Chris O'Cull

Brett said roasted garlic shrimp advanced to a market test (last stage before a national launch); reiterated one tentpole innovation a year bracketed by seasonals.

Direct: marketing spend unchanged overall but optimized via media-mix modeling; brand awareness rose from ~55% to 62% year-over-year.

Cited biannual brand-health surveys and third-party analyst value surveys ranking CAVA strongly, plus its long-run underpricing of inflation and peers.

CFO pointed to a continued acceleration in the two-year comp stack into Q3 but did not give a specific Q3 comp figure.

CEO framed marketing as an underused lever with positive media-mix testing results that CAVA can lean into if macro headwinds persist.

Brett described productivity gains across both dayparts and hour redistribution but did not quantify the reinvestment. Partial.

CEO would not quantify frequency but cited a 230bps loyalty sales lift and entry-level reward engagement as evidence of traction.

Scott provided clear timeline: one month to proficiency with the equipment, second month to hit stride, with material uplift visible after approximately 2 months.

Adam confirmed team measures each investment individually and is seeing good returns, while Scott noted marketing delivers both immediate sales and long-term brand building with a tail effect.

Scott described AI-powered personalization to identify lapsed users and create tailored re-engagement journeys. Parsing offers based on past frequency and anticipated lifetime value. Step change in demand generation targeting lapsed and at-risk consumers.

Scott outlined CMO needs: evolve messaging, drive menu innovation, support digital commerce and loyalty reimagination, optimize third-party aggregator partnerships (Uber vs DoorDash strategies differ), accelerate white-label experience. Strong internal and external talent pipeline.

Scott candidly admitted digital accuracy has declined after shifting incentive plan from accuracy to on-time metrics. Redesigning bonus program to re-prioritize accuracy. Consumer need states: accurate, on-time, high quality, abundant.

Scott noted returning LTOs consistently outperform prior launches. Has a pantry of proven items plus new center-of-plate items, sides, and dips going through stage-gate for 2026.

Russell explained Domino's expects to capture fair-share portion of closed competitor sales. Closing stores tend to be ~half of system AUV, so flow-through is modest per store but cumulative over time. Attrition will continue. Reinforced 11 years, 11 points of share in a growing category. Q1 is not a predictor of the future.

Russell confirmed India and China accelerated, driving bulk of 800 stores. DPE closures behind, new CEO Andrew Gregory hired. Sandeep clarified ex-DPE everything is running to plan (not ahead), so DPE recovery is essential to hit the full 975 long-term algorithm. Working top-to-tops with DPE leadership.

Sandeep confirmed carryout/delivery crossover stable in mid-teens—incremental customers for the most part. Drivers: BDE, stuffed crust, loyalty compounding. Russell added carryout number is share growth within carryout, not delivery-to-carryout switching. Loyalty relaunch targeted carryout customers specifically.

Sandeep credited procurement team for 2-3 years of sustained gains across food and non-food costs. Gains are permanent in the base but pace of incremental improvement will likely taper going forward.

Russell highlighted the strategic differentiation (any crust, any topping vs competitors' restrictive deals) and praised franchisees for leaning in. Declined to isolate impact from Q1 headwinds.

Russell outlined phased rollout with conversion testing, highlighted improved food photography, streamlined user flows, better carryout experience, and back-end personalization and speed.

Raj framed the increase as disciplined pricing paired with added value (Spicy Alfredo, Shrimp Fritta, unchanged $4.99 protein buy-up). Answered directly.

Rick confirmed another brand testing but differently — not a separate menu section. LongHorn already has different sizes for steaks, chicken tenders. Cheddar's has similar options.

Rick noted GLP-1 impacting drinking more than eating in Darden's brands. Users pull back on limited service more. Lighter portions benefit all guests, not just GLP-1 users.

Rick acknowledged industry diversity but expressed confidence Darden can handle any policy changes on tip wage. Did not forecast likelihood.

Raj confirmed shift to earnings after tax margin gives more holistic view, with greater emphasis on sales growth and reinvestment.

Rick detailed POS pilot in 2 Olive Gardens with Chuy's next to avoid dual migration. Servers unanimously preferred new system.

Niccol attributed cross-income success to delivering an experience perceived as worth the spend. Lower-income consumers view it as an affordable luxury while higher-income segments value consistency and ritual.

Brian cited increasing visitation across every age and income cohort as proof marketing is working. Cathy confirmed marketing investment is ongoing, funded by reallocating less effective discount dollars into brand marketing; all embedded in guidance.

Brian emphasized playing offense with scale advantages across all access modes (drive-thru, mobile, digital, cafe). Positioned craft, connection, and customer experience as unique differentiators that competitors cannot replicate.

Brian clarified the goal is a values-aligned local partner to operate more effectively and grow to thousands more stores, not capital. Must share Starbucks' mission and commitment to long-term brand growth.

Brian credited new sugar-free beverages, new price points, and culturally relevant marketing. China delivered flat comp with +4% transaction growth, a significant improvement from prior quarters.

Brian explained how the mobile order sequencing algorithm benefits both partners (less stress) and customers (better timing), and noted plans to test time slots and promise times over coming months.