“And that's going to ramp up to well over 1,000 stores by the end of this year. And then we've got ambitious goals to get that across 8,000-plus stores in very short order.”

In context

“ing, allocating the labor based on the transaction growth that we're seeing in the business across all these different access points, right? The delivery channel is growing for us in a big way, cafe business is growing, as is our mobile order pickup business. So as we learn about those different experiences and how those transactions are coming back to the business, we have the ability to better deploy and even get better customer experience. And the other thing that I think is really important to point out is we only have done the uplift in about 300 stores. And if you've experienced a store with an uplift, the third place truly is alive, vibrant. Our partners, I think, are really proud of their coffeehouse, and they really take to heart the idea of being the community coffeehouse again. And that's going to ramp up to well over 1,000 stores by the end of this year. And then we've got ambitious goals to get that across 8,000-plus stores in very short order. So we're seeing upside after those uplifts occur, both in the morning and afternoon dayparts. So operationally, I believe there still is a lot of opportunity for us to get more and more performance out of our stores because our partners are going to be the right-sized roster deployed correctly. And then we're going to support them correctly with technology behind the scenes so that the supply chain has the product showing up at the right time for them. And then I think the other key piece of bringing the third place back to life is an opportunity that our customers embrace and ultimately, our partners truly embrace. So I'm really excited about where we are. I mean, we've made tremendous progress over the last 18 months. And if you think about it, it hasn't even been a year that we've roll”