Track 6: Soaring to new heights: How Barclays and Frontier partnered to elevate and grow the airline's co-branded credit card program

Learn about the tactics employed by Barclays and Frontier to innovate and build a successful travel loyalty and rewards credit card program.

1. What's made it successful to date.

2. How we've continued to evolve the program to stay relevant to their cardmembers.

3. Revisions/upgrades to the card's value proposition.

4. Upcoming program features that will help to grow their program.

Transcript:

Daniel Wolfe (00:10):

Oh man. So we go from trucks to flying. Now what are we calling this one? Soaring to New Heights. Is it up on the screen yet? I don't think I'm allowed to start unless it's up on the screen. There we go. Go. All right. Welcome to Soaring to New Heights, help Barclays and Frontier Partner to Elevate and Grow Air, the airline's co-branded credit card program. I'm Daniel Wolfe. You may recognize me from the previous panel, but I'd like our guests to introduce themselves, Pete. Yep!

Pete Miller (00:42):

Certainly. My name is Pete Miller. I'm an Airline Segment Director at Barclays with Responsibility for Frontier. I've been with Barclays for about three and a half years now, but have more than 25 years of experience in the credit card industry, most recently with Citi. And prior to that, with Chase and a few other stops along the way. My focus has been mainly on product management and portfolio management for both consumer and small business portfolios. And for the last year, I've had the pleasure of working with Tyra and her team on the Frontier business.

Daniel Wolfe (01:21):

And Tyri?

Tyri Squyres (01:22):

Yes. Good afternoon. Good evening. The show before the happy hour,

Daniel Wolfe (01:26):

I guess. Yeah, I know.

Tyri Squyres (01:28):

I'm Tyri Squyres. I'm the Vice President of Marketing for Frontier Airlines. This marks actually my ninth year at Frontier. I joined the company, this is my third airline that I've worked for, was part of the turnaround that happened in 2014, and we continue to deliver innovative products and changes to the airline industry. It's a really exciting space to play in. A little very different than banking, but with some similarities. We talk a lot about customer data and empowering people to do things just like banks do. So some parallel.

Daniel Wolfe (02:02):

So where did it all be or when did it all begin with this product?

Tyri Squyres (02:08):

Well, this date's back a long time. We've been together two decades now. Yeah, yeah.

Pete Miller (02:13):

2003 is when the journey first started. The current product has been in market for five years now, but yeah, 20 year relationship that we have going.

Daniel Wolfe (02:26):

So tell me a bit about how it's evolved over those years and what are some of the challenges and the necessary transformations that the product has made along the way?

Tyri Squyres (02:36):

Well, I can say from an airline perspective and as a brand, we've evolved a lot over the last 20 years. And I can tell you in the last nine years, our airline and company have evolved quite a bit as far as what we offer the customer and the caliber of customer that we provide service to and the reason that people want to fly with us. And I think that's been that transformation we've brought. Barclays has come along with us and really helped foster the right product for our customers so that we can continue to deliver value to them and value to us as a company. So I would say that we've done that by being really good partners, communicate well, be open and agile in how we approach as much as a bank can be agile. I think that we have a really great synergy. And I would say I've been at Frontier for nine years and we are at a point where it's never been stronger. The relationship and what we're able to accomplish together, especially pandemic, really tested metal. And I think that we were able to be really flexible, provide value to the customers and do well by each other through that and really proved how strong our relationship is.

Pete Miller (04:00):

We speak to our partner centric focus. Barclay supports co-brand partners. We don't have a proprietary business that we market, so we have the pleasure of working with some of the best brands in America, and part of our success is driven by their success. So we're not successful if Frontier's not successful. So trying to understand their business as well as we can to try to share the aspects of our business. It just really creates some very positive, some very constructive idea sharing, goal alignment. And I think that's been one of the keys to the success. It's certainly what I've seen over the past year, but what I believe has led to the 20 year history that we have.

Daniel Wolfe (04:50):

So you said the product relaunched five years ago. Yep. What happened then? Yep.

Pete Miller (04:57):

We changed the product value proposition, so really helping to accelerate the ability to earn miles on Frontier purchases and also on restaurant purchases. So five x offering on Frontier purchases, three X on restaurant purchases, and one mile for every other dollar that's spent. Additionally, you can earn towards elite status with every dollar of spend that you put on the card. Frontier was the first airline to integrate that card spend into that loyalty status equation, which was really a game changer, but one more reason for a customer to choose that Frontier Credit card as their card of choice.

Daniel Wolfe (05:39):

Well, how does this compare to the previous product?

Tyri Squyres (05:43):

Well, I'm going to say from the brand perspective, we evolved quite a bit and Frontier now serves a broad national network into some international markets as well. Historically, it had been more, had a good business portion to business traveling customer portion, and now we're very focused on what we'd call self-funded travelers. So the majority of that being people going on vacation or to visit friends and relatives. We do a ton of friends and relative visiting, we really empower that and this and the small portion of business customers that travel with us are generally small businesses that are paying for it themselves. So they're price sensitive. And so what we did is we kind of reevaluated what should our airline benefits be? They shouldn't be what the other airlines necessarily offer. And so we really took a fresh approach. At the same time, a lot of the travel benefits and perks that other airline frequent flyers were enjoying were kind of being pulled back.

(06:46)

And so we saw a huge opportunity in the marketplace and with our unique customer base to really reinvent the program. Previously, it was very much like the legacy carriers would offer. You get miles, you spend the miles, we added a lot of family benefits, the card now unlocks family pooling, so you can share those. And then as Pete mentioned, you can spend to elite status, which was very unique. That means you get free bags and seats and then there's tiers of that elite status that it can unlock those benefits for your entire family. So we carry a lot of families for family travel, and so we really wanted to incorporate some of those values into the program. And so we really work diligently as partners to look at the data and assess where's that opportunity and kind of reformulated the offering.

Daniel Wolfe (07:33):

And so what percentage of your customers are consumers versus business travel?

Tyri Squyres (07:38):

We will say it's a very small percentage of our customers.

Daniel Wolfe (07:42):

We can't say business. Okay. Yeah, it's a lot of consumers. All right. So how does that affect your messaging? I know green messaging is a big part of the product. Can you talk a bit about that?

Tyri Squyres (07:53):

I'd say yeah, the green is a great example of where we've really been able to align and evolve the brand. So Frontier Airlines is the America's greenest airline, and not by a small amount. We burn four, we consume 43% less fuel than the other airlines on average. And that is a position we hold very strongly. Number one, because we have the youngest fleet in the industry means we've got great technology that is empowering us to use less fuel. And so we really wanted to bring that forward. And the interesting thing is pre pandemic, there wasn't a lot of sentiment towards, oh, I care about greenness in my travel and we continue to survey customers. And we did see people start to change and it kind of increased in the importance and relevance to them that they're making smart choices that are good for the planet.

(08:44)

I think everybody kind of had resorting of their priorities over the pandemic and being good for the environment is one of those. So we really started to push that brand message very forward. And through our partnership with Barclays, we're really able to express that in a whole new way. So Frontier Airlines also has unique animals on their tails? Yes. We featured endangered species for the last few years, and so when we partnered with Barclays, we wanted to do it in a unique way. So we allow you, there's six different animal choices. So you can actually pick the endangered species that you want to have on your plastic that you show at the restaurant, which is really empowering and it's made on recycled plastic. We've gone a long way in and digitizing your experience and trying to reduce paper waste. And so we really were able to collaborate and come up with a unique way to express our brand at the same time, make it more engaging for the customer too, because now they can kind of personalize their card.

Daniel Wolfe (09:45):

What are the endangered species? Which ones?

Tyri Squyres (09:47):

We have a quiz, we have a polar bear, we have a manatee, a black-footed ferret, a wolf.

Daniel Wolfe (09:53):

Whoa wolf. I want that one.

Tyri Squyres (09:55):

The wolf is really cool. It's howling, it's Chinook. And all of our animals also have special stories with them. And then we have verde, splendid. Which is kind of a knot also to a lot of our growth in Latin, Latinamerican, the Caribbean.

Daniel Wolfe (10:10):

So was that six? I wasn't counting.

Pete Miller (10:12):

Not like six. I think

Daniel Wolfe (10:13):

Six. We can count them off. I said I wasn't count. You said

Pete Miller (10:15):

Powder, right? You said I said

Tyri Squyres (10:17):

Powder our polar bear.

Daniel Wolfe (10:19):

So I'm getting sidetracked. So

Tyri Squyres (10:22):

Yeah, we can talk animals. We've got like 115 planes and every single one of 'em has a different animal on the tail. So when you fly it?

Daniel Wolfe (10:28):

We only get six for the cards.

Tyri Squyres (10:30):

Six for the cards.

Daniel Wolfe (10:31):

Okay. So tell me a bit also about the technology that goes into this, how it's integrated with your app.

Pete Miller (10:38):

Yeah. The most important thing when a customer is using the Frontier app is making sure that they're able to go ahead and book that travel. So that's kind of the main purpose there. Where we can help is if we can make the card accessible within that experience, stand beside that booking process, enable that transaction in the most seamless way for a customer. And we've been successful in terms of integrating into their native app and doing so in that way. And also being able to increment the number of accounts that we're able to book in the program. So adding that additional access channel in a way that customers want to interact with Frontier and with Barclays has incremented our new account yields very effectively with minimal disruption in any other channel or cannibalization to any other channel.

Daniel Wolfe (11:34):

Okay. When did you relaunched the app? Recently, right?

Tyri Squyres (11:39):

Our mobile app is not new, but this feature we launched last year. That's good. Okay. And I will say one of the other benefits is that the technology that they brought to the table allows a really streamlined application process. So really easy for the customer. Some of our customers are always frequent travelers. They may be new, they may be overwhelmed by some of the processes. It's a really streamlined process that's just got a great user experience to get them to the other side.

Daniel Wolfe (12:08):

So if I'm booking a ticket, at what point am I able to apply for the credit card as well.

Tyri Squyres (12:15):

In the first steps.

Daniel Wolfe (12:16):

First Steps!

Tyri Squyres (12:17):

In the app.

Daniel Wolfe (12:18):

Okay. You had hinted that or not hinted, you outright said it. Covid affected the way people travel and what they value in travel a lot. And how did that influence the changes that you made to this card product? Yeah.

Pete Miller (12:33):

I would say Covid impacted all of us and consumers had to make immediate changes and pivots and I don't know that there was any more impacted category than the airline industry. So I think we quickly came together, we wanted to support our mutual customers and we wanted to support our airline program at such a difficult time. So we wanted to keep our product value proposition relevant. So at a time when customers couldn't earn miles through in the traditional way through travel, we wanted to try to reward them with miles where they were spending and where they had to spend. So what that meant was some of those discretionary categories like airline and restaurant where we built our product around weren't getting much spend volume at all. So they weren't accumulating the miles. So we pivoted and moved into everyday categories like groceries, like drug stores, food delivery services, just the way that customers were interacting, the needs that they had. We wanted to be able to serve them and be able to keep the value proposition relevant with them by giving them the chance to earn miles and for when we do recover from the pandemic.

Daniel Wolfe (13:54):

And from the airline side, I imagine you don't sell groceries?

Tyri Squyres (13:57):

No.

Daniel Wolfe (13:58):

Okay. So!

Tyri Squyres (13:58):

I mean buzz balls, they're.

Daniel Wolfe (14:01):

Okay. Okay.

Tyri Squyres (14:02):

They also sold in grocery stores.

Daniel Wolfe (14:04):

Maybe not in New Jersey, New Jersey. We don't sell alcohol in groceries store. So how did you adapt then the loyalty and whatever else you needed to adapt in the pandemic? And how did you track change in customer behaviors and incentivize spending or interactions in ways that no longer in new ways when the old ways no longer worked?

Tyri Squyres (14:31):

Well, I would say Frontier did have an advantage during Covid because obviously business travel came to just, it was nonexistent for us. It was fortunate, we were really good at selling people trips to go to vacations and to go visit loved ones. I would say some of the vacation was a little bit of a stretch, but people still wanted to visit their families. And even maybe those in-laws that you weren't crazy about you all of a sudden started craving just being with the Change family. Yeah.

Daniel Wolfe (15:03):

Just to get out of your crave conflict.

Tyri Squyres (15:05):

So I think we had a good advantage that way and that really helped us weather through. And we did continue to mean the program. Obviously it was a tougher sell with fewer people on board, but we continued to sell it on board and online. And then so twofold, we still were continuing to acquire new customers in the program, but as Pete mentioned, really those incentives meet the customers where they are, how do you keep them engaged so they don't fall off really thinking about what they're doing. And from a broader perspective, we really leaned in on using Miles and other offers to incentivize them to fly with us. A lot of the miles, this was true of all the airlines, you got an extension on when they were going to expire and upgrades and there was a lot of things going out to try to encourage people to stick with it and come back. So we played along with a lot of that and I mean we made it through to the other side. So that feels pretty good.

Daniel Wolfe (16:08):

And so let's talk about the other side then. Now people have gotten used to, okay, now I can use my airline card for groceries and get rewarded in a way that I hadn't before, but it's not a grocery card. So what do we do now that we now at least if nothing else, we now have the data, the customer feedback, we see how they've adapted and how they're adapting going forward. What does that mean for you and for this product?

Pete Miller (16:34):

I would say that during Covid we were forced to sharpen our focus on customers to really understand their needs in a much more detailed manner and be able to quickly pivot to adjust to those needs. So as I was growing up in the card industry, I would say we looked at results on a monthly basis. That was kind of the cadence that you looked at results and you took measure of where you were through Covid became a daily routine. So we would look at customer spend on a daily basis, new account production on a daily basis, I'm sure flight engagements, bookings and passenger volumes on a daily basis. And we just became far more aware of where customers were spending, how those trends compared with other periods of time. And that knowledge helped us to inform these campaigns. Where do we need to lean in further? Where do we need to incent customers? Where are we seeing some disruptions in some of that behavior and some of that growth. But I would say some of those disciplines that we developed during Covid out of a pure necessity have continued as best practices as we've gone forward. And once again, just keeping the customer at the center of what we do.

Tyri Squyres (17:53):

I think that also included trying new offers. We had a very small toolkit. I think that we played for him to get people interested in the program. And we tried a lot of things and learned a lot. And so now we have a much bigger toolbox to pull from. And I think we are a lot more creative in how we approach offers and what we present

Daniel Wolfe (18:17):

To customers. So in this trial and error phase, what surprised you the most?

Tyri Squyres (18:28):

Well, it was interesting to see things that we thought would be, oh yeah, this is our biggest offer ever would not necessarily be the case. I mean that's true of any user experience or marketing. You never know what's actually in a payoff, but we would say, here's a huge mileage offer. But then we made it complicated for the customer to understand how to get the full value out of it. And I think we learned that we got to keep it pretty simple and straightforward or we start to lose folks, you're not going to keep them. You're not going to get them all the way through the engagement process and then you're going to lose them once. Maybe they do earn the miles, then I'm out. You've made it very complicated for me.

Pete Miller (19:07):

And I would say that there's no substitute for actually going out and trying things. So Frontier is very creative and very willing to try new offers and to go out there and let the customers give us the feedback in terms of what's working and how it's working. So we couldn't ask for a better partner in terms of their willingness to test and to fund offers to share that learning with us.

Tyri Squyres (19:37):

And I think that goes both ways. Think of us working together, you may have heard that recently, we launched an all you Can Fly Pass. It's currently $499 for summer, which that means you literally could fly all summer long for 499. And it's been met with incredibly positive response. And what does that mean for the credit card program? Well, if you pair that with our credit card product and you get elite status, you're flying all the time and getting free bags and seats, you're virtually flying for pennies because you have to pay the government taxes. Okay. But you're flying for nothing all around the country, international destinations, it's pretty amazing when you combine those two, you really unlock a really powerful product that empowers customers to do things that they never thought they could do. It's basically, as an employee, one of the reasons you work for an airline is you get flight benefits. These are better than those because you're guaranteed a seat. You're not standby, you actually get a seat. So I think that's a perfect of us evolving kind of together. And the synergy between those two products I think is really kind of a next step forward for us where we're almost creating a whole new product in the combination of what we're offering and the card has to offer.

Daniel Wolfe (21:02):

I got to confess, anytime anybody asks me about this session, I brought up that, what do you call it? The season pass.

Tyri Squyres (21:10):

It's go wild. All you can fly past.

Daniel Wolfe (21:11):

Go wild. All you can fly past. Okay. I didn't remember the name of it. Okay. And I got the price wrong, but I did get Frontier, right. And everyone's like, oh my God. Wow. Nobody said, oh, I can see my in-laws more, but, but otherwise it it's, that is attention grabbing. And I, you already answered this, I believe, but I was going to ask, so how does that affect the spending? You were talking about spending into elite status and such. Are there any other differences in behaviors you see with the Go Wild customers versus the not so wild customers? What do we call the not wild customers?

Tyri Squyres (21:48):

They're not wild yet.

Daniel Wolfe (21:49):

Not wild yet.

Tyri Squyres (21:50):

Wild Yet. All right!

Pete Miller (21:52):

Future go wild.

Tyri Squyres (21:53):

Future go wild Future go wild. Yes. They are.

Daniel Wolfe (21:56):

Born to be wild. Well!

Tyri Squyres (21:56):

And it is. Look, this is a very new product, especially for this space. I mean, there's been versions of all you can fly. Airlines have dabbled in that have been pretty exclusive in price point or restrictive in destinations. And ours is not. Ours is our system. And I think the immediate response that we've seen, the stories we've seen of people I people already flying dozens of individuals, dozens of times, they are going, there's love connections. There's going to Vegas for lunch and then going to San Francisco for dinner. And there's amazing stories. You'll see them all over social if you are really late, is this for real? You see people doing it. There's a whole group that talks about what they're going to do, how they're going to use the passes. And so it's been really, I think, eye-opening to see too, when we actually say, Hey, as a Go wild member, look at these benefits that the card offers. It's an immediate like.

Daniel Wolfe (22:57):

Yeah, no, your whole lifestyle's around it.

Tyri Squyres (22:59):

Yeah, this is my lifestyle now. I'm going to have this kind of empowerment that you can't get anywhere else. You just can't. Nothing else in the market like it.

Pete Miller (23:08):

And when you think about the timing of it, I just love how this could appeal to hybrid workers, right? Yeah. You can just imagine the flexibility that the hybrid work environment can afford for folks that want to take advantage of the Go Wild path. So I think a really creative and disruptive idea and exciting to be a part of it.

Tyri Squyres (23:29):

And I think the other interest, sorry, one more thing. I think for a business customer who flies a lot, we are seeing people who are high status frequent flyers on other airlines who are now saying, well, I'll just have the Frontier Pass and if I want to take an earlier flight, I can go grab that earlier flight. It won't cost me anything. And then I've got the credit for the flight I was going to take, and then I can go somewhere else with that. So we have is, it's almost, there's a whole little carve out of frequent flyers now who weren't planning to fly friends here before that we've now brought into our business and our ecosystem who were great candidates for the card. And so we're expanding our audience in with the program.

Daniel Wolfe (24:17):

 So how do you, so are they opting in or are you finding these folks and saying, Hey, if your flight at some other competing airline got delayed, you could take any flight you want all summer if you just signed up for this one thing?

Tyri Squyres (24:31):

Yeah. So they're finding us. We also have an annual version so you can buy for the whole year. So there, there's that option as well. They're finding us, the word is out there and it's great. It's just bringing more and new customers to our kind of world and it's just going to open up a whole new stream of opportunity for the card.

Daniel Wolfe (24:56):

What about the winters is the summer of the all year?

Tyri Squyres (25:00):

Summer and the!

Daniel Wolfe (25:00):

Okay.

Tyri Squyres (25:01):

Stay tuned.

Daniel Wolfe (25:02):

Stay tuned. Okay. Florida, here I come. As we're wrapping up and getting to the wine down, wine, does anybody out here have any questions about this? And which of their in-laws they would fly to first? Oh wow. Hands went right up.

Audience 1 (25:25):

Start from the back end.

Audience 2 (25:33):

Hello. I have a question about the decrease or the changes that happened during the pandemic, how you increased rewards associated with everyday items like groceries, and then once the environment changed back, I'm kind of curious to see what you decided to do there. Did you then have to roll back those rewards to then give the airline rewards back? And if so, how did you work on messaging that to consumers?

Pete Miller (26:01):

Yeah, it was an additive on a promotional basis. So in other words, the core value prop stayed the same. So C customers would still earn the 5% on airlines and 3% on restaurants. We just went out with a limited duration promotion that helped to accelerate spend in those categories where we knew customers were spending. So we continued to do that. So we kind of look at how customers are spending, kind of take a pulse of what's going on in the marketplace and try to tailor those seasonal campaigns or those recurring campaigns to really address the needs of those customers and to try to drive spend in those categories.

Tyri Squyres (26:41):

And I would say too, I think the data kind of showed after the pandemic. We all had cabin to fever and we were ready to go. And so I think people were more motivated to get out and travel more. So I think it had to shift to really to drive the customer behavior. To your point, what before and after. The difference would be after a lot more driving on the miles and thinking about longer term where they're going to go next.

Pete Miller (27:10):

I would add just one more point to that as well, which is I think the way that we kind of rallied around the customer at a time of great need really created a positive attitude towards the program and about Frontier. So Frontier actually recovered more quickly than some other airlines that I have visibility to. And I think it was a function kind of what that customer base was comprised of, the way that the value proposition was tailored directly to the needs of that customer base and the way that we stood by them to keep that program relevant at a time when it would've been so easy to walk away and do something else. Next question.

Audience 3 (28:00):

Thank you very much. Go Wild is fascinating. Well done. You're clearly not making money on this thing though, so I'm really interested in what are your KPIs around Go wild. How are you going to evaluate success commercially? Is it through future fees? Is it related to the card to sign up? Is it related to card spend? It would just be interesting for us to hear that.

Tyri Squyres (28:22):

Well, I guess it would be all those things. Obviously bringing new people into our ecosystem. I mean, that's incredibly valuable. And so that's number one. I think the way that the card and the program compliments each other, absolutely that's going to be a kpi, is how we continue to work with the card and unlock that full value for the customer and for us too. So I mean it's sure we're making it up in volume, but volume not just based on number of people who buy the program, but who really take advantage of the full offering.

Pete Miller (29:03):

I would say another thing about the Covid crisis that maybe changed our mindset somewhat is that we took a longer term view in terms of the customer relationship. So as a bank, we like to sharpen our pencils on our kind of payback and our returns. And I think what we did is we lengthened that timeframe that we're willing to look at and said, if we don't invest in these customers and put our arms around them, we may not win them back when times recover. So we wanted to really heavy up and put a big investment into customers a time when they really needed it. And I feel like we're getting paid back with the loyalty at this point.

Daniel Wolfe (29:47):

You know!

Audience 4 (29:47):

What, I had a question on buy now pay later. I've got the microphone by the way. So I understand that Frontier uses uplift for buy now, pay later. And I was curious, is this something that the program will add? I mean, it's clearly a challenge to bank programs, credit card programs. I think we've been hearing for the last two days about buy now pay later. Is this something that we could potentially see being added to this credit card program to serve people who work with their cash flow?

Tyri Squyres (30:21):

So currently we do have a, by now pay later pay over time, if you will with Barclay for our card holders. They have a different program than uplift. So our non-color card holders would be able to take the uplift pass. But it's definitely something that we consider with the past being a higher ticketed item. Okay. Yeah.

Daniel Wolfe (30:42):

Do

Tyri Squyres (30:45):

Pay over time.

(30:49)

I think I would say that it's beneficial as we move into some of the international markets. These are higher ticket type destinations that customers are traveling to. I don't know that I would have the data to say that it was a game changer for the way that people are buying travel. Our fair started $29, so spreading that out over time. I don't know if that is a game changer for our business, but as you look to bigger destinations, the taxes to go to some international destinations alone that the government charges make it pretty expensive to go a hundred dollars each way to go to Jamaica just in taxes alone, it starts to add up. It starts to make sense. But I think for our credit card holders, we've offered that as a kind of top From the credit card perspective.

Pete Miller (31:40):

Yep, absolutely. With EasyPay. So I think it's about providing optionality to the customer so that they can choose whatever's most convenient for them and for us to make it easy for them to select among those options is going to help us out.

Daniel Wolfe (31:54):

And we learned this morning that people will buy a pizza with a buy now pay later loan. So $29 airline ticket might be in that range. It

Tyri Squyres (32:03):

Happens. It certainly does happen.

Daniel Wolfe (32:05):

I just realized I didn't know the Go wild. I don't remember the full name of it. Go wild Pass.

Tyri Squyres (32:14):

All you can!

Daniel Wolfe (32:14):

Fly all you Go wild. All you can fly. It's all!

Tyri Squyres (32:16):

You can eat buffet!

Daniel Wolfe (32:17):

All you can fly!

Tyri Squyres (32:19):

Airplane!

Daniel Wolfe (32:19):

Eat. Okay, here comes the airplane. Got it. So do you need to have this credit card to use that or are they independent though? They're independent.

Tyri Squyres (32:27):

They're independent.

Daniel Wolfe (32:28):

But do you find that there is this overlap of the people who have the credit card and the people who go wild.

Tyri Squyres (32:35):

Go the those who go wild? I mean, it's a new group. Yeah, it's a new market for us. So you could just start flying just a few weeks ago. Literally just launched. So we're already talking with those customers about all the benefits of the card and we're having great success with it.

Daniel Wolfe (32:54):

So it's a cross sell. Okay. All right. I think we are going into wine downtime. So thank you both very much. This is fascinating product. Fascinating that it's been 20 years you've been working together. That's wild.