Good morning. Welcome to the Ted Baker Interim Results call. I'm Rachel Osborne, and I'm joined by David Wolffe, our CFO. Today, we'll give you an update on strategic progress towards making Ted Baker the most engaging British lifestyle brand. I'll run through the key highlights, then David will cover the financials in more detail, and I'll then update on our key achievements as well as our growth ambitions. Turning to key highlights, we've made solid progress in the first half, again, adversely impacted by COVID. Sales growth has been in line with expectations in half one and Q3. Our new collections are six to eight weeks in, so it's early days with some positive signs and some areas that we can improve. As we flagged in previous trading updates, there are multiple speeds of recovery across our channels due to COVID. We've been proactive in moving away from heavy discounting in recent years and given up on some low quality sales as a result, but that's critical for us to reestablish our premium brand positioning and really encouraging progress in H1 with full price sales mix up 500 basis points. It is a multi-year journey, and it won't be a straight line, but we're committed to a similar 500 basis point full price mix improvement in the second half of this year. This improvement in full price mix, plus our cost disciplines, have delivered a GBP 11 million improvement in profitability. Brand health is strong and making good progress on our ESG agenda, and we're now 18 months into the transformation plan and on track. We set new operational KPIs back at our June prelims, and we're making good progress here, and David will cover those later. We're very aware of the press and other headlines around supply chain disruption and inflation. We have a solid mitigation plan, and there is limited impact on Ted, and again, we'll take you through more detail later. For the half one numbers, I'm pleased to see that we've returned to growth with 18% versus last year. Still down on a two-year basis as physical retail remains challenged. Gross margin is up 250 basis points versus last year, and our cost to sales ratio up 790 basis points. Our net cash position was GBP 13 million at the end of the half. The business continues to deliver against the strategic priorities of the transformation plan, and half one saw ongoing progress. On our product and brand refresh, we have new product ranges that have landed, and early reactions are encouraging. We've done further customer research to really understand our target customer segments, which we will take you through, but these will take time to work through all our ranges. On digital and asset light growth, we've opened nine new stores in the half, two of which were our test and learn short-term lease program. We've evolved our third pillar of our strategy to be more focused on efficiencies rather than just significant cost out. Our cost out plan has been successful, and we have now embedded that in how we operate. Therefore, this pillar is now more around how we manage our overall cost base, including our supply base, our supply chain, and our channels. It's also about IT transformation internally as well as our digital roadmap. Our quarter three sales are up 18% year-on-year. As I said, we're six to eight weeks into trading our new ranges with early positive signs. We made a conscious choice to trade more full price base weeks in this quarter. Getting this right will take time, especially in the current market environment, which is still highly promotional and affected by COVID's impacts on consumer behaviors, and it won't always be linear. We only stepped up our marketing from the end of September and really focused on brand awareness and engagement as we begin the journey to refresh brand and product together. There's lots of noise in the numbers for these reasons, so let me highlight some positives that we're seeing. In terms of green shoots, we have core categories coming back, dresses and a nice bounce in formal men's suiting and occasion wear. Accessories, footwear and shirts doing well. Some of our classics being reborn and our newness is working. Sales across the pyramid, particularly in womenswear, have been encouraging. Menswear will take longer, but we know that. While on balance, we can see some green shoots, and there are more of them, there are a few areas where iterations will be looked at by the buying and design teams as we go forwards. As things move back towards normal, we're seeing ongoing pockets of store recovery with performances close to two years ago, particularly in more regional towns and smaller cities. I'm pleased with progress so far on our transformation plan, despite the ongoing challenge of COVID. The team has done very well, so thank you. Our foundations are fixed, costs are under control, and our cash flow disciplines are embedded. Our leadership focus now moves more to our core value creation factors of brand, customer, and product. We're making good progress on all three, especially in the context of our long lead times as a business and the COVID impact on customer spending and behaviors and the market product mix changes that we've seen. On brand, despite COVID slowing our customer and product interactions, our brand metrics are resilient. Despite the multi-speed footfall recovery that will play out, we have widened our customer base, and we've deepened our understanding of our target customers. Even though there's been a dramatic shift in category mix away from our historic strengths, and this does remain in flux, in our new ranges, we have seen encouraging pickup across that wider design pyramid. As we move forward towards a post-transformation plan and the post-COVID environment, we'll be a much stronger and more resilient on brand health. We'll have deeper customer engagement and have more relevant product. With our trading in line with our expectations year to date and the great foundation work that we've carried out over the last 18 months, we reiterate today our three-year financial targets with once again an upgrade on our cash position. We now expect to end the current financial year to January 2022 in a net cash position. I'm now gonna hand over to David, who's going to cover the financials. Thank you, Rachel. Our financial performance shows ongoing positive momentum and keeps us on track to achieve the FY 2023 financial targets we set out at the start of our transformation plan. This set of numbers for the half year represents a turning point for Ted. It reflects the combination of the hard work we've done on the cost base with a return to top-line growth. Brand sales are up 23% on last year, with good growth in wholesale and are now expanding global brand footprint. Reported revenue up 18% with a strong rebound in retail stores. With our cost discipline, we've kept cost growth down to just over 5%, improving our cost to sales ratio accordingly. Reported underlying PBT loss is GBP 27 million, improved by GBP 11 million since last year. As expected, free cash flow was negative at an outflow of GBP 54 million, as we invested in stock and working capital for strong growth and to support a good peak season. Our robust balance sheet means we still have GBP 13 million of net cash at the half year and very good liquidity to execute this transformation. Full reported PBT loss of GBP 25 million was GBP 61 million better than last year, as improved underlying performance combined with major reductions in impairment charges. We are seeing this turnaround starting to take effect, and we're in a strong position to build further. Our P&L in more detail reflects a bounce back in revenue, along with our response on costs and on margin. On revenue, stores grew 47% on last year, and despite the continuation of lockdowns during H1 in the U.K., in Europe and in parts of North America, that still leaves us 55% below last year minus one, showing how much more recovery is still to come in our store groupings, and I'll touch on this a bit more later. Again, versus two years ago, e-commerce was up 22% in total, and the decline of 14% on last year reflects a more normal level of promotion this year as we strengthened our full price stance. The wholesale channel at 41% up on last year and 38% back on two years ago followed a similar trajectory to stores, albeit with some lumpiness in order timings. Licensing at 15% up reflects how both minimum guarantees and favorable lifestyle accessories mix moderated last year's decline. Our margin rate improved by 250 basis points, driven by the impact of a stronger full price stance and improved stock aging. I'll come back to margin in just a moment. On costs, our admin costs ratio grew a bit faster than revenue, due to furlough savings being in last year's numbers and some extra investments we've been making in marketing. Our distribution cost ratio dropped from 55% to 45% of sales, demonstrating our continued control over costs. Thus, the foundational work of the last year enabled the GBP 11 million improvements in underlying reported loss. Back to gross margin then. A core strand of our strategy is to build our premium lifestyle positioning, and this has worked well during the first half. On margin, COVID prompted a much higher level of promotional activity last year, but we've moved the brand to a stronger full price stance with a significant positive margin effect. Headline gross margin has moved up from 53.2% to 55.7%. Our promotional stance has added 400 basis points, and continuing improvement in stock quality reduced our obsolescence costs and other gross profit adjustments by a further 180 basis points. Against that, we've had to take Brexit and supply chain related tax and other costs of 270 basis points as expected. There are also some aggregated mix effects of 60 basis points adverse, which reflects the relative recovery of wholesale in the mix, which has a lower than average margin. I'll come onto the forward outlook in margin in just a second. Before I do that, a quick snapshot on stock. We've worked really hard improving our grip on stock, and we reported at the year-end being in a healthy stock position in level and in aging relative to forward sales, and a good base to start rebuilding stock levels towards peak trading points. That healthy stock position has continued. Going into the second half of the year, stock at GBP 101 million represents controlled inventory growth to support that growing sales line. We further improved the aging profile of the stock. Current season stock is now up to 62% of the total, up from 49% at the year-end. This healthy stock level ensures that we have good availability going into peak and can also improve margin through reduced obsolescence costs. Now on to the outlook on margin evolution. We've certainly seen good margin progression in half one, and relative to that movement, we see the basket of effects broadly balanced in the second half. FY 2022 margins are not likely to materially change further in the year from where they are. The outlook for FY 2023 is improving. Looking at the various components and their likely evolution. On the upside, the promo intensity and product mix effects have improved in half one, and we expect to see a little more progression there going forwards. On the downside, territory mix effects work against us this year. Looking forwards, we think that we'll be able to see some upside on the buy price in FY 2023 as we can commit to volumes that enable us to address the bought-in margin improvements. The balance in FY 2023 should see the overall shift a little more in our favor. On property, we've made good progress on rent savings to add to what we did last year. We've made further progress since we updated you last at the prelims. That June, we announced we had reached GBP 3.5 million of base rent savings in FY 2022, and the continuing program of negotiations with landlords around our need for reduced and more variable rents means that the total so far this year is now up to GBP 5.5 million. We've made strong progress on one of our key targets for the year in making a 15% saving on base rents. We'll be pushing for further savings and turnover rent conversions in the balance of the year. This excludes any of the impact yet to come from the new headquarters Gorgeous Brown Building, which will be delivering in future a further GBP 3.3 million in annual rent savings. On the supply chain, the disruption to the global supply chain and inflationary cost pressures are front and center for us at the moment. We have identified all the key areas of risk and have well-established mitigation levers to limit our exposure. While Ted faces similar issues to the rest of the industry, we have the benefit of ongoing efficiency opportunities that, in many cases, balance those upward pressures. On the supply chain, the five key risk areas do not represent a material risk to availability. We are well prepared. We're expanding the roster of HGV hauliers that we engage with. We forward-booked last mile capacity with our courier partner, Hermes. We established retention schemes at the DC to make sure that we have the right level of labor to cover peak trading. We've been making bulk freight bookings on longer lead times since early in the summer when these issues first started to emerge. We don't want to underestimate the challenges, but at this point, we are really not seeing any material supply impacts and are looking forward to being well stocked going into peak trading. On cost inflation, we're continuing cost disciplines and our initiatives on sourcing, supply chain reengineering, digital marketing efficiency, and rent savings balance the risks with a range of opportunities. Staff cost pressures do mean that we can expect some inflation there, but we're making room for this in our plans and actively managing the situation. We're also implementing new initiatives like new marketing attribution tools that will help drive digital spend efficiency. Our free cash flow is in line with our expectations. As signaled before, there'll be a net outflow for the year, and in half one, that's an outflow of GBP 54 million. This represents the operating losses combined with the investment in stock and working capital to fund the current growth in peak trading. Starting with an EBITDA under IFRS 16 of plus GBP 5 million, we have GBP 20 million of leasing interest payments. We've increased stock by GBP 14 million in a controlled growth of quality inventory, as mentioned before. The growth in the first half drove an increase in other working capital, creditors and debtors of GBP 21 million. We continue to work within our CapEx limits of GBP 15 million annually and actually have spent only GBP 6 million so far at the half. We will continue to exercise the tight cash management disciplines we now have in place. The strength of our balance sheets means that even with the net cash outflow in the first half, we remain net cash positive at August. We started the year with GBP 67 million net cash, and after the free cash flow of GBP 54 million, we have that balance of GBP 13 million. If you add to that the GBP 90 million of bank facilities that we have available, that takes us to around GBP 103 million of liquidity at the half year. We have kept our cash ahead of expectations, and this leaves us in a strong position to execute the full transformation plan. Looking now at more recent trading. Q3 in total sees another good growth quarter over last year, 18% up. We see the upward trajectory towards two years ago levels, particularly in the stores channel, where Q3 was up 34% on last year, but showed progression against FY 2020 from 73% back in Q1, 45% back in Q2, and 38% back in Q3. Good progression. I'll come back to this more in a moment and talk about this multi-speed recovery since around 50% of our sales historically have been in city center and travel-related locations, and these locations have been much more affected by the pandemic. Our total online performance is up against challenging comparatives from last year's highly promotional market and reflects our taking this year a stronger full price stance. In revenue, we are. Online revenue, we are 10% back on last year in Q3, but still 4% up on two years ago, and with around a 400+ basis points improvement in ted.com trading margin to go with that, this is exactly what we predicted at the time of the prelims. Wholesale continues to improve, 26% up on last year after a very strong Q2. Across the year to date, wholesale is following a similar upward trajectory of stores at a slightly better level. Licensing had another positive quarter, 13% up on last year, with further upward progress on last year minus one as categories like childrenswear and eyewear continue to do well. Now, I want to show you just a little bit more about what we call this multi-speed recovery to illustrate both the trajectory and destination of our recovery. There are a couple of themes to pick out here. First is that across the different store groupings, there is a wide range of speeds. This shows that at the slow end, travel locations like airports are still around 60% down on two years ago with a heavy COVID drag. This is followed by tourist-related centers and big metro cities, with regional towns and cities and malls and concessions doing much better. Given our estate, where we have that weighting towards travel and metros, the speed of these groupings will shape our recovery. Second, we see that quarter-on-quarter there is clear improvement across all of the groups, which is a really encouraging trajectory. It illustrates that when there's more COVID confidence and normal patterns of footfall with consumers and as they return, and as we can see the level returning, particularly in towns and cities, that we are on that trajectory to see that speedy progress. For the second part of the plan, the second year of the plan, FY 2022, we laid out at the prelims some new operational targets around product, brand, ESG, digital, capital light growth and efficiency. In each area, we defined some specific milestones to ensure that we're focused on the right deliverables. Here's a quick reminder, and I won't go through each one in detail, but I'll go on to summarize the progress on the next slide. In overall terms, there has been strong delivery with progress in each area. Full price mix is up more than 500 basis points and the product proposition supports the stronger full price stance that we've been taking. Our brand metrics continue to show resilience, which Rachel will expand on. In our ESG agenda our sector-leading credentials are building not only in terms of sustainable cotton, but on setting accredited carbon targets where we've made great progress. Our global brand footprint is growing with that 23% brand sales growth and nine new stores opened, a combination of our own short-term lease stores and partner stores. On digital, the new e-commerce platform is still on course for the rescheduled launch date early next year. Finally, as I laid out, we are hitting our property cost reduction targets. Overall, another good year of progress so far on the transformation plan. Looking forwards, and then in conclusion from me, we remain confident about the balance of the year. Despite some continuing uncertainty, we've made material progress and we remain committed to our FY 2023 targets. We're also adding that specific upgrade on net cash. Yes, FY 2022 is still affected by COVID into the second half, and we continue to mitigate the various supply chain issues and cost pressures. We're really pleased with the initial response to our new collections and recognize that there is potential for improvement, and we're just at the beginning of the flow of new collections. With the level of continuing uncertainties, we're not giving guidance for FY 2022 at this stage. The full year will be loss-making, but we are looking forwards to a further material improvement in profitability in the second half. We continue to be in a strong liquidity position, but the return to strong sales growth this year has required working capital investment and therefore negative free cash flow for the year. However, we're not expecting any changes to consensus for FY 2022, and we're maintaining our FY 2023 commitment to EBITDA margins of 7%-10%, free cash flow of GBP 30 million, and exiting with a revenue growth rate of around 5%. As I said, we are also upgrading now for the third time our debt target to a net cash positive commitment for FY 2022. With that, I'll pass you back to Rachel. Thank you, David. The strategy that we laid out in June 2020 is on track and we're delivering. We've made good progress and work on brand and product, and that sets us up for future growth well. Perhaps our biggest evolution of the journey, our customer insights work, is that we now have a much better understanding of our target customers. I'm gonna use this next section to talk about our customer insights and some exciting initiatives on product and brand. I'll also take you through our digital and asset-light growth progress, and David's already covered the excellent work that's been done on resetting our cost base. As I said earlier, we have broadened this third pillar into efficiency through transformation, as this part of the strategy is broader now than just cost out. The past 18 months, we've been laser-focused on putting everything in place for our return to growth. Our balance sheet, our cost base, our operational processes being key, which are now well established. That's a strong foundation that sets us up for growth in revenue and profit as we go forward. Our brand refresh has been moving with the consumer-facing part of it leveraged well behind the scenes and now moving to being in the market. Hopefully, you've seen the Street Party Sessions. It's been lots of fun with lots of collaborations, and by the way, a PR reach of almost 40 million customers and plenty more exciting brand moments to come. Our design teams continue to refine and evolve the collections. Anthony's been here a year now and has done a fantastic job in bringing the creative teams together, and the reactions in the showrooms from buyers continue to provide encouragement. With the confidence in our brand and product work, we're now ramping up our marketing spend, and that will continue for the rest of the year and through financial year 2023. On digital and asset-like growth, we have been focusing on our priority markets, North America, China, Germany, and the Middle East as we go forward, and leveraging our strong product license partnerships. Efficiency through transformation, this pillar continues the good work to consolidate the supply base and to drive bought-in margin. We're going to drive supply chain efficiencies from optimizing our freight and logistic partnerships and leverage our technology to deliver internal efficiencies. Our brand is the core asset of the business, and the good news is the brand remains in great shape. Once again, we've seen an improvement in a basket of core metrics. Consideration, brand affinity, that's likes and loves Ted Baker, quality perceptions, and Net Promoter Score all showing sequential improvements from the start of the year. Before David and I arrived, there'd been little to no customer research carried out. In the past 18 months, we've been building a better understanding of our customers, and we have much better knowledge today, but there is still more work to do. In simple terms, we've identified four key target customer groups that map to our product pyramid. Our target customers are 28-55 in age range, all within the top socio-demographic groups and income range. They're interested in clothes, fashion and shopping, and they all like socializing, travel, music, health and wellness. However, some of their preferences and their end uses do differ. In moving to the pyramid principles in our designs, we can expand our relevance for these large customer segments. I'll leave you to work out which one you sit in. Perhaps most encouraging to date, in our product re-energize strategy, has been how our womenswear customers have bought into the new product pyramid. This is really encouraging as it's the first time that we're working with these principles and this structure. Womenswear sales have fairly closely matched the options. The new collections have been well-received, and we know we're getting better with what's coming in the next two quarters. We've had real successes, albeit still early days, with core categories coming back, dresses, a nice bounce in formal, in men's suiting and occasion wear. Our newness is working in our knitted dresses, new shaping, fitted mesh tees and chinos. Our classics are being reborn in the Zadie dress and the Mockable all doing well, and footwear and accessories continue to be strong for us. We continue to be at the forefront of the ESG agenda. A core part of our business in our DNA has been there for years, and we continue to push to do even better. We've made further progress in Fashioning a Better Future, which is our program for ESG, with further transparency in supply chain. We started publishing our tier one supplier list two years ago, and now we've included all our product license partners too in terms of their factories, and we're not stopping there. We've also mapped all of our subcontractors. We've launched several new products within our organic and recycled program, and our use of sustainable cotton is on track to 75% by year-end. We're particularly proud to confirm our new set of carbon and climate targets, and we're in the process of submitting them to the Science Based Targets initiative. We've got good transparency, strong credibility, and we're executing on our ambitious program, not just talking about it. Our ESG program is holistic and broad-based, and it's something we've been refining over the past few years rather than having to start from scratch. To back up my comments, we're sharing a third-party insights into Ted's positioning versus our broader peer group. It comes from Carbon Intelligence. We're already ahead of our relevant peers and knocking on the door with the global mega brands. With the conclusion of the SBTI process, we will be sitting with global best-in-class peers. On asset light, we remain fully committed to asset light growth, but it doesn't mean we won't be spending any CapEx of our own on distribution expansion. We're going to be very selective where we invest, and we're going to do it in a capital light way. If we're opening new stores, we're going to reflect the same disciplines that we've demonstrated in other parts of the business. To date this year, we've opened four short-term lease stores, three in the U.K. and one in the U.S., with an aggregate CapEx of less than GBP 400,000. They're hitting their sales targets, and we expect short paybacks. As a reminder, these are testing new locations for Ted, where we haven't had our own presence before, but where footfall has strengthened during COVID at the expense of being in those city center and travel locations. We've also been rolling out a light refurb program, including the makeover of our flagship Regent Street store. As well as that, we've been doing mannequin upgrades, store reconfigurations, and we've added six MiB pop-ups during the year. There is a more ambitious program to follow in the coming years. Furthermore, our partners have continued to invest behind the Ted Baker brand. We've opened five more stores there. Like many across the retail sector, our e-com metrics have been skewed by the pandemic, and therefore, we've also adopted the convention of showing both year-on-year and the two-year stack in terms of performance. Against last year, we've seen a step back in our own e-com performance, in part because of our change in trading stance, focusing much more on reestablishing our premium brand credentials and reducing our promotional activity. This action has had an expected impact on the stimulation of traffic and conversion. However, this has resulted in a much stronger trading margin for us. On a two-year basis, we're pleased with the growth in traffic in Q3. Remember, pre-pandemic, we had a much higher online penetration than many of our brand peers. However, our current platform is a cap on conversion growth, especially against the much faster and more rounded service levels of our online concession partners. They have performed really strongly with the same product ranges, so our replatforming investment will move us forward here. You can also see the impact of COVID on our AOV on a two-year basis with higher ASP and margin, occasion wear informal, not yet back at pre-pandemic levels. Our digital roadmap is focused both on enhancing our customer experience and underpinning our operational efficiency, and both are key to driving our transformation. On our customer experience stream, we already delivered a number of enhancements to omni-channel, including e-com live sales streaming and e-com assisted selling. Our new platform is all set for early 2022 to go live. For operational efficiency, our U.K. customer warehouse has been key to mitigate some of the Brexit headwinds, and we're making good progress on data lake and having completed our new allocation replenishment system planning. To conclude, I'm pleased with the progress that we've made. Half one and Q3 sales are in line with our expectations. Early customer reaction to the new products are positive. Our brand has strengthened further and remains a key asset for the group. We're pleased with the start of the reestablishment of our premium positioning with the full price sales mix up in half one and on track for the same in half two. Our financial performance has shown solid improvement, gross margins up, losses reduced, and high confidence in our cash position as we upgrade our target. Our team's done really well. However, our work streams are still ongoing. We've got ourselves into a good position and our brand, product and customer journey starts in earnest now. We're optimistic but remain sensibly cautious on our outlook, given the uncertainties ahead in the market and the global economy. That said, I'm confident in Ted delivering ongoing improvement in our financial performance and delivering on our strategy. We will continue to pivot towards growth opportunities, both in terms of our priority growth markets and digital opportunities. We know that the Ted brand is well received across all our global markets, and we will be investing further in building greater brand awareness to capture that opportunity. Thank you for your attention. With that, we'll now take your questions. Operator, can you please open the line for questions? Certainly, ma'am. Thank you. Ladies and gentlemen, if you would like to ask a question over the phone at this time, please signal by pressing star one on your telephone keypad. Please note, if you're using a speaker phone, just to make sure your mute function is turned off to allow your signal to reach our equipment. Once again, that is star one to ask a question over the phone. We'll now move to our first question over the phone, which comes from John Stevenson from Peel Hunt. Please go ahead. Hi, morning. Just a couple of questions around the sort of active customers and online. I don't know if you could talk a little bit about the sort of active customers you're seeing coming through, whether it's sort of reactivations, whether it's new customers and the sort of demographic of customers you're getting initially online. Just whether you're onto that, I mean, has been letting you down slightly. Just interested in terms of the marketing effectiveness, 'cause it looks as though there's a lot of paid traffic coming through. Again, just interested, I guess, to see the sort of returns you're getting on that marketing. John, it's Phil. Just while Rachel cover the first one, we didn't catch your second question. Your line cut out quickly. Could you just repeat that for us? Sure. Yeah, I understand the sort of current web platform is letting you down a little bit. I'm just wondering about the marketing effectiveness. You can see there's quite a lot of sort of paid traffic coming to the site. I'm just interested to see the sort of returns you're getting on that and whether those customers are sticking. Morning, John. In terms of active- Can you wait? Okay. Active customers and online, that we are increasing our customer base on that two-year basis. Our new customers are up 50% on a two-year. We are bringing new people into the brand, which we're really excited about. Clearly, versus last year, when there was an extraordinary level of promotional activity, we drove a lot of traffic. As we've been reinvesting in more base weeks of full price, we will see a little bit of a drop-off of that. We're continuing on the journey to one of our big strategic, you know, goals is to really increase our marketable database. To exactly your point around paid, over time, we will become less reliant on paid and be able to directly reach out to our customers. A key strand of our strategy is to continue to grow that marketable database for us. You talk about the current platform. There is paid social out there, but we have stepped up our level of marketing in the second half of the year. At last, we've got our new product ranges out into the market. We're putting our brand and our product activity together, and we've invested much more in the upper funnel, which is the prospecting part. That's something that Ted hasn't done for many years, and so we're stepping up into that upper funnel part to drive awareness of the brand and engagement in the brand as we move forward, so that we can re-energize the customer's understanding of Ted Baker as we move forward. Okay, brilliant. That's really helpful. Thank you. Thank you. As a reminder, ladies and gentlemen, it is star one on your telephone keypad to ask a question. We'll now move on to our next question over the phone, which comes from Tony Shiret from Panmure Gordon. Please go ahead. Hi, guys. Well done on the numbers. It's a sort of follow-up type of question, I guess, from John's. In terms of your relationships with your partners, just thinking that that probably most of your partners don't have the same sort of restrictions on their web activity that come from, you know, your stage of development of your web, and they're probably more up and running. I just wondered if you know, the metrics you're seeing in terms of you know, web performance from your partners lead you know, to believe more in the sort of current ranges and you know, how this is gonna translate through into your own performance next year. Secondly, I just wondered you know, just a very simple question. I wonder if you could just sort of tell us which products, categories have sold well or not so well in the current season so far. Thank you. Okay. Thank you, Tony. Good morning. In terms of partners, I think we're talking. I think there's two types of partners that we're probably talking about here. One are our online concession partners. Where we've got big partners with multi-brand platforms who have very big databases of customers. It's very important as we refresh the brand and get back out there with the new refreshed brand and product, that we work with our partners because they have a lot of eyeballs that we can get in front of the new Ted product. We're seeing that the performance in our online concession partners is substantially stronger despite it being exactly the same product ranges because, as you suggest, they have less limitation on their service and their online experience, particularly mobile, which is one of the things that we're investing in to improve. Also on the wholesale side, we've got some strong wholesale partnerships with online partners like Zalando, for example, and ASOS. We're seeing really strong growth there on a one-year and a two-year basis. We're extremely pleased with that as we go forwards. I think I touched on some of the product categories that we're doing well. We're pleased around, you know, the rebirth of some of our classics, like the Zadie dress that people haven't been buying during the pandemic because they weren't going to parties, and that's great, and our Mockable. We've also seen some newness coming through, so shapings in knitted dresses in the U.S. in particular, very excited about because that is a new direction for us with that customer over there. Also, you know, mesh T-shirts, fitted tees, those sort of areas that are new for us are really doing well. Also, we've refreshed our Chino range with new fabrications and new fit sizes that reflect a more modern and contemporary range of choice for our menswear. We're seeing a nice bounce back in formal, in shirts, in men's suiting, and in occasion wear, albeit we know it's not back at that pre-pandemic level yet because there's still, you know, a dampening in consumer confidence that we've seen certainly in the last three months in the UK. Which is important, you know, in the categories that we play in, that we have got that consumer confidence moving in the right direction. But we're hopeful that will come and with that, you know, a going back to those pre-pandemic levels in due course. There are some things where we're learning, and we're trying to make sure that we learn, you know, on a daily, on a weekly basis as we go forward. Some of those areas will be on some opening price points, maybe some styles that we've changed too quickly that maybe we need to reflect on taking the customer with us. As I said, we're really encouraged about women's wear, the uptake across the pyramid. Men will take longer. We know that, but that means that we just have to look at the pace of change there and make sure that we're on it, understanding and listening to our customers. Hopefully that helps. Yeah. I mean, I presume outerwear has not been an absolute winner, you know, given the weather conditions. Is that the only sort of area where we should be looking for disappointments? I think we would always love a very cold autumn, and we haven't had that. I think everybody in fashion who does outerwear would want to have a cold autumn. As we know, August was strange, September was warm, and it, you know, the cold snap only really came in in the past couple of weeks. Outerwear sales don't lift when the weather is warm where you're wearing a T-shirt. Yeah, absolutely. Thank you. Once again, ladies and gentlemen, that is star one on your telephone keypad, if you would like to ask a question on today's call. It appears there are no further questions queued over the phone at this time. Miss Rachel Osborne, I would like to turn the conference back over to yourself, ma'am, for any additional closing remarks. just like to say thank you for dialing in and listening today. Hopefully, we've taken you through a good overview of the progress that we're making and the excitement that we've got for the future. As we know, the work now starts in earnest on the product and the brand and the customer. We're really excited about the future. Thank you.