“But I think the net of that formula is that we continue to believe we should gain leverage in G&A as we go forward.”

In context

“our G&A spend is U.S. dollar based. So that's the first impact. The second impact is obviously just the general inflationary pressures that we're seeing on costs, which obviously is also coming to play in our G&A expenses. I think what I would say coming into the role is certainly, it's an area that I'm going to be focused on. I think we continue to believe that in terms of the running the business part of our G&A spend, we should be able to drive efficiency and gain leverage as we continue to go through our top-line as we go forward. That's important for two reasons, one, the efficiency part, but also we want to make sure we've got the G&A capacity to ensure that we can spend on areas like technology and digital or innovation where we want to drive things that are going to drive growth. But I think the net of that formula is that we continue to believe we should gain leverage in G&A as we go forward. I think the second part on capital I think capital, there were kind of two reasons why we adjusted guidance down from the $2 billion to $2.2 billion to now about $2 billion. Again, one of them is just the stronger U.S. dollar, about 60% of our capital spend is outside of the U.S. So we're just translating that spend back into fewer U. S. dollars. I think the second bit is slightly less openings due to kind of the permit time lines in some markets, slightly fewer projects getting done, just the project lead times. What I would say on capital is, I think -- and again, coming out of my previous role, we continue to believe we've got an opening opportunity across many of our owned markets, we continue to get really good returns on new restaurant openings. I think that's something that we'll c”