“Regarding the cruise ships, we've shared a number for this year. The number will be a little over double that in terms of the startup costs in 2025.”

In context

“do feel like we've earned that pricing in the marketplace and we feel positively about that. With that will come scale benefits. The product improvements also should reduce churn and keep our consumers with us as they're evaluating their options. And then obviously we're going to look at the entire cost structure and continue to drive productivity. In terms of timing, no update on that. It's something that we've said we are approaching with great urgency. We still intend to do that. Obviously, I think, we've made a ton of progress. We were losing $1 billion a quarter not all that long ago and now we're making money and our expectation is we're going to continue on that journey to making more money to get to and then ultimately well surpass the double-digit margins that we've talked about. Regarding the cruise ships, we've shared a number for this year. The number will be a little over double that in terms of the startup costs in 2025. So you can assume that, that'll be about that. That said, the cruise ships tend to pay back very quickly. So we certainly feel positive about those investments. Alexia Quadrani: Thank you. Next question, please. Operator: Thank you. And our next question comes from David Karnovsky with JPMorgan. Please go ahead. David Karnovsky: Hi. Thank you. On Sports, Bob wanted to see if you could update on strategic partner conversations for ESPN. Is this still a priority? And if so, can you refresh on what you're looking for in terms of marketing or content? And then for Hugh, in the exact commentary, there's multiple references to tightly managing costs. So I wanted to see if you could expand on this, where you're realizing savings now, how much opportunities left? Thanks. Robert Iger: I know I've”