Romaine Bostick

I mean, you obviously have to hire more people, but more importantly, you have to retrain a lot of your existing staff as well.

How, I guess, receptive have they been to that, and have you faced any challenges?

Yeah.

And with regards to the actual physical Starbucks locations, I mean, there are a lot of layers to what you're doing here.

One, obviously trying to make the interiors a little bit more accommodating and comfortable, but at the same time also efficient.

You're also looking to sort of create more, I guess, lower cost models for building and operating some of these locations.

Are those two in conflict with each other, those strategies?

How much will the pace of those uplifts pick up?

I mean, you've only done a few dozen stores, at least in the most recent quarter here.

I mean, you've got more than 10,000 company-operated locations right here in North America.

So when do we start to see the other thousands of locations get that uplift?

There is still cost involved in this.

You had a restructuring charge in the most recent quarter.

The sales growth is coming back.

There are still some concerns about whether margins could be under pressure as you go through this transition.

What do you tell investors who ask that question?

You seem confident.

You seem optimistic.

I am curious as to why you didn't feel it was appropriate yesterday with regards to the earnings release in the call to reinstate some sort of guidance.

I know your CFO, Kathy Smith, said you would probably do that in January at an investor day.