Jay Sole

Do you see opportunity to open more HOKA stores? Is that part of the plan as you look out through 2030?

how much of the growth do you think will come from, say, winter business, the classic business versus some of the newer stuff, spring, summer, fall

Can you talk a little bit more about where lifestyle is today, what your projection is for how that business will develop

Can you maybe just dive into what has changed? What has driven the improvement? You talked a lot about product

do you see this year as a little bit of a transition year where you had sort of the accelerated life cycles of Bondi 8 and Clifton 9

Can you just talk about how you feel about the wholesale channel versus DTC channel? And then on the inventory, can you just tell us where it stands with the Bondi 8 and the Clifton 9

Is that sort of, like, the unmitigated cost? And then and there's an assumption that, you know, you could like you said, you can take some price and share some cost

Can you just talk about units versus ASPs? Maybe you can give us a little bit more color on how you felt about the transition to the Bondi nine and Clifton ten

how you're managing the brand, particularly HOKA for the long term and protecting the health of the brand, even in a promotional environment

talk about the impact of some the higher priced styles that you've introduced this year, the Skyward X, the Cielo X1

who is design reporting to, who is merchandise reporting to, who's ultimately going to make the final decision on what happens in terms of product

Would you be willing to increase marketing as a percent of sales to maybe create some more traffic in the store

Can you talk specifically about how much faster lead times need to get where they are today, where you really want to take them ultimately?

How much more store growth opportunity do you see in China before you start worrying about cannibalizing your existing store base

How much square footage growth you're planning for the U.S. this year?

Can you just talk about maybe what modest means

how far are you going to take the actions in the short-term to really put the business on that sustainable path

how you are thinking about investment priorities to continue driving strong momentum into the future

your 18 AUR growth this quarter was well ahead of your guidance of up high single digits. Could you just walk us through the drivers

how are you thinking about using pricing as a lever over the next few quarters before you start to lap tariffs

Can you walk us through your updated guidance assumptions? What changed to drive the increase

how should we think about your pricing strategy for fiscal 2026, especially in the context of all the AUR growth you've already delivered

what would you consider the biggest drivers of your outperform this holiday, and how much of the beat would you attribute to near-term factors

can you just talk about the performance of the full-price stores in the U.S. in the quarter

can you talk about your confidence in Ralph Lauren's pricing power, maybe a less favorable pricing environment ahead

do you think you're taking market share from other off-price retailers? Or do you think it's coming more from traditional retailers?

I'm just wondering if there was anything related to inventory availability or just timing of buying that sort of contributed to some of the issues and execution that you, you know, you decided that...

how do you think about potentially raising that 7,000 number

Are there other opportunities to do partnerships like you've done?

Can you just really dive into that the 6% comp. Are you seeing opportunities in new categories

this has been a year with an unprecedented level of tariffs. And you're talking about availability of inventory. I think you just said it was off the charts

Can you talk about maybe a little bit more what those -- where the opportunities are, what line items within cost of goods sold might you be able to save some money