"TOM makes us more effective, faster and more transparent"

00:00:00: In the first episode of our two-part series with Matthias Bühler, Metros customer and

00:00:18: sales officer, you already learned a lot about Metros pricing and the partnership agreements

00:00:24: with our customers.

00:00:26: If you haven't listened to the first episode yet, feel free to pause now and catch up.

00:00:31: I promise you, it's really exciting.

00:00:33: Or you can just stay tuned to hear the rest of our conversation, which focuses on the

00:00:38: digitalization of our business processes and the target operating model.

00:00:42: We talk about customer relationships through digital marketing and finally, we reveal this

00:00:47: secret behind Matthias Sanzvenier.

00:00:54: Hey, colleagues.

00:00:55: Welcome to a new episode of our more podcast, "Held Sale to the Max".

00:00:58: I am Bernd Röder from Internal Communications at Metro AG and responsible for this podcast

00:01:03: about our score strategy.

00:01:06: Joining me once again is Matthias Bühler, Metros customer and sales officer.

00:01:10: Hello again, Matthias.

00:01:11: Hi, Bernd.

00:01:12: Good to be back.

00:01:13: Great to have you still with us.

00:01:16: Thanks for taking the time.

00:01:18: Digital business processes and the appropriate tools are becoming increasingly important

00:01:23: to us at Metro.

00:01:25: They are helping us to become more efficient and cost effective.

00:01:29: To this end, Metro's business units and our IT and tech departments are currently being

00:01:35: closely integrated and now are working together as one team.

00:01:41: This newly formed organization of business and IT is known as the target operating model

00:01:47: or TOM for short.

00:01:49: On the business side, TOM mainly consists of 11 units plus 7 tech units and which are

00:01:56: now called platforms and four of these platforms report directly to you.

00:02:00: Matthias, one of these is a marketing platform which was launched as the first pilot in February

00:02:07: this year.

00:02:08: Matthias, what specific impact does this new way of working have on you and the entire

00:02:15: CSO organization?

00:02:17: Thanks for the question.

00:02:18: Obviously, the TOM project is quite visible in the organization and will also have quite

00:02:25: an impact on first, Metro Digital and Metro AG, but hopefully also second on how we generally

00:02:35: work together and build digital and products.

00:02:38: So what are the benefits?

00:02:40: In the end, the benefit is we go from a triangle between Metro AG, Metro Digital and the countries

00:02:48: to, I always jokingly say, at least to a straight line because we reduce the dimension

00:02:54: Metro Digital and Metro AG because we have one team.

00:02:59: And what's important to know in the pilot, we only pilot the so-called what organization

00:03:05: and there are two things to this Tom.

00:03:08: There is the what organization and there is the how organization.

00:03:11: The what organization is basically what do we do on a day-to-day basis?

00:03:17: How is how do we work together and who actually delivers which capabilities into the team?

00:03:23: So we've piloted the what?

00:03:25: So you had in the pilot, you had the global campaign squad, which basically was running

00:03:32: the use cases out of our marketing automation, something like an onboarding flow or the cross

00:03:39: and upsell flow in this marketing automation project.

00:03:43: And within this squad, you then have a cross functional setup of colleagues, both from

00:03:48: Metro Digital as well as from Metro AG.

00:03:50: And then you had a number of other squads as well.

00:03:54: And the colleagues basically, yeah, as you do it when you form a new team, they had workshops

00:04:00: setting up, okay, how do we, what are ways of working?

00:04:03: What are targets?

00:04:05: How do we, yeah, how do we want to collaborate to create the biggest impact and how do we

00:04:09: also collaborate with our colleagues in the countries?

00:04:12: Because in the end, this Tom needs to change how we deliver value to our customers and

00:04:19: employees because it doesn't help if it's mainly a cost saving exercise in the end.

00:04:24: Needs to be an exercise to improve our speed to market of digital products and hence the

00:04:29: value that we deliver to our customers and to our employees.

00:04:34: And how do you work?

00:04:35: You personally, how do you work with the platform and the platform leads in concrete

00:04:39: terms?

00:04:40: So in the end, the platform, the platform leads are my direct report.

00:04:45: So in the end, my leadership team within the CSO organization consists of the four designated

00:04:52: platform leads.

00:04:53: Then I have a colleague mainly that runs a so-called transversal team, which is CX and

00:04:59: process excellence, and then we also have Haikopäuter as the VP sales excellence, and

00:05:07: Michael Süber with the whole topic of MPAY and Metro Financial Services.

00:05:12: And this is my leadership team, and we work together like all other teams.

00:05:17: So I think there's nothing mystic about it or anything.

00:05:20: It's really, they're my direct reports.

00:05:22: I'm involved in their day-to-day activities.

00:05:24: We now right now prepare, for example, the annual business review, and then we go through

00:05:28: the different initiatives together.

00:05:30: We look at the business cases that the colleagues have prepared.

00:05:32: We look at the staffing, the initiatives for next year, the KPIs that we want to focus

00:05:37: on.

00:05:38: And what's important to me is that it's a team, and I also want to be involved into

00:05:43: the platforms.

00:05:44: I do skip level meetings with the squad leads.

00:05:47: So just to stay close to the colleagues, and obviously due to the four years that I spent

00:05:53: in Metro Markets.

00:05:54: I'm quite fond on product development and digital tools, and try to provide help to

00:06:02: the colleagues that are more business-oriented, and so far I had little touch points with

00:06:07: that.

00:06:08: And at the same point in time, it's also quite important to me that I keep on learning because

00:06:12: in the end, most of the time, the teams know way better what we need to do than anybody

00:06:18: higher up in the hierarchy.

00:06:20: So much for the how coming to the what.

00:06:24: So what advantages do you expect Tom to bring for the further digitalization of our operational

00:06:30: processes?

00:06:31: There are multiple, multiple elements, and let me start with the most obvious one.

00:06:36: And that is the one that I think is also the most painful one.

00:06:40: It will make us more cost-effective.

00:06:41: It's not a secret that we in the countries in Metro Digital, in Metro AG, are taking

00:06:48: cost measures, both on the non-PAC side as well as on the PAC side.

00:06:53: And so in the end, it will make us more cost-effective.

00:06:57: That is number one.

00:06:58: But if that would be the only thing, then we would have not done a good job.

00:07:02: What it also should ensure is that we are getting quicker.

00:07:06: So we're getting quicker in developing our products, developing the right products, and

00:07:11: thirdly, being closer together with the countries.

00:07:15: In the end, we talked about one Metro before, talked about togetherness, and in the end,

00:07:19: the value is being realized.

00:07:21: I'm always a bit careful with the value is created, but the value is realized locally.

00:07:27: And in the end, the Tom should enable us to also be closer to our country colleagues and

00:07:32: also give them more transparency on why sometimes things are not going as quickly as they would

00:07:38: like to, as we would like to as well.

00:07:41: And I think this being closer together, combined with speed and being more cost-effective is

00:07:47: the benefits that I expect.

00:07:50: You already get some experiences during the pilot phase since February.

00:07:55: Looking back on the past few months, have there been any surprising insights in this Tom process

00:08:02: that you did not expect?

00:08:05: One thing that I realized due to the fact that we are still different companies, like

00:08:11: Metro Digital is a different company than Metro AG, just from a pure legal identity

00:08:16: set up.

00:08:17: And the colleagues are working in different companies.

00:08:20: One of the things that is quite difficult is to have effective processes then.

00:08:26: So how does employee and appraisal work?

00:08:30: How simple administrative things like, okay, somebody wants to go on vacation over time,

00:08:37: these type of things, they take up actually quite some time to resolve that in a setup

00:08:42: that we're striving for.

00:08:44: And I think we're now there's the so-called go-live readiness because we're right now,

00:08:50: mid of July, first of August, we are planning to go live with a broader set all of the platforms.

00:08:56: And then the real, like, this is the moment of truth is the first of October.

00:09:03: We have a transition phase now of two, two and a half months.

00:09:06: And within that time, we need to find a way to resolve these type of things.

00:09:10: And it sounds super basic, but it's those type of things that in the end also frustrate

00:09:15: an organization, make the collaboration more difficult, and simple things like, where will

00:09:21: we actually sit in the future?

00:09:23: It sounds complete trivial, but obviously we want people to come to the office, we want

00:09:28: them to collaborate together.

00:09:30: But if we ask them to come to the office and then we sit somewhere in three different

00:09:35: buildings and every time five, 10 minutes walking distance, that is not going to work

00:09:39: and will only frustrate people.

00:09:41: Yeah.

00:09:42: And looking ahead, what are your expectations of this new way of working?

00:09:48: Well, as mentioned before, in the end, my expectation is that things will get smoother.

00:09:53: And I've seen it in metro markets, I see it also in some of the teams so far.

00:09:59: I think the new organization will make it easier to collaborate better.

00:10:05: I would at the same point in time say the old organization did not prohibit us from

00:10:11: doing it as well.

00:10:12: So the organization now makes it easier.

00:10:15: But in the end, we always say we're a people business and that is also true.

00:10:19: And in the end, it's probably true for most organizations in the end.

00:10:23: It's about the people or how they want to collaborate.

00:10:26: So my expectation is that we'll have this smoother working together and we will get

00:10:32: quicker.

00:10:33: Yeah.

00:10:34: So making things easier in our collaboration at Metro and especially in terms of finding

00:10:39: new digital tools for our business.

00:10:42: Yeah.

00:10:43: And you, dear colleagues, can find out more information about Tom on United.

00:10:47: Finally enter Tom in the search box to find a detailed material on this topic.

00:10:57: So much for Tom.

00:10:58: Let's talk about Sam.

00:10:59: Yes.

00:11:00: Sam is an application that supports our Salesforce teams, making their work more efficient and

00:11:05: improve customer service.

00:11:07: But yes, could you please explain how Sam makes life easier for our Salesforce people?

00:11:13: I mean, in the end, Sam is the CRM tool for our Salesforce.

00:11:18: So it's where they prepare their visits, where they document their visits and where they

00:11:23: find the insights about our customers.

00:11:26: Ideally, this is the key tool that they use in the day to day work.

00:11:32: You will also find now the partnership agreement and the simulations that we talked about before

00:11:37: all incorporated in Sam, you will find the contracts that you have with your customers

00:11:42: in Sam.

00:11:43: So it's the all in one tool that you use on a day to day basis.

00:11:49: But not all Metro and macro countries are using Sam to its full extent yet, right?

00:11:55: No.

00:11:56: Sam is a classical example of our diversity as an organization.

00:12:00: Let me put it like that.

00:12:01: That's the political correct way to phrase it.

00:12:05: In the end, we have not managed to provide enough clarity about what we actually want

00:12:11: out of Sam across countries to our colleagues in Metro Digital.

00:12:17: In all fairness, we have even put the entire tool into maintenance mode.

00:12:23: Even before I started, because if we cannot agree amongst a group of countries on this

00:12:29: is what we want to have, then we're not going to continue developing because we're going

00:12:33: to always develop something that three people will say, yes, this is what we want.

00:12:38: And then five people will say, no, we want something different because it's not what

00:12:42: we want.

00:12:43: We're also not going to use it.

00:12:44: So it's one of the areas where we are looking into how can we as a group actually leverage

00:12:51: our scale in a better way.

00:12:53: And Sam is being used in some countries, so for example, in Croatia, in Portugal, quite

00:12:59: a lot.

00:13:00: And then we have other countries where we don't use it at all and where local tools

00:13:03: have been built.

00:13:05: And they are very good, those local tools.

00:13:07: There's no debate about it.

00:13:08: We looked into whether we can move those locally developed functionalities also to other countries.

00:13:15: But then the devil is always in the detail because very often it's about local processes,

00:13:20: it's about local databases, and then it's not replicable from one country to the other.

00:13:27: And that's one thing that the colleagues at Metro Digital always said and also complained

00:13:31: about is we need to start with what is actually a standard business process.

00:13:37: And then we build the tooling for this standard business process.

00:13:40: And how will the Sam app be developed further?

00:13:45: So we are now going into ABR and we're going to ask for funding to develop, I would call

00:13:51: it no regret things, things like 360 view on a customer, things like certain productivity

00:13:59: improvements, how to manage customer individual prices also out of Sam.

00:14:04: And these type of things we will now develop further.

00:14:07: And what role will artificial intelligence play here in the future?

00:14:12: So we have now an initiative ongoing, which is called AI SalesBuddy and the colleagues.

00:14:19: So it's basically out of the future AI platform, Olaf Merker, together with Aiko Poitard that

00:14:26: is sales excellence and Marcel, who will do the sales platform, the colleagues are together

00:14:32: with two pilot countries, the first pilot country and first mover will be France.

00:14:37: Second one is Spain.

00:14:38: Look into how can we use AI mainly for preparation and documentation of sales visits.

00:14:47: And if we take a look into the future into an ideal world for our Salesforce people,

00:14:53: how will this change the work of our Salesforce organization?

00:14:58: In the end, it should make life easier.

00:14:59: I mean, the idea of AI is to make the life of our people easier.

00:15:04: And Salesforce is a classical example where it hopefully will increase the productivity.

00:15:10: It will take away certain tasks that are simply cumbersome.

00:15:17: So a classic example for me is meeting documentation.

00:15:21: If you think about it today, how does meeting documentation

00:15:24: work, or how does the sales web generally the day look like?

00:15:28: They prepare for the visit with the customer.

00:15:31: So they need to think about, OK, what do I actually

00:15:33: want from the customer?

00:15:35: What are the arguments that I have to convince the customer

00:15:38: to either buy more of something or shift

00:15:41: to a different delivery window or increase general the purchase

00:15:47: because they're below a minimum auto value, these type of things.

00:15:50: So what is my objective in my visit?

00:15:52: Then they prepare that.

00:15:53: They need to get the data in order to convince the customer.

00:15:56: Then they have the meeting.

00:15:58: And then after the meeting, they document the meeting.

00:16:01: And that's one of the things that is important for us,

00:16:04: both from a steering, but also from a follow-up perspective.

00:16:07: And this documentation today is either on the phone

00:16:12: or in the iPad typing.

00:16:15: What obviously is way easier is via voice, just simply

00:16:20: describing-- this is what we discussed about this.

00:16:25: And then AI in the background, translating that into text,

00:16:28: ideally also streamlining it, maybe even creating immediately

00:16:32: follow-ups.

00:16:33: So you can take out this entire documentation

00:16:36: and also preparation to a certain extent

00:16:39: to make the use of the time for the Salesforce much more

00:16:43: effective.

00:16:44: [MUSIC PLAYING]

00:16:48: Having a strong and efficient sales team

00:16:50: will certainly help us to improve our multi-channel strategy.

00:16:53: That means that more and more customers

00:16:55: are buying online from us, whether via our Custom App M

00:16:59: Shop or our website, for example.

00:17:02: There are less non-food products available in our stores.

00:17:06: Such as professional kitchen equipment.

00:17:08: In future, these products will be sold mainly

00:17:10: via our digital marketplace Metro Markets.

00:17:14: Matthias, what does that mean regarding the customer journey?

00:17:19: What does it look like in future?

00:17:20: In the end, the customer journey will obviously change.

00:17:27: So we need to determine which touch points play which role.

00:17:31: I'll give you an example.

00:17:33: As of today, if a customer comes to the store

00:17:37: and is interested in a fridge, we would display to the customer,

00:17:41: these are the 10 fridges that we have.

00:17:43: And we'll try to convince the customer

00:17:46: to buy one of these fridges and take it home with him,

00:17:48: or home to its business with him.

00:17:51: In the future, we might actually have a smaller range

00:17:54: of fridges there.

00:17:55: But we will have something which in Metro Markets countries

00:17:59: called assisted sales, where you can showcase to the customer,

00:18:02: yes, we have these three, if you have an immediate now-now need.

00:18:06: Or here is a wider range and a way, way bigger range of products

00:18:12: that you can purchase from us and we'll ship it to your business

00:18:16: immediately.

00:18:16: So the store plays a certain role.

00:18:19: Our website plays a different role.

00:18:21: The app plays another role.

00:18:22: The Salesforce, again, plays a different role.

00:18:25: And it's different by product category.

00:18:27: It's also different by customer type.

00:18:30: So that's one thing that we need to develop.

00:18:33: But we've done actually quite some work in that over the last couple

00:18:37: of years.

00:18:37: And I think in a lot of countries, this is already quite developed.

00:18:41: We have in France an extremely high share of assisted sales.

00:18:45: We have the same in Italy, in Spain, and in Portugal.

00:18:49: So there are very good examples and learnings

00:18:51: that we can take from these countries when we talk about the e-commerce

00:18:54: part of our business.

00:18:55: And could it be also in the future that, at least for some countries,

00:18:59: that our customers will only buy food in the stores and non-food items

00:19:04: via metro markets, for example?

00:19:07: I don't think we'll ever get to that extreme.

00:19:09: So in the end, what we know is that the general market is going

00:19:13: towards online in these categories.

00:19:15: So that is something that is not metro specific, but market specific.

00:19:20: So in the end, if you want to play in certain categories,

00:19:24: you need to have an online offering.

00:19:25: That is relatively clear and also agreement across the company.

00:19:30: That does not mean that you don't have offline sales at all anymore.

00:19:34: And I mean, we historically are very strong in offline sales.

00:19:38: And if you would go, for example, to a country like in France,

00:19:42: you still have significantly more non-food sales in the store

00:19:46: than you have online.

00:19:47: And I don't think that will go away.

00:19:49: It will get closer to each other.

00:19:52: And the growth rates in the online channel are quicker.

00:19:55: But no, I don't expect that we are only selling non-food online going forward.

00:20:00: The store has a role to play also for non-food.

00:20:04: However, in our multi-channel strategy,

00:20:08: it's also foreseen that customers only buy online.

00:20:11: Doesn't this mean that we are missing out on an important opportunity

00:20:16: to connect with customers in person?

00:20:19: I would not agree that in our multi-channel strategy,

00:20:23: the idea is that customers only buy online.

00:20:27: The multi-channel strategy foresees the customer to buy across different channels.

00:20:32: That there might be certain customers that decide that they only want to buy online

00:20:37: or only want to buy in the store or only want to buy via FSD.

00:20:41: That is possible.

00:20:42: And then obviously, you cannot force people to their luck, so to speak.

00:20:47: But our clear ambition is that the customers buy via various channels.

00:20:53: And we all know that FSD is almost by invitation only.

00:20:57: So we will not be able to have all of our customers buying store, FSD and e-commerce.

00:21:04: But nothing is holding us back to say everybody that's buying e-commerce should buy in the store.

00:21:10: Everybody that buys in the store should also buy e-commerce.

00:21:13: And then for the customers that qualify, so to speak, for FSD,

00:21:17: ideally they buy all three channels and on top they have also our digital solutions,

00:21:23: which makes the package most round.

00:21:26: And there's lots of debates about causality and correlation

00:21:31: about those customers also being more valuable.

00:21:33: But the data very clearly says customers that buy in more channels are more valuable to Metro.

00:21:41: And it's not a Metro specific phenomenon.

00:21:43: So we should also there not try to reinvent the wheel.

00:21:45: In the end, multi-channel is a proven concept.

00:21:48: In the process of the ongoing digitalization and digitalization of our marketing,

00:21:55: how can we build personal relationships with our customers through digital communication?

00:22:01: So we have a very good example in Germany.

00:22:04: Germany has done actually quite a good job in building up quiet some reach via their digital

00:22:10: touch points. They have built up a quite huge database of email subscribers.

00:22:16: And then on top of that, they have experimented with WhatsApp quite a bit.

00:22:20: So increase their reach via WhatsApp.

00:22:23: And now they're shifting right now to what they call Metro Chat,

00:22:27: which in the background, it's something called RCS.

00:22:30: And that is in essence WhatsApp via the SMS channel.

00:22:34: Simplistically spoken, and they're quite pioneering that.

00:22:37: So they gained quite some attention even from the likes like Google and Telecom.

00:22:43: So they do quite a lot of things there.

00:22:46: And yeah, in my perspective, this is part of the future.

00:22:49: We'll need to see that we have a healthy customer mix between yes,

00:22:53: the trend will go more and more towards one to one, one to many type of communication.

00:22:59: And then we'll need to find the right mix between our own channels and own channels are then

00:23:04: the companion because the companion or our Metro app is by definition,

00:23:09: a possible channel for one to one, because you have it on your phone,

00:23:12: be it via the website, be it via things like chat functions in Eastern Europe,

00:23:19: we have Viber in Western Europe, you have more WhatsApp or now the RCS functionality,

00:23:25: still have email, you have call center, you have the sales force.

00:23:28: All of these are more our own channels.

00:23:31: And then we also need to be a bit more strategic about our marketing mix in terms of like,

00:23:36: how much do we put into own channels, how much do we also put into paid channels,

00:23:41: paid channels in the end is the classical, be it Instagram, be it YouTube,

00:23:46: be it classical Google search and so on and so forth.

00:23:49: And then the last piece, which some countries are doing really well and others we do way to

00:23:54: limit it is the so called earned channels, which is whenever you're being mentioned,

00:23:58: because you are in the press somewhere and you have a certain positioning that is very strong.

00:24:04: Yeah, so many, many ways of digital communications.

00:24:07: Yeah. Last question to conclude, Matthias,

00:24:11: what major topics and projects are coming up for you in the next few weeks and months?

00:24:17: Next few weeks is a relatively easy answer.

00:24:20: We talked about Tom before, we'll, as mentioned, have a soft go live first of August,

00:24:26: then the really go live, go live first of October, that will definitely keep us busy.

00:24:32: What's quite important to me is that we, at some point in time, then thereafter,

00:24:37: also start being able to shift gears and really start moving towards the future,

00:24:42: because we otherwise, we spend too much time just looking at ourselves and we look into,

00:24:47: need to look into the market, need to look towards our customers, our colleagues,

00:24:52: how can we help and support them? So concrete examples are we have within MShop,

00:24:57: a really nice initiative right now ongoing, it's called availability to promise.

00:25:03: So within the MShop order flow, you will, as a customer, be able to really see what is available,

00:25:09: how much is available, is there new goods coming and those type of things.

00:25:13: It's something that a lot of countries and also some of the functions have been asking for quite

00:25:18: a while. So that's something which I'm looking forward to delivering. And then there are multiple

00:25:23: other things we are right now, as mentioned before, we're in the annual business review

00:25:27: where we are pitching for various things, be it things like we want to implement the

00:25:33: Consent Management Platform to enable us to use our first party data in marketing better.

00:25:38: Quite important also, for example, for Metro Germany, we all know they're in the middle of a

00:25:43: massive transformation, marketing being one key area, we also, it's another area,

00:25:49: we want to help them to improve the website. Also there we're pitching for additional resources to

00:25:55: help in the end also Metro Germany in their transformation efforts.

00:25:58: Hey guys, have you already heard about Metro's Super Scorer campaign?

00:26:09: Every day our colleagues put their heart and soul into making sure that everything runs smoothly

00:26:14: at Metro and Metro, whether in our stores, in the depots, in Salesforce, customer service,

00:26:20: or in administration. With who is your Super Scorer, we want to say thank you to these

00:26:27: everyday heroes and put them in the spotlight. My personal Super Scorer candidate is my colleague

00:26:34: Eva, who always comes up with such great campaigns and implement them with a lot of creativity and

00:26:41: even more passion. In doing so, she spread our Metro fundamentals worldwide among all

00:26:47: Metro people. And now it's your turn to nominate your silent hero, team player or role model.

00:26:54: Simply click on the link in the show notes, write two sentences explaining your choice

00:26:58: and send it in by 29th of August. Let's go, show us who gives their all at Metro.

00:27:05: Okay Matias, now let's move on to what you have brought us and to what our colleagues have been

00:27:17: waiting for over the past two episodes. I'm saying that's maybe also digital, at least you brought

00:27:23: it here digitally on your iPhone. Your sound souvenir, a sound that you associate with something

00:27:29: special or that simply gives you pleasure, whether at work or in your private life.

00:27:34: Matias, we are all excited. Let's hear what sound souvenir you have brought for us.

00:27:48: Okay, that sounds that there's someone running. Yes, that is correct. Yeah, what is it?

00:27:56: It's me running. I picked that up, I would say 12 years ago, because my oldest daughter is 12,

00:28:02: and I tend to run at weird hours. So I run at like 5.15 in the morning for an hour or a bit longer.

00:28:09: And it's something that gives me a lot of energy, because at some point in time, I was not sporty

00:28:15: at all anymore. And I realized that it also takes a toll on me from a personal well-being

00:28:22: perspective. And then I try to find a sport that is compatible with what really gives me energy,

00:28:29: which is my family. I have three daughters, and my wife also works. So if I would now, I don't know,

00:28:36: say I go play golf or something like that, I would not go over well. So running in the end at weird

00:28:42: hours is what works well for me, what works well for my family. And I'm, yeah, I've grown to enjoy

00:28:48: it quite a lot. And that is the thing that I brought here today. Yeah. And where do you're

00:28:54: going? So where can we find you in weird hours in the morning? So I run from home towards the

00:29:01: Rhine, then along the Rhine and back home. So it's like, I have a standard route, 12 and a half K.

00:29:08: And yeah, I run that like, depends on, I actually, right now, I'm a bit worse. At some point in

00:29:14: time, I was running that three to four times a week. Now, right now, we're more talking about

00:29:18: twice a week, because I also picked up tennis again, because my kids are gotten older as well.

00:29:23: So they are a bit more self-sufficient. Yeah, me as well. I'll also start playing tennis again.

00:29:28: Yeah, Matthias, thank you for the great sound and your great story behind it. Yeah, thank you

00:29:37: for bringing and sharing it with us. Really amazing. And thank you very much, Matthias,

00:29:41: for all the many, many interesting information about the digital transformation at Metro.

00:29:46: I'm sure we all really learned a lot. All the best to you, Matthias.

00:29:50: Thanks, Bern. Always a pleasure. And to you, dear colleagues out there, thank you for tuning in.

00:29:57: If you have any requests for topics or would you like to give me feedback on this podcast,

00:30:01: please feel free to drop me an email or message me on Teams. Don't forget to subscribe to more

00:30:07: podcasts on your favorite podcast platform. Catch up on the past episodes and recommend

00:30:13: more podcasts to all your colleagues. I can't wait for the next episode. Bye-bye and take care.

00:30:31: you