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Frontline Mobility Edge
Frontline Mobility Edge takes a look at mobility in the enterprise, focusing on workforce devices, business applications, and the technology behind them.
Frontline Mobility Edge
The Top 8 Takeaways From NRF 2026
On this episode of the Frontline Mobility Edge podcast, BlueFletch COO Brett Cooper and CRO Lee DeHihns share their biggest takeaways from the top 8 trends they saw at NRF 2026. The future looks bright for retail, and Brett and Lee discuss how AI, holograms and digital signage will make a huge impact in the coming year and beyond.
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I'm Brett Cooper and this is the Frontland Mobility Edge, where we discuss the latest in mobile device technologies and how they're shaping the frontline landscape business. Thank you for joining us. Let's get started. Hello, welcome to another episode of the Blue Fletch Frontline Mobility Edge podcast. I'm Brett Cooper joined today by Lita Hines, and we are going to talk about our key takeaways or our each four key takeaways from NRF 2026. So Lee and I were in New York a couple days ago for NRF, which if you haven't been to it, it's a National Retail Federation big show. And it is, was it 40 or 50,000 people, it feels like, um, there over three days. So a lot of international folks, folks from uh US, North American retailers, a number of uh Lat Am retailers there, and then vendors of all sorts of different technologies. So technology for store ops, technology for IT, um, you have every everything you've probably seen in a retail environment will be at InterF. And um Lee and I walked around a lot, talked to a lot of people. We had a uh a demonstration booth showing showcasing some of our new biometric login technology, which was got some really good questions around that. But um just walking around, we had we took some notes on things we saw and wanted to articulate with what those were. And um, well, I'll I'll start out with my my first interesting uh takeaway from NRF, which was uh I don't know if it's that interesting, but it's it's tariffs are real, which is it's something uh with 2025 going into 2026. Definitely there's been a lot of retailers that have been you wait and see what happens. Uh a lot of things that were previously sourced from global markets are getting a lot more expensive for retailers, and they've had to optimize costs and change structures, change where they're building things or shipping things from. I think the uh you know the big thing for me is it's it's not just theoretical. A lot of people are making decisions based upon um tariffs and how that spend is. And you know, came up a lot in conversations, and you know, I think there's no um there's no end in sights, so it's something that we just need to plan and deal with over the the next four years in in in North America and probably for a lot of the global companies as well. I talked to a lot of global companies that were selling North America and it became very uh difficult for them in certain certain situations. So I think uh you know, as as companies are looking things at at either technology or things, make sure you know where it's sourced from, um, build in tariff protection into whatever models you're building out, and really think about uh, you know, if you're looking at the product side or tech side or infrastructure side, think about those uh the tariffs as a potential thing to have in your your contracts and negotiations. And yeah, it's it's tough. I think for us, we've had a lot of customers that sat on buying new mobile hardware that use our software on. It's definitely something that's been out there. Um I don't know if Lee, if you had any other thoughts on the the tariffs and and the the macroeconomic pressures we've seen on a lot of these retailers.
SPEAKER_01:Yeah, I would say it's interesting. The if you take the phrase tariffs are real and you actually extrapolate what that means, it's a lot of 2025 was a bit of a wait and see to see how much of the uncertainty would be something that was always in place for the foreseeable future or was going to go away. And everyone's come to terms with the fact that the volatility is part of what they need to be planning for. So I think from to your point, the tariff readiness side of things, you need to build a checklist for that to make sure you're incorporating that into buying cycles for refreshes, and then also you brought up a good point from just making sure you're baking that into contracts, particularly if you're purchasing um, you know, something that is perhaps going to change in cost year over year. You want to make sure you're not gonna go from one price to plus 30% or something like that. There's always gonna be ways to build in protection. So something to be thinking about for sure.
SPEAKER_00:Yeah. Neither Lee nor I are lawyers, so consult your lawyers and your contract guy, but definitely, you know, whether you're a vendor selling things or somebody buying things, make sure you're thinking about tariff protections. So, Lee, way that you your free first key takeaway you want to talk about is uh something I I know you're not always a fan of, but yeah.
SPEAKER_01:I guess it's a hot take, maybe. Uh kiosks are I'm I'm saying the term everywhere, but definitely from an engagement perspective, not only from a customer side of things in retail, but also from an employer side. Um kiosks are more or less ubiquitous in terms of walking around the show floor. Um personally, I'm not a huge fan of them because it's probably just me being old man yelling at cloud, but uh it does make me feel like I'm drafted into working at the store that I'm in as opposed to asking for help. But definitely the reason the kiosks are gaining in popularity is because they can help close the Lager gaps. Um, they can increase speed on you know simple transactions and increase throughput. And there's even lots of really cool interactive things within the kiosks to do things around increasing wallet share or selling on additional products. Um I think where it can be a problem is you know, there's not really a way to manage something being abandoned or not setting up expectations correctly within the ex within the kiosk itself. So I've mentioned the kiosk feels like work side of things, can be difficult if you don't know how many steps you're into a process before you can get what you came to the store for. Also, the voice-activated kiosks, particularly in like ordering situations, I think are going to be really difficult if you're in any sort of a crowded environment where your cheeseburger with no lettuce could easily be a chicken sandwich with extra lettuce, depending on what the bot decides. Um but I think the the what the takeaway there is is making sure that the implementations are good. So I think well my frustration is around poor implementations, right? Um everybody's been to a website or at a kiosk or interacted with technology that we're frustrated with. I think the kiosk is no different. Um I don't know what your thoughts are on that, Brett.
SPEAKER_00:I I like some of the kiosks I saw. Some of them were I'm with I'm like you. I I find the people that work at a lot of the stores are move incredibly fast at checking me out. And I always get frustrated when I'm stuck behind somebody who can't seem to operate the self-checkout, and there'll be a line of like 20 people and they're they don't know how to look up an onion on the screen. Um so I feel some frustrations there. I I understand the value. There was one demo I liked, I think Elo had one of their partners in their booth, and they were showing off a uh auto parts lookup kiosk, and it was it was AI driven when you just walk up and talk to it and say, Hey, I have a uh 64 Cadillac with a 390, um, what oil filter I need. Um, you know, I was next to somebody who did that demo and it it uh it didn't all didn't work as as correctly as uh as my 2016 Forerunner, but it uh it was a very interesting demo that used AI and a kiosk to solve a problem that if you ever buy auto parts or you know windshield wipers, you know, you don't want to have to spend five minutes looking through a paper book in your auto store or having to wait in line for the guy at the counter to help you out. So I think things like that where it's a discrete use case, it definitely made uh made made sense to have kiosks. And I've seen other things like at uh you know hardware stores where you have like a plumbing item that you're trying to find or look up. I know a big one for me where I'm doing uh they're called cartridges for faucets when my kids break them, being able to find those is always a pain in the butt. So I think there's a lot of discrete use cases for kiosks where they help the customer out a lot. Um but I think it's that the balance of making sure you have a great UX for it.
SPEAKER_01:Yeah, exactly. You don't want your kiosks to create a labored log jam because there's only one person to manage the eight self-checkouts or whatever it ends up being, and all all the red lights are on. Um but yeah, I think overall they're not going away. And I think it's just people finding, to your point, Brett, like really discrete use cases where, particularly if you're in a large footprint environment, um, a kiosk could easily point out where something is much more quickly than waiting for someone or wandering an aisle to find someone to ask them that question.
SPEAKER_00:Yeah, 100%. All right, so my my second key takeaway was uh the presence of more, I'm gonna call them lower cost mobile devices. And I think this is you know, in the space we play in, which is enterprise mobility, you've had zebra, honeywell, Samsung, and then there's always been the you know, the the I'm gonna call them like that the grouping of you know cheap Chinese companies is what people used to call them. I think a lot of those devices are a lot more capable now. Um so there's there were a number of companies I talked with with um you know either sourcing things from Korea, China, or other companies, countries, they actually had pretty good mobile devices at a very competitive price point. And one of the things that I noted, and even some of the leadership from Zebra said this, is that a lot of companies are trying to get mobile devices in the hands of more employees. Um you don't need a a super high-end scanner on every single device if you're just trying to do a product lookup or a um you know do use a chat or Microsoft Teams feature. So I think the um the thing I note is you know there's a lot of really capable devices that are out there. Uh I think it's good for the overall ecosystem because it has, you know, there's going to be more devices across different spectrums of employees and users. Um I think the key there, like, you know, don't don't be cheap when you need to be expensive. So if you're in a warehouse scanning boxes that are 10 feet away, you know, make sure you have a device that has the more expensive scanner imager. Um know the capabilities and drop specs. You have a device that is probably gonna get dropped in concrete. Make sure you have one that is uh IP spec for that.
SPEAKER_01:I think another side of that too is we saw that from uh from the retail side. We had retailers coming up and asking us what options were for just a good enough device.
SPEAKER_00:Yeah, it's interesting. We definitely had more than more than one conversation with people asking us that. And yeah, um yeah, you know, I think the other piece with devices I think about too is just the support and life cycle. So if you're gonna have a device for two years, know that it's a two-year device and you can get away with not having uh a big support contract, but some devices will need to be six or eight years in use as your life cycle. And I've I've seen been a lot of enough warehouses where I've seen devices that are eight years old still in use. So um I think know which end of the spectrum you're on from a lifecycle standpoint. Yeah, definitely. All right, so hopping into Lee's uh second key takeaway. What was uh that was something with uh shelf labels?
SPEAKER_01:Yeah, so ESLs, uh also known as electronic shelf labels. And when I started Blue Fletch in 2015, um one of the first conversations I had with a grocer was around electronic shelf labels. And they've been coming for a long time, and I think we're at a point where these are going to become more and more common because uh from a labor savings and pricing agility perspective and promo accuracy, you can really do something in real time across your entire store or across a set of stores. Um so what it really does is it allows you to change the price on these labels, you know, from a centralized location. Uh it's really helpful for things in high change categories. If you have a competitor you're trying to match prices with, you can essentially do that instantaneously. And also, if you're labor constrained, in you know, there's a lot of retailers out there that have large footprints with two or three thousand stores, but maybe only one or two full-time associates on the floor at any given time. Um, it makes a big difference in terms of being able to change the pricing over as quickly as possible. Um I I would say some things to think about with that is you have to make sure that you are very well integrated with what your store footprint looks like, what the planogram sets are, um, and make sure that data is integrated and very clean because you can run into a lot of problems. Um you you really do run into the garbage in, garbage outside of things. So I think you just have to be very careful because your any mistake that you make is going to be instantly reflected on the shelf and available for purchase at the wrong price from from the public.
SPEAKER_00:Yes. Make sure it's secured as well. Yeah, I I think the other point in this too, especially with back to the first point of tariffs where you know an avocado may cost avocado from Mexico may cost you uh 99 cents today, uh tomorrow it may cost you uh four, four dollars and thirty-four cents based on the whim of uh certain people.
SPEAKER_01:Yeah. And I you know, I think something to think about there is just um being able to rapidly merchandise as well, right? So um changing around a set to some extent can be a lot more fast if you can just keep the labels where they are if your set is staying relatively the same size, and then just change out the prices without having to move anything from that perspective.
SPEAKER_00:Yep. All right, it's my uh my third key takeaway, which I noticed in her effort uh as I walked around was camera tech and to some effect sensor technology is getting really good. Um, I know this is back to your point early. We we did some early camera projects seven, ten years ago now, and the technology and the things you can get for the price you can get are are really impressive. And um, you know, Amazon Go is probably the first to do this. I think I did a blog post a couple years back on this, but um I took one of our um newer sales engineers to the Amazon Go. They had a store in NRF and I bought the uh the worst uh breakfast sandwich ever for 12 bucks. I think they made them last year. But it was uh, you know, people to walk in, and there's a lot less cameras, I think, in the Amazon Go store this year than previously. People walk in, pick an item off the shelf, walk out, and it it charges me accordingly. It's it is still magical, but I think the the price point is starting to come down a lot of this technology. And it's it's related to a better sensors. So the you know, sensors keep getting better. Look at your cell phone now versus 10 years ago. And I think the other thing is the AI at the edge, the ability to put processing and chips into cameras that can do this. And I know I saw some cool vendors that had cameras with built-in, uh built-in AI coprocessors, which is impressive. And then even that, you can put uh computers on the edge that can handle all of this where you're not sending data up to the cloud and having to push gigs and gigs over the network. So I think the things with cameras, you get like the shelf cameras, you can watch shelves, no stockouts. You can do things like um uh the LP cameras are getting better at doing detection. Um you can watch things like cues, look for safety flags. So there's a lot of things that you can take advantage with some of this newer camera technology. I think a couple of things to be cautious of are as always, privacy. So consult your lawyers, Lee and our not lawyers. Uh so ensure you understand the privacy of constraints in your state's locale or country. Um, and then, you know, from a standpoint of false positives, so being able to make sure that you know somebody is who you think they are, if you're especially things like LP, of you know, is when Lee walks in, does it the camera think he's Brett, which is a little awkward at times, especially if you're giving a demo. Um I I think definitely it's cool technology to try out. We'll see a lot more of it making it into stores over the next two or three years. And I think the technology is really starting to get there with us.
SPEAKER_01:Brad, if you were a retailer and you were thinking of implementing camera technology, what is the decision tree essentially that you might look at for how to determine where best to test something like that in the store?
SPEAKER_00:It's gonna really depend on the store format. So I always think of it similar to RFID. I saw a lot of retailers a couple years ago say, you know, what items should they be putting RFID tags on? And it's you know, here's the price threshold. Um, use a camera to do that. And I think one of the demos we did with somebody was you have a camera in a department, you detect if there's a customer there. And if you know the example would be like uh, you know, if you're a flooring company, flooring doesn't sell itself. So if you have a customer that's in the you know uh a specific flooring that's a high high price item, make sure if you see somebody dwelling there, have a camera flag and notify your employees. Um back to the earlier example of like an auto parts store. If you see somebody who's dwelling in a certain aisle looking at uh spark plugs, you have a high margin item, definitely like notify your employees that you have somebody over there. It's also potentially an LP item as well. Um so really thinking about the mix of those things and using that to drive drive those use cases where you start out testing those. Yeah, that makes sense. So, Lee, your your third uh your third key takeaway was around uh the customer, I guess, customer interaction, customer engagements and and loyalty.
SPEAKER_01:Yeah, and it's you know, there's always there's been concepts of Omnichannel and Endless Isle again that have been talked about, you know, for more than 10 years at this point. But I I think what really struck me this year was the first time I walked around and really saw a lot of vendors that are out there that wouldn't manage the loyalty programs for retailers from the perspective of um knowing your customer throughout their lifecycle and engaging them with them inside the store, whether that's through, you know, you can do bespoke signage based on who they are. Um, you can do things within the application itself, like a mobile app that's a loyalty item. Um, and you can also, you know, monitor, you can essentially monitor what they purchase inside the store and then send them reinforcement on things that might be interesting to them outside of the store experience so they could purchase online. And I think what it does is a few things. Um it really lets you engage with the customer and let them develop affinity with the brand. But at the same time, it also allows you again, we talked about it in some of these others, from a labor savings perspective. The customer at that point a lot of times can come into the store, be ready to purchase something, and if it's going to be a transaction that's relatively quick, they can essentially self-engage to some expect to some extent. Um and I also think it allows you uh to be able to make the frontline worker, you know, the opposite side of that is bring the frontline worker into that so you really know who the customers are when they're coming into the store and know what they're interested in. Um and just increase that wallet share. Um so it's it's something that I think is really coming together. And you do see some really successful loyalty programs out there where the people have very strong affinities for the brand based on the loyalty programs that they're getting. And in return, it's a relatively small cost from a retailer perspective.
SPEAKER_00:Yeah, especially in the age of I'm gonna call it the the influencer or social influencers. There's certain loyalty programs where you'll see it on TikTok or Facebook or Instagram of, hey, here's the program for this company, and that creates that flywheel of of drawing a lot of people into the those those retailers, and it can make a measurable difference.
SPEAKER_01:I think it also helps with like merchandising as well, right? So you're gonna know who in an area or what what group in an area purchases particular sets of items more frequently based on who they are or where they are, and you can And if you need to reflect the real the in-store inventory to be more in line with what you're purchasing, it's going to be a lot more streamlined from what you can carry in the store.
SPEAKER_00:Yeah, 100%. You're like like for like your suburban versus urban demographics, definitely and makes it makes it easier to target those.
SPEAKER_01:Absolutely.
SPEAKER_00:So my uh my fourth and final takeaway or thing I noted at at Interf was uh display technology is getting pretty awesome. And uh there was a section downstairs that was just, I'm gonna call it the hologram aisle, which was uh a lot of interesting displays. And you know, there are even people uh across in their booths that had just were using this for booth interaction, whether it's a hologram of you know William Chadner or somebody like talking about your product um or just a more interactive like hologram looks like something's floating in in through 3D space, or even just some of the digital displays that were large format that looked really good and drew customers in. So I think there was a lot of this that's a lot more compelling. It feels a bit like we're living in Futurama or one of these places where you walk and just all these different things. But I think the technology is you know, the ability to attract on a lot of these uh display tech is you know, it's getting there. It's something that will um, if it makes sense, if it's a high, high uh margin item, something you want people to look at or promo, uh, you know, some of this technology is definitely pretty cool. So, but I think to that point, when you look at it, make sure it's you're spending based on the ROI. So if there's an expensive hologram you want to put in place, it needs to be matched up to the ROI for that product. So, you know, doing a low-end product is not necessarily as as advantageous as a$300 pair of shoes that you can show in a really cool hologram. But I think it's fun, finding those use cases and just figuring out, you know, can you increase your engagement and or lift on those products with a uh more of the newer display tech?
SPEAKER_01:Yeah, and it's so it's not cool for the sake of cool. You can actually measure something like uh conversion or basket size or dwell time or something, right?
SPEAKER_00:Yeah. Yeah. So I so Lee, your your fourth and final point, which uh we haven't said much about AI up until now. So far away.
SPEAKER_01:I'm amazed we made it this far. Um given how many booths mentioned AI. Um this actually goes up back to the first point around uh how tariffs are real, uh, for Brett's first observation. So cost controls are hugely important, obviously. And uh AI is something that can help with that. So there were there were booths there that were actually showing um how this tool can actually help with the return on investment and buy cost out, and not just something that's really cool or maybe doesn't have a real good practical uh point of view to it. So some of the things you can be thinking about when it comes to this is you know around labor forecasting based on historical data for year over year or even month over month or day over day to make sure you're having the right amount of people on the floor at the correct time. Um also tasking, um, inventory accuracy is a huge thing from the perspective of making sure you're carrying the right amount of inventory in the store so you don't have too much overhead there and you aren't constantly running out of items. Uh shrink reduction is another side of it. And also you can use AI for something like returns reduction as well. So if there's a product in the store that's purchased historically and it gets returned, you know, uh uh more than you would like, you can maybe understand why you are carrying that and if it's even worth it. So it it allows you to theoretically have less goods on hand, but also have a better understanding of why you're selling them when you're selling it. Um so I think the key there is just to approach AI from with a key end goal in mind from from a cost savings perspective. I think where you have to be careful is you have to have, we talked about it already, really clean processes and clean data because you're gonna get it won't be a hallucination, but it's just gonna be bad conclusions if you're not feeding your AI the correct data.
SPEAKER_00:Yeah, I think one of the other things this is called out in one of the the keynotes I sat through on the opening day was you know that the AI is not gonna replace people. Um so when you think about your merchandising specialists, your inventory specialists, and you know, the people that do the planning and ordering, they historically have run things on spreadsheets and systems that you know they can spend an hour um you know building out a store plan um for ordering. But you know, if it takes their time down to four minutes, they get supercharged and have the ability to do deep dives into a lot more of those edge cases, you know, though like the one you called out of why does this item always get returned? So it gives them the time to go do that and focus on those more um you know high human quality type of things that you need a human to look at to decipher. But yeah, anything that's on a spreadsheet or a database where people are running big queries, you know, think about how you can make them more efficient by pulling that into those processes.
SPEAKER_01:Yeah, just taking your example further with the merchandiser, if it takes them an hour store over store to pull together that data, but they can reduce it to your 0.4 minutes. Think about how many more store merchants could be merchandised in the period of a week, for example.
SPEAKER_00:Yeah. All right, so those are the uh the least four of my four takeaways. Um a couple key things. We we jotted down just some general themes or notes on this, but I think the the question we we framed this was you know, if I was a retail store ops leader, IT leader in 2026, where do you start with this this technology that I've seen over the last couple days? And I think the the first one we called out was you know, audit the key customer friction points. So think about the the speed of with which you engage with them or the things that they're unhappy about in that engagement. Um and Leah, I know you talked about the loyalty programs. So loyalty programs are not necessarily they're not a side project, they're something you need to focus on. Um to dig into those, figure out where you can improve that loyalty, think about the the bigger picture of retaining your customers, especially in these times where you know people are a lot more sensitive to what they spend. And there's a lot of customers that you know in this new economy are are looking for you know better deals, but they will still be loyal if they have a reason to be loyal.
SPEAKER_01:Absolutely. I think another one is correspondingly, look at the audit your employee friction points as well. Um can you AI, for example, be used to improve those? Um an example would be um looking at where maybe there's been um incidents around um safety issues in the store over a historical period of time. Can you augment the training a little bit to try to improve safety for your employees? That's one example. Um again from a staffing perspective, looking at it from a planning point of view, can you use AI to plan how better you can staff for week over week based on the volume in that store rather than either calling people in last minute or sending people home? And you know, the wor it's the worst thing to get called in if you're a retail associate, and it's also really bad if you're there and you need the shift and they're like, all right, we need two people to get cut. So if you can avoid that kind of thing, I think it can really help people out from a friction point perspective.
SPEAKER_00:Yeah, 100%. I I think the next thing we we talk about just from the implementation standpoint is you know, pilot, figure out how to pilot in a discrete manner. So it's a pilot shouldn't be moving a battleship, it should be really thinking about how do you put something into a store or a part of a store and then testing it and being able to prove or disapprove the theories. And it's okay to disprove a theory that it doesn't work for this use case. And I feel like too many people get um I got bought into the the concept this is going to be the thing, this is the way we have to do it. And I've seen way too many projects that have rolled out to chain uh you know across a wide number of stores that are if they piloted it and realized, hey, this is not good, it would have saved a lot of money in some people's careers.
SPEAKER_01:Yeah. No, it's a good point. Like uh look at it as an opportunity to gain a quick learning at a low risk. And uh whether or not it works isn't necessarily good or bad. You just learn what's going to happen without a huge investment of time and money.
SPEAKER_00:Yeah, I think a couple key things also around this, I I think is you know, with um, I'm gonna call it a company, Cradle Point, is uh they provide like a network that you can just plug in a SIM card, LTE card or 5G card into. So you can actually have a network that's not connected to your store's network, and you can test these things out so you can potentially ensure you're following governance, not having any sort of security breaches, and allowing you to get through so many cycles faster. Things like camera tech, even the electronic shelf labels that Lee mentioned, but being or even mobile devices, you know, testing a mobile device uh you know within your store for a discrete use case that doesn't involve that device having to go onto your network and go through all of your existing security um requirements.
SPEAKER_01:Yeah, if you're looking to put a less lower cost device in the hands of cashiers or maybe those that are doing BOPUS orders or something like that, um, you can do that in one store with like four people uh really easily.
SPEAKER_00:Yep. And the the last key takeaway, I think, is back to the first point, is creating a tariff-driven plan. It needs to be a not just the next quarter, it needs to be assumed for the next three years you're going to have tariff pressure and a lot of macroeconomic changes. How do you think about where you spend money and invest money? And I think a lot of this is also ensuring that you're investing. So a lot of people have sat on the sidelines and cut costs and done nothing. And the issue is that you may run in a situation where if you do nothing and the other guy is actually doing something and being strategic about it, um, you're gonna get left behind. You're gonna wind up three years from now finding that you have missed the boat on a lot of technologies or things that you probably should have tried or invested in, um, but were sitting on a pile of cash and now he's making a lot more money than you. So definitely build that that strategic tariff cost model and figure out where where it's worth investing in versus where it's worth cutting in.
SPEAKER_01:Yep. I think that makes a ton of sense.
SPEAKER_00:Got any other key takeaways, Lee?
SPEAKER_01:No, I just would say uh so far, knock on wood. Uh Brett and I have managed not to get sick after NRF. So that's that's always good. Um yeah. Hand sanitizer is the key, I think. I don't know.
SPEAKER_00:I drank a lot of it. It was great. Yeah.
SPEAKER_01:There's some pretty good flavors out there now.
SPEAKER_00:Uh spectacular. Awesome. Well, thank you for joining us for another episode of the uh Frontling Mobility Edge podcast. If you have questions or follows, feel feel free to reach out to us on our contact form at bluefletch.com. And as always, feel free to like or subscribe and have a good one. Thanks. Thank you for tuning in to Frontland Mobility Edge. If you enjoyed this episode, make sure to subscribe for more content every month. If you'd like to learn more about Blue Fletch, check out the link in the description or visit at bluefletch.com. See you next time.