Within that 10-year [music] vision for

Whole Foods, Jason, how many of these

smaller stores do you think you can

open?

>> I mean, I I see hundreds.

>> But, what do those [music] price gaps

look like?

>> Our goal has been for like for like

products, we can be right there with

competition.

>> Is that an example of, you know, the

Amazon magic [music] finally coming into

Whole Foods?

>> There is a lot of magic that situates uh

behind the scenes, and the Dash Carts is

a great example of what customers can

see firsthand. You know, another area

that I'm excited about, not just in

[music] Whole Foods, but in our broader

grocery shopping experience, is our

Alexa for shopping.

>> When do meat prices

>> [music]

>> start to come down to more reasonable

levels? The past year is busting my

budget.

All right, welcome to a new episode of

Power Players, and I am so excited to

reconnect with my next guest because he

was one of the first people I had on my

podcast when we launched this, I guess,

eons ago. I don't know if that's how you

would say it. Whole Foods CEO Jason

Bezo. Jason, good to see you, man. It's

been a while. You still look great.

What's new at Whole Foods?

>> Yeah, well, we got uh a lot going on.

Um obviously, uh customers continue to

uh look for value, selection, and uh

transparency into their products, and

that's the area that we're really

doubling down on. Uh we're really

excited about the growth um that we're

also doing right now and expanding to

new stores. Uh we've got uh a newer

format, uh Daily Shop, uh which we're

excited about bringing to more

customers, and uh you know, bringing

great trend and innovation within the

food space, and uh excited about how a

lot of that will come together for

customers as well.

>> No pun intended, but when you first

started, uh that first 6 months, though

what did you plant in terms of ideas and

innovation that first those first 6

months that are now

finally hitting today? And I told you

before you even got on here,

Whole Foods got a shout-out by Amazon

CEO Andy Jassy uh on the earnings call.

Whole Foods is doing really good. The

sales are outperforming many competitors

in major markets. Like, what is starting

to click for the company?

>> Yeah, so

a couple things. One, you know, when I

think about my my first 6 months, a big

part of it was the Yeah, I'll say the 12

months that led up to it. So, I had, you

know, the fortunate opportunity to to

know that I was going to be stepping

into the role, which not many CEOs have

the opportunity to to have that time to,

you know, process and be able to prepare

like I did and having the opportunity to

work side by side with John Mackey over

those 11 months was also a great

learning experience at the same time.

You know, a big thing that I did was

something we called the whole

conversations tour where I went out and

visited with each one of our regions and

connected with suppliers, customers,

community members, all of our

stakeholders to understand what are the

most important things that we need to be

focused on and what are greatest

opportunities as as a company. And that

led us to developing something

that we referred to as our our our

10-year vision, which is growing with

purpose. And you know, there we've

outlined some of our biggest areas

within the within the company as far as

opportunity goes.

You know, our goal is to create the very

best customer experience. We're going to

invest in team member growth and and

happiness. We want to be able to expand

our reach and our impact. And to do

that, we also have to deliver

exceptional business performance. So, I

think a big part was laying out a clear

strategy as far as where we're headed

over the course of the next 10 years.

And there are a couple areas we really

wanted to double down on. One was

re-accelerating growth. We've been in

kind of a space where we'd really pulled

back on the number of new stores that we

were opening.

A big part of it was making sure we've

got all the right foundations in place.

And I wanted to help us figure out how

do we sort of re-accelerate that? And

we're doing that a number of ways. One,

the traditional stores that, you know,

our customers have been shopping at for

decades. We also want to try out new new

formats as well. And Daily Shop was one

of those um, bets uh, where we opened

our very first store,

um, in Manhattan, not too, not too far

from you. And it's been really exciting

to see how customers sort of engage in

that space. And

um, one of the most important parts of

supporting, uh, the growth fuel was, is,

is making sure that we

listen to our customers. And one of the

things we wanted to be able to do was

continue to bring more value to our

customers on the, the Whole Foods side.

And, you know, for, for me, this was

about not only investing into, uh, our

regular prices for customers, where

we've done a lot of focus on that. It's

about expanding, uh, more opportunities

in opening price point. And we do a lot

of that through our 365, uh, brand. And,

uh, at the same time, finding ways, um,

to bring customers into stores. And

we've done that, you know, by doubling

the number of promotions that we've made

available to our customers. Um, we're

also really focused on, you know,

continuing, as I mentioned earlier, you

know, supporting the trends that we

believe are resonating with customers

within the food space. And in some

cases, you know, those are, you know,

trends that you're going to see around,

you know, different things like in,

ingredients or type of food, whether

it's the protein and fiber trend that's

going on right now, or, or creatine,

where the, you know, the uses have

expanded for

what customers are looking from, you

know, looking at mental health and sleep

and, and clarity to, you know,

supporting, supporting muscle growth at

the same time. And, you know, for, for

me, this is also about how do we work

more broadly across Amazon. And, you

know, with my responsibilities and also

supporting Amazon Grocery Worldwide, how

do we bring the best of that together to

support great customer experiences. And

whether that's, you know, helping

support, um, you know, our customers

make easy returns in our Whole Foods

Market stores, to bringing some of our

very best products within Whole Foods

and having them made available in our

Amazon same-day grocery delivery. Uh

these are all ways by which we're

helping support our customers across all

different spectrums and channels by

which they shop.

>> That new store that you just mentioned,

the what the deli shop, how how is that

how is that store different than the

suburban one that I go to probably or I

probably spend half of my waking life at

every week buying things, especially

creatine. Jason, I want so much

creatine. Uh you might be concerned with

my health. I mean, it's really absurd

what I take every day, but we'll take it

offline.

>> Yes. You you and many many many other

customers. It's it's funny because, you

know, that was a product, you know, we

were

uh we'd helped support in the natural

organic space like in the '80s and it's

like, you know, you know, totally made

this, you know, complete return and for

for many uses as well. But uh

uh as it relates to the daily shop, you

know, a lot of excitement we have right

now. We've got um

uh 12 stores. Uh six of them are in

London.

Six here in the US, most in in

Manhattan. And you're asking sort of the

difference of, you know, how this

concept shows up versus others. The

store you shop at is about 40 45,000 um

square feet. We've got full-service

offerings basically spread across the

perimeter of meat, seafood, specialty

cheese, prepared foods.

And what we've done is taken the very

best of Whole Foods and condensed it

down into what is closer to a 9 to

12,000 square foot um experience. And

our goal is to continue to support all

different missions that our customers

have in shopping grocery, but uh by

having a smaller footprint, we can be

closer to where our customers are at. Um

as you might imagine, you know,

especially in Manhattan, the ability to

open a dozen more 40,000 square foot

stores is a very complicated process and

would take, you know, years and years

and it probably a decade when we look at

how complicated some of those projects

can get. And the reality is that in this

smaller footprint, we can move much

quicker and help serve our customers'

needs. And this is really allowing

customers to do quick grab and go

you know stop this stock ups

a lot of this is really geared towards

how our customers are shopping today

which is more frequently. They're not

doing one large basket for a week or

two. They're shopping on a regular

basis. The average customer right now

is shopping for food three to four times

a week and this new concept is really

helping support that. So we curated the

very best. We're helping present it in a

way that makes it very easy for

customers to shop everything from meals

to

to

meals, pantry staples, grab and go

options and you know our our goal here

is to like listen to what our customers

are telling us and we've iterate

iterated on this format, you know,

not everyone is identical, you know, the

neighborhoods that we're dropping these

stores in they differ and so we're

helping ensure that we are matching what

our customers are looking for in the

communities that they're serving as well

which is something we've probably done

in you know all of our stores.

>> Within that 10-year vision for Whole

Foods, Jason, how many of these smaller

stores do you think you can open?

>> I mean I I see hundreds, you know, quite

frankly. You know, this will be an

opportunity where you know, not only do

we see this showing up in many

dense urban areas across the country but

I think this concept or you know,

something that we iterate off of it will

allow us to get to places that maybe we

wouldn't be able to put you know, a

full-sized Whole Foods in. I also think

about things like college campuses.

You've got you have dense areas there

where you know, again, we could serve a

population where it's really hard to

drop a 40,000 square foot Whole Foods

Market store.

>> There you have really sharpened you

focused and we when we originally spoke,

I know you're very focused on sharpening

price points at Whole Foods. And now the

more research I've been able to digest

again, no pun intended. You have closed

the gap with that 365 uh private label

brand versus traditional grocers like a

Kroger, uh like a Walmart. I won't even

put Target in this discussion cuz they

don't even deserve to be in it. But, uh

what do those price gaps look like?

>> Yeah. You know, for for us, you know,

our goal has been we want to make sure

for like-for-like products we can be

right there where we stand with

competition. You know, one of the things

I'm proud of is the quality standards we

have are are higher than a lot of the

groceries that you just mentioned. Um

you know, whether it's our over 300

banned ingredients that we have across

our food products to our animal welfare

standards, our sustainable seafood

sourcing standards, our pollinator

policies. And so, what we want to do is

bring value for customers, especially

for those open price points where

they're seeing basically roughly the

same price and at the same standpoint

they're getting a higher quality

product. And with us, you also have the

ability to um have an experience, you

know, whether it is, you know, talking

to one of our butchers and helping

select the exact cut of meat that you

you're looking to have, or talking to

our fishmonger who can help, you know,

choose the selection of oysters that

you're going to buy, or one of our

certified cheese professionals who's

going to help you make this amazing

charcuterie board. Our goal is to help,

you know, bridge the opportunity for

customers to do a quick shop whether

in store, online, or pick up. And for

those customers who want that expertise

still have that full service available

when they're shopping in stores.

>> In your latest round of store walks, I

mean I I know you pop into Whole Foods

and you grab your lunch there. I mean

you're very involved. I mean, of course,

I mean you're leading the company. What

have you

What have you found that has surprised

you recently inside of a Whole Foods?

>> Well, one is, you know, uh how customers

are shopping right now. Um

you

I constantly am observing like, you

know,

uh customers that are going in and out.

You know, yesterday I was in our West

Lake store in downtown Seattle. And

we've got a mixture of what are folks

who are, you know, working in the area,

living, and then tourists. And just

watching sort of the different

behaviors. And when I look at, you know,

what customers are looking for right now

is to help save time. So, the number of

items that are sort of in a pre-pack,

ready-to-eat, whether it is cut fruit,

whether, you know, in the seafood

department, it's the value-added where

we've already marinated it, it's ready

to go, to prepared foods. One of the

hottest trends trends right now are

family meals. And, you know, this is an

area where it's helping customers

save, you know, time where they can

basically, you know, choose their

favorite mains and proteins to their

sides, and it's ready to cook and

available for their family.

I saw a customer yesterday who had six

of them in their shopping cart. And,

you know, and they they were I'm sure

going to be doing basically, either, you

know, feeding their I I my guess is it

was not for feeding the family, it was

probably for meal prep, which is one of

the other trends that we're seeing is

folks are using

these family meals and then, you know,

stocking up and basically breaking up

all the different components and taking

what's a meal for four and turning it

into, you know, you know, meals, you

know,

basically, you know, eight plus meals

for an individual for the entire week.

>> It's like you have just brought my whole

shopping experience to life.

>> [laughter]

>> You're taking through these things I

have noticed and I'm I still I mean, I

pay attention to this stuff.

I've seen more prepared foods inside of

Whole Foods, more marinated meats and

vegetables and fruits. As you do that,

as you lean into this trend, how does

that change

the operations of a Whole Foods? Even

and even in terms of a store layout.

>> Yeah, I I think one of the things that

we have to adjust is based upon what

customers are looking for, how do we

evolve sort of the dedicated space? If

you, you know, rewind back a few years

ago and you look at the fresh pack space

within prepared foods, it was a pretty

small offering that we had. And the

pandemic and what has become, I'd say,

the trend of customers looking for

food that is ready to consume. So

they're not having to spend time

preparing it or, you know, we've started

some of the steps for you. So, you know,

customers grabbing, you know, I see

constantly grilled chicken, but you'll

see that they've got pasta and pasta

sauce in their carts as well. And so

they're looking for the shortcuts and

hacks to make it easier. And so our job

is to help, you know, bring that

experience. In some cases it's going to

be reallocating space. And, you know, if

you look at, you know, some of our, you

know,

steak seafood as an example, what might

be sort of some of the pre-prepared

options might be bigger and larger in

some stores than others based upon what

those what those specific customers are

are looking for. But I think as we look

as we go forward, we'll continue to

iterate and evolve what is the offering

in the layout that best meets our

customers' needs.

>> Down underneath our office here at Yahoo

Finance New York City, there's a

competitor. I just have to mention them.

You don't have to mention them by name.

It's Wegmans. So, 3 weeks ago I walked

in,

Jason, and they had where they had

humans

checking people out. They added about at

least maybe 10 to 15 self-service

kiosks. And I only saw three humans. Is

that a look

Are we still You said are we still a

believers in self-checkout? And And does

it really save a lot of time? Because

I've heard I've seen some folks get away

from it, others lean into it.

>> Yeah. We currently offer both and I

think a big part of it is offering

choice for customers. We've got some

customers who prefer that as a form of

checkout. And for us it's been very

successful in bringing in. I'm just

mentioning that this this store in West

Lake. I think we've got, you know, 20,

25 self-checkouts. It's a It's a big

lunch rush spot. And so, it's It's from

an operational perspective, it really

helps keep our stores in a way that we

can best serve our customers the best

way possible. And then you've got

customers who prefer a cashier

experience. So, they want to be able to

chat and talk to their cashier. They

want someone else helping bag all their

groceries. And I think for a lot of

customers who are doing a fuller, bigger

basket shop, that might be an

alternative of what they're looking for.

Something that I'm excited about is some

of the work that we've been doing right

now with our Dash Carts.

You know, earlier this year we unveiled

a brand new version of our Amazon Dash

Cart. It is 25% lighter than our

previous version. It's got 40% more

capacity. And it's, you know, really

aimed to help, you know, serve sort of

family-size shopping trips. And we've

gotten tremendously positive feedback on

customers because they from customers

because they can actually

shop, checkout, and bag their groceries

all at once.

>> I've never seen that. I've never seen

one of those.

>> It's not in your store yet, but this

year we're putting this in dozens of

Whole Foods Market stores, and we're

looking to continue to expand.

It's had some tremendously positive

results. We've had over nine out of 10

customers respond they've had a

satisfied experience with it. And once

you start using it, you just continue to

use it because it just It really

simplifies

the shopping experience. You don't wait

any lines. And I think what customers,

you know, for me actually talking to So,

everyone, when it's available in my

stores, I've had fun shopping myself is

you know, your ability to, you know,

basically shop, bag, and checkout. And

so, customers were wanting to put items

together that they want together, you

know, throughout the store shop. You can

have your bags all situated in the cart

ready as you're going around the store.

You weigh all your produce items, so

there's no additional step that's

involved other than just walking through

the Dash Cart lane as you walk out of

the store.

>> Is

You need to bring these to massive peak

in New York. That's what store just like

cut it out. Please I will test one of

these.

>> I'll I'll I'll talk to the team about

that.

>> Actually just ship me one of these

carts. I will take it to the store, use

it myself.

Um but is that a is that an example of

you know, the Amazon magic finally

coming into Whole Foods. And I told you

before we got on here, I miss the little

palm thing where I scanned out. You

know, it's no longer Whole Foods store.

I miss doing that. And I I I walk into

Whole Foods store it still feels like

Whole Foods.

Uh not to say there's not technology in

there or behind the scenes. Of course

there is. But is this cart more of a

representation of what's to come? And

that Amazon magic finally getting more

into Whole Foods stores?

>> Yeah. Well, as you kind of mentioned,

there is a lot of magic that situates

behind the scenes. All the

the efforts that we're doing to help

support especially the online shopping

experience. The work

that we're able to do to help uh improve

the selection in our stores, which we

can do on a much more

the technology we've been putting in

place

on the Amazon side as well as improving

our in-stock positions and things like

that. So there's a lot of things behind

the scene

that I've been really excited about for

us to put into place. And the Dash Carts

is a great example of what customers can

see sort of first hand. You know,

another area that I'm excited about not

just in Whole Foods, but in our broader

grocery shopping experience is our Alexa

for shopping.

Our AI shopping assistant. I have a lot

of fun with that myself.

You should You should give it a try. Um

>> I have Alexa. I have Alexa Plus. I've

never even used that before.

>> Yeah, so in the Amazon app you can

actually go down into the right hand

corner. That's Alexa for shopping. You

can utilize it in so many different

ways. I love taking pictures of products

and getting recommendations for what to

pair things with. I was just using it

the other day for building out a

charcuterie

board myself. And

what's also great is understanding what

are some of the other complementary

items or things that you might want to

think about as you're preparing a meal.

It's also really fun um with leftovers

to take pictures of the various

leftovers you have and say, "Hey, what

can I make out of this?" Um and

inherently it knows like a lot of the

other items that I've that I've

purchased, whether I've you know

purchased them at Whole Foods or I've

used our sub same-day grocery item uh

delivery option. And so, it's another

example of how to bring sort of that

magic um into the experience for

customers as well.

>> And then Amazon, are you also leading

grocery or uh

>> Yes, yes. Correct. So, uh as of last

January, I now lead our worldwide

grocery stores business as well.

>> That's why I I knew it was been a while

since we uh since we spoke at least uh

on the podcast form. Um

when I go to uh when I go to Amazon and

I order stuff, I mean I do this every

pretty much every day, I

I'm not necessarily prompted to buy

something from Whole Foods. When when do

you see that that changing? Like you

have me on the site, I'm buying

sneakers, I'm buying cream whatever it

is.

How I just I still feel though Whole

Foods is a separate experience online.

>> Yeah. Well, first and foremost, our goal

here is to make our overall grocery

shopping um

easier, faster, and more affordable for

all of our customers. And one of the

things I'm I'm really excited about is

if you go to the sub nav and just click

groceries um right now, we're

immediately going to showcase all the

very best uh perishable, non-perishable

grocery offerings that we have across

Amazon for same-day delivery. And what

you're going to find is the very best of

Whole Foods Market is already built in

into that experience from produce, meat.

You're going to see all your your

favorite 365 items um all within that

experience. And this has been one of the

areas that we've been putting a lot of

effort around and how do we make this

really easy and seamless for our

customers. You can now shop perishables

like you can buy anything else uh from

Amazon, and you can do that with one

single order, uh which we think is going

to really help make this much more

seamless for our customers.

Um our goal here is to make sure that

whatever our customers are looking for

across the grocery spectrum, we can make

sure that we've got the selection

they're looking for, the convenience,

and the price. And that's one of the

things I'm really proud about as Amazon

is we've continued to help build trust

uh with our customers on low prices

because we know it matters. It's an area

that we continue to invest in both uh

lowering the prices around our our

grocery items across all of our

different offerings. And again,

something I'm really proud of is, you

know, we've been named the lowest price

US retailer every year since 2017. We

averaged uh 14% um

lower prices than uh uh all major US

retailers um uh back back last year in

2025. And at the same time, we've, you

know, provided more than $2 billion

of Prime number savings on fresh

groceries and household essentials um

last year, and we do that across

amazon.com, Whole Foods Market, and

Amazon Fresh. And so, our goal is really

to help serve that broad spectrum, and

Whole Foods is one component of that

where you've got sort of a stand-alone

shopping experience, but we've taken

that very best of, and that's part of

the same-day grocery experience I was

just explaining.

>> Why do you think

Whole Foods still gets lumped in with

this this whole paycheck

uh moniker tagline? I I could I I I

mean, I don't not tracking this on a

spreadsheet, Jason, but I know your

prices are competitive to other

retailer. Can you ever shed that?

>> Well, I think we have. Um you're the

you're the first person to bring it up

to me in, yeah, you know, a very long

time at this point. And a lot of the

folks who do, I sort of challenge them.

I say, "Hey, I want you to go down and

go to the store or do an honest

comparison of the like-for-like items,

and tell me what you see. And I had a

retail analyst who really challenged me

uh

about 18 months ago or so and um

you know, he was trying to point out

where he thought things were a lot

better and came back afterwards and was

like, "Hey, I you know, I might not have

believed you exactly, but I did I was

able to see it for myself." And when you

layer in the promotional side of it, and

this is where the value really rings for

customers. You know, if you are a Prime

member getting that extra 10% off sale

items. If you, you know, love oysters,

show up on Friday. The 10% off sale

items are there every Friday. You're not

going to find you're not going to find a

better deal in that space across the

entire market. And by the way, the best

oysters you're going to find, better

than you're going to find in a lot of

restaurants at the same time. And you're

going to be talking to one of our

fishmongers, which is part of apprentice

programs that we have across

all of our different teams. We're

training up specialized skills for our

team members so we can provide the very

best service uh and experience for

customers.

>> Lastly, Jason, quick around the horn for

you. Uh more from a consumer standpoint.

So, I'm going to take you inside of my

my shopping trip to Whole Foods. The

meat section, let's start there. When do

meat prices start to come down to more

reasonable levels? The past year is

busting my budget.

>> Yeah, well, this is an area that we are

focused on with with suppliers. You

know, there's some macro challenges at

play here that a lot of us aren't in

control of. One of the things that we

really lean into is making sure that we

are absorbing as much of the cost we can

ourselves before passing on to the

customers.

Um hopefully you noticed um as you go to

the meat case, we have some great value

every single week in promotion. So, for

those customers

um you know, we have options as far as

like, you know, what you can you can

look at as far as, you know, better

deals um on some of those promotion

items. And again, an additional 10% off

if you are a Prime member for those.

Um this is something that we're also

looking alternative sourcing

to help bring additional options

for customers as well and I think that's

also going to

help relieve some of the you know stress

that exists within this particular

space. But this is one area that we do

have some you know acute challenges in

on the pricing side.

>> Uh

I am a big fan of the prepared salad

section, the salad bars I like to call

them. I'm thinking back to my days as a

kid going to Sizzler. So I'd walk in

there and I've noticed a few

fewer choices in there. Um,

how do you decide what goes in and what

comes out of that section?

>> Yeah, a lot of that is based upon you

know our customers sort of telling us

what they are looking for. You know, we

now have you know we talked a little bit

about some of the magical technology. We

have abilities now where you know we

look at what product goes out on our

salad bars and hot bars. You know, we

understand what's been eaten, what

hasn't and we can understand that at a

local store level and so making those

decisions that we don't want to our our

goal here is to avoid shrink. We do not

want food waste. That is something

that's really important related to our

core values and so we want to be

producing the product that our customers

are looking for and it's also why you'll

see there's different offerings that

will be at different stores. And so a

lot of it quite frankly is is driven off

of customer demand. I think the other

part of it is is what customers are

looking for as far as ready to eat. So

we've got a lot more customers now that

have gravitated towards the pre-packaged

selection I was mentioning earlier

that's taking up a larger portion of our

prepared foods floor space these days.

And I mentioned a little bit earlier the

family meals as well. We also offer

single meals as well. So customers who

are choosing to go pick a protein and

two sides versus deciding to use the hot

bar and salad bar. And some of the great

value that we're bringing through the

the family and individual meals program,

I think is gravitating customers towards

those options as well.

>> Well, quick plug, if you could bring

back the garlic kale salad, it was

really good and I can't find anymore.

And then last but not least, Jason.

>> I'll pass on the feedback. I I had it

yesterday for lunch, so it was in the

store.

>> Okay, so thank you. Bring it back to

Massapequa.

>> I'm a big fan of [laughter] that one as

well.

>> It's very good.

Lastly, cuz I love tracking these

things,

how are you a different and better

leader compared to when I last talked to

you, I think about 2 years ago?

>> Yeah. Well, I think for me,

you know, one of the things that is is

so important is that I'm connected to

all of our different

stakeholders. And for me, making sure

I'm I'm hearing and understanding what

are the anecdotes and what is the the

feeling that our customers have. I'm

connected to our team member base,

whether it's, you know, visiting,

you know, Whole Foods sites or our

Amazon same-day grocery facilities and

and grocery delivery facilities to

connecting with with our suppliers. And

I think making sure that I spend more

time listening than talking is a really

important piece, and it's something that

I've learned over time.

I like to talk, so and I like to share

and I get excited about things, but

making sure that I'm I'm listening and

understanding the needs of all of our

different stakeholders.

I'd say one of the other things is, you

know, in my expanded role now, being

able to truly solve needs for all

customers across every single spectrum

of our grocery offering. One, I get

excited about making things easier and

better for customers, but it's helped me

open up opportunities by which I can

have teams that haven't worked together

as much collaborate, so we can make sure

that we are focused on what is very best

for our customer, whether you are

shopping our same-day offering within

Amazon to Whole Foods Market to

everything in between. And you know, for

me, that's been,

you know, I think a really exciting

thing to be able to help take on, but

it's allowed me to be a better leader

and help create that that connective

tissue to be focused on the very best

growth grocery offerings

that Amazon can bring to all of our

customers. And not just here in the US,

but worldwide as well.

>> Good to see you again, Jason. Good to

see all those stuff you getting done at

Whole Foods. I really always enjoyed

talking with you. I will chat you soon,

my friend.

>> Yeah, great seeing you, Brian. Take

care.

>> All right, that's it for the latest

episode of Power Players.