How are leading brick-and-mortar retailers modeling the next wave of tariff uncertainty for 2026, and where are you seeing the most realistic levers to offset margin pressure, pricing power, vendor negotiations, or assortment mix?

Where are retailers actually seeing the most damaging e-commerce leakage, brand partners going DTC, marketplaces absorbing demand, or customer shift to convenience-oriented channels, and which counterstrategies are showing the best ROI?

Given the past four years of disruptions, what supply chain investments are considered “table stakes” versus “differentiating capabilities” as retailers plan for 2026?
(ie., nearshoring,  automation, demand sensing tools, SKU rationalization.)

What changes in inventory-management philosophy, allocation, flow models, pack-and-hold, open-to-buy discipline, are most effectively improving turns without sacrificing sales?

When evaluating brick-and-mortar channel expansion, what frameworks are you using to weigh true consumer engagement benefits against the growing threat of vendor DTC disintermediation?

How are retailers adjusting their brand-partner negotiations to limit channel conflict, especially with vendors launching DTC, subscription models, or marketplace stores?

How has the retailer perspective on “attractive” M&A targets shifted, are retailers prioritizing capabilities (tech, data, logistics), niche brands with loyal followings, or scale plays to consolidate cost?

With consumer spending softening and capital tightening, how are retailers adjusting their valuation discipline and deal-risk tolerance? Where are you seeing deals die most often today?

Given your experience steering both innovation and FP&A, how do retailers balance acquiring innovation (ie. new channel models, experiential concepts) versus doubling down on operational execution?

If you had to identify one major area where retailers are underinvesting today but will absolutely regret by 2028, what would it be, and why?