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CEO Russell Diez-Canseco expressed comfort with current pricing, stating the brand's strength allows it to resonate beyond being a commodity. CFO Thilo Wrede clarified that pricing was taken to protect gross margin from anticipated costs, including tariffs. If tariffs are less impactful than expected, it could create flexibility to increase promotional spending beyond current plans.

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President and CEO Russell Diez-Canseco explained that the price increase was primarily to protect gross margins and ensure the company meets its guidance, not to match retailer pricing, which Vital Farms doesn't control. He added that the egg category is still not fully servicing demand and that Vital Farms' volumes are increasing as planned, with hopes for a more normalized market in the second half of the year.

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President and CEO Russell Diez-Canseco explained that the price increase is primarily to protect gross margins and support long-term growth, not to mirror retailer pricing strategies, which Vital Farms does not control. He added that the egg category is still facing supply constraints and has not fully returned to normal, though Vital Farms' own volumes are increasing as planned.

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CFO Thilo Wrede clarified that reported price/mix was about 7%, attributing the discrepancy with scanner data to retailer-led price increases. President and CEO Russell Diez-Canseco stated that list price increases are not planned to be a meaningful growth driver in 2025. CMO and GM, Butter Kathryn McKeon noted that brand loyalty remains strong, with consumers often choosing other breakfast items over competing egg brands when Vital Farms is unavailable.

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CEO Russell Diez-Canseco explained that while the company builds in some operational flexibility, there are limits to short-term upside as they do not source from the wholesale market due to high standards. CFO Thilo Wrede added that while they can push capacity for short periods, it's not sustainable long-term. Regarding stockouts, Russell Diez-Canseco noted that the company is running at full capacity to meet strong demand, which itself contributes to tight supply, viewing it as a 'good problem to have' that demonstrates brand strength.

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Founder, President, and CEO Ethan Brown clarified that the change in employee count was not due to administrative 'creep' but rather a shift in workforce composition, primarily from insourcing manufacturing activities after reducing the number of co-packers from thirteen to one. CFO and Treasurer Lubi Kutua added that prior international investments also contributed. Regarding John Boken, Brown stated his key objectives are to right-size the operational footprint to match current revenue, accelerate gross margin expansion by addressing issues like fixed cost absorption, and improve overall operational efficiency.

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CEO Ethan Brown clarified the guidance withdrawal is due to broad uncertainty in consumer spending, stating the priority is to focus the team on achieving profitability rather than an arbitrary revenue target. CFO Lubi Kutua added that while direct tariff impact seems minimal, the resulting consumer skittishness negatively affects the category. Regarding SG&A, Kutua confirmed about $7 million in Q1 extraordinary items and noted that while legal fees should normalize, costs from the China operations suspension will continue.

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CEO Ethan Brown attributed the flat Q1 forecast to temporary tightness from network consolidation and a distribution loss at a major customer that will be regained in Q2. CFO Lubi Kutua clarified that distribution gains refer to expanding presence in existing stores. Regarding the balance sheet, Kutua acknowledged the need to address the convertible debt maturing in two years and stated they are evaluating alternatives, pointing to the recent use of their ATM program as part of their ongoing plan.

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SVP & COO Patrick Migliaccio attributed the SaveGreen success to strong residential and commercial demand for efficiency programs and excellent execution, highlighting its benefits for customers, decarbonization, and shareholders via timely cost recovery. CEO Stephen Westhoven responded that NJR has consistently invested in system reliability and expansion to meet growth and expects to continue doing so.

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President and CEO Gavin Hattersley reiterated that the company is pleased with its current brewery footprint. He emphasized that strategic moves, such as exiting contract brewing for Pabst, have been beneficial by reducing complexity and freeing up capacity for growth priorities like Peroni and the Yuengling partnership, suggesting a major review is not imminent.

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CFO Tracey Joubert declined to provide specific quarterly guidance but outlined the key drivers for the year. She reiterated the top-line forecast assumes 1-2% net price increases in North America. She also noted that the headwind from exiting contract brewing would be similar in Q2 as in Q1, and that the alignment of shipments (STWs) with depletions (STRs) is expected to occur primarily in Q3, not Q2.

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CEO Gavin Hattersley acknowledged softer U.K. consumer demand and confirmed a 'value-over-volume' strategy for the Carling brand. However, he expressed long-term optimism for the segment, pointing to the successful expansion of Madrí into new markets and stating that he sees no reason why the EMEA & APAC business won't eventually grow faster than the North American business.

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CEO Casey Keller acknowledged that the spices business was slightly below expectations but should turn positive in the second half. He explained that while they are exploring alternative sourcing, options are limited for key items like garlic, where China supplies 80% of the world's market. Therefore, the company will need to implement pricing to recover tariff costs.

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CEO Kenneth Keller explained that the company was already accelerating its portfolio shaping and cost reduction efforts prior to the stock's reaction, and the market's response only strengthened that conviction. He noted that while the April consumption trend included some benefit from the Easter shift, the underlying trend is improving. He clarified the $15 million inventory reduction occurred mostly in late January and into February.

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CFO Bruce Wacha directed him to the cash from operations figure in the press release, explaining that 2025 cash flow should be comparable to or slightly better than 2024, but would not replicate the large inventory-driven benefit of 2023. He acknowledged that while net debt did decline slightly in 2024, leverage did not decrease as much as planned due to lower-than-expected EBITDA for the year.

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CEO Casey Keller confirmed B&G is increasing resources for Crisco and Ortega to counter competitive pressures, with plans for innovation and marketing to improve trends in 2025. He dismissed the risk from Quaker, stating there is very little consumer substitution between Cream of Wheat and Quaker's oatmeal products.

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COO Nikki Beatty acknowledged that mixing is a common consumer behavior. She explained the new messaging aims to educate on the health benefits of fresh food, regardless of whether it's used as a main meal or a topper. The strategy is designed to grow both usage occasions by showcasing the value of adding fresh food to a pet's diet, with creative tailored to different consumer segments.

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COO Nikki Beatty clarified that the company recognizes mixing is a common consumer behavior. The new advertising aims to educate on the health benefits of feeding fresh, whether as a main meal or a topper. She assured that the creative will be nuanced to appeal to different consumer subsets and will build on the brand's established story without alienating mixers.

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CFO Todd Cunfer explained they have flexibility to manage costs, having already reduced the 2025 CapEx forecast from $250M to $225M, and can adjust line staffing to protect margins. He reiterated the commitment to being free cash flow positive in 2026 by pushing out capital projects if needed. CEO William Cyr confirmed that media spending dollars are planned to go up slightly versus the original plan.

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CEO William Cyr responded that while all options are being considered for a potential guidance update, the company's existing three manufacturing sites provide enough capacity to reach well over $2 billion in net sales. Therefore, any decision on a new footprint would impact the business in the 2029-2030 timeframe, well beyond the current 2027 targets.

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Executive William Cyr clarified that while all options are being considered for a potential guidance update, the existing three manufacturing sites provide enough capacity to reach over $2 billion in net sales. Therefore, any decision to expand the physical footprint would impact a period well beyond 2027, likely not being needed until 2029 or 2030.

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President and CEO Rick Dierker expressed high satisfaction with the international segment's mid-to-high single-digit growth. He attributed this largely to the rapid and successful rollout of recent acquisitions, highlighting that the Hero brand was launched in 50 countries within 12 months. He noted strong global demand for these brands is allowing them to gain share even in slowing economies, and that they are in the 'early innings' of this expansion.

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Executive Richard Dierker responded that there has not been a significant shift in promotional tactics. Instead, the primary pivot has been in advertising, where the company is adjusting its messaging to emphasize the value proposition of its brands more explicitly to appeal to the currently pressed consumer.

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Matthew Farrell (executive) expressed confidence in the 2025 pipeline, noting that this year's successful launches will have a full year of contribution next year, supplemented by new ideas. He stated that the company's long-standing 60/40 premium-to-value portfolio split is well-suited for changing consumer habits and is unlikely to change significantly.

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Chairman, CEO & President Noel Wallace explained that Brazil's market is historically accommodating to price increases. He expressed confidence that Colgate's strong brand health and premium innovation, like the new Colgate Total, would support pricing actions. He confirmed pricing was taken in late Q2 to offset foreign exchange headwinds and will flow through in the second half, despite short-term consumer cautiousness.

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Noel Wallace, Chairman, President and CEO, clarified that the trade-down he mentioned earlier was in North American toothpaste, not Hill's. He stated there is no trade-down in Hill's, which saw 5% organic growth ex-private label on a flat category. He highlighted broad-based strength across all formats (wet, dry, treats) and product lines (Prescription Diet, Science Diet), driven by strong innovation, investment, and growth in under-indexed areas like wet food and cat food. He also noted a 450 basis point margin improvement for Hill's.

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Noel Wallace, Chairman, President and CEO, attributed Europe's success to significant investment, strong volume growth, and improved brand health, leading to record-high Oral Care market shares. While acknowledging the region's inherent challenges, he confirmed the business is in good shape with high gross margins and strong advertising support.

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CEO Linda Rendle acknowledged that technology investment is continuous but characterized the current project as a 'once in a generation reset' of a 25-year-old ERP system and its surrounding infrastructure. She explained this is why the significant, concentrated cost is treated as a one-time item, distinct from the normal course of business technology spending that will be included in future operating expenses and capital budgets.

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CFO Luc Bellet stated the tariff exposure is mostly on packaging and raw materials, with limited impact from finished goods. CEO Linda Rendle explained that while a direct causal link is difficult to prove, evidence suggests consumers are adjusting their single wallet, shifting spending broadly and conserving in other areas. She noted that at-home behaviors in their categories haven't changed, indicating a shift in spending priorities rather than category deprioritization.

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CEO Linda Rendle attributed International growth to a stabilized portfolio, strong Cleaning business performance, and expansion in categories like Cat Litter. Professional growth was driven by penetrating new verticals such as government and healthcare. CFO Kevin Jacobsen quantified the company's raw material sourcing exposure from Mexico and Canada as being in the 'single digits.'

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CFO Kevin Jacobsen explained that the Q2 margin dip is driven by normal seasonality (e.g., the end of the high-margin charcoal season) combined with the impact of volume deleveraging. He acknowledged the Q1 EPS beat was stronger than internal forecasts but stated the modest guidance raise reflects prudence early in the year, ongoing monitoring of the consumer environment, and a desire to maintain financial flexibility.

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CEO Steven Oakland confirmed strong demand and opportunity in ground coffee, noting the Northlake facility expansion is nearly complete, enabling new business bids. On broth, he reported that service levels have been 'fantastic' and that the business is on the verge of returning to pre-pandemic growth levels as they prepare for the peak season.

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Chairman, President & CEO Michele Buck clarified that Hershey is gaining share and growing ahead of the category in instant consumables, thanks to successful planogram partnerships with retailers. She noted the pressure is in the take-home segment, which the new Oreo launch is designed to address. She explained that the tough Q4 comparison is due to the ramp-up of major 2025 innovation that began at the end of 2024.

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Chairman, President & CEO Michele Buck clarified that Hershey is now gaining share and growing ahead of the category in instant consumables due to successful planogram partnerships with retailers. She noted that the pressure has been in the take-home segment, which the Oreo launch aims to address. The tough Q4 comparison is due to the ramp-up of major 2025 innovation at the end of 2024.

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Chairman, President & CEO Michele Buck clarified that while the 'take-home' segment faces pressure from private label, Hershey is gaining share in the 'instant consumable' segment. She noted the upcoming Oreo launch is targeted at strengthening the take-home business. The tough Q4 comparison is due to the ramp-up of major 2025 innovations that occurred late in 2024.

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CEO Michele Buck explained the expansion provides agility, supply chain control, and vertical integration by producing chocolate paste. She noted that Hershey was capacity-constrained pre-COVID and the investment allows them to meet demand, particularly in seasons, enabling share gains and innovation.

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Chairman & CEO Dirk Van de Put stated the 2026 media investment is not a catch-up but a strategic necessity to support the chocolate category after major price hikes and to bolster brands in the weak U.S. market. CFO Luca Zaramella added that the upcoming U.S. price increases are 'surgical,' designed to protect key price points and popular formats, thereby minimizing the risk of significant volume loss.

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CEO Dirk Van de Put explained that the 2026 media investment is a strategic necessity to support brands after significant price hikes, not a 'catch-up'. CFO Luca Zaramella added that the upcoming U.S. price increases are 'surgical,' designed to protect key price points and popular pack sizes while targeting less-sensitive, non-core brands to minimize volume impact.

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CFO Andre Schulten stated that pricing on tariff-impacted SKUs would be mid-single digits, but the average price increase across the entire U.S. portfolio would be about 2.5%, in line with inflation. He confirmed that pricing variability is a factor in the guidance range, but the biggest uncertainty remains underlying consumer strength.

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Executive Andre Schulten clarified that the $200 million commodity inflation guidance is separate from and excludes the newly announced tariff impacts. He declined to comment on the potential for commodity benefits in fiscal '26, stating that guidance is based on spot prices at the time of planning and that the range of outcomes will be wide.

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Jon Moeller, Chairman, President and CEO, stated that negative pricing is not part of the company's thought process, as the focus is on value creation. Andre Schulten, an executive, explained that the positive mix is a healthy dynamic driven by consumers trading up within categories to higher-performing, premium products like unit-dose detergents, which is exactly what P&G wants to encourage.

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Executive Andre Schulten clarified that the outlook is still for a $200 million after-tax headwind for the year, not a net benefit. He explained that decisions on how to manage costs and reinvestments are decentralized and made by individual business units based on what is best for their categories and regions, rather than through a corporate mandate.

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CEO & Chairman Irwin Simon clarified that $8 million in shipments were delayed and are expected to be recognized in Q1/Q2. He expressed confidence in significant international growth from markets like Germany, Poland, and the UK. For Project 420, he outlined ongoing efforts including manufacturing and distributor consolidation, regaining lost retail space, and improving operational efficiencies in brew pubs.

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CEO Irwin Simon acknowledged the beverage business was 'off a bit' compared to internal plans, attributing it to the timing of new product launches and distributor uptake. He noted that current activities include SKU rationalization and brand integration, which require upfront investment but are expected to yield benefits over the year. Simon expressed confidence in the growth plan, citing high hopes for new innovations and the recently acquired Molson Coors brands.

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Chairman and CEO Irwin Simon confirmed that Q1 integration challenges with ABI brands were resolved, contributing to 36% beverage revenue growth. Ty Gilmore, President of Tilray Beverages North America, added that the innovation pipeline for the next 7-8 months is finalized and has been positively received by distributors.

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President & CEO Mike Smith confirmed that none of the delayed capacity was in North America. He acknowledged some competitor projects are in their final stages but noted the majority of new capacity is international. Smith reiterated that not all capacity is equal in terms of quality and capability, and Lamb Weston's strategy is to gain share in premium segments.

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CEO Mike Smith confirmed that after exploring a potential sale of the Connell facility's building, the company decided against it for now and is reviewing other options. He also shared his belief that some competitor capacity additions have been delayed, but could not provide specific details on their plans.

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CFO Bernadette Madarieta confirmed the back-half guidance includes line of sight to existing customer wins and does not rely on a large amount of unknown new business. President and CEO Thomas Werner acknowledged that repairing some relationships has taken time but feels the company is through the most challenging discussions with its large customers.

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CEO Tom Werner and CFO Bernadette Madarieta confirmed that while the pricing environment is competitive, it remains disciplined and in line with expectations. They anticipate greater, but planned, pricing investments in the coming quarters, which will lead to some negative price/mix. Werner declined to speculate on the broader industry rebalancing, stating Lamb Weston's actions are for its own benefit and the industry's path depends on traffic trends.

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President and CFO John Murphy expressed confidence that positive volume growth would return in the second half, as reflected in the full-year guidance. He downplayed the Q4 comp, stating the company's ability to influence results is more important. He pointed to good underlying business momentum outside of the Q2 anomalies and a robust investment plan for the back half of the year.

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Chairman and CEO James Quincey said the impact from a false video is now 'largely in the rearview mirror,' and recovery efforts are focused on localness and affordability. Regarding the Hispanic consumer, he noted a pullback in purchasing, likely due to caution from geopolitical tensions. He believes this will abate and that the company's strategy of local execution will see it through.

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CEO James Quincey cautioned against exaggerating the impact, stating that while not insignificant, the aluminum price increase is a manageable problem within the multi-billion dollar U.S. business. He explained that a combination of mitigating factors, including sourcing, can weights, potential price increases, and shifts to other packages, would be used. He stressed that it is not a huge swing factor and the company will manage through it.

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Chairman and CEO James Quincey expects 2025 to be the 'inverse of the third quarter,' with emerging markets resuming their faster growth trajectory compared to developed economies. This dynamic will contribute to overall volume growth but will have a less positive mechanical effect on price/mix, leading to a more normalized balance between volume and pricing.

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President & CEO Sean Connolly strongly affirmed that innovation is driving premiumization. He cited the historical example of Banquet meals increasing from under $1 to nearly $4 through significant quality upgrades. He also highlighted the recent success of the premium Banquet Mega Chicken Filets, a higher-dollar product that exceeded all expectations before being hit by capacity constraints, reinforcing the strategy's effectiveness.

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CEO Geoff Tanner acknowledged increased competition in the RTD space but expressed satisfaction with the Quest beverage launch, which has achieved ~22-23% ACV. He noted the 45-gram protein shake is performing well. Regarding club stores, he stated it's early and the ideal strategy is to build the brand in other channels first before launching a large club-sized pack.

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CEO Geoff Tanner explained that Quest only requires low single-digit growth from bars to meet its targets, with chips and other platforms driving most of the growth. He expressed excitement for the new 'Overload' bar platform to bring excitement to the category. He also confirmed the innovation pipeline includes both building out existing platforms and extending into new categories by 'flipping the macros'.

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CEO Jeffrey Harmening stated that while a mix of price and volume is needed long-term, the current environment requires leaning into volume. Regarding fresh pet, he and Group President Dana McNabb noted the category is now twice the size it was during the initial test, and the long-term humanization trend supports a path for the segment to grow from $3 billion to a projected $10 billion in ten years.

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Chairman & CEO Jeffrey Harmening stated that while the long-term growth algorithm needs both volume and price, the current environment requires leaning into volume growth. On fresh pet, he noted the category is now twice the size it was a few years ago, making the addressable market larger, and that double-digit growth is still very strong. Group President Dana McNabb added that the segment is projected to grow from $3 billion to $10 billion in ten years.

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Chairman, President & CEO Brendan Foley stated there is 'no trade-off' on quality, as the company's sourcing organization procures ingredients that meet its industry-leading standards. EVP & CFO Marcos Gabriel added that the commodity pressure stems from expected cost decreases not materializing. He explained that the company is using SG&A savings to mitigate this impact to protect its strong volume momentum by avoiding broader price increases.

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Chairman, President and CEO Brendan Foley responded that Flavor Solutions was slightly stronger than expected due to QSR performance, but he viewed the Consumer segment's volume as quite strong and a continuation of Q4 momentum. He characterized the overall results as 'roughly in line' with expectations. He also confirmed that the incremental recipe mix promotion was a 'financially smart' decision, implying it was profitable and strategically beneficial.

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CEO Brendan Foley clarified the low end of the guidance prudently factors in the risk from China's market, which has underperformed expectations in the past. CFO Marcos Gabriel added that the Q4 operating income was in line with their internal plans, as it included an expected shift of technology and R&D expenses from Q3 into Q4, which increased SG&A for the quarter.

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President and CEO Brendan Foley indicated the guidance raise to the high end of the range reflects the tax and FX benefits. EVP and CFO Mike Smith noted they discuss brand spend in terms of halves, not quarters, but confirmed a ramp in the second half. Regarding long-term pricing, Foley and Smith emphasized that pricing remains a key lever in their revenue management toolbox to address costs, while incoming CFO Marcos Gabriel highlighted the holistic approach of using CCI savings to fund investments first.

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CEO Brendan Foley asserted there is 'no trade-off' on quality, which remains a top priority. CFO Marcos Gabriel added that their sourcing organization achieves both cost and quality. He explained that expected cost relief from supply/demand dynamics did not materialize, and SG&A savings are being used as the primary mitigation lever to protect operating profit without broad pricing actions that could harm volume momentum.

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CEO & Chair of the Board Mark Smucker attributed coffee's strength to the affordability of at-home coffee and the performance of brands like Café Bustelo. CFO Tucker Marshall explained the trade accrual issue in Sweet Baked Snacks was related to the year-end true-up process and the integration onto a new combined system post-acquisition.

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CFO Tucker Marshall declined to provide a divisional profit outlook for FY'26 but provided color on synergy timing, noting about $70 million of the $100 million run-rate objective would be achieved by year-end. He attributed the implied Q4 profit decline to the highest coffee cost basket of the year, continued investments in frozen handhelds and spreads, and the sales call-down in Sweet Baked Snacks.

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CFO Tucker Marshall declined to provide a divisional FY26 forecast but clarified that stranded overheads impact the total company and not all Hostess synergies flow to the segment. For the Q4 profit decline, Marshall attributed it to three main factors: the coffee segment facing its highest cost basket of the year, continued investments in frozen handhelds and spreads, and the ongoing sales pressure in Sweet Baked Snacks.

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CEO Mark Smucker identified a lack of sufficient in-store display as a key execution weakness, which the company will address by ramping up efforts across channels. He expressed confidence that snacking trends, including indulgent snacking, remain strong and that the Hostess brand can meet consumer needs through various innovations like portion control, regardless of the external messaging environment.

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CEO Mark Smucker identified a need for better in-store display execution as a key area for improvement, noting that the entire convenience channel has seen some softness. Regarding the marketing environment, Smucker expressed confidence that snacking trends, including indulgent snacking, remain strong as consumers continue to seek rewards. He stated the company's focus is on connecting the brand with consumer needs, including different portion sizes and value offerings.

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CEO Gary Pilnick acknowledged Special K's weak quarter but outlined a plan to lean into its health equity with a stronger food focus, on-pack claims, a new protein granola, and a relaunch of Special K Zero. He stated the company will both revitalize its existing health-oriented brands and use its IP to create new, competitive products to challenge emerging brands.

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Chairman and CEO Gary Pilnick acknowledged Special K's weak quarter but outlined plans to leverage its health equity with a stronger focus on food, nutrient density, and new products like a protein granola and a restaged Special K Zero. He described the strategy against emerging brands as an 'and' approach: improving their existing portfolio while also using their extensive IP to launch new, competitive products internally.

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CEO Gary Pilnick positioned the share performance within the context of meeting financial goals and executing strategic priorities. He specified the U.S. share loss was driven by Special K, while other core brands were stable. He affirmed the supply chain timeline is deliberate to ensure careful planning and execution without disrupting the commercial business.

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CFO Dave McKinstray characterized 2024 as a 'stabilization at these higher levels.' He explained that while the company benefited from deflation in grains like corn and wheat, this was offset by continued inflation in other areas such as sugar, rice, and labor. He indicated that this stabilization at elevated costs is the current expectation moving into 2025.

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David McKinstray, CFO, characterized the 2024 cost environment as a 'stabilization at these higher levels.' He noted that benefits from lower grain costs were offset by inflation in other areas like sugar and rice. He included labor within this overall net stabilization and suggested this dynamic would likely continue into 2025, with costs remaining elevated but stable.

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President and CEO Darcy Davenport confirmed that they could have tightened the guidance range even with the destocking impact factored in. She reiterated that the decision to maintain the current range was a deliberate choice to remain cautious in light of general uncertainty in the consumer environment.

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President and CEO Darcy Davenport described the convenience channel as a future, but not immediate, opportunity, noting the company is currently testing a hybrid 'ship via warehouse, merchandise like DSD' model. On GLP-1s, she stated they continue to be a tailwind, representing about a quarter of the company's growth. The newest data shows GLP-1 user penetration is stabilizing, with as many people starting the drugs as coming off them, but consumers continue to use RTDs both during and after treatment to maintain benefits.

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President and CEO Darcy Davenport responded that while it is still early, elasticities have been modest and largely in line with expectations. She highlighted a positive, slightly higher-than-expected consumer trade-up from 4-count to 12-count packs, which suggests pantry loading and increased consumption.

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Chairman and CEO Ramon Laguarta confirmed the strategic principle remains the same: pricing must reflect the value provided. In areas with less consumer differentiation, revenue management must be more intentional about value, while more differentiated products can capture more value. He stated that the organization has become more nuanced and intelligent in understanding its value drivers and how pricing should reflect them for particular occasions and brands.

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CEO Ramon Laguarta confirmed a sense of urgency to expand in protein and functional beverages via brands like Muscle Milk, Gatorade, and Propel. Regarding GLP-1s, he stated that while they see 'very little direct impact' currently, they recognize a broader consumer trend toward health and wellness. This is being addressed through portion control, portfolio renovation (lower sodium/fat), and strategic M&A like the Sabra acquisition.

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Chairman and CEO Ramon Laguarta confirmed that incremental investments for Tostitos are planned for the fall season, including brand events and value offerings like bonus packs. Regarding 'permissible' brands, he explained that affordability is impacting all consumer segments and that the portfolio is democratizing beyond just premium. He stated the company is focused on adding distribution and targeted advertising to grow these platforms.

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CFO Garth Hankinson declined to confirm the specific financial impact, stating that the effect of tariffs is fully baked into the comprehensive guidance provided for revenue growth and operating margins. He noted these figures also include assumptions for productivity, cost savings, and other inflationary pressures.

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CEO William Newlands confirmed they are assessing the competitive dynamics in the light beer segment. However, he maintained that the company's long-standing 1% to 2% pricing algorithm remains the correct strategy. He emphasized this pricing is applied selectively by market and SKU, which is more consumer-friendly and sustainable than broad, reactive price changes.

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CEO William Newlands reiterated that the initiatives would take 9-12 months to fully play out and that sequential improvement is expected in the second half of the year. He stated definitively that the company does not plan to acquire more wine properties at this time. The current focus is entirely on improving the operational performance of the existing business and engaging more with distributor partners.

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CEO Mick Beekhuizen differentiated the competitive dynamics, stating the plan for Goldfish is not a margin reset but a focus on reinforcing its value proposition through marketing, innovation, and price-pack architecture. On tariffs, he described the situation as fluid and multifaceted, noting the company is working on mitigation plans with suppliers but may need to take other actions, including pricing, depending on the final scope and duration of the tariffs.

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CEO Mark Clouse defended the long-term margin goal, citing an intact cost-savings roadmap and the company's focus on value-added segments that are less susceptible to major price recalibrations. CFO Carrie Anderson outlined the path to second-half margin improvement for Snacks, which includes better volume trends, favorable mix from leadership brands, a more neutral pricing impact, and accelerated productivity savings from plant restructuring and DSD optimization.

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CFO Nelson Urdaneta clarified that the historical productivity savings were driven by manufacturing optimization, not procurement, and that 2025 productivity is targeted in the 5% range. He affirmed the goal of maintaining a neutral PNOC. CEO Michael Hsu added that strong visibility into productivity is a key driver for fueling investment and bottom-line growth.

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CEO David Bratcher stated that the commercial team has engaged with all customers to build the 2025 forecast, which focuses on more stable, multinational contracts. He explained that 2025 branded growth will be driven by portfolio diversification into high-growth categories like premium tequila, leveraging the company's agility. Bratcher also suggested that rumored distributor cutbacks are focused on their wine portfolios, which could be a net positive for spirits as they reallocate resources to more profitable categories.

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Steven Cahillane, Chairman, President and CEO, agreed that absolute price points are critically important in the current environment due to consumer strain, especially for households with incomes under $100k. He noted Kellanova has long focused on price pack architecture to address this. Regarding Pringles Mingles, he stated it is not expected to be a major sales driver this year but is a strategic move to stretch the popular Pringles brand beyond the can for the first time in over 15 years in the U.S.

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