Sara Senatore

your comment about engaging customers across income and age groups, are you seeing the gaps converge

Can you update us on where kind of unit economics stand there or whether it's the AUVs or the middle of the P&L

the fact that you, you know, perhaps are doing a search, is there any, I don't know, just risk of disruption

it actually sounds like maybe the value proposition is appreciated. And so I was just curious where you're kind of seeing that feedback about fast casual because it's not showing up in your share

the idea of communicating value without a price point, it seems a little bit tricky to me

Is there any sense that maybe people are -- they're fatigued or anything like that, that would give you pause?

Could you maybe just talk a little bit about that, the NSPs and how anything that you might be seeing there?

is there any kind of, I guess, legitimacy to the idea that maybe it's just difficult comparisons as opposed to a real fundamental change in consumer behavior?

is there room to do even more if you, you know, see the returns are quite positive?

you talked about positive transactions in 2025, so I think you mentioned 90 basis points of price rolling off

food costs is better than we expected, given all the headwinds you highlighted in terms of inflation and portion investments

was just curious whether you think, you know, there is continued to grow 1P delivery

when you're looking at incrementality, is that still around that 50% range that you know, you were anticipating previously

I don't know if you gave the mix of 3P, but I was wondering if you're continuing to see growth in Uber even as you've rolled out DoorDash

Does that require an improvement from here to hit that 3%? And I guess, what are you looking at to get that

Can you run through the price and mix that were in the comp

I just wanted to confirm that because I was not sure if the decision to go from fewer weeks last quarter to one more week this quarter indicated something

are you bringing in different customers to the across the brands

do you are there certain kind of rules of thumb

I was just curious, as you think about the kind of different investments, is marketing something

Is that like a GLP-1 reference

You had mentioned 150,000 improvement sequentially at Fine Dining

is there sort of a limit to the span of control that you can have in terms of the number of brands

Is that a response to something you're seeing in the operating competitive environment

the volumes consistent with the standard larger prototypes?

I think at one point, the expectation was for much faster growth, unit growth out of that brand. Is it at an inflection point now

Are you seeing any trade? Do you think among your brands? You know, Capital Grill to LongHorn or anything like that?

is that the right recollection? And two, given that you have loyalty now, is this an opportunity to still see the kinds of increased frequency

which of those do you think was more powerful? Because I'm asking in the context of restaurant level margins

on the high-income traffic being up double digits, is that an acceleration from what you've seen

the middle-income consumer was seeing declines similar to the low income. Does that persist

QSR traffic maybe are coming because people are shifting into other segments

digital and loyalty growth. You know, it's very strong. Those checks tend to be higher, but ultimately

the increase in the EPS guide was maybe a little bit less than I might have anticipated for such a big comp beat

how much was maybe the service versus innovation, you know, versus marketing

You said they didn't demonstrate a viable path to profitability, but I wasn't sure if that's because AUVs are lower, or the costs are higher

it sounds like actually, operational improvements perhaps weren't the primary driver of the sequential improvement in transactions, given it takes customers' time

I'm not sure if this is what we're seeing before you see some of the offsets or if fundamentally the economics of the box maybe looks different than it has historically

I just wanted to make sure I understand what that net means. Is the goal to reinvest some of the costs into lower prices for customers?

you said [ volumes ] were down. Is that sort of in line with the industry? Or was there any kind of market share or gain -- share loss or gain that was going on there?

the extent to which some of the investments that you're making maybe start to moderate. And so you see a little bit more of that flow through

a kind of a target market share in mind as you think about whether it's again, broadlines where I think you're closer to the 30% and versus specialty