Christopher O'Cull

Christopher O'Cull asked about the mandate for Jennifer Somers, the new Chief Shops Officer, given record AUVs and ongoing labor deployment efforts. He inquired about her focus on unlocking additional transaction capacity during peak periods.

Answer

Christine Barone, CEO and President, stated that Jen's priorities are centered on better serving Broistas, prioritizing shop initiatives, and supporting the continued rollout of the food program and mobile order enhancements across the system.

Christopher O'Cull inquired about the mandate for Jennifer Somers, the new Chief Shops Officer, given that AUVs have reached record levels while the company is still in the 'basic blocking and tackling phase' of labor deployment, and how much additional transaction capacity she aims to unlock during peak periods.

Answer

Christine Barone, CEO and President, explained that Jennifer Somers, having recently completed shop training, will focus on supporting baristas, prioritizing initiatives, and aiding the continued rollout of the food program and mobile order enhancements across the system.

Christopher O'Cull asked for a description of the specific tools and processes being developed to improve operational throughput. He also inquired about what the company has learned about activating consumer trial in new markets and if it simply requires more ad spending.

Answer

CEO Christine Barone described a two-pronged approach to throughput: providing teams with speed dashboards for visibility on peak hour performance and deploying a flexible system for staff to identify and address shop-specific bottlenecks. For new markets, she explained that trial is driven by a combination of paid advertising, rapid rewards program adoption, engaging merchandise drops, and innovative LTOs.

Christopher O'Cull questioned the lower-than-expected 2025 CapEx guidance, asking for the anticipated cash outlay per store and whether a shift to leasing was the primary driver and how that would impact shop-level margins.

Answer

CFO Josh Guenser confirmed that the lower CapEx outlook is driven by a strategic shift toward a greater proportion of build-to-suit lease arrangements. He noted that while these leases carry higher rent, the impact is already factored into the company's 2025 EBITDA guidance. He also suggested 2024 would represent the peak for per-unit CapEx.

Christopher O'Cull focused on StretchLab, asking about potential underinvestment in marketing, franchisee affordability for increased spend, and whether a new monthly membership pricing model is being considered.

Answer

CEO Mark King acknowledged the need to support StretchLab, stating the company doubled local marketing spend for franchisees in March, is considering co-investing its own funds, and is deploying reserved marketing funds. He confirmed that the company is actively considering several new models for the brand, including a monthly membership fee.

Christopher O'Cull inquired about the strategic changes to the franchise recruiting process and requested clarification on the gross studio opening expectations for 2025.

Answer

CEO Mark King detailed the revamp of the development process, including hiring a new Chief Development Officer to unify sales, real estate, and construction, and implementing higher standards for new franchisees. CFO John Meloun clarified that the 2025 guidance is for 200-220 net new openings, which implies approximately 375 gross openings and 165 closures.

Christopher O'Cull asked about near-term strategies to support sales at decelerating concepts and requested more details on the reported litigation expense and its potential for reimbursement.

Answer

CEO Mark King explained that the near-term focus is on the member experience and optimizing local marketing spend, with more brand-specific plans to come. CFO John Meloun detailed that the company has a D&O insurance policy that is expected to cover ongoing legal costs related to regulatory defense after a retainer, minimizing future cash outflow, though expenses will be on the P&L until reimbursement is received.

Christopher O'Cull inquired about the level of investment required to integrate the Breeze Autocare system, including costs for rebranding and technology.

Answer

CEO Lori Flees described Breeze as a well-run, complementary business and stated that the primary focus is currently on gaining FTC approval to close the transaction. She noted that recent investments in Valvoline's core technology platforms (ERP, HRIS, cloud marketing) are expected to make the future integration more efficient.

Christopher O'Cull questioned the progress on reducing new unit investment costs and asked whether the time for new stores to reach maturity could be shortened from the current 3-5 year timeframe.

Answer

CEO Lori Flees detailed the process of value-engineering the store prototype and equipment, targeting a 10-20% cost reduction. She mentioned moving to a modular design (e.g., 2-bay vs. 3-bay) to lower average build costs. Flees also explained that while store maturity has shortened over time, it still varies by market presence, and they use targeted marketing to accelerate the ramp-up period.

Christopher O'Cull asked about plans to sustain the sales lift in Dallas, the strategy for opening restaurants ahead of surrounding retail development, and the magnitude of the new units' sales underperformance.

Answer

CEO Michael Osanloo described a successful social media-driven ad campaign in Dallas that will be pulsed in other new markets, now integrated with the Perks program. He clarified that opening early in Katy, TX was a reaction to developer delays, not a strategy. CFO Michelle Hook directed investors to the earnings supplement, noting the 2024 class was tracking at an annualized AUV of ~$4.8 million, below the long-term target, but expressed confidence they would reach it over time.

Christopher O'Cull asked about the timeline for using the new loyalty program to drive frequency in Chicago and whether specific offers have been tested.

Answer

CEO Michael Osanloo revealed the loyalty program is in a soft launch and will fully launch in early March. He anticipates seeing a positive impact starting in Q2 as the company begins using it to drive traffic and frequency, but he stated it was premature to share details on specific offers being planned.

Christopher O'Cull inquired about the slower pace of Take 5 franchise unit growth in the quarter and asked whether potential tariffs could increase construction or equipment costs for new franchisees.

Answer

EVP and COO Danny Rivera explained that Q1 is typically a lighter quarter for franchise openings and that the long-term growth outlook remains intact. EVP and CFO Michael Diamond added that while tariffs are being monitored, they have not yet impacted unit construction costs, and franchisee growth sentiment remains strong.

Christopher O'Cull requested a breakdown of the 2025 unit growth guidance between Take 5 and other segments, as well as between company and franchise stores. He also asked about the initial leverage impact of the car wash sale and the expected deleveraging path to the 2026 target.

Answer

EVP & CFO Michael Diamond stated the guidance is prudent, with the vast majority of the 175-200 new units coming from Take 5, which has a strong pipeline of over 1,000 sites. On leverage, he explained the initial impact from the sale will be largely neutral due to the seller note structure. He reiterated the commitment to a 'drumbeat of deleverage' through free cash flow and asset sales to reach the 3x target by the end of 2026.

Christopher O'Cull of Stifel followed up on portfolio management, asking about the potential size of proceeds from non-core asset sales beyond car wash. He also requested more detail on the specific strategies that drove the rapid growth in car wash memberships.

Answer

CEO Jonathan Fitzpatrick declined to quantify potential proceeds, instead using the PH Vitres sale as an example of simplifying operations, with debt paydown as a byproduct. COO Danny Rivera and CEO Jonathan Fitzpatrick jointly explained the car wash success was due to a combination of a new price point, effective team training, operational improvements, strong leadership, and a robust CRM engine.

Christopher O'Cull asked for details on the early operational impacts of the FreshAI voice ordering system, requesting any specific metrics that could frame its benefits to labor, order accuracy, or other key performance indicators.

Answer

Kirk Tanner, President and CEO, outlined two primary benefits observed from FreshAI. First, it drives an increased check size through automated, curated upselling suggestions. Second, it improves order accuracy, which is a key driver of customer satisfaction. He also noted efficiency gains for the restaurant crew, which improves speed of service. He concluded that the economics are encouraging and the rollout to over 500 restaurants this year remains on track.

Christopher O'Cull of Stifel asked about the timing of investments and which initiatives could be implemented quickly to have a tangible impact on the customer experience.

Answer

CEO Kirk Tanner identified the investment in the field organization as the most impactful short-term initiative, aiming to increase the frequency of restaurant visits and enforce operational standards. CFO Ken Cook added that technology is also a key component, with plans to accelerate the rollout of Fresh AI voice ordering and digital menu boards to enhance the customer experience and improve labor efficiency.

Christopher O'Cull of Stifel Financial Corp. asked about the specific customer demographics the Krabby Patty promotion appealed to and whether Wendy's plans to pursue similar brand collaborations in the future.

Answer

CEO Kirk Tanner explained the promotion resonated broadly due to the 25-year legacy of SpongeBob, creating a powerful partnership with Paramount. He noted the success proves Wendy's can be a strong collaborator and confirmed the company is open to future partnerships that drive traffic and leverage its core menu.

Christopher O'Cull sought clarification on whether Chili's 'maintained momentum' in April was on a one-year or two-year basis and asked for details on the significant step-up in the CapEx guidance.

Answer

CFO Mika Ware clarified that April's sales trends are similar to Q3 on a one-year basis, and on a two-year basis, traffic has actually stepped up. She explained the higher CapEx guidance is due to accelerated investments in kitchen equipment, primarily new TurboChef ovens which include a one-time write-off of old equipment, and other maintenance capital to improve restaurant atmosphere.

Christopher O'Cull from Stifel asked why Q4 is the right time for a new "3 for Me" innovation and how the company can effectively support two launches simultaneously (the 3 for Me item and the fajita upgrade). He also questioned Chili's long-term restaurant-level margin potential with AUVs exceeding $4 million.

Answer

CEO Kevin Hochman explained that after a year, it's time to bring fresh news to the "3 for Me" campaign. He clarified the launches would be supported differently: the "3 for Me" innovation will be the focus of "air war" advertising, while the fajita upgrade will be a "ground war" driven by in-restaurant merchandising and operational execution. CFO Mika Ware addressed margins, noting Q2's 19.1% was a peak due to sales leverage and timing of labor spend. She guided to mid-to-upper teens for the full year and sees further upside as AUVs, which have grown from $2.9M to $4.2M, continue to climb.

Christopher O'Cull asked for more color on how Brinker plans to leverage insights from tokenized guest data and how the company is managing menu pricing as value platforms like '3 For Me' grow in mix.

Answer

CEO Kevin Hochman explained that tokenized data helps measure the effectiveness of marketing campaigns and has revealed an increase in guest frequency, with return visits shortening from every 37 weeks to 31 weeks. He also noted that despite the success of value offerings, the '3 For Me' mix only increased by 1%, with nearly half of those sales in higher-priced tiers, indicating that the company's barbell strategy is effectively managing check averages.

Christopher O'Cull of Stifel asked for more details on the guest recognition platform, including next steps for optimization and its strategic purpose for targeting existing versus new customers.

Answer

CEO Robert Lynch explained the platform is now live and allows them to track customer behavior across all channels in response to promotions and LTOs. The immediate goal is to drive frequency from existing guests with targeted incentives. Strategically, the data will also help them understand what attracts new or lapsed customers, informing marketing programs and improving new Shack openings in new markets.

Christopher O'Cull asked for the playbook to address the spending pullback from Hispanic consumers and whether the strategy is proactive. He also questioned how Wingstop will make its lower-frequency guests aware of the improved service times from the new kitchen system.

Answer

CEO Michael Skipworth explained that their 50 million-user database allows for targeted, market-specific tactics rather than a one-size-fits-all approach, using tailored messaging and value propositions to drive consideration. For the kitchen system, he stated they won't directly advertise speed. Instead, for new guests, the faster service will be their only experience. For existing guests, tools like the upcoming loyalty program will drive occasions, and the improved kitchen performance will then deliver on that promise.

Inquired about the company's playbook for addressing the pullback from Hispanic consumers and asked how they plan to communicate the improved service times from the new kitchen system to lower-frequency guests.

Answer

The company uses its large customer database to deploy targeted tactics and messaging in markets with softness to remind consumers of the indulgent occasion. For the kitchen system, they will not explicitly advertise faster times. Instead, new customers will only know the improved experience, while existing customers will be targeted with occasions through channels like the new loyalty program, with the kitchen system then delivering on that promise.

Christopher O'Cull asked about Wingstop's playbook for addressing the spending pullback among Hispanic consumers. He also questioned how the company plans to communicate the benefit of faster service times from the new kitchen system to its lower-frequency customer base.

Answer

CEO Michael Skipworth explained that their large first-party database allows for targeted marketing tactics in affected areas, focusing on reinforcing the 'indulgent Wingstop occasion' with the right message and value propositions. Regarding the kitchen system, he stated that for new guests, faster service will be their only known experience. For existing guests, the company will use tools like the upcoming loyalty program to drive consideration for occasions where they can then impress customers with the improved speed and consistency, rather than advertising it directly.

Christopher O'Cull inquired about the methodology for measuring ROI on media tests and the number of media-efficient markets. He also asked about the pipeline for new innovative solutions following the success of Titanium 360.

Answer

CEO John Lai explained they target a 3:1 revenue-to-spend lift but also factor in the long-term value (LTV) of a member, which enhances the return profile. CFO Jedidiah Gold noted the strategic debate on deploying media in dense versus smaller markets. Regarding innovation, Lai stated a target cadence of 18-24 months for new products and confirmed they have transformative ideas in the pipeline that are not yet public.

Christopher O'Cull asked about the dynamic between strong weather in one period and its potential pull-forward effect on the subsequent period. He also inquired about the key drivers anticipated for retail sales growth in the upcoming year.

Answer

CFO Jed Gold acknowledged the pattern of a strong weather month followed by a softer one but stated there wasn't enough analysis to confirm a pull-forward effect. CEO John Lai emphasized that with 75% of sales from subscriptions, the business is less weather-dependent. For retail growth, Lai said the focus is on brand-building and communicating value rather than discounting, and while tests are ongoing, nothing has materially moved the needle yet.

Christopher O'Cull asked for details on the specific near-term changes implemented in China that have seemingly begun to stabilize the business and its transaction trends.

Answer

Brian Niccol, Chairman and Chief Executive Officer, credited the China team for executing on relevant marketing and product innovation, including new flavor profiles, sugar-free options, and new price points. He stated these initiatives led to a 'very nice impact,' resulting in flat comparable sales with a 4% transaction growth for the quarter, and noted that the team is 'just getting started.'

Christopher O'Cull from Stifel asked about specific customer experience issues that could be resolved to also improve the partner (employee) experience and inquired about the implementation timeline for the mobile ordering algorithm changes.

Answer

CEO Brian Niccol affirmed the two experiences are highly intertwined. He explained that the new algorithm pilot helps by sequencing mobile orders, reducing stress on partners and allowing them to provide better service and connection. He stated that while there is no definitive rollout timeline yet, the company will learn from expanding the pilot over the next couple of months.

Christopher O'Cull requested more context on the 'best deal ever' promotion, asking how it impacted sales trends during the quarter and how it performed relative to the broader QSR pizza segment.

Answer

Chief Executive Officer Russell Weiner explained the promotion's strategy was to offer a strong value on any pizza crust without limitations, which he believes resonated with customers. While pleased with its performance, he noted its specific impact was hard to isolate as it ran for only a few weeks amid other industry headwinds. He also praised franchisees for their ability to lean into the value offer.

Christopher O'Cull of Stifel requested more information on the new e-commerce platform launching in 2025, asking about specific consumer-facing and back-end changes and whether a meaningful improvement in conversion rates is anticipated.

Answer

CEO Russell Weiner described the rollout as a careful process to ensure no conversion loss. He highlighted consumer-facing improvements like enhanced food photography and more intuitive user flows, and back-end benefits including improved personalization capabilities and speed.

Christopher O'Cull from Stifel, Nicolaus & Company sought clarification on the U.S. comp outlook, noting that the full-year guidance seems to imply flattish comps in Q4. He questioned what gives management confidence that comps could re-accelerate to the 3% target in 2025 from the current trend.

Answer

CFO Sandeep Reddy clarified that the company's guidance is for '3% or more' for the full year 2024 and declined to give a specific Q4 number. He reiterated confidence in the strong Q4 marketing lineup and stated that the marketing team is already working on 'amazing creative initiatives' for 2025, which are embedded in the expectation of achieving the 3% or more same-store sales target next year.

Christopher O'Cull from Stifel requested details on the loyalty program's performance, including any baseline frequency data and the company's ability to quickly deploy targeted promotions based on consumer insights.

Answer

CEO Brett Schulman explained that while specific frequency data was not disclosed, revenue from loyalty members increased by 230 basis points since the program's relaunch. He highlighted a successful test where a point discount on a new menu item drove significant trial, demonstrating their ability to influence behavior.

Christopher O'Cull asked about the primary drivers for same-restaurant sales in the upcoming year, given the significant momentum CAVA has already achieved.

Answer

CEO Brett Schulman stated that the strategy remains consistent, focusing on one or two major "tentpole" menu events and a few seasonal offerings. He identified key future drivers as the new multi-phased loyalty program, the full-year impact of the steak offering (launched mid-Q2), and further flavor innovations for their popular pita chips, following the success of the Garlic Ranch flavor.

Christopher O'Cull sought clarification on plans for additional advertising contributions and asked if the company had considered revisiting its commissary price increase to support top-line growth.

Answer

President and CEO Todd Penegor confirmed a $3.5 million incremental marketing investment for the year, funded within existing guidance. He stated the commissary price increases are appropriate and the focus is on driving sales to trigger franchisee rebates and finding system-wide efficiencies, rather than reversing the changes. He also noted the need to address the lack of local advertising co-ops.

Christopher O'Cull asked for the ultimate potential for throughput improvement in entrees per 15 minutes and requested more color on the performance of the smoked brisket LTO, particularly regarding repeat customer usage.

Answer

Interim CEO Scott Boatwright stated that he believes it's possible for in-restaurant throughput to return to the 'heyday' levels of the low 30s entrees per peak 15 minutes, up from the mid-20s today. CFO Adam Rymer described the smoked brisket as performing very well, driving transactions and spend with a mid-teens incidence rate. He noted it attracts new customers and increases frequency, with strong repeat usage and crossover to other menu items on subsequent visits.

Christopher O'Cull from Stifel noted that newer Bubba's 33 locations appear to be generating significantly higher volumes than older stores and asked if this represents a new, higher expectation for the brand's new units.

Answer

CEO Gerald Morgan confirmed the positive trend and attributed it to a combination of strong site selection and improved operational execution during openings. He said the results show clear demand for the brand and reinforce the strategy of focusing on high-quality execution for new stores to capture this demand, calling it 'very exciting news'.

Christopher O'Cull asked for an explanation of why Olive Garden's segment margin was down year-over-year and slightly below 2019 levels. He also inquired about the expected cadence of earnings growth for the remainder of the fiscal year.

Answer

CFO Raj Vennam attributed the margin pressure primarily to sales deleverage resulting from the unexpected and significant sales softness in July, which made it difficult to adjust costs in real-time. Despite the decline, he emphasized that a 20.6% segment profit margin remains industry-leading. For the rest of the fiscal year, Vennam projected earnings growth to be in the mid- to high-single-digit range for each of the next three quarters, with some minor fluctuations between them.