“But we are definitely not going to be moving at the speed you probably saw over the last two years.”

In context

“ibe it. And then I also think we have some pricing architecture tied to guardrails to ensure that we end up with no surprises for, frankly, anybody on what was the price of what they just built, and then also that we can execute it consistently every time. So that's what we're after on those fronts. And what was your other question? Brian Harbour: Just product innovation. What do you --what's kind of the right pace? Brian Niccol: Yes, look, it's really interesting. I'm still getting up to speed on the innovation process at Starbucks, and what I'm happy to discover is they have a stage gate process. It hasn't been followed recently, and we're going to start using the process again. So innovation has been, I think, a core piece of the Starbucks proposition, and it's going to continue to be. But we are definitely not going to be moving at the speed you probably saw over the last two years. And part of that is we're just going to take a much more disciplined approach using the stage gate process so that what we roll out, we have a better understanding of how it's going to perform. The supply chain can support it, the baristas can execute it and, we'll make sure we're smart about how we then market it, so people are aware of it. So it's kind of the basics of how I would call it, like stage gate innovation. But what I was happy to discover is there is a process already at Starbucks. It just wasn't being used, and now we're going to reinstate it. Operator: Thank you. And your next question comes from John Ivankoe with JPMorgan. Please state your question. John Ivankoe: Hi. Thank you very much. Brian you just mentioned food. I think for the first time in this call, food is nearl”