“On the branches, think of SRS GMS, 40 to 50 branches a year, and they've been sort of running at that pace since we acquired SRS.”

In context

“SRS, GMS and Heritage. So I don't know, Ted, if you can provide a current update on branch counts across the various assets. And then like what's the right way to think about or think through the out-year branch growth opportunity? And I don't know if you can sort of talk about like what's the end state as you see it today versus the 1,200 you have today? How do we sort of think about the footprint evolving over the next 3, 5 or so years? Edward Decker: Yes. We'll certainly go into a lot more detail in a few weeks. But the model that SRS deploy is very similar to GMS that they'll drive organic comp growth through existing branches. They open greenfield branches. And then they'll focus on tuck-in customer list expansion-oriented acquisitions. And they've been doing that quite successfully. On the branches, think of SRS GMS, 40 to 50 branches a year, and they've been sort of running at that pace since we acquired SRS. And then they've done a handful of little tuck-in acquisitions. And again, these can be a 1 branch, $5-ish million acquisition or a smaller regional $30 million, $40 million, $50 million, a couple of few branch operations. So it's going really, really well, and we see that continuing with a key part of the business model. Richard McPhail: And I mean, just to -- it's not just about our plans. It's actually happening right now. If you talk about our non-comp sales, putting new stores and new SRS branches together, you've got about 0.5 point of sales growth driven by those 2 investments. And so we're thrilled with that. Isabel Janci: Christine, we've time for one more question. Operator: Our final question will come from the line of Steven Zaccone with Citi. Steven Zaccone: I wanted to follo”