John Heinbockel

What does the club pipeline look? And I know it is multiyear. Club pipeline look like in Europe and Asia

can you talk about -- so Canada AUVs is now approaching $300 million. Thoughts -- and you're still growing

Lot of opportunity internationally. What does the pipeline look like? Both in some of your European countries

when you think about the B2B opportunity, how do you think about that, the size of that whether it's through

I know you got a depot opening in Florida soon. Can you remind us on the supply chain side, distribution, transportation

When you think about new item introductions, KS versus national brands. How does that kind of compare in most years?

where do those other things rank relative to price? And then what does the international Club pipeline look like?

the trade-in, most of that has been organic, I think, to date, right, people finding you. Is there a thought in tweaking marketing and customer acquisition

What's your vision for marketing now that you ramp it up in terms of what should you be spending where

what's your outlook for UPT, right, that naturally should improve, right, as you cycle some of the tariff increases?

can you talk about traffic by cohort, maybe annual visits? When you think about the new households that have come in

is the idea traffic will be strong units, maybe to a lesser degree because you're basically trading people into higher price point items

how much are you getting a significant very high percentage of baskets with both -- and then how do you think about sort of chicken and the egg

Where are we on the journey to multi-price point freezer/cooler, right? Because I think the plan was to get to 80% of doors 3, 4, 5 eventually

What are your product priorities when I think about discretionary particularly around seasonal because you did a lot of new stuff with holiday last year

you didn't talk about the performance of the non-3.0, right? So I think they comped about one, which is a little bit better than last quarter

when you think value perception as a lead indicator for food volume, your thought on that and by how much might it lead because I suspect your value perception is better than reality today.

Can you talk to the accelerated storing program right, maybe talk about that cadence and then when you think about, you have got obviously a fairly far-flung network. How do you think about concent...

How do you think about sizing that? Is that, you know, billions of dollars, you know, over time? And then what do you need to do differently?

what can you do inside the store to speed that up further, right, to where you could get to, you know, half that time? Is it how you pick the orders?

cost optimization, right? So I think you've had 8 years in a row of $1 billion of cost out. How are you attacking that this differently

what do you -- how do you look at what is noncore? And that could be non-retail, it could be retail, I guess, it could be at stores. Obviously, the 60 stores, it could be retail divisions

when you think about improving the losses, what are the biggest bucket or two, right, is throughput through the sheds. How do you look at that versus delivery density?

Can you talk about the, you referenced in your release, the initiatives -- productivity initiatives on in-store order selection and how broadly is that rolled out? And when I think about how much y...

have the losses, the account losses, have they now completely normalized to where they were a couple of years ago? Or is that still an opportunity?

Local drop size—is that still in negative territory? And regarding the loss ratio, I assume you are still above the best performance you've had historically?

the ability to get there if the macro backdrop stays this week. I don't know how close you can get to that, if there's anything else to tweak to make up for that

I assume with your commentary that local case growth is -- maybe this is a wrong assumption, and it's positive today or it's crossed into positive territory

what what you know, suggested you have some ideas about how to eat into that. And then just when I think about the magnitude

when you return to positive territory on local case growth, and I recognize you're down whatever, 1% to 2% today, is that possible toward the end of this fiscal year

if you think about the maturation, right, of the new sales cohorts, start with five accounts. Where are they in six months or a year?

Is it possible that 20% of your accounts are not buying specialty from you? Could it be that high or higher or no?