John Ivankoe

is there any opportunity to not just think about marketing on a national basis or kind of through the app

new unit volumes may have been a touch light in the first quarter

Do you think the core consumer that Chipotle has will actually benefit in '26 from all the different puts and takes

Are we at the kind of development level in company North America that should just be the absolute level going forward, or do you think you actually have an ability to ramp it?

Are you feeling, you know, good elsewhere in UK, good elsewhere in Germany?

The question is based on various regional performance differences that you may see, suburban or urban differences that you may see

wage rates have actually been fairly cooperative, maybe outside of California, but fairly cooperative. And turnover levels across the industry have been fairly low

I'm interested to hear that some of your previously unplanned innovation is around pizza

Is there a date, you know, where you could do 8,500 stores in your mind

how are you thinking, I guess, firstly, about that 8,100? When can we get there?

Is it kind of a maybe a philosophical change of your bigger, more professional, you know, franchisees

I just wanted to get your sense, maybe there's been some evolution of how franchisees think about putting more new assets in the work -- in the ground

the question was really, you know, kind of around that ten dollar price point. Is the brand in a position

What percentage of restaurants do you think are operationally excellent today

Does that make sense for casual dining broadly

I wonder if there's anything happening kind of below the surface

I wondered if you're actually seeing that, if it's recent

was there anything to learn about previous history lessons in casual dining specifically

where do you think that, that growth rate is changing across the industry

does it make sense for the brands to kind of subtly introduce some promotions

just kind of comment on that, how big of an opportunity we may have to refranchise company-operated stores

what kind of changes that might have to happen within the kitchen itself to maybe achieve some of these goals

broadening the typical EVM discount from 11% to 15%, does that give consumers price certainty across that EVM platform

So can you explain, I guess, what's happening in the U.S.? And is U.S. potentially a leading indicator

core menu pricing difference that you have. And, obviously, I understand all the different economic

talking about accelerating your organization leading into global business services

how labor dollars per operating week may settle out in the next couple of years

Certain coffee chains have kind of separated both in the U.S. and around the world, their morning execution from the afternoon execution

I'm wondering if Green Apron was done fairly defensively, in other words, to maybe fill some gaps that were in the system

how do we handle so much innovation that we talked about in some of your prepared remarks without maybe slowing down or complicating the line

do you think those components of siren might make sense in the future? Or are you just suspending them for now?

if that was a possibility of maybe having different offerings kind of in the AM and the PM at Starbucks

how you plan on looking at private label between Sysco, Restaurant Depot, Jetro, between the 2 of you, I count at least 5 different private label efforts

the difference in performance between existing account penetration and new account generation

how does Sysco you kind of view that within foodservice distribution. Obviously, not making a specific comment, but just generally in terms of the opportunity to consolidate

are there really any major pockets of underperformance that you see nationally or even locally

can we kind of drill a little bit more in terms of what type of transitory impact did we see? Did we see more kind of underperformers or performers in line leave?

how should we think about total dollar spent, whether it's G&A as a percentage of system sales, whether we should just revert back

thinking about some generational steps that could potentially happen for the next 5, 10, 20 years in terms of really restarting growth

thinking about the company's overall free cash flow generation and the future capital intensity of the business

talk about maybe something special or unique you can do to attract and retain the best, not just kind of today, but as this technology and the demand for talent evolves