Brown-Forman Corporation Class B FY 2026 Earnings Call

Good morning, everyone. We have a packed house today. I see standing room only in the back. Very impressive. I am Susanne Perram. I'm Director of Investor Relations. I'd like to welcome you to Brown-Forman's 2026 Annual Meeting of Stockholders. Thank you for joining us here in Louisville, the beautiful Churchill Downs. Also welcome to my fellow Brown-Forman colleagues that are joining us virtually from around the globe. Before handing the meeting over to Marshall, I would like to remind all of you of our code of conduct for today's meeting, which is on the slide behind me. It can also be found on the meeting website.

I also need to make you aware that portions of today's meeting may contain forward-looking statements and certain non-GAAP financial measures, as more fully described on the slide behind me. I don't have to read this to all of you this time. It's also in the appendix to the presentation, which we will be posting later today on our website, www.brown-forman.com. With that, we appreciate your interest in and continued support of Brown-Forman. With that, I would like to turn the stage over to Marshall Farr, Chairman of the Board.

Thank you, Sue. Good morning, everyone. I'm pleased to now call the Brown-Forman 2026 Annual Meeting of Stockholders to order. To start, I would like to acknowledge certain individuals who are with us here today. Our board of directors, former members of the board of directors. I would ask that you each stand, please, so we may recognize you. Thank you. Members of the executive leadership team, including Mike Carr, our Executive Vice President and General Counsel, who will serve as Secretary for the meeting. Representatives of Ernst & Young, the company's independent auditors, and the inspectors of this election, Karleen Finnegan, Nancy Mouffrey, and Eric Koberlein. Mike, can you please describe the notice given to stockholders?

Yes. Good morning, everyone. On June 18th, 2026, we began mailing notice of this meeting to our stockholders, together with a proxy statement, an Integrated Annual Report, and a proxy card. I can confirm that we have a quorum for today's meeting with approximately 96% of our Class A stockholders either present or represented by proxy.

Thank you, Mike. There are three items of business for today's meeting. First, the election for 11 director nominees. Campbell P. Brown, Elizabeth M. Brown, Mark A. Clouse, W. Austin Musselman Jr., Michael J. Roney, Jan E. Singer, Tracy L. Skeans, Elizabeth A. Smith, Michael A. Todman, and Lawson E. Whiting. Lastly, I, Marshall B. Farrer, am also standing for re-election. The second order of business is the advisory vote to approve the compensation of the company's named executive officers. The third order of business is to ratify Ernst & Young as the corporation's independent registered public accounting firm for fiscal 2027. Mike, would you please describe the voting process?

Thanks, Marshall. Class A stockholders, as of the record date, are entitled to vote at today's meeting. If you previously voted, there's nothing further to do at this time. If you have not voted or if you would like to change your vote, the polls are now open, and you may vote online using the instructions on the screen behind me. Now that everyone has had the opportunity to vote, the polls are closed, and the inspectors will tally the vote. Thank you. Here are the preliminary results. Each of the 11 director nominees has received at least 92% of the Class A votes cast. Therefore, each nominee is duly elected to be a director of the corporation. For the advisory vote approving the compensation of these companies' NEOs, over 85% of the Class A shares present and entitled to vote, voted for the proposal.

Therefore, the say on pay proposal has passed. For the ratification of Ernst & Young as the company's independent accounting firm for fiscal 2027, over 99% of the Class A shares present and entitled to vote, voted for the proposal. Therefore, the selection of EY as our fiscal 2027 auditor has been ratified. Following this meeting, we will issue a press release and file an 8-K with the final voting results. Marshall, this concludes the formal portion of the meeting.

Great. Thank you, Mike, and thank you all for the confidence that you continue to place in the board of directors. Since there is no other business to come before the meeting, I declare the formal portion of the 2026 Annual Meeting of Stockholders adjourned. We have a very new venue, not one that's new to us. This is perhaps Brown-Forman's single most important brand-building partner worldwide, as we have a longstanding partnership with Churchill Downs and the Kentucky Derby. As I stand here, I can see some enormous Woodford Reserve branding. It's classy and beautiful, and if you look far out that way, you will see the Old Forester water tower at the Brown-Forman campus. I think we're quite fortunate to be able to hold our meeting here. It's a privilege to stand before you in my first full year as chairman of the board.

When I stepped on this stage last year, I felt honored, humbled, and very aware of the responsibility that comes with this role. Over the last year, that responsibility has taken on a deeper meaning, not just as Chairman, but as someone who has spent nearly my entire life connected to this company. Brown-Forman has shaped my family, my career, and my sense of purpose. Serving in this role has only strengthened my appreciation for what this company represents to our employees, our shareholders, our board, and our family. This year has challenged us in meaningful ways. It has also reminded me something fundamental. Brown-Forman's history has never been shaped by absolute certainty. It has been shaped by the decisions that we have made when certainty didn't exist.

Every generation has faced moments when the future wasn't perfectly clear, moments that required judgment, discipline, and the willingness to look beyond the immediate horizon. As I reflected on this past year, I found myself returning to one of those moments. Nearly 70 years ago, our family made one of the most consequential decisions in Brown-Forman's history, the acquisition of Jack Daniel's. Looking back today, it feels inevitable. Jack Daniel's is so deeply woven into the fabric of Brown-Forman that it's hard to even imagine one without the other. At the time, it was anything but inevitable. It was debated, it was doubted, and it carried real risk. Growing up, I heard the stories about the decision from members of my family, and the questions were real. Was this the right move? Could we steward an iconic Tennessee whiskey brand while honoring our own Kentucky roots?

Were we straying too far from who we were? They were living through uncertainty, and today we celebrate that outcome. For the Brown family, it was truly a bet the farm moment. Yet that generation, led by my grandfather, Garvin Brown, and his brother, Lyons Brown, saw possibility where others saw risk. Their courage marked the beginning of one of the most important chapters in our company's history, and it changed Brown-Forman forever. Every generation has had its defining moments. For the third generation, it was Jack Daniel's. For the fourth, it was entering emerging markets and creating Woodford Reserve. Another bold investment that has become one of the world's greatest brands of any type. Every generation has also faced moments that tested confidence. History soothes those moments into neat stories, living through them never feels quite so simple. Now those decisions belong to us.

That is what stewardship has always meant at Brown-Forman. Each generation inherits something extraordinary, our responsibility is to strengthen it for those who come next. Over the past year, I've learned more than ever about what stewardship requires. I've spent nearly three decades in commercial and operational roles across Brown-Forman, serving as Chairman has given me a very different vantage point. It has reinforced our responsibility is not simply to respond to today's challenges, to prepare Brown-Forman for the years ahead. That means asking difficult questions, listening carefully, and making the best decisions we can with the information that we have. I'm still learning that, I take that responsibility seriously. That perspective feels especially important now. Our industry continues to evolve. Consumer preferences are shifting, economic conditions remain unpredictable, the pace of disruption is accelerating. None of this is new to Brown-Forman.

Every generation has faced its own version of uncertainty. This has been a difficult road and a period for people who care deeply about this company. I've heard the questions and concerns. I've heard the desire to see Brown-Forman regain momentum, and those conversations matter. What has remained remarkably consistent throughout our history is how the company responds We stay grounded in who we are. We focus on what we can control. We protect the strength of our brands. We invest in our people. We make decisions with a long-term view. Those principles have carried us through every chapter of our history, and they will carry us through this one. That long-term perspective shaped one of the most significant conversations we had this year. It is no secret that we explored a potential combination with Pernod Ricard. Decisions of that magnitude deserve serious consideration.

As stewards, our responsibility is to evaluate every opportunity that could strengthen Brown-Forman over the long term. Ultimately, we concluded it was not the right path. For good reasons. While that opportunity wasn't meant to be, the process reinforced something important. The crown jewel is Brown-Forman, our brands, our people, our culture, and certainly our values. We came out of that process with an even greater clarity about who we are and what we are building. None of this happens without our people. To our employees around the world, thank you. This year has brought significant change, and change is never easy. Yet every day, you continue to show up and move this business forward. While others have speculated about our future, you stay focused on building it. I also want to thank my fellow members of the board of directors.

Board service rarely happens in the spotlight, but I've seen firsthand the care and the dedication and the thoughtfulness this board brings to every conversation and every decision. Among them, I would like to acknowledge our three family directors, Campbell, Eliza, and Austin, whose perspective and commitment continue to strengthen Brown-Forman and the legacy that we all share. As I close, I've been thinking about this year's annual report, In Our Own Words. What I appreciate about it is that every generation has the opportunity to help write Brown-Forman's next chapter. None of us writes the entire story. We inherit a remarkable legacy, we add our own chapter, and then we pass it forward. 70 years ago, one generation chose courage over certainty. Now it's our turn. What gives me confidence is that we're facing this moment together.

Employees around the world, shareholders who care deeply about this company's future, a board committed to thoughtful stewardship, and a leadership team focused on building for the long term. We won't always see every issue the same way. In a company with our history, that has always been true. What has mattered and what has carried us through every era is the trust that we place in each other. Trust in our intentions, trust in our shared purpose, and trust that we are building something meant to last. Brown-Forman has endured for more than 155 years because each generation has stepped forward when the moment required it. They didn't wait for absolute certainty. They acted with courage, discipline, and a long-term view. I believe this generation will do the same.

The next chapter of Brown-Forman's story is still being written, and I look forward to what we will write together next. Before I conclude, I want to acknowledge something that has been on many of our minds. Last week, Lawson announced his decision to retire as president and chief executive officer once his successor has been appointed. On behalf of the board of directors, thank you for nearly 3 decades of leadership, partnership, and commitment. Under your leadership, this company has grown even stronger globally with exceptional brands, broader international reach, and a talented team prepared for the future. In many ways, this transition reflects the very stewardship we've been talking about today, preparing Brown-Forman not only for today, but for those who will lead it next. As we look ahead, one thing remains constant. Brown-Forman's strength has never come from any one individual.

It comes from the collective, our people, our brands, our culture, and our shared commitment to steward this company for generations to come. Lawson, it has been a privilege to serve alongside you. To all of you, thank you for the trust that you've placed in the board of directors. Now it is my honor to introduce our President and Chief Executive Officer, Lawson Whiting.

All right. Good morning, everyone. Wow, we really do have standing room only in the back. This is quite the group. Look, I was thinking about how to open up today and really thinking more about what is Brown-Forman, what's the DNA that really makes this company work. We're a company of storytellers and brand builders, and we're really good at it. We've been really good at it for a long time. We build brands with rich histories, with stories, with people, that make these brands come alive. We're not a company that has done a lot of brand building using celebrities and what I consider almost fake brand builders. We do it authentically with heritage, and we do it the right way. We do it the Brown-Forman way.

As I say, I truly believe in that as a strategy for this company, and we're going to continue building brands that way. There's another part of this company, of the DNA of this company. We're tough, and we're resilient. Sometimes you think of this Southern company that's very nice and generous with each other. There's a lot more toughness going on, and we've had to be a little bit tougher in the last couple of years as conditions have gotten so much stronger. I mean, so much weaker. They've been more challenging. We're in a pivotal moment in this company's history right now. It is a difficult environment. We're dealing with a lot of significant cost pressures and now a leadership transition. As Marshall mentioned, and you all know, we announced my intention to retire once we do find a successor.

This was very much a personal decision of mine, but made at the time when I really have the utmost confidence in our people, in our brands, and all the changes we made within our brands, within our board of directors. It all comes together right now in a place where I'm confident we've got the right people in place, and this company will thrive into the future. Until we do find a successor, I'm in the seat. We will see how long that takes, but know that I'm still focused on running the business and will continue to do that. Okay. Look, as I'm running the business today, it's key, actually, to understand the environment that we're in these days, and it is a tough one. As you can see, some of these quick news clippings here.

The U.S. has gone through quite a bit of turmoil in the last 12, 18 months. We made a lot of distributor changes. About half of the country, half of our business, we made changes to. I think we did it well. We were the first ones out in a lot of cases, as we walked away from RNDC and found other partners. That was a big deal. There's a lot of suppliers right now that are also making changes. Thankfully, we did it first. There are significant layoffs happening across the industry right now, in particular with Diageo these days. Everybody's making changes. Everybody's altering their business model. We'll see how it comes out at the end of the day. We know Americans are drinking less these days.

Not a ton, not a lot, but per capita consumption, particularly of what we call Gen Z, is down a bit, and that has made it challenging. There are other factors in there, and we're going to talk through some of these today. Canada continues to be a problem as we don't have our product on the shelves up there, at least none of our American-made products. It has been challenging. The company's been resilient, and I'm going to show you here in a second, we actually performed okay. Let's take a look real quick at fiscal 2026. This is a very much simplified P&L. This is the organic change. This income statement. You can see there, net sales were flat in fiscal 2026. Operating income down, too. We had given, a year earlier, guidance.

We always give guidance in sort of the June timeframe to the world as what to expect. We essentially delivered what we said. If you just pick the midpoint of those guidance points, it was going to be minus two and minus two. Well, we ended up delivering zero and minus two. Not great. We aspire to have much better results than that. At the end of the day, with the environment that we're in, it was decent performance. Let's take a look at how we did it. Innovation became a bigger deal last year. I find this one interesting. Blackberry, you saw in the film that we started out with, was obviously the home run and grabbed the headlines. But the brand to the right of that, Jack Daniel's Heritage Barrel, that's a $70 bottle of whiskey.

It's in the Single Barrel Collection, Heritage Barrel caught on with the collectors and the real aficionados in the bourbon business, we sold everything we could make. I say all that because it's interesting. A brand like Jack Daniel's can do a Blackberry, which does target sort of the younger consumers, that Gen Z, although it's gotten broader than that at this point. It's certainly a popular flavored whiskey. The same brand can do a $70 bottle and sell out everything it can make. Jack Daniel's has very broad shoulders. It can do a lot. It has to do a lot. It's still, by far, the majority of our company. I want you to know and believe that it has broad shoulders and can do both, and we will continue to do that into the future.

King of Kentucky was an interesting one that we introduced just a few years ago at a very high price point, and we continue to sell out everything we can make there. New Mix, which has also been a very, very popular product, which I'll talk about in a few minutes. It's the quietest, largest brand that Brown-Forman has. The RTC changes, I talked about a little there, but the amount of change that's happening in that third tier, the three-tier system with our distributors, is immense. It's causing disruption all over the markets. As I said, we got ahead of it a bit, and I feel pretty good where we are. The cost pressures. We manage our costs.

Given that the majority of our sales are in the American whiskey category, that quite honestly is a disadvantage right now because the acute cost increases that are happening are because of costs that we put in the barrel five years ago. We're fighting through it and doing what we can. Put all that stuff together, how did we do relative to our competitors? I find this to be an interesting chart. This is Campari, Rémy, Pernod, and Diageo. Couple of things you can see. Not one company is growing in the bottom line right now. No one. Sometimes close, and I look at us, the zero and minus two, that's what I showed you a couple of slides ago.

Look at Campari, who really has been the most successful company over the last couple of years in our industry because of the Aperol Spritz. They've done very, very well with that. Even they're struggling to grow the bottom line. Rémy has struggled for years now, but Pernod and Diageo's doing relatively speaking, pretty well. I would consider Diageo and Brown-Forman at the top of the industry. Not by a lot. We're not leaving everybody in the dust. This is squeaking out growth rates wherever you can. In general, I think that we're doing okay. These growth rates, as I said, are not what we're striving for the long term, but is what we're able to get out of the market today. Relative performance, it matters. It does matter, especially in a declining market. Market share matters. Market share matters a lot when industries are going through these cyclical downturns.

We're doing pretty well there too. We are gaining share in the U.S. We're gaining share in many of our developed markets in Europe, which are the ones that are struggling the most right now. It is the way that we judge a lot of our markets. I know it's the way the board judges me in a lot of ways. Market share matters. Something else really matters, too. A strong balance sheet and strong rates of free cash flow. We've done well here, and I do want to take a minute and explain this slide here, because I want to make sure everybody understands what we mean by strong record free cash flow. You see the green line, that's cash flow from operations.

That's simply, if you go to our annual report, you got an income statement, you have a balance sheet, and then a statement of free cash flows. Within the statement of free cash flows, you have operating cash flow. That's basically taking the whole business, adding it up, working capital needs, so inventory and receivables, you add it all up together, what kind of cash flow does your business generate? You can see in fiscal 2026, we hit $1 billion. It's the first time in the company's history we generated $1 billion in free cash flow. Look at the line below it, the blue line is what we call free cash flow. The difference between the two is generally is capital expenditure.

It's the investments we make in our plants, expanding capacity, which we expanded significantly at Jack Daniel's, at Woodford Reserve, at our tequilas, basically everything. Over the prior three years, we were expanding capacity. You can see the gap between the two, between 2022 and 2025, got a little bit bigger because we were investing heavily. We were spending over $200 million a year to expand these facilities. That is finished for the most part now. Rates of free cash flow are now sort of getting released, to get us to the $1 billion in operating cash flow and almost $900 million in free cash flow. For those, the media's picked up, and I know there's been stories around, and people have talked like, "Oh, the dividend's in trouble, and they're going to have to cut it," and things like that. It's not true. Don't believe that story.

I expect into the future, look, we're going to be closer to what happened in 2026 than what happened in the prior three years before that. We are intensely focused on these metrics, and we will continue to drive free cash flow. That really is what drives the value of stocks ultimately, and we feel pretty well positioned to be able to do that. Last year, by the way, we delivered $827 million back to shareholders, sort of half of it through the regular dividend, and the other half through share repurchases. That also speaks to the strength of our balance sheet and the strength of our free cash flow. Let's take a look forward into fiscal 2027. There are headwinds, and there are tailwinds. It seems like, especially in terms, we're focused on the headwinds quite a bit these days.

There are tailwinds too. There are things that are going really well. I want to take a second to talk through some headwinds, like shifting consumer demand, how challenging that has been, and our costs. In our tailwinds are things like the innovation pipeline that we have and the tremendous momentum we have, particularly in our emerging markets around the world. Starting with this here, this is a true headwind. This is the U.S., total distilled spirits. It's total spirits demand over time. You see this is a 20-year chart. For so many years, you can tell it was sort of in that 4%-6% range. That was important. That was very consistent growth over a long period of time, both volume and pricing in there, but steady business for most of my career.

You see the COVID spike. You've seen this pretty sharp drop in demand and change in consumer behavior, which it gets us down to a minus two in 2025. One of the things about this chart is the minus two is being propped up by RTDs. Spirit-based RTDs are actually the fastest growing sector within spirits these days. If you take that out, the numbers are actually even worse. Consumer demand is a challenge that is somewhat out of our control, but we continue to put the company, and we believe, in the right place. We want to continue investing in our brands. This will change. The direction of that number will change, and we hope to come out of it even stronger. Costs. That is a real headwind for us, too, this year. To try to explain that a little bit.

The whiskey that is being bottled today, generally speaking, was made back in 2021, 2022. Remember, we make it, and then you put it in a barrel, and you age it for four or five, six years, depending on the brand. If you remember 2021 and 2022, inflation was flying. It was a huge challenge. You can see barrels were up 17% in that sort of timeframe, the cost to make a barrel. Natural gas up over 200%. Corn was up over 90% in that time window. Just generally, inflation, wage inflation, and everything else really spiked up. All those costs got put into the barrel, and now they're coming out. That, when you add it all up, that does make for a pretty big headwind for us.

We'll eventually turn out of this, but it does take time, and it's really driven by what demand will be and how fast volumes grow. It is, as I say, is a big headwind. Tailwinds. We've been talking about Blackberry quite a bit. Talk for just a second on how we roll out these new innovations, particularly on the scale of Jack Daniel's. The smaller ones, you don't have to do this. We launched Blackberry this time last year in the U.S., generally with one size. There were others, depending on where you were. We drove that for quite a while. You gain distribution, you gain momentum, you gain consumer awareness, and then we start to sprinkle the rest of the world with the product. We generally take a couple of years to launch big new products.

You get the U.S. to start with one size, then you begin to add other sizes to it. We launched in parts of Western Europe a few months back, we will continue to launch that around the world over the next year. It's worked really well. Jack Daniel's flavors tend to work very well. There's huge demand for them. That is where the consumer is going, and we're going to meet them with products that they really love. RTDs, generally, they have changed the face of the U.S. spirits market in particular. Not only the U.S., it really is global. The demand for flavor and convenience is a macro trend that is here to stay. I think we all believe that. We're coming up with other products to meet that consumer.

We've had Jack and Coke or Jack and Cola for decades. We've had Jack Daniel's Country Cocktail for decades. Here's some new ones. Tennessee Blackberry and Lemonade. We very quickly got this out, it is just launching right now, which we think and have confidence that that'll be big. El Jimador, this is a new one. It's a spritz product. It's light and refreshing, which is really where the majority of the market is going. We hope we can turn that into something really big. New Mix, I'm going to talk about that in a second. Certainly, New Mix has been an enormous success in Mexico for the most part. We just started bringing it into the U.S. over the last few months.

We believe the Mexican consumers, who very much understand and know this product, because it is so big in Mexico, we think they'll be attracted to it, hopefully, we can make that into a bigger brand. Excuse me. All right. Tailwinds. Besides innovation, as I said, our emerging markets continue to grow at quite a clip. This is another 20-year chart, it is interesting, think through the impact on our culture and on our company from a trend like this. Back in 2006, we were about 60% U.S., 40% international. That has flipped. Fast-forward 20 years, we're now only 40%-ish U.S. and 60% international. That's a big dynamic change. It's where our people are. Well more than half our employee population does not live in the United States.

That is something new for this company, I think it's exciting, I think it just shows you the amount of world in front of us that we think we can grow at. It's predominantly been the Jack Daniel's brand up to this point. One of our big strategic efforts in the next few years is going to be getting Woodford out there, getting our tequilas out there. Gin Mare, Diplomático, many others we think have a real international potential, we will do well there. Okay. This next slide is one that I think is important and interesting because this is a 10-year K here. A 10-year average, basically, of our sales by brand. You can see here, the 10-year average on Jack Daniel's Tennessee Whiskey is +2.

We'd like that number to be bigger, being one of the largest brands in the world, you should know, we continue to grow. It's a low single-digit rate, but on the scale of the Jack Daniel's franchise, there's a lot of cases. Woodford, though, that number, on a 10-year basis, to have a CAGR of 15%, there are very few brands anywhere in the spirits world that can deliver that kind of result. That is an enormous number. It is an enormous amount of incremental sales and value that's been created over time. Even our tequilas, which we put a lot of pressure on the tequila teams, really around the world, as we've been losing market share because as tequila absolutely took off, starting about eight or nine years ago, we did not take off with it.

At the end of the day, we still grew 6%-7% within our tequila portfolio, which is decent. We would probably take that again if we can continue to grow at a mid or high single-digit growth rate. That's just the Jack Daniel's RTDs there, so it does not include New Mix, which would propel that number much higher. Even our RTD business for Jack Daniel's has grown at 8% a year. I say that because all of that on that page, when you add it all up, is a lot of cases, it's a lot of value, yet stock price is lower today than it was at the beginning of that cycle. That is almost hard to believe, I think in some ways. It does tell you that we are still growing.

In what we can control, which is in our own sales, we continue to grow forward, we continue to make this company bigger, we continue to make it more global. The stock price hasn't reflected that. I venture to say it will. Sue Parham gets nervous when I start talking about our stock price. Know that this is what we can control, and this is the kind of things that we're doing inside the company to grow. It gives me confidence that we're going to get there. Importantly, brands, they don't build themselves. Culture. Culture has been one of what we call our greatest competitive advantage for years, and we feel really good about it. The culture has changed, though. It's evolved quite a bit in the last 30 years. Part of it is because we've gotten so global. You've had to evolve your strategy.

We've had to evolve the company, and we've evolved the structure. Look, the environment is constantly changing, the industry is constantly changing, like strategy, culture has to evolve, too. It's our job, though, to make sure that we keep the best parts of our culture and don't sacrifice what makes Brown-Forman such a special place. It's the respect and the care and the long-term view we have for the world, that I do think make this such a special place, and we're going to continue doing that. Look, this is probably my last annual meeting after. This is my eighth one. It's been an honor and a privilege. I want to thank our employees for everything that you've done. It's been a tough few years, and it's been tough on the employees. Thank you for your commitment and your resilience.

Our shareholders and the family, your confidence that we've got the right pieces in place to be able to grow and know that we're going to continue fighting to that, especially the Brown family, who's many of you are in the room today. Your trust and support of me and the teams that I have led is incredibly important, I cannot thank you enough. To everyone who's helped write this company's story over the last 156 years, I'm very proud of you all. I'm very proud of our teams. I just want to thank you all for everything that you've done to allow us to grow and just have the confidence that we will continue to grow going forward. Thank you. Thank you, Lawson.

Thank you again for everyone who's come here today, and for those listening virtually around the world. For those that are here in the room, you have the great pleasure now to be invited to the Brown-Forman Brand Experience, which is awaiting you in the Homestretch Club. You will be able to access the Homestretch Club from the escalators that are outside this room. Basically, the opposite way from which you came in. I, along with members of the board and executive leadership team, will also be down there, and available to meet with you. With that, our meeting is now over.