Um, can you describe the evolution and how your team weighs the risks of engaging in these fights?

Yeah, maybe I'll, um...

I don't want this to sound like a commercial for Patagonia, but I'll sort of step back and provide some context just because I don't assume your listeners are, are that familiar with us.

You know, 53-year-old company started by Yvon Chouinard, always owned solely by Yvon and his family.

And, uh, you know, Yvon was a very reluctant businessman.

He started hand forging pitons, taught himself to blacksmith because he was a, a, a climber.

He added apparel to that, and that was the birth of, uh, of Patagonia in 1973.

So, um, it's pretty easy to get involved, and there's all levels from signing up as a member to, uh, joining us in DC to advocate for these protection of our public lands and waters, uh, to our representatives.

You are getting people to exercise their right to vote.

That's right.

Hey, thank you so much for having me on.

Really nice to be here with you.

So the impetus for this came from a statistic that we saw from a group called Environmental Voter Project, and the statistic, which once we saw it, it was kind of, you know, couldn't sort of shake it, from our, our memory, was 11.2 million self-described environmentalists did not vote in the last presidential election.

And so we've got a community and a customer base of people who love spending time outside, and they, like many people in this day and age, really don't trust institutions, but they do still trust friends and family.

And so we made a decision to build a campaign and center the notion of activating that community, and doing it via friends and family.

So give us a snapshot of where things are i- in terms of the country and what's happening.

When your business is selling clothes, why do you spend so much time talking about politics and

policy? Well, first of all, it's super interesting being on the stage with you, Hamdi, and with you, David.

I think you made reference to it.

You wrote a book that's just come out in the last month about our founder and our 52-year history.

You and I have gotten to know each other quite well over recent years.

And I think there's a lot that we have spiritually in common as companies.

And then I think to the nature of your question, to each of us, there's a lot that's actually quite different in how we navigate that.

What was your response and how did that change how you think about your role as a leader?

Talk to me about this monument.

Yeah, I mean, I'll talk to you about it personally.

First, I spent the better part of 20 years living in Salt Lake City and I'm a rock climber and somebody that just loves spending time outdoors.

And so I spent a lot of time, probably hundreds of hours exploring the Bears Ears area, including the monument as it was established by President Obama.

So an area that's incredibly important to me personally.

That really is the equivalent of like stopping by for a cup of coffee, in my opinion, relative to the original stewards of the land, which are the tribal communities.

And they've lived on, depended on and steward that land for literally hundreds, if not thousands of years.

What do you make of of corporate America's approach to or the handling of Trump's second term?

Yeah.

I think for us to now answer your question, we are focused on protecting the natural world, period.

That's why we exist.

It's not about making money.

It's not about being the biggest player in outdoor apparel and equipment.

It's about protecting the natural world, and so that's what we do.

And we exist in a world right now here in America where the threats are absolutely unprecedented.

Are you holding back at all?

level?Do you have, I mean, I know it's hard to distill a playbook when every company's different, like every child, but are there particular elements or advice that you would give to people listening who do care about these issues? I mean, not everybody can be Patagonia, but sitting in the leadership chair, what would you tell them?

I think understanding your footprint is number one, full stop.

I think, um, you know, in our business, and I think this is true of basically any company in the apparel or footwear space, all the bad stuff happens in your supply chain, and that doesn't make your partners in the supply chain the reason for the problem.

That's just where the footprint is.

And so I think understand your supply chain.

Breaking that down, it's understanding your greenhouse gas emission footprint, understand what the biggest levers are, and then start to figure out what you can do about that.

The work that we're trying to kinda get off the ground here on de-carbonization is, you know, 97% of our carbon footprint is the product that we make.

Yeah.