Mike Cherny

How are you thinking about the OpEx spend in the push and pull to make sure that the appropriate level of demand is being stimulated

Any positive surprises? Anything relative to the revenue drop down on the better case starts?

behaving, acting in terms of your conversion opportunities relative to the placements and what that's doing in terms of some of the volume dynamics?

what do you think is the biggest gating factor do you think gets them back to some level of, I don't want to call it, normalized demand, new normal demand, whatever it might be? And what can Align ...

are there any changes you're making on the demand stimulation side? Should we expect anything on the promotional side

how much of it do you -- would you accrue to kind of better revenue expectations on an organic basis for operational changes?

How do you think about the competitive dynamics in the market now? And are there opportunities either in terms of other competitors exiting?

Is there any way to give a little bit more of a breakdown as you think about the dynamics on volume versus price?

Is there any way to quantify the accelerated SG&A investment that you mentioned in the quarter

where do you think -- if there are any kind of holes or shortfalls that you continue to see the opportunity to build out

how is the experience you've had with specialty combined with the pipeline for a variety of different new launches and biosimilars impacted your thought process of where strategic advancement shoul...

How do you feel about the, call it, build between what you can control, i.e., driving better penetration to your customers versus what you can't, i.e., just the market being incredibly strong

How are you thinking about the gross margin trajectory you're seeing within your core distribution business? And what are some of the moving pieces, particularly in the quarter

should we think about, based on what you know now at least, that being the max impact and that the new update both, a is a framing

how fast do you feel, some of that integration resonating in the market? How much of it do you feel, is a competitive driver

I just want to bridge the gap on the 300-basis-point uptick in Pharma guidance for the year

can you kind of risk weight where you have the most confidence versus the most potential variability in terms of the U.S. AOI build

any changes or discussions, relative to the supplier side terms of how you go to market and any changes in terms of the contracting relative to any of the list price changes

As you think about the durability of growth there against the backdrop of your new LRP, what is driving that level of magnitude of growth

how should we think about the moving pieces into next year framed against your long-term 5% to 8% segment growth, 8% to 12% earnings growth

how much can you unpack in terms of what you see as market growth versus share gains versus additional value-add services and add-ons you've able to build out

where do you think the company is best positioned to outgrow the market on specialty

Is the loss of the customer contemplated specifically in guidance, whether they leave or not?

Is it possible to go a little bit more into some of the timing dynamics?

how do you think about your opportunity to continue to gain share

Beyond Cordavis, what are you seeing broadly from a specialty growth perspective

obviously this is the first quarter that you’ve had the CostVantage impact. Anything you can say about the market impact, how it’s trended

How should we think about the impact of mix, the impact of commercial activities on your part?

where do you see your biggest competitive strengths as you kick off in 2026 and 2027?

are some of these aspects of wellness testing and specialty testing performing above expectations, in line with?

How much of it was contracting on your side, offensive moves versus just the way the market developed

How do you think about strategic discussions you're having with payers on potentially driving more share

how much of the continued technological advancements are the drivers of this versus payer arrangements and marketing, and how should we think about this in terms of a long-term trajectory

how do you think about going through those conversations, the engagement to make sure that if and when you do have to push price increases as an offset

what are the assumptions for share gains on the merchandise on the equipment side going forward

what do you see as the contributions you're getting from some of your inorganic advancements

what are the moving pieces that you see around that number against the backdrop of how share is progressing relative to just broader volumes?

how much of it do you feel is proactive versus reactive in terms of what you can push versus what the market is bringing to you

Is there anywhere that you think you're pushing harder relative to customer base, payer mix, test type that could be more of, call it, an offensive approach to growth?

how much variability versus what you'd expect to be normalized demand is incorporated there?

Can you give us a sense of what underlying margins are in terms of embedded into guidance?

What do you see as the environment going forward? Is there anything kind of -- I'll call it one-time in nature

how is the pipeline changing in terms of additional services you can build out as you get bigger and scaled

Is there anything we should consider relative to the growth trajectory, anything that's driving that, within the North American side

What are some of the other, call it, mega trends that you're thinking about as you build into not only the performance this year

how much of it do you think is you growing in line with, above the market? How much of it is your customers growing