“So thanks for that question. So off to a really strong start here in 2025. You know, our guide for the year in terms of share repurchases was $4 billion to $4.5 billion.”

In context

“that 4% in terms of the cost per employee in terms of the outlook on a full-year basis. In terms of your other question, that was in the other expense line. In terms of the $46 million where that flowed through as a good guy. Last year. Jason Seidl: Perfect. Thank you very much. Appreciate the time. Operator: Okay. Thank you. Thank you. Our final question is from the line of Hiren Nathan with Daiwa. Please proceed with your question. Hiren Nathan: Just on we talked a lot about what you can do on the cost side stuff, but I just wanted to understand on the balance sheet in terms of share repurchases, if things get long drawn or you see a bigger than bigger impact, how should we think of your capital return plan? Yeah. Like, between share repurchase or conserving cash. Jennifer Hamann: Yeah. So thanks for that question. So off to a really strong start here in 2025. You know, our guide for the year in terms of share repurchases was $4 billion to $4.5 billion. At this point, I think we're at a little over $1.7 billion in terms of what we've returned so far, $1.5 billion through the accelerated share repurchase program and another $200 million in open market purchases. So in one quarter, almost halfway there, I'd say we feel very good about that range. Obviously, we'll watch it. If the situation changes, we can scale back. That is the flexible lever. We've got $1.4 billion on the balance sheet today. So again, we were reiterating the guide to the 4% to 4.5% and that's our view for the full year and feel confident in that. But if the world changes dramatically for us, we can flex that. Operator: Thank you. This concludes the question and answer session. Now turn the call back over to Mr. Vena for closing remarks. Jim Vena: Well, listen, I think t”