Tom Curtis

So now we do it one way for all the burgers.

It's just the simplest things like that to make it easier for restaurants to execute.

Probably another one more big move I think we made that was indicative of a lot of things we were doing was we had a hand-breaded chicken that we had launched, which had 21 steps.

And I don't know if... 21 steps.

And I don't know if you've heard, but we're actually a burger brand.

And so...

You know, the restaurants were executing poorly on our flagship Whopper because they were so distracted trying to do a complex hand-breaded chicken that took 21 steps.

And let me tell you, when that chicken sandwich was done correctly, it was spectacular.

But the bottom line was we couldn't do that and make the world's best burger.

So, you know, I saw this in my former life.

You know, franchisees and us are very disciplined about prices when costs go up.

It really puts a squeeze on people who are negative growth or haven't been growing.

So we just we have to hold serve here on price.

And our franchisees right now, we're at a two year low on the amount of inflation that we're seeing in our prices, not our input costs, but the prices that we're charging consumers.

So our franchisees are gaining more and more conviction that we just need to deliver more value for the guests.

And we're gonna be capturing huge market share with what we're doing now.

And so I don't think that it's a matter of holding off.

I think it's a matter of us continuing to gobble up share, which I think is happening and will happen.

Then you can continue to gain market share.

No plans.