Brian Niccol

And really at the foundation was making sure we have the right number of people on the roster, the people are deployed correctly, our partners then know what they're accountable to execute.

And what we've been able to see is between technology and I think simplification of the actual operating model, our partners can do a great job.

A cafe experience happens in less than four minutes from order to drink with a personal handoff.

Mobile order, we're more on time and accurate than we ever have been.

And our drive-through during peaks are below four minutes as well.

So it can be done, but we have to be intentional about it.

And we have to set our partners up to be successful to operate that omni-channel experience.

So I love the fact that we're seeing the success that we're seeing.

And I love that people are talking about the Starbucks experience again, like that shine, that soul that really is magnetic.

Yeah, yeah.

That's back as well.

Our marketing, our menu innovation, one of the things we set out to do as part of this turnaround is get back into culture, get back to leading culture.

And you gotta do that with the right drinks, the right food, and then frankly, the right representation of the brand, showing up in the right places at the right time with the right communication.

And Tressie Lieberman, who leads our marketing efforts, she's done a phenomenal job.

We are, in my opinion, Starbucks is back.

Yeah, so look, we got a lot of feedback on the rewards program.

It's been a great program, but the feedback we got was it's not very personalized.

And so really what the team has done is made it more personal.

And the feedback we get from people that don't participate is like, look, maybe I don't go to Starbucks with enough frequency to really benefit from the rewards program.

We're changing that because now when you get into the green tier, and there's three tiers now, so you're going to have the reserve tier, the gold tier, and the green tier.