Romaine Bostick

I am curious about the scale of this business, particularly in light of some of the businesses that you ran before relatively successfully.

For those who don't know, a former brand manager at P&G, you went on, turned around Taco Bell, you turned around Chipotle, now you're at Starbucks.

Is Starbucks too big to handle right now?

Oh, no.

you know, we get rewarded with customers' business and loyalty.

Are you going to be intentional about the locations?

I mean, under your predecessors, there was a big expansion plan where, at least here in New York City, I mean, you can walk down a single block and have like five Starbucks, you know, all competing against each other.

That's retrenched a lot.

Do you go back to that?

And speaking of food, you are making some major menu changes.

One thing I noticed at the investor day, there were a lot of non caffeinated beverages now that are coming down the menu.

Why?

No olive oil?

Not right now.

All right.

You know, Brian, you've done a good job so far, and you know investors are going to demand a lot more.

You've done a great job turning around other companies.

I just have to end this by asking you a really hard question here.

Miami University.

You guys are 21-0.