it's really hard for business leaders

Tom Ward:

to zoom out and stand back to say, what's the actual problem

Tom Ward:

that you're trying to solve the problem statement's, the most

Tom Ward:

important part. And then once you've got that problem

Tom Ward:

statement clarified, let the product team then the technology

Tom Ward:

team and the engineering partners and designers bring the

Tom Ward:

business working alongside the business different solutions

Tom Ward:

that they might not have arrived that had they just gone down a

Tom Ward:

path that was more specific. So it sounds really simple. But the

Tom Ward:

hardest part is defining the problem statement. And once

Tom Ward:

you've defined it, we tend to find that the solutions can come

Tom Ward:

in all different shapes and sizes, and might be much more

Tom Ward:

involved than than was once thought.

Matt Waller:

Yeah because some solutions may technically be

Matt Waller:

feasible. But when it comes to, for example, getting store

Matt Waller:

associates to roll it out, it might be challenging because of

Matt Waller:

the tenure of store associates or the experience. Do you have

Matt Waller:

to take those kinds of things into account when evaluating

Matt Waller:

solutions?

Tom Ward:

Yeah, I think I think the way that I would think about

Tom Ward:

it is, you know, the best solutions, you mentioned

Tom Ward:

different innovators and different technologies across

Tom Ward:

the the industry in the landscape. Matt, the best

Tom Ward:

solutions to problems don't need any training. They're intuitive,

Tom Ward:

right? They the heuristics of the solution is so clear, and so

Tom Ward:

obvious that the user can't help but succeed. And so if you

Tom Ward:

remove friction from people's lives, whether they're customers

Tom Ward:

or whether their associates, you're going to make their lives

Tom Ward:

better, you're going to improve the task, you're going to help

Tom Ward:

them solve the problem. That was part of your statement. But

Tom Ward:

doing so means that it should be intuitive, it should make sense.

Tom Ward:

It shouldn't need an instruction manual. And it should flow and

Tom Ward:

it should be easier to get the solution right and wrong. These

Tom Ward:

are the kinds of things that as you're working through a design

Tom Ward:

in a four in a box as a product leader, that you that you think

Tom Ward:

about, because they're what you see in your everyday lives. If

Tom Ward:

you start solutioning, then you tend to start to explain how to

Tom Ward:

use the solution that you propose in and then you run up

Tom Ward:

against this opportunity, which is, how do you do that on a

Tom Ward:

grand scale? How do you do it quickly? And how do you make it

Tom Ward:

sustainable? Whether you're first day in Walmart, or whether

Tom Ward:

you've been here for 20 or 30 years, we want these things to

Tom Ward:

be just as intuitive and just as straightforward for everyone.

Matt Waller:

When did you first start getting interested in

Matt Waller:

product management product?

Tom Ward:

I mean, I think we sort of shifted our ways of

Tom Ward:

working. So we might have thought it through a project

Tom Ward:

lens once upon a time. But product management is about

Tom Ward:

customer and associate solutions. And so as we're

Tom Ward:

building an omni channel business, it involves bringing

Tom Ward:

together lots of different things. You know, we have an

Tom Ward:

E-commerce business that ships things to home. We have a store

Tom Ward:

business, obviously in a Neighborhood Markets and our

Tom Ward:

Supercenters, but we have lots of solutions that connect those

Tom Ward:

two things together. And that requires an understanding of the

Tom Ward:

mission of customers on and that leads you to a product mindset

Tom Ward:

in order to meet those challenges.

Matt Waller:

This reminds me as you've been talking, I'm a bit

Matt Waller:

older than you and I I came out of the Quality Management area a

Matt Waller:

long time ago and And it reminds me, there's a concept called

Matt Waller:

Poka Yoke, that is a Japanese concept. And it means idiot

Matt Waller:

proof. And basically, it's like in manufacturing, you know, a

Matt Waller:

jig, there may be a million ways to put a jig on but if you could

Matt Waller:

make it only one way to go on, then you don't have to worry

Matt Waller:

about it being done improperly. There's the seven why's where

Matt Waller:

you say, the problem is this. Why does this problem why why

Matt Waller:

why? Why? Why? You know, they say if you get down to the

Matt Waller:

seventh why you're starting to understand the problem a little

Matt Waller:

bit better. But it forces you to think through it.

Tom Ward:

Yeah, and I think that's that's that point. And

Tom Ward:

maybe it's seven why's or other reasons, but that's why the you

Tom Ward:

know, it's definitely the hardest thing in product

Tom Ward:

management is defining a clear problem statement.

Matt Waller:

So, Tom, you're on the board of Walmex. Which is

Matt Waller:

Walmart, Mexico, is that correct?

Tom Ward:

Yes, it's publicly traded in Mexico. Yes. So I'm a

Tom Ward:

board member, I get to, you know, take part in those those

Tom Ward:

meetings and help that team think through what will make

Tom Ward:

sense for their business.

Matt Waller:

I'm on some boards, and many boards don't have

Matt Waller:

people with product experience, like you do, I can just see how

Matt Waller:

having you on a board might be really helpful, in part because

Matt Waller:

of your product expertise. Are you able to use that in the

Matt Waller:

board setting?

Tom Ward:

Yeah, I mean, I think, you know, product product

Tom Ward:

mindset is probably the best way of thinking about it, Matt. You

Tom Ward:

know, it's helpful to have a product mindset. But really,

Tom Ward:

when you say that what you're talking about is a, you're

Tom Ward:

looking to solve problems. So I like to, I like to simplify it a

Tom Ward:

little bit. And I think if we if we help grow and develop talent,

Tom Ward:

you know, in our teams that are looking at where are the pain

Tom Ward:

points for customers, and where the pain points for associates,

Tom Ward:

and often in retail, those things tend to be very common.

Tom Ward:

There's obviously lots of nuances, but there's generally

Tom Ward:

speaking, folks that are trying to, you know, feed themselves or

Tom Ward:

trying to get access to items that they need, and they want

Tom Ward:

services alongside those items. And, you know, they want to

Tom Ward:

access them seamlessly, depending on what kind of day

Tom Ward:

they're having and where they are, you know, in that

Tom Ward:

lifecycle, those things are pretty common. And so if you

Tom Ward:

focus on problem solving, that tends to lead you to a, you

Tom Ward:

know, a product ways of working, that you can help build really

Tom Ward:

effective solutions.

Matt Waller:

Tom, I'd like to switch gears just a little bit

Matt Waller:

here. It would be great if you could talk a little bit about

Matt Waller:

the third party marketplace. And you know, if you wouldn't mind

Matt Waller:

explaining it a little bit to to the audience. That'd be great.

Matt Waller:

But also talk about progress you've made term in terms of

Matt Waller:

maybe assortment, onboarding sellers, advertising, order

Matt Waller:

fulfillment, with Walmart Connect, Walmart Fulfillment

Matt Waller:

Services, etc. That'd be great.

Tom Ward:

Yeah, sure. So so maybe we talk about, you know,

Tom Ward:

our assortment and E-commerce. So we like to have fun with

Tom Ward:

people when we say where's the nearest Walmart? Customers

Tom Ward:

always say, especially around here, you know, my Northwest

Tom Ward:

Arkansas, people will say, oh, I know where it is. It's right

Tom Ward:

down here. It's on the left here. And then you, you know,

Tom Ward:

you turn right, and it's there. And we say no, nearest Walmart

Tom Ward:

to our customers is the is the one in their pocket. It's the

Tom Ward:

app. And everyone always says, huh, okay, so when you think

Tom Ward:

about that app, as a store as the closest store, it's also the

Tom Ward:

biggest store. And I don't have the same physical constraints

Tom Ward:

that I had when I was a store manager, where there's a limit

Tom Ward:

to how many things you can put on the shelves, because you

Tom Ward:

know, the shelves have a have a physical end, whereas online,

Tom Ward:

they don't, you know, you can house all the items that the

Tom Ward:

customer could could want to find in a shelf that that's

Tom Ward:

never ending. And that's really where the distinction between

Tom Ward:

owned inventory owned merchandise that we you know, we

Tom Ward:

buy we have merchant teams buying for our shelves and for

Tom Ward:

our fulfillment centers. And then we have a marketplace,

Tom Ward:

which is an open space that we can bring sellers that want to

Tom Ward:

put their item in front of customers. And they can use the

Tom Ward:

traffic that we have come in through Walmart to help grow

Tom Ward:

that business. And it's great for customers because it means

Tom Ward:

they get access to 10s of millions of items that they need

Tom Ward:

when when they search for them. But it comes with a couple of

Tom Ward:

really important points, which is when you open the search bar

Tom Ward:

in the Walmart Experience, the search bar is working on behalf

Tom Ward:

of the customer. So the search bar wants to do the best job of

Tom Ward:

returning the most relevant item to the customer, depending on

Tom Ward:

what it is they look for, sometimes that's a really

Tom Ward:

generic term. And sometimes it's really specific. So as we grow

Tom Ward:

our marketplace, and we have these millions of items in these

Tom Ward:

endless aisles, the likelihood that we can solve a customer's

Tom Ward:

problem, when they challenge us in that search bar grows and

Tom Ward:

grows, and that builds trust with our customers. And it means

Tom Ward:

that, you know, when they're looking to solve something,

Tom Ward:

whether it's a, you know, perishable grocery order in 60

Tom Ward:

minutes through express, whether it's, you know, a Christmas item

Tom Ward:

that they need to pick up curbside at a store, or maybe

Tom Ward:

it's a really specific item for a car, or, you know, a crafting

Tom Ward:

request that we carry in our marketplace, and we can deliver

Tom Ward:

that to them. You know, a couple of days later, the Walmart app,

Tom Ward:

the closest store starts to become this, all in one solution

Tom Ward:

for our customers in the marketplace plays a really big

Tom Ward:

role in that.

Matt Waller:

Tom, this is a relatively I mean, Walmart has

Matt Waller:

been ecommerce for a long time, but still, it's a big

Matt Waller:

philosophical shift, you know, from focusing just on brick and

Matt Waller:

mortar stores. And of course, I know, I know, Walmart's made a

Matt Waller:

huge amount of progress. But I would think that change

Matt Waller:

management is a key part of your job as well, to drive these

Matt Waller:

changes, is that right?

Tom Ward:

Yeah, I think, look, the yo u know, we've got this

Tom Ward:

incredible legacy, haven't we of the, you know, 60 years plus of

Tom Ward:

being this solution for customers, and I think the, the

Tom Ward:

way our assets come together, is evolving. And, and the

Tom Ward:

expectations that customers have are evolving even faster.

Tom Ward:

There's a great saying Matt, which is loyalty and retail is

Tom Ward:

the absence of something better. And if you think about that,

Tom Ward:

what it means is that the customers last best experience

Tom Ward:

is their new expectation. You know, once people came to

Tom Ward:

stores, then they pick things up, now they want them

Tom Ward:

delivered. The reality is customers want choice. And we

Tom Ward:

want to help activate that choice. And so the way you do

Tom Ward:

that is you bring the footprint together in a way that hides all

Tom Ward:

of the plumbing that hides all of the connection points that

Tom Ward:

live behind the scenes and present in a way that is

Tom Ward:

seamless to the customer. So customers love shopping in our

Tom Ward:

Super Centers, you know, especially at this time of year

Tom Ward:

and seasonal times a year mark, there's no way better to walk in

Tom Ward:

and you know, see everything that we've got going on. They

Tom Ward:

love our neighborhood markets, because they're really

Tom Ward:

convenient. They love our pickup business, because if they don't

Tom Ward:

have time to go inside, they can swing by and pick things up

Tom Ward:

curbside, you know, increasing the especially during the

Tom Ward:

pandemic, delivery played a really important role. People

Tom Ward:

want speed. So we built propositions like express

Tom Ward:

delivery, to help meet those customer needs, you know,

Tom Ward:

especially if you've forgotten something, it's a great

Tom Ward:

solution. And then we have really cutting edge technologies

Tom Ward:

that we're experimenting with to like drone delivery and

Tom Ward:

autonomous vehicle delivery that, you know, really start to

Tom Ward:

bend people's expectations of what they can get, and in what

Tom Ward:

timeframe. But when you add all that, together, you've got this

Tom Ward:

seamless connection between our physical store and our digital

Tom Ward:

store. And so from a change management perspective, you

Tom Ward:

know, the role that our store managers play today is evolved.

Tom Ward:

When I was a store manager, all the customers that that we

Tom Ward:

served came through our front door and they stood right in

Tom Ward:

front, you could see them, you know, the majority of customers

Tom Ward:

obviously come to our stores still, but increasingly, they're

Tom Ward:

also coming to our digital store and the store managers

Tom Ward:

fulfilling that order, you know, online they're dispensing

Tom Ward:

through the curbside through the front door, their loading

Tom Ward:

packages into drones in this local area, for example. And

Tom Ward:

it's really changing the way that people see the role.

Tom Ward:

There's really transforming the way customers experience

Tom Ward:

Walmart.

Matt Waller:

How is Walmart listening to customers and

Matt Waller:

responding to improve the shopping experience?

Tom Ward:

Yeah, we spend a lot of time looking at customers

Tom Ward:

feedback. And you know, the great thing about Walmart is we

Tom Ward:

have so many transactions, we see so many customers in so many

Tom Ward:

channels, that we can help present the opportunity for

Tom Ward:

customers to share what's important to them. You know,

Tom Ward:

Matt, maybe I'll point at one example during the pandemic

Tom Ward:

because it's a good one, which was, you know, who'd have

Tom Ward:

thought that the best way to receive a delivery would be

Tom Ward:

contactless, right, leave it on my doorstep. And I'll come and

Tom Ward:

get it when I'm when I'm ready. But almost overnight, that

Tom Ward:

became an expectation from customers. They told us they

Tom Ward:

don't want to interact with people. They didn't want to pull

Tom Ward:

up curbside and sign a, you know, an electronic keypad, they

Tom Ward:

wanted the associate to do it for them because they didn't

Tom Ward:

want to roll the windows down and we wanted to keep our

Tom Ward:

associates safe too. And so when you focus on the problem that

Tom Ward:

needed to be solved, which was how do you receive items that

Tom Ward:

you bought online, whether it's curbside or whether it's on the

Tom Ward:

doorstep, contactless, that's a perfect problem statement for a

Tom Ward:

team to go away and solve. And we did that really fast. And so

Tom Ward:

we'll take cues from customers, we'll understand the way they

Tom Ward:

receive and experience. And if customers tell us they like what

Tom Ward:

they see, then we're probably going to do a lot more of it,

Tom Ward:

then we'll keep iterating on it. And if customers say, hey, this

Tom Ward:

makes things challenging for me, then that becomes the problem

Tom Ward:

statement that we put back into that four in the box and back

Tom Ward:

into that product way of working.

Matt Waller:

So Tom, one thing that I've been told that you

Matt Waller:

have worked a lot on is simplifying shopping. You know,

Matt Waller:

looking at how Walmart is making the shopping experience fast,

Matt Waller:

seamless, personalized, no matter who the customers or, no

Matt Waller:

matter how the customers or members choose to shop. How have

Matt Waller:

you gone about leading this simplification?

Tom Ward:

Yeah, but I think for me, simplification involves

Tom Ward:

removing friction. So, you know, I think about our journey, Matt,

Tom Ward:

we once had two apps. We had an orange app, that was what we

Tom Ward:

used to call our online grocery pickup app. And then we had a

Tom Ward:

blue app that was the gateway to Walmart.com. Just over a year

Tom Ward:

ago, we said, we should bring these experiences together.

Tom Ward:

Because what we were doing was we were we were kind of showing

Tom Ward:

our organizational structure to our customers, we were saying,

Tom Ward:

hey, if you want to shop with this orange team, then you can

Tom Ward:

buy groceries and consumables, and you can pull up curbside at

Tom Ward:

one of our stores. And we'll bring those out to you. But if

Tom Ward:

you wanted to buy something from our marketplace, and have it

Tom Ward:

delivered to your home, then you had to go through the blue

Tom Ward:

doorway, and you work with this blue app team. And we'd ship

Tom Ward:

that to you in a box and it felt disconnected. It didn't feel

Tom Ward:

simple to the customer. Because the ultimate convenience for

Tom Ward:

Walmart is that you could buy bread, milk, eggs, and a really

Tom Ward:

obscure longtail collectible item from our marketplace. And

Tom Ward:

you could do it all in one transaction. And we should bring

Tom Ward:

it to you either all at once or you know within one series of

Tom Ward:

deliveries. And that wasn't the way we were showing up. And so

Tom Ward:

we decided to bring those two experiences together. And that's

Tom Ward:

a good example of how we're focused on removing friction and

Tom Ward:

simplifying the experience. And that reveals lots of other

Tom Ward:

things that we then need to go and work on that continues to

Tom Ward:

refine that simplification and remove that friction.

Matt Waller:

Okay, Tom, what are you looking for? In you know,

Matt Waller:

there's, there's probably people out there students and alumni

Matt Waller:

and various people that would like to move in this direction

Matt Waller:

in their career. What do you and your team look for in people?

Tom Ward:

Yeah, it's a great question, Matt, I think first

Tom Ward:

thing I'm gonna say is that Walmart is a fantastic place to

Tom Ward:

have this kind of career, you know, you listed off a couple of

Tom Ward:

roles I've been fortunate to have here. And I started like

Tom Ward:

running running stores in the UK and then spent time in

Tom Ward:

international and I got to work in different areas there,

Tom Ward:

including strategy. And then I got to work on our training

Tom Ward:

academies and simplification for stores, and then our online

Tom Ward:

pickup business and product organization through to this

Tom Ward:

role in overall e-comm, Matt. So, so I'm always going to be a

Tom Ward:

huge advocate for the kind of breadth of opportunity that

Tom Ward:

Walmart can present to somebody. But I think if you think what's

Tom Ward:

consistent across all those roles, and what makes the

Tom Ward:

difference for folks that we interview, people are gonna have

Tom Ward:

different qualifications and different skills. But the the

Tom Ward:

thing that stands out to me is always the curiosity. Because I

Tom Ward:

think if you're going to solve problems, not just the problems

Tom Ward:

that customers and associates face today, but once they're

Tom Ward:

going to face tomorrow, and if you're going to understand that

Tom Ward:

you've got to see past solutioning, to find that pure

Tom Ward:

problem statement, to remove friction and to, to get on to

Tom Ward:

the next thing. You've got to start from a place of curiosity.

Tom Ward:

So it's really important for us as we meet people to think

Tom Ward:

through the breadth of interest they have the way that they look

Tom Ward:

through, you know, different lenses to view the world because

Tom Ward:

that tends to land you in a place that you might not have

Tom Ward:

expected. And it brings together a really great solution for

Tom Ward:

customers and associates. So that for me is a really

Tom Ward:

important quality.

Matt Waller:

Well, Tom, congratulations on your amazing

Matt Waller:

career and the tremendous accomplishments and work you're

Matt Waller:

doing at Walmart. It's really impressive and I know you're

Matt Waller:

very busy. So it's very generous of you to take time to visit

Matt Waller:

with us. Thank you.

Tom Ward:

Thank you. Thanks for kind words, Matt, and really

Tom Ward:

appreciate the opportunity to talk to you.

Matt Waller:

On behalf of the Sam M. Walton College of

Matt Waller:

Business, I want to thank everyone for spending time with

Matt Waller:

us for another engaging conversation. You can subscribe

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