good afternoon everyone welcome to Nike inc's fiscal 2024 fourth quarter conference call for those who want to reference today's press release you'll find it at investors. nike.com leading today's call is Paul Trussell VP of corporate finance and Treasurer I would now like to turn the call over to Paul Trussell thank you operator hello everyone and thank you for joining us today to discuss Nike inc's fiscal 2024 fourth quarter results joining us on today's call will be Nike Inc president and CEO John donaho and our CFO Matt friend before we begin let me remind you that participants on this call will make forward-looking statements based on current expectations and those statements are subject to certain risk and uncertainties that could cause actual results to differ materially these risk and uncertainties are detailed in Nike's reports filed with the SEC in addition participants may discuss non-gaap Financial measures and non-public financial and statistical information please refer to Nike's earnings press relase or Nike's website investors. nike.com for comparable Gap measures and quantitative reconciliations all growth comparisons on the call today are presented on a year-over-year basis and are currency neutral unless otherwise noted we will start with prepared remarks and then open up for questions we would like to allow as many of you you to ask questions as possible in our allotted time so we would appreciate you limiting your initial question to one thanks for your cooperation on this I'll now turn the call over to Nike Inc president and CEO John donaho thank you Paul and hello to everyone on today's call I want to start by briefly commenting on our financial results for full year fisal 24 revenue grw revenue grew approximately 1% on a currency neutral basis and earnings per share grew 15% Q4 Revenue was flat for the quarter we saw strong gains within performance product however this was more than offset by declines in lifestyle these declines had a pronounced impact on our digital results these factors when combined with increased macro uncertainty and worsening foreign exchange have caused us to reduce our guidance for fiscal 25 M provide more detail on our results and Outlook later in the call while fiscal 25 will be a transition year for our business we continue to make real progress on our comeback over the past year we've highlighted the Strategic shifts we're taking as a company including leadership and organization changes kickstarting a multi-year Innovation cycle and creating capacity to invest in consumer facing activities as I mentioned in last quarter's call we're making a series of adjustments to position us to compete and win we're sharpening our focus on sport accelerating our pace and scaling of newness and Innovation driving bigger Bolder storytelling and elevating the entire Marketplace to fuel brand distinction and being the path of the consumer this is our Playbook and we're seeing momentum build in all four areas particularly on the performance side of our product portfolio we have work to do but we're on it our teams are moving with energy and urgency against the opportunity we see in front of us now as we discussed over the past few quarters we've been accelerating our Innovation pipeline including pulling forward several Innovations some more than a year we're moving aggressively to reestablish our Innovation Edge we began with a focus on performance as nekki always does and the early results from newness and Innovation are encouraging performance grew double digits in the quarter with growth in many of our key Sports and as we ticked off our multi-year Innovation cycle one of our key priorities has been increasing our speed to the consumer We Believe accelerating the pace in consistency of our Innovation will allow us to deliver impacted scale season after season now as you know for years Nike has had an express lane which enables short leadtime replenishment and Hyper local design and we'll continue to leverage express lane but over the past year we have also built a new way of working across the entire product creation process we call this speed lane and it's part of a broader companywide effort to move faster and be more responsive to the consumer for example through speed lane we're leveraging our Bowerman Footwear lab to accelerate design we're leveraging Advanced Digital tools to Quicken development and we're leveraging key manufacturing Partners to speed up product testing and production we've already accelerated a half a dozen models through this new capability and in the second half of the fiscal year you'll see other new Innovations come out of speed lane including several exciting new franchises across Fitness and lifestyle as I've mentioned our sharp Focus around newness and Innovation starts with performance and we're seeing the impact across Key sports let me give you a few brief examples across three basketball Fitness and running first basketball which was up double digigit growth in Q4 across men's women's kids and Jordan This was driven by new innovation from the GT cut to Kobe's new Footwear and apparel to the Sabrina 1 which in itself has taken two points of share across the entire US basketball Market including both men's and women's we recently announced Sabrina's next shoe as well as Asia Wilson's signature franchise and we announced the signing of Caitlyn Clark to a roster of athletes that was already the game's best all this energy will continue to fuel the rapid growth of our women's basketball business as excitement around the WNBA soures to Historic highs amidst an expanding fan base and of course this month's Jason versus Luca NBA Finals matchup marked the first time Jordan signature athletes met on basketball's Pinnacle stage we celebrated Jason's title with one of the Jordan Brand's biggest marketing efforts ever next let's look at our Fitness business fitness represents one of the largest market Shure opportunities we see as a company particularly for our female consumer we've made intentional decisions to make meaningful investments in Fitness and these actions are paying off over the past quarter we saw broad-based growth for Fitness led by double digigit growth in apparel for example statement leggings which is a key Focus for us were up high double digits in Q4 led by Innovations we've introduced over the past few quarters with universa zeni and go women's fitness Footwear also had a strong quarter driven by motiva and the latest version of freem metcon which came out last summer freem metcon is now Nike's number one women's fitness shoe having expanded from the gym to the street next let's look at Road running which remains a competitive battlefield but we are playing to win in past calls we've discussed that we're now aligned resourced and taking this challenge head on with confidence we've been hustling to accelerate our running Innovations and amplify our ground gain while our overall running business was impacted in Q4 by our proactive actions to manage the Pegasus portfolio transition we're pleased that recent new releases in vomero Invincible infinity and structure all grew High double digits over the quarter we're making it easier for consumers to discover these styles by simplifying our running construct at retail as we highlight Our Best in Class cushioning Technologies now as you know a few weeks ago we launched the the Pegasus 41 a new chapter for Nike's biggest performance franchises Peg 41 pairs Zoom Air with fulllength react X foam for a ride that's more comfortable durable and responsive than ever it's received strong reviews from industry experts we supported the 41 with our full Playbook backed by Nike's most comprehensive running campaign in years which will last for several seasons it was also fueled by a refreshed ground game this included neighborhood activations to drive consumer triing its scale and building Energy across the full marketplace including Nike direct our strategic partners and our performance authenticators such as running specialty doors this energy drove Peg 41 to a strong start led by better than expected sell through in both wholesale and Nike Direct and our full running Journey for piscal 25 goes beyond the peg 41 launch we'll be adding several dimensions for peg in Holiday before introducing additional exciting Innovations in the second half the year including Pegasus premium and Vero 18 we're already seeing strong wholesale orderbook for running across the next few seasons as we continue to take meaningful strides to assert our leadership in this key sport now let's talk about lifestyle where we're focused on building a more Diversified lifestyle Footwear portfolio to complement the industry's three largest franchises we're excited about our pipeline of new lifestyle product a key example was last quarter's introduction of dynamic air our newest breakthrough Innovation platform we launched the Air Max DN globally and within just a few months DN has become a top 10 lifestyle franchise in our men's business and is resonating particularly well with sneaker engaged consumers and major cities and importantly Dynamic air is an innovation platform we're already working on the two next two iterations of dynamic air and we will continue to innovate on this platform including customizing air cushioning to create unique consumer benef benefits another component of fueling a more Diversified lifestyle portfolio is taking advantage of Nike's unmatched Vault one example is retro running we saw an opportunity in the marketplace for retro and move quickly and nimbly to fill it with our Y2K portfolio and consumers are responding we experienc significant quarter over quarter retail sales growth for Y2K and now expect to nearly triple our retro running business by the end of fiscal 25 compared with the start of fiscal 24 now while we are growing new lifestyle offerings we're also accelerating planned reductions for our three largest franchises and this will have a meaningful impact near term on our overall lifestyle growth rate now while we have work to do we are very focused on SK scaling the newness to offset this planned reduction and we're excited about the pipeline with exciting Footwear Concepts coming in the second half of fiscal 25 finally the Paris Olympics offers us a pinnacle moment to communicate our vision of sport to the world this is led by breakthrough Innovation and announced by a brand campaign that you won't be able to miss we recently un failed our air for athletes Innovation at our Nike on air event in Paris and we can't wait to bring all this Olympics product to life across the games and in more than 8,000 doors worldwide and throughout our brand storytelling will be bold and clear with Sport and athletes at the very center of it all from Brand voice to retail activations this summer we will cut through the Clutter to create powerful energy for the nikee brand we're back doing what we do best creating impactful storytelling and ultimately brand distinction in sport in the end we're taking our challenges head on and we're regaining our Edge thanks to the heart and hustle of our Global team we're aggressively asserting the future of Nike with passion Clarity and grit we're driving this business forward we're excited about the opportunity in front of us and we're eager to prove what Nike can do and with that I'll turn the call over to Matt thanks John and hello to everyone on the call for Nike fiscal 24 was a pivotal year to get back on the offense in sport with consumers led by an urgency to accelerate our pace of innovation and scale newness across our product line today our Playbook is in motion our teams are focused and hustling to deliver and we're seeing positive signals from consumers and Retail Partners across the world that said this quarter we've been navigating several headwinds which we now expect to have a more pronounced impact on fiscal 25 although the next few quarters will be challenging we are confident that we are repositioning Nike to be more competitive with with a more balanced portfolio to drive sustainable profitable long-term growth let me provide some deeper insights into the fourth quarter and the implications we see as we look forward before reviewing our financial results and our Outlook first after Double Digit growth over the past several years our lifestyle business declined in Q4 across men's women's and Jordan more than offsetting strong growth in our sport performance business second Nike digital declined 10% in the quarter Although our digital business has grown at an approximately 26% kager since fiscal 19 we missed our Q4 plan on softer traffic higher promotions and lower sales of certain classic Footwear franchises more specifically these franchises underperformed are over All Digital business results in the quarter especially in April and May and continuing on into early June this is even as these franchises continue to drive retail sales growth at High full price realization in multibrand retail third we experienced meaningful shifts in consumer traffic in key markets particularly in Greater China where brick and mortar traffic declined as much as double digits versus the prior year we also continue to see uneven Trends in AA and other markets around the world and last foreign exchange headwinds worsened creating an additional onepoint headwind on Revenue in the quarter in the midst of these Dynamics our goals to return to strong growth remain the same read and react to the consumer maximize full price sales across all channels protect long-term franchise Health prioritize that healthy pool market and create Marketplace capacity for new products and new stories coming in fiscal 25 therefore despite continued Marketplace demand we are advancing our timelines to tighten total supply of certain classic Footwear franchises at different Paces across different channels around the world in particular we are aggressively adjusting our forward-looking plans for these franchises on Nike digital where they have their highest share of business all told we expect these actions to create several points of short-term headwinds on Revenue in fiscal 25 however our past experience gives us confidence that proactively rebalancing our portfolio will strengthen our competitive position and fuel brand momentum as we take the consumer somewhere new let me share a few recent examples back in fiscal 18 we recalibrated the supply of Select Jordan brand franchises resetting our launch business and bringing more Dimension to our portfolio over the subsequent quarters we turned the page from double digigit declines in the brand to the start of multiple consecutive years of strong double digit growth and earlier this year we moved quickly to reshape our lifestyle Footwear portfolio in Japan and Korea two of our most Trend forward markets where our teams read and reacted to Consumer signals we reduced supply of some classic franchises while scaling and creating new energy around other models in our vault in the fourth quarter we regained our number one position in Korea in women's lifestyle Footwear and extended our lead in Japan with new momentum heading into fiscal 25 now as we accelerate our pace of newness and Innovation the early response from consumers and partners are reinforcing our optimism in Nike's path forward first a sharper focus on sport is creating impact this quarter performance grew across men's women's kids and Jordan across all channels and geographies and we expect to build on that momentum leading with performance in fiscal 25 we are seeing favorable indicators in key Focus areas including strong double digigit growth in order books with North American R running specialty Partners in both holiday 24 and spring 25 in lifestyle fresh releases are resonating positively with consumers for instance new executions around retro running and field franchises such as Cortez killshot and the field General are driving strong retail sales growth as we prepare to scale these franchises in fiscal 25 our teams are also attacking opportunities across price points including a refreshed lineup of new Footwear products below $100 building on this quarter's double- digigit growth we plan to scale new performance and lifestyle models in Spring 25 added up we expect the business contribution from new products to more than double from the start of fiscal 24 to where we end a year in fiscal 25 last we are managing expenses tightly through this product cycle transition while reallocating resources to maximize consumer impact this is enabled by our safe to invest initiative which is creating investment capacity to fuel our next phase of growth at the end of fiscal 24 we have unlocked savings from initiatives up and down our p&l and across our value chain from reducing small parcel fulfillment costs to consolidating suppliers optimizing technology spend and restructuring our organization to streamline layers and support functions in turn we are reinvesting nearly $1 billion in consumer facing activities in fiscal 25 which we expect to accelerate our return to strong growth this includes ramping up our ground game offense in running in key cities increasing resources in design product creation and Merchandising for our Key Sport Dimensions deepening our Sports Marketing portfolio elevating the distinction of our brand in physical retail and driving bigger Bolder brand campaigns starting with ec24 and the Paris Olympics now let me turn to our Nike Inc fourth quarter results in Q4 Nike Inc Revenue was down 2% on a reported basis and flat on a currency neutral basis Nike direct was down 7% Nike stores were down 2% and Nike digital was down 10% wholesale grew 8% gross margins expanded 110 basis points to 44.7% on a reported basis primarily due to strategic pring actions lower ocean Freight rates and improved supply chain efficiency partially offset by lower margins in Nike direct unfavorable Channel mix and net Foreign Exchange impact sgna was down 7% on a reported basis as increased investment in demand creation was more than offset by reductions in operational overhead this includes impact from approximately 40 million in restructuring charges our effective tax rate was 13.1% compared to 17.3% for the same period last year due to changes and earnings mix partially offset by decreased benefits from onetime items such as stock-based compensation diluted earnings per share was 99 Cents up 50% versus the prior year this includes non-material impact from restructuring charges for the full year Revenue was flat on a reported basis and up 1% % on a currency neutral basis diluted earnings per share grew 15% cash flow from operations was 7.4 billion up 27% versus the prior year on significant improvements in working capital inventory declined 11% versus the prior year with continued Improvement in days in inventory now let me turn to the operating segments in North America Q4 Revenue declined 1% Nike direct was down 9% with Nike digital down 11% and Nike stores down 5% wholesale grew 6% due to accelerated shipping timing from q1 of fiscal 25 and EIT grew 5% on a reported basis this quarter we saw softer traffic in our Factory Stores highlighting increasing pressure being felt by the value consumer that said we saw a number of bright spots as well including strong growth in basketball Fitness and kids offset by declines in lifestyle in Jordan kids LED our results in the geography with performance dimensions of strong double digits in women's fitness we gained market share and Footwear in men's and women's running fall Footwear bookings are up double digits led by the Pegasus 41 in AA Q4 Revenue grew 1% Nike direct was down 8% as Nike stores grew 1% and Nike digital declined 14% wholesale grew 7% ebit grew 2% on a reported basis in a cautious macro environment we are seeing performance Innovation Drive strong sell through this is partially offset by overall declines in lifestyle with new product releases working well Global football grew double digits across men's and kids in women's fitness we drove strong momentum in Footwear and new apparel releases such as our refresh Nike PR line in lifestyle our retro running franchises continue to scale and our Air Max DN launch drove energy with a full marketplace Takeover in Greater China Q4 Revenue grew 7% including several points of contribution from t--'s earlier start to the 618 shopping holiday excluding this timing benefit we fell short of our plan with traffic softness persisting across all Mar Marketplace channels Nike direct declined 2% with Nike stores down 6% and Nike digital up 8% wholesale grew 15% ebit grew 4% on a reported basis with continued impacts from foreign exchange our kids business set the pace in the geography this quarter led by running and basketball within men's and women's lifestyle retro running Styles and our latest express lane releases drove positive consumer response and in men's and women's running retail sales for our new releases structure bomo and Invincible grew double digits the China Marketplace remains highly Promotional and we continue to manage both Nike and partner inventory carefully while our outlook for the near-term has softened we remain confident in Nike's competitive position in China in the long term in apaa Q4 Revenue grew 4% Nike direct declined 3% with Nike stores up 11% and Nike digital down 12% wholesale grew 9% and ebit grew 4% on a reported basis Mexico and Southeast Asia and India LED our growth in the geography and across apaa we drove strong momentum in performance with men's basketball men's Global football and women's fitness up double digits Jordan brand drove energy with street ball activations in Tokyo and Manila and market share gains in basketball Footwear now let me turn to our fiscal 25 Financial Outlook we are managing a product cycle transition with complexity Amplified by shifting Channel mix Dynamics a comeback at this scale takes time with this in mind we've considered a number of factors and scenarios in revising our outlook for fiscal 25 most importantly this includes timelines and pacing to manage Marketplace supply of our classic Footwear franchises lower Nike digital growth especially in the first half of the year due to lower traffic on fewer launches plann declines of classic Footwear franchises given Q4 Trends as well as reduced promotional activity increased macro uncertainty particularly in Greater China with uneven consumer Trends continuing in AA and other markets around the world and sell into wholesale Partners as we scale product Innovation and newness across the marketplace and finalize second half order books taking all of this into consideration we now expect fiscal 25 reported Revenue to be down mid single digits with the first half down high single digits foreign exchange headwinds have also worsened and will now have a onepoint translational impact on Revenue in fiscal 25 turning to grow gross margin we expect full year expansion of approximately 10 to 30 basis points on a reported basis this reflects benefits from strategic pricing actions and lower product input costs partially offset by supply chain deleverage Channel mix shifts and net Foreign Exchange impact we expect full year sgna growth to be up slightly versus the prior year as we increase investments in demand creation to ignite brand momentum and maximize reach and impact while holding operating overhead largely flat other income and expense including that interest income is expected to be approximately 250 million to 300 million for the year we expect our full year effective tax rate to be in the high teen range now turning to our first quarter we expect first quarter Revenue to be down approximately 10% this reflects more aggressive in managing our classic Footwear franchises continuing challenges on Nike digital muted wholesale order books with newness not yet at scale a softer Outlook in Greater China and a number of quarter specific timing factors we expect first quarter gross margins to be in line with the full year guidance and we expect first quarter sgna to be up mid single digits as we hold operating overhead flat while while investing in key brand moments including ec24 and the Paris Olympics Games for Nike inspiration starts with the athletes we serve their dreams motivate us to create the most Innovative product in sport and tell stories that reach millions of people around the world above all they remind us of the hard work and the hustle that is required to win before I close I'd like to thank our Nike teammates whose passion and are the fuel for our comeback the heart the focus and the collaboration that I'm seeing from our teams today are my greatest reasons for confidence as we move forward with that let's open up the call for questions at this time if you'd like to ask a question press star one on your telephone keypad our first question will come from the line of Matthew boss with JP Morgan please go ahead great thanks um maybe John just to uh to summarize and think about relative to 3 months back I guess how would you rank changes on the macro front and similarly on Nike execution that impacted the change in your 2025 Outlook today relative to three months ago and then Matt just on the gross margin could you just help break apart maybe the puts and takes to consider over the course of 25 and how best to model the Cadence from a gross margin perspective uh well thanks mat you you know we set out our our what we're calling our comeback plan a year ago and in the last 90 days I would say our execution continues to stay on Pace Matt you can talk about macro and and the franchise management impacting the numbers but on the fundamental things we set out to do four things that we are moving aggressively on one put sport back at the center of everything we do serving the athlete and over the last 90 days we completed completely aligning our organization along the lines of sport are collocating those teams and now end to end have clear what we call field to play sport-based field toplay teams end to end which is accelerating our pace and also improving our execution as we've talked about the last couple quarters we've reignited our Innovation pipeline including pulling several Innovations forward so in addition to launching DN and Peg 41 during the quarter early this quarter we're also pull forward key key uh Innovations like the peg premium and buero 18 which are just two examples of what's coming in Spring 25 and as I mentioned earlier speed is a capability we're building which we feel increasingly strong about and brand is getting strong we with with Euro Champs uh you see uh our w your Madness Campaign which is really the first of the bigger Bolder brand voice you're going to hear and then we're very excited about the Olympics coming a lot of the work that went into the Olympics happened in Q4 but you're going to get to see it in a few weeks and then on Marketplace we've spent a lot of time leaning in with our wholesale Partners we've had several wholesale partner Summits we've had RSG groups neighborhood partners and authenticators to campus we're exposing our three-year product Innovation pipeline to them and feedbacks been very strong our order book for Holiday spring uh 25 holiday 24 Spring 25 is strong and so our confidence is building so on the fundamentals that we are we're executing against this proven Playbook on a comeback that will take time we feel like we've made strong progress and just hitting the financial implications relative to 90 days ago um last quarter we said that we thought Revenue uh was going to be down low single digits in the first half and that uh included a more pronounced impact in the first quarter we also said that we expected Revenue to grow and what we saw in the fourth quarter were really two things one lifestyle our lifestyle business declining um more pronounced on Nike digital specifically in April and in May and those Trends continuing into June and um what I highlighted in my prepared remarks is is that those specific uh classic franchises that we were talking about um underperformed our overall digital business results in the fourth quarter and so when we look at our our updated guidance of down mid single digits for the full year um there's really three things that are driving the change one um I'll start with FX uh our outlook on Foreign Exchange and the strength of the US dollar had a onepoint impact relative to 90 days ago um we've softened our outlook for greater China and that also similarly had a level of impact uh for the full year guidance and then the majority of the remainder of the of the change is related to the more aggressive actions that we're taking on our key franchises across the total Marketplace but really with the compounded impact on total digital and the bigger impact of this will be in the first half of this year but we are planning for Meaningful sequential Improvement in the second half of the year um and uh and that's how I think about the revenue differences relative to um uh the revenue differences relative to um what we said 90 days ago on the first quarter um the other impact was timing and um we saw the 618 period come earlier uh into May than we had in the prior Year and that had an impact on q4's results but also an impact on q1's results and we saw some favorable shipment timing um in North America uh as we prepare to go live with our Erp and also just better General product availability so um that also had an impact on the first quarter numbers and I I just want to add one more thing that you Matthew you've heard Matt and I both talk about it it's an intangible thing but I think it's just so important which is the heart and hustle of our team which is just been extraordinary over the last year but also in the last 90 days just accelerating both Heidi and and Craig's teams the team work of how they're working together end to end the the uh focus and focus on the consumer the increasing speed pulling things forward it's there's a palpable shift in the confidence and forward-looking nature of our team so I want to give huge credit to them but also just recognize that is so important in Nike and our teams are I think feeling more confidence each day comes along our next question will come from the line of Lorraine Hutchinson with Bank of America please go ahead thank you good afternoon um can you provide some numbers that might help us build confidence in the meaningful second half Improvement um how much less of a headwind is there from sunsetting some of these franchises how do total order books look and anything you can provide numerically that helped you to get to that back half Improvement well the rain as I mentioned you know we've looked at a number of different factors and scenarios as we've um updated our guidance for the year and that ranges from looking at uh different slopes of different curves of different products over time and developing a perspective on on what how we think the trends are going to play out as it relates to um some of our largest our our largest franchises um but you know those franchises continue to drive retail sales growth and high levels of full price realization in the marketplace and so the bigger impact on the first half are the adjustments that we're taking to manage the health of those franchises starting first with Nike digital and that has a pronounced impact on Revenue which is creating a more meaningful uh first half impact um we want to continue to let those franchises in the multibrand environment continue to have the impact that they're having for our partners and one of the ways that we M that we maintain the health of those is by um reducing what we're offering to Consumers through our digital channel as it relates to the second half you know we we highlighted a couple of things but um we are planning for Meaningful sequential Improvement in the second half versus the first half and it starts with the confidence that we have around the new products that we're bringing to market the peg 41 the peg premium the Vero 18 um the order book for Air Max DN plus the next Air Max iteration um that's going to be coming to Market plus our plans to scale um to scale The Innovation and the newness that we've been discussing and so um when we look at at at where we are today and and the ways in which we're working to to drive uh this plan through the balance of the fiscal year our scaling of newness um is on track and our teams are hustling to see whether there's even opportunities to uh to accelerate the scaling of that newness in the second half um we we are um we are confident in the indicators that we're seeing in the marketplace right now we gave you a couple of specific numbers as it relates to running and running specialty but what I will tell you is that our our initial read of our spring order book is in line with the guidance that we're providing and so we feel confident that we're creating better balance across our portfolio and also building building momentum with our wholesale Partners AR next question will come from the line of Bob derble with Guggenheim Securities please go ahead hi um just two questions for me I guess the first one is you know when you look at the the visibility of the business I think in some of your answers to you know Lorraine's questions um you know when you look at the visibility of the business today you know with the shifts that are occurring can you just talk about how you feel looking at that versus what you saw over the last 12 and 24 months just in terms of your ability to predict and then here's the second piece of this is when you look at the channel shift you know that is going on wholesale to direct or bricks and mortar you know the digital pieces of the business um can you just give us any more you know framework around how to think about the p&l impacts you know at a higher level sure sure Bob well as it relates to the visibility with the shifts I mean we were surprised at what we saw on these larger franchises as we are navigating through the fourth quarter and that is what's caused us to revise our guidance I would say in general we've driven incredible growth in our digital business over the last four years and we've had a lot of confidence in our ability to continue to drive those results against um the consumer opportunity that's in the marketplace I think most recently in the context of managing our overall franchises the dynamic of uh increasing supply of these franchises in the wholesale Marketplace relative to having the supply of them on digital and the relative balance between those things are are those those factors are what drove some of the volatility this quarter and looking at the trend in retail sales but also looking at um our overall plans for how we manage franchises you know based on our experience of doing this we've made the adjustments in this forward-looking guidance and we've been more aggressive with it on Nike digital um and so you know we're continuing to improve with the capabilities that we're building um in terms of demand sensing leveraging data and insights in order to have better predictability of our of our owned business but I feel really good about um about the adjustments that we're making at this point in time um and the aggressiveness through which we are um uh the rest of the rest of the way that we continue to manage it I'd also just say that when I look at the digital business overall we were already planning for lower launches uh in Q4 because we had an extraordinary number of launches in the fourth quarter of the prior year and if I exclude the impact of the biggest franchises on our digital business the rest of our digital business was healthy and we were pleased with the growth that it delivered and so um from that end we feel um we feel comfortable in the way that we're that that we're that we're looking at this as far as the channel shift mix going forward it certainly will have a headwind in fiscal year 25 both in terms of Revenue as I just mentioned and answering uh a prior question but also on margin these products um also have an outweighed impact on margin just given the high levels of full price realization that we've been driving across across these franchises and so we are planning for channel mix to be a headwind in 25 um but I'm pleased that we're still able to expand margins 10 to 30 basis points um in the year and uh and that's despite another year of of about 15 basis points of Foreign Exchange headwinds so we are expanding margin as we look towards uh towards fiscal year 25 and we still believe while Channel mix may be less of a driver as we look forward um we have a number of other opportunities to continue to drive more profitable business over the long term um and it starts with a strong brand and it starts with creating great products that consumers love and I'd add to that a healthy a healthy marketplace where it's it's channel channel mix is driven by consumer demand you know we we we said we want to be where the consumer is whether that's digital our own door or wholesale and so we're embracing a more balanced approach to Growing the whole Marketplace and uh a couple nice evidence points of what I think Health looks like is we've mentioned that that performance grew double digits in the quarter it grew double digits in wholesale and a grew double digits on digital the first couple of weeks of Peg 41 sold through well in whale and it sold well in Nike direct both digital and our doors and so uh over time our Channel mix should be driven by consumer being at with at the consumer at the right time and a given shopping occasion and so so we think it'll settle out in a in a consumer friendly way our next question comes from the line of Adrian y with Barclays great thank you very much um I was wondering if you can talk about the the amount of newness that is coming down the pipeline you know kind of over the next six to 12 months has there been another time when Nike has historically launched this magnitude of newness and how do you read sort of the second degree of the consumer right so it's going into the wholesale chain first how do you read the success of that sort of at the end consumer as it goes through the wholesale pipeline thank you well ajs we've said we we've said it for now for a couple quarters we're we are very excited about this multi-year Innovation Pipeline and cycle and it's just as you've seen some early examples of it in this past quarter with DN and Peg 41 and as we we are saying as we move in to the end of and of uh this second half of this fiscal year which we talk about is spring 25 and summer 25 the seasons the amount and breadth and depth of the Innovation is just accelerating um significantly and and at our size and scale we know we need to both innovate broadly and deeply but also provide innovations that can scale and so we've set a goal of doubling our the growth of our new innovation by the end of 25 versus the beginning of 24 and we're on track to achieve that and one of the ways when you ask how do we know that the wholesale partner feedback on what they see both in the second half of this year and into 26 because we're showing them threeyear road maps in many cases around running around basketball around Lifestyle the wholesale feedback has been strong and their order books as Matt mentioned a minute ago are are reflecting that and so uh we view our job to be able to deliver season in season out strong Innovations also the ability to scale those Innovations over time both to Delight consumers and also bring us to healthy and sustainable growth so so we feel very good about the tracker on and and we think it will accelerate as the as the year goes on Adrian I I would just add that one element of newness is also in the lifestyle side of the business you know over the last four years we have um driven double digit growth um and created an extraordinary amount of energy we've created iterations and and uh and and dimensions to Air Force One to Air Jordan 1 to the dunk business and as a result of that we've created extraordinary consumer demand and so one element of us bringing newness to the market is actually going into Nike's Vault what what no one else has and being able to create energy the way that we've done over the last four years to be able to um move consumers on to a new place and it's something that that we can do that um that we have a proven track record doing you know in fiscal year 19 the dunk represented 0% of Nike's business and we scaled that dramatically with strong consumer appeal and response over the last three years and um and now we're managing that franchise back to continue to ensure that demand in the marketplace is greater than the supply that we're offering and that is how we're managing these franchises and so on the one hand there's certainly a performance Innovation side and what we showed in Paris and what John was highlighting in terms of what's coming we feel great about but there's also an element of Nike taking uh taking advantage of its Vault of assets and bringing uh new innovation new stories new Partnerships to bring new products to Market to capture an incredible amount of sneaker demand out in the marketplace your next question comes from the line of Brook roach with Goldman Sachs please go ahead good afternoon and thank you for taking our question I wanted to follow up on Adrian's question and your comment about the franchise management that you're uh focused on for fy2 can you contextualize the importance of these larger classic franchises in relation to Nike's current sales in comparison to historical averages do you expect to be remixed to typical franchise penetration rates by the end of the year as you scale these new Innovations and then perhaps a followup from Matt can you provide some additional color on how you're thinking about the gross margin bridge and the tailin that you expect from input cost and pricing relative to some of the headwinds that you see thank you I mean the these franchises are the largest franchises in Industry history and so um and they've gotten that way based on consumer demand and so we certainly started managing these franchises a couple years ago and what we were most focused on was the fact that we needed to restrict supply of these franchises into the marketplace um because we didn't be because we had a gap in innovation in our pipeline which we've talked about over the last couple of calls and so the intentionality around managing these franchises is that um newness is what's moving the consumer and we wanted to move to more newness and so the significance of it is the impact that it's going to take in fiscal year 25 on our financial Outlook as we're pulling the amount of Supply down and creating better balance in our portfolio and that and when I say that I don't mean that lightly I mean better balance between performance and lifestyle better balance between high price points and low price points better balance between wholesale and direct even within wholesale between sporting goods and um and uh and and um athletic specialty um or other channels and so um that is where our focus is and I think the actions that we're taking and the guidance that we've provided is to follow through on those actions and you know I've been at Nike for over 15 years and um you know we've gone through these products cycle transitions before and um you know while while this is challenging and it's going to be challenging over the next couple of quarters our history has demonstrated that when we take action and we do it aggressively and we get behind the things that are new and we and we build marketing and storytelling around it um we move the consumer fairly quickly to a new place and that's and and what we're doing here is nothing different than that our next question will come from the line of Michael benetti with evercore please go ahead hey guys thanks for taking our question here um and thanks for all all the details we look at to 25 I guess as we look Beyond 25 um you've given us a work a year where you've got a lot of work you're going to do here as you know you'll have Classics cleaner you'll have the channel mix more stable you'll have the Innovation working can you just help us think about within a historical context in the past I think you spoke to a Nike that could grow High single digits but I think in the future wholesale plays more of a role China maybe doesn't grow what it once did so a few things like that that are kind of different than the old world is maybe you can help us think about what the what you see as the longer term opportunity for this for this business as channels GEOS and franchises come back into alignment and then I guess just at a bigger picture you know we can see the lab is back at work bringing out new technologies on the performance side but maybe walk us through how you can use innovation and performance and how you can create the halo for lifestyle which is is really just more you know cyclical product I'm curious what how you guys look at the catalog and how you lean on Innovation to try to drive the lifestyle stuff back to growth well I might just start Michael by saying as we get to a more through some of this portfolio adjustment we still we still have significant Tailwinds in our industry um the fact is sport is growing the definition of sport is growing Healthy Lifestyles is becoming embraced globally I was in China a couple weeks ago and it was very striking to focus on healthy Healthy Lifestyles and so I think there's a a a structural Tailwind for the industry I also think where sport happens it's one of the it's one of the um derivatives of the postco environment you don't have to go to the gym or the field you working out in your backyard or working out or taking a walk or so sports happening um in in many more places and that line between Sport and lifestyle is blurring with that Leisure and and so people want to look have great style while they're doing Sport and they want to have sport in sty sport inspired style when they're not doing Sport and so we view all those things as as Tailwinds and you ask about lifestyle Innovation we want to be sport-based in our lifestyle Innovation both in Footwear and apparel and we think there's a tremendous opportunity to do across men's women's and kids and Jordan Jordan Street we being an example of it yeah I'll just finish up this question and then I'll come back to the start Michael where you asked but um I would also say that the lines that blur between performance and lifestyle um are really as much about how consumers are using products the one thing that's undoubtable is that the consumer wants more comfort and you can see that across the marketplace our teams are absolutely focused on fit and comfort as we bring these new iterations to Market and I think that when you look at products like Peg premium or even the peg 41 or the vomero 18 I think you're going to start to see consumers carrying those over into lifestyle because they're new they're fresh they've got a particular look and so we're balancing the fact that the consumer is voting for performance and Innovation and we need to make sure that we've got performance and Innovation that they can wear every day in addition to leveraging the Vault that that as I said before leveraging the Vault to bring Classics back because there will always be a Classics business there will always be um uh uh an energy business around classic lifestyle products and we've got a great Vault to be able to leverage doing that as it relates to your question about the long-term model I guess here's what I would say you know we're we're we're focused on driving unit growth and I think I said that a couple quarters ago and the the importance of that point was that it wasn't about one particular Channel or the other it's growing the overall Marketplace and so we're focused on driving unit growth where the consumer is and given where we see the Dynamics in the marketplace right now we're also focused on taking back market share and we see opportunity in the performance C dimensions in particular to come strong with a strong pipeline of innovation to come back and to take market share um but this product transition is going to is going to take a little bit of time for us to work through and so I you know over the course of the next couple quarters um we're going to execute the plan that we've laid out here for fiscal 25 at at investor day um in November we will provide an updated outlook on growth and uh and profitability taking into consideration the the marketplace dynamics that we're dealing with across the portfolio where we are in the product transition and also um some of the Strategic shifts that we've put into place over the last year your next question wel from the line of Anisha Sherman with Bernstein please go ahead um thank you um I have a start with just a quick followup um Matt you you talked about uh the challenge for the next couple of quarters on product life cycle management can you clarify are you expecting this reset to be done by the end of a fiscal year so are you expecting to exit fy2 at a normalized run rate on the top line without the headwind and then second I'm curious about where you are on the organizational reset and kind of sh of the cost base how much of that two billion cost reallocation do you expect to be done with by the end of the fiscal year is it going to be front loaded or is it going to spread out for the next couple of years thank you yeah no problem so on the on your first question um the actions that we're taking on Nike direct and digital are more aggressive and so the adjustments that we're making to our to our plan specifically as it relates to our own channels are going to be largely taken into consideration in the first half of this year we will continue to manage franchises because you can picture a curve that goes up and a curve that comes down and and the and as the curve comes down it doesn't it doesn't happen in uh um in in a moment it happens naturally over time as as consumers react to um Supply coming out of the marketplace but um but the actions that we're taking are also causing us to look at the broader Marketplace in the second half of the year and and ensure that we're reducing Supply there is well to maintain a healthy Marketplace and also to ensure that we've got capacity in the market to bring newness in so I mentioned that we're planning on scaling newness um that newness is scaling as we make our way out through the year from minus 10 in the first quarter to down high single digits in the first half to finishing the year at down mid single digits and the largest driver of that is going to be on the full year basis the scaling of newness that we're bringing to Market we expect to exit the year with momentum and that means that we expect the new things that we're bringing to Market to begin to outweigh the franchise management that we're navigating through in this year and as we look forward to 26 you know we'll continue to manage these franchises in line with consumer demand but what's going to make it what makes that possible is the fact that we've got more new things coming that we're driving energy around that will be more than offsetting um uh the way that we manage those franchises and then Anisha on on your the second question the way you asked it I want to just distinguish one thing on you mentioned organizational reset that's behind us and as I mentioned earlier we are now completely aligned across the organization around sport field of play and our teams are focused they're excited there's just a tremendous amount of hustle throughout the organization and you can feel it and so that's going to continue so the the headcount dimension of the save to invest is behind us and now those teams are focused on driving for the consumer Innovation and execution we'll look to other areas to provide ways of savings non-labor areas that you can describe some of these but it's that's the organization is now 100% focused on driving the growth Innovation we've been talking about through our call and I I can again just reassure you that everyone's uh got energy hustle and excitement about the future yeah I mean we're we've been focused as we've been talking about about building an operating model that with greater speed and cost productivity as we grow and so the actions that we've taken over the past year um have enabled us the opportunity make some bold swings in fiscal year 25 we've reallocated a billion dollars into consumer facing activities that includes teammates that we've invested in in product design building out the merchandising function to John's point we have sport focused teams now at Global and in the geographies in order to be able to um to execute this new offense and um and we're putting more of our investment dollars in demand creation while we're managing operating overhead tightly we did that in fiscal year 24 you saw even with the restructuring charge um some significant effort to to manage operating overhead so that we could um you know reallocate resources as I've reference and um while these investments will take a little some time to drive a return they're absolutely the right thing for us to do to reignite Brand momentum and to get us back uh to get us back on the offense with consumers and so um that's you know that's what we've done and we will continue to manage sgna tightly leveraging this program and this in itive to create the capacity for us um to be to invest to push us forward with the consumer as as we wrap up uh Paul just one uh maybe just one final comment um you know this is H and this is intended for Nike team around the world we we this has been a challenging last year and so much hard work and energy has gone into it and I want to just thank everybody on nik's team globally for what how you've LED through this and how you've operated through this it's so clear to me and I'm saying this on behalf of Matt and Heidi and Craig and our whole leadership team Nike's real competitive Advantage at the end of the day is Nike's people and Nike's culture and so those people and that culture is alive and well and ready to compete and hungry to drive the kind of uh execution and growth we've been talking about all call so I just want to wrap up with a thanks to to everyone on Nike's Global team thank you for joining our fourth quarter fiscal 2024 call uh we look forward to hosting many of you uh here at the headquarters uh for our investor day in late November uh more deta