Wendy's (WEN) Q4 2025 Earnings Call Transcript

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DATE

Friday, Feb. 13, 2026 at 8:30 a.m. ET

CALL PARTICIPANTS

• Interim Chief Executive Officer and Chief Financial Officer — Ken Cook
• Chief Accounting Officer and Global Head of FP&A — Suzanne M. Thuerk

TAKEAWAYS

• Global System Wide Sales -- Declined 8.3% for the quarter, primarily attributed to reduced U.S. marketing spend, a difficult comparison to the prior year's SpongeBob collaboration, and delays in new chicken sandwich launches.
• U.S. Same Restaurant Sales -- Declined 11.3% in the quarter, with traffic down, partly offset by higher average check.
• International System Wide Sales -- Increased 6.2%, marking the twenty-first consecutive quarter of growth, with 59 new international restaurants opened during the quarter.
• Company Operated Restaurant Outperformance -- U.S. company operated same restaurant sales exceeded the total U.S. system by 410 basis points in the quarter, supported by operational improvements and digital technology adoption.
• Total Adjusted Revenue -- Reached $439.6 million, $19.7 million lower year over year due to declining franchise royalty revenue and fees.
• Adjusted EBITDA -- $113.3 million, down $24.2 million from the prior year, mainly from lower franchise revenues and reduced restaurant margins.
• Adjusted EPS -- $0.16 for the quarter on an adjusted basis.
• Free Cash Flow -- Delivered $205.4 million for the full year, supporting both capital investment and shareholder returns.
• U.S. Digital Sales -- Digital mix in the U.S. attained an all-time high of 20.6% in the quarter, with digital sales up 2% versus the prior year, propelled by loyalty adoption.
• Restaurant Margin -- U.S. company operated restaurant margin was 12.7%; global company operated margin 12.1%, with margin pressure from traffic declines, commodity and labor inflation, and only partial offset from average check growth and labor efficiencies.
• System Optimization -- Plan underway to close approximately 5%-6% of U.S. restaurants, with 28 closures already completed and the balance to occur during 2026, expected to reduce global system wide sales by 4% and adjusted EBITDA by $15-$20 million annually, while rental income impact will lag the closures.
• 2026 Outlook -- Management guides for global system wide sales to be flat, adjusted EBITDA of $460-$480 million, adjusted EPS of $0.56-$0.60, and free cash flow of $190-$205 million, with U.S. company operated restaurant margins targeted at 13% (+/- 50 basis points) under 4% labor and 4% commodity inflation scenarios.
• Capital Allocation and Liquidity -- $330 million returned to shareholders in 2025 through dividends and share repurchases; $340 million year-end cash with net leverage of 4.8x and $35 million remaining under the existing share repurchase program.
• Strategic Focus -- Project Fresh turnaround plan centers on brand revitalization, operational excellence, system optimization, and disciplined capital allocation; a new customer segmentation study is informing 2026's marketing and menu strategy, with a permanent tiered value platform ("Biggie Deals") now in market.
• Breakfast and Daypart Strategy -- Flexible breakfast hours implemented for franchisees to focus on more profitable dayparts; late night identified as 2025's best performing daypart.
• International Expansion -- Achieved record net unit growth of over 9% in 2025, including entrance into seven new countries, and signed agreements for 338 future international openings.
• Investment in Technology -- $52.4 million deployed in 2025 for digital menu boards and app/digital enhancements aimed at customer experience and targeted marketing.
• 2026 Margin and G&A Guidance -- U.S. company operated margin guided at 13% plus or minus 50 basis points, with total G&A expense expected at $295 million, reflecting higher stock and incentive pay.

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RISKS

• US same restaurant sales dropped 11.3% in the quarter, driven explicitly by reduced traffic and significantly lower marketing expenditure.
• Management acknowledged that 2025 was a "challenging year" and described 2026 as a "rebuilding year," warning that recovery is expected to take time.
• System optimization actions, including closure of 5%-6% of US units, will reduce global sales by 4% and adjusted EBITDA by $15-$20 million for the year.
• Adjusted EBITDA outlook incorporates higher general & administrative expense due to incentive and stock compensation resets and anticipated negative impacts from recently completed debt refinancing at a 5.4% weighted average rate.

SUMMARY

The Wendy's Company (NASDAQ:WEN) reported significant declines in US sales and system wide revenue, while maintaining international growth momentum in both sales and unit count. Management launched Project Fresh, a comprehensive turnaround strategy emphasizing brand revitalization, operational discipline, and system optimization, with a permanent value platform and new customer segmentation framework already live. Despite disciplined capital allocation and continued investment in technology and international development, the 2026 guidance anticipates flat global sales, ongoing margin pressure, and further US restaurant closures as the company seeks to rebuild its performance trajectory.

• Company operated US restaurants outperformed the broader system by 410 basis points in the quarter, leveraging enhanced training, technology, and satisfaction scores.
• Digital sales and customer engagement reached historic highs, supported by app enhancements and loyalty program improvements.
• International segment remains a growth engine, entering seven new markets and maintaining a robust new restaurant development pipeline for future expansion.
• Dividends and share repurchases totaled $330 million for the year, with liquidity underpinned by $340 million in cash at year-end and continued capital returns identified as a strategic priority.

INDUSTRY GLOSSARY

• System Optimization: Strategic initiative reducing the number of underperforming units to improve profitability and franchisee economics.
• Company Operated Restaurant: Units directly owned and managed by The Wendy's Company, not franchised.
• Build to Suit: Capital investment approach in which the company finances and develops restaurant sites, potentially for future transfer to franchisees.
• Biggie Deals: The Wendy's Company's new, permanent tiered value platform at $4, $6, and $8 price points.
• Project Fresh: The Wendy's Company's turnaround plan focused on brand, operations, system footprint, and disciplined capital use.

Full Conference Call Transcript

Operator: Good morning.

Operator: Welcome to The Wendy's Company Earnings Results Conference Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star followed by the number one on your telephone keypad. If you would like to withdraw your question, press star followed by the number two. Thank you. You may begin your conference. Good morning, and thank you for joining our fiscal 2025 fourth quarter earnings conference call. After this brief introduction, Ken Cook, Interim Chief Executive Officer and Chief Financial Officer, will provide a business update and then Suzanne M.

Thuerk, Chief Accounting Officer and Global Head of FP&A, will review our fourth quarter results, share capital allocation priorities, and our 2026 outlook. From there, we will open up the line for questions. Today's conference call and webcast includes a presentation which is available on our Investor Relations website ir.wendys.com. Before we begin, please take note of the safe harbor statement that appears at the end of today's earnings release. This disclosure reminds investors that certain information we discuss today is forward looking and reflects our current expectations about future plans and performance. Various factors could affect our results and cause those results to differ materially from the projections set forth in our forward looking statements.

Also, some of today's comments will reference non-GAAP financial measures. Investors should refer to our reconciliations of non-GAAP financial measures to the most directly comparable GAAP measure at the end of this presentation or in today's earnings release. If you have questions following today's conference call, please contact me I will now turn the call over to Ken. Thank you, Aaron, and good morning, everyone. I want to begin by recognizing our franchisees restaurant teams, and company employees for their ongoing commitment to The Wendy's Company. Together as one Wendy's, we are strengthening the foundation to deliver long term profitable growth for the company and our franchisees.

This morning, I will start by discussing our fourth quarter results and full year highlights, then provide an update on Project Fresh, and lastly, I will share our 2026 outlook before passing it over to Susie to talk through the financials in more detail. Starting with the fourth quarter, results were in line with our expectations, we know that we have a lot of work to do to improve performance. With Project Fresh underway, we have the right plan in place to strengthen our US business. We shared on our last earnings call, we expected fourth quarter system wide sales to be down significantly. And they were.

Global system wide sales declined 8.3% driven by our US business where marketing spend was down significantly as a result of front end loaded ad spending in 2025 and sales trends throughout the year. In addition to a tough comp with our SpongeBob collaboration in the prior year, and our decision to shift the launch of our new chicken sandwiches into 2026 to ensure excellent execution. A bright spot for the US was the rollout of our chicken tenders and new sauce lineup which delivered strong customer satisfaction scores demonstrating the power of focus execution. Turning to our international business, performance remained strong. With system wide sales up 6.2% in the fourth quarter. Its twenty first consecutive quarter of growth.

International expansion remains a key priority, and we continued our momentum. Opening 59 new locations in the fourth quarter. New restaurant openings came from key stronghold markets such as Canada and Mexico, as well as new markets such as Armenia and Scotland, both of which delivered strong sales following their launch. From a profitability perspective, total company adjusted EBITDA was a and $13,300,000 and adjusted EPS was $0.16 Turning to our full year performance. 2025 was a challenging year. But it was also an important year as we began laying the foundation to rebuild.

Global system wide sales declined 3.5% driven by US same restaurant sales, highlighting the need for change across many areas of our business, including heightened focus on both operations and marketing effectiveness. We are encouraged by the operational improvement throughout our US company operated restaurants, which are making a difference for our customers. These efforts have driven increases in customer satisfaction scores including improvements in accuracy, friendliness, and overall satisfaction. And same restaurant sales at US company operated restaurants outperformed the broader US system by 310 basis points. Many franchisees have already begun implementing similar improvements and we expect adoption to accelerate throughout 2026. We also made significant progress scaling our digital business throughout 2025.

With US digital sales growing 12.4% versus the prior year and bringing our full year US digital mix to an all time high of 20%. We have continued to make improvements to The Wendy's app, including a redesigned home screen and gamification features, which drove higher customer engagement and record conversion rates. Next, our international business continued to be a strong growth engine throughout the year, delivering an 8.1% increase in system wide sales, with growth across all regions and a 159 new restaurant openings. Net unit growth was up over 9% with a 121 net new restaurants in 2025, marking a new record in the history of our international business.

A clear sign that our international strategy is working and that investments in on the ground local resources including regional franchisee recruiting, marketing, and a globalized supply chain are delivering benefits. We achieved growth in both existing markets like Canada and Mexico as well as entry into seven new markets, including Australia and Romania, expanding our total number of international markets from 31 to 38. This is a meaningful proof point that The Wendy's Company brand resonates across the globe as we execute our globally great, locally loved strategy. We also secured new development agreements to build a total 338 new restaurants that will drive international growth in the years to come.

Turning to our cash flow and capital strategy, we generated $345,000,000 of cash flow from operations in the year. We optimized our capital deployment to match our growth strategy by reducing US build to suit spend by over $20,000,000 in the year as we shifted our focus to profitable AUV growth. As a result, we delivered $205,000,000 of free cash flow for the full year. Returning cash to shareholders also remains a key priority. And we returned $330,000,000 to shareholders through dividends and share repurchases, up more than $48,000,000 from the prior year.

Lastly, we established our One Wendy's approach to the business and are actively working to strengthen the system by focusing on franchisee economic and improving the customer experience. Over the last year, we have learned a great deal. We have invested in deeper data and insights on our customers, and we have improved visibility to restaurant level performance. We now have a clear picture of what needs to improve in our marketing, menu, and operation and how to optimize the store footprint within our system. Project Fresh is our turnaround strategy to clearly address these issues and we are implementing it with urgency. 2026 will be a rebuilding year for The Wendy's Company.

We are making the right decisions to strengthen our foundation for the long term. Project Fresh is structured around four strategic pillars. Brand revitalization, operational excellence, system optimization, and capital allocation. Together, these initiatives will strengthen the business and accelerate our progress in the years ahead. Let me take a moment to share some of the specific actions underway. The first pillar of Project Fresh is revitalizing the brand to reestablish The Wendy's Company as the highest quality choice in QSR. Which centers around improving how we connect and engage with customers in more relevant and distinctive ways. Our focus this year is restoring relevance and rebuilding trust with customers through disciplined execution and marketing.

To understand exactly what our customers are for, we completed a comprehensive consumer segmentation study that used a needs based approach to identify the key drivers that influence when, why, and where consumers choose to eat. We have pinpointed where The Wendy's Company's quality positioning has the strongest appeal and are focusing our marketing and menu efforts on the consumer segments identified that represent the greatest growth opportunity. Our efforts are targeted towards their specific need states while consistently reinforcing The Wendy's Company's leadership in food quality, and value. We have translated these insights into a brand essence framework, a north star that serves as guiding principles for the entire organization.

This framework clarifies how we set priorities, elevate our brand, communicate our value, and enhance the customer experience. Going forward, it will guide not only our marketing approach, but decision making around menu and operational priorities throughout the organization. Enabling better alignment and execution in everything we do. And keeping us focused on being squarely better than anyone else in QSR. Our learnings have already informed a new marketing and menu approach which has significantly strengthened our marketing calendar for 2026. We are taking a balanced approach across core, innovation, and value offerings supported by improved messaging that connects with customers in socially and culturally relevant ways.

In addition, we have established a more disciplined programming structure to ensure a steady stream of new news that keeps the brand top of mind and supports higher customer frequency while providing restaurant teams adequate time to train and execute with excellence. We are taking meaningful action to strengthen our everyday value offerings. Centering on a new strategic platform as opposed to short term promotions. In January, we built on the brand equity of Biggie and launched new Biggie deals as our everyday value architecture. A tiered structure at $4.06, and $8 price points This is not a limited time offer.

It is a permanent value platform to broaden our appeal give customers more choice, and capture incremental eating occasions like snacking, attractive price points. On the premium side of our menu, the segmentation study reaffirmed that The Wendy's Company's quality remains a core differentiator compared to competitors. And we are focused on highlighting that for more consumers. Quality leadership starts with our core menu. Our hamburgers are what The Wendy's Company is famous for, and we will bring consumers' focus back what makes The Wendy's Company different and special. Our brand was built on serving the best tasting hamburgers in QSR using fresh, never frozen beef, and we will reestablish that position in 2026.

This starts with the new cheesy bacon cheeseburger launching next week and you will continue to see hamburger innovation as we move throughout the year. Additionally, we were pleased by the strong response to the launch of our chicken tenders, and we are continuing to build on that momentum by leveraging the quality of our product to expand our chicken offerings. Next week, we are bringing new and exciting news to our chicken menu with the launch of a chicken tenders ranch wrap. In 2026, we will prioritize meaningful innovation. Across both hamburgers and chicken, focusing on launches that restaurants can with excellence while reinforcing our quality positioning.

In addition to a new menu approach, we are elevating the effectiveness of our marketing and optimizing our mix by allocating more spend towards digital, social, and streaming platforms. We are increasing culturally relevant marketing in these channels leveraging our consumer segmentation insights, and new data and analytics capabilities for more targeted messaging. Maintaining top of mind awareness is important for The Wendy's Company. We have significantly increased our always on social engagement and that awareness will translate into traffic over time. As we continue to incorporate learnings to enhance the menu, strengthen our marketing calendar, and improve messaging and media effectiveness, we expect momentum to build sequentially as we move through 2026.

Moving on to our next two pillars of Project Fresh, operational excellence and system optimization. Both of which are centered on elevating the customer experience and improving franchisee economics. Well run restaurants drive sales and profitability. And our US company operated restaurants continue to serve as a powerful proof point. That demonstrates the benefits of strong operational execution. Our US company operated restaurants outperformed the overall system by 310 basis points in 2025. Demonstrating that when we execute with excellence, our customers respond. Throughout the year, our operational initiatives drove improvements in customer satisfaction scores, including accuracy, taste, and friendliness. Operational excellence starts with what we call people activation.

Which is about having the right capabilities and experience in our restaurants. We completed this initiative across US company operated restaurants last year which strengthened our company operated restaurant teams and we have been sharing these learnings with franchisees. We have made progress on rolling out enhanced training and have implemented a new learning management system specifically designed for restaurant employees. We are partnering with franchisees to extend the performance management strategy implemented at US company operated restaurants more broadly, across the system. This ensures accountability to a consistent cycle of planning, managing, and evaluating operational performance by restaurant teams to improve the customer experience.

Our field operations team is central to scaling people activation enhanced training across the US system. Based on the benefits we saw last year, we are further expanding our field operations team in 2026, allowing them to spend more time in restaurants providing greater support coaching, and training in close partnership with franchisees. Our franchisees have responded positively to these operational initiatives recognizing their direct benefit to customer satisfaction and sales. We expect further adoption of these initiatives to positively impact results as we move through 2026. We are also continuing to add capabilities to our restaurant technology that will make it easier for our restaurant teams to execute with excellence.

We are focused on improving order accuracy, a critical driver of customer satisfaction. And this month, we will begin rolling out software enhancements to our kitchen order screens to streamline the preparation process and make easier for our restaurant teams to deliver the right order every time. We are also completing an initiative to modernize our restaurant tech architecture, enabling a substantial increase in product and promotion testing, reducing deployment timelines for new product launches and allowing us to bring innovation to life faster and more efficiently across the system. Turning to system optimization, which is about having the right footprint in each market to improve franchisee economics and enhance the customer experience.

By closing consistently underperforming restaurants, we are enabling our franchisee partners to increase focus on locations with the greatest potential for profitable growth. Since we announced this program in November, we have been working with our franchisees to evaluate restaurants on a store by store basis and make collaborative decisions to optimize performance across the US system as one Wendy's. Under this program, we expect approximately 5% to 6% of US restaurants to close, including 28 restaurant closures that occurred during the 2025 with the remaining closures expected during the 2026. We are also working with franchisees to better align operating hours to demand, particularly for the morning daypart.

While many restaurants perform well at breakfast, we recognize it may not work in every restaurant as certain markets have customer dynamics that do not support a thriving breakfast business. To strengthen franchisee profitability, we are providing more flexibility around operating hours for the morning daypart, which allows them to reallocate resources towards the greatest potential for growth across daytime, evening, and late night occasions. This positions the morning daypart to perform where it matters most. Delivering greater value for customers while supporting franchisee profitability. And we continue to believe that breakfast is an important daypart for the US system. Moving forward, we will provide updates on our progress.

The fourth pillar of Project Fresh is disciplined capital allocation, prioritizing investments the highest return opportunities while sustaining our international expansion momentum. We are redeploying resources from US development initiatives towards driving profitable AUV growth. This includes investments in field team resources to better support operational excellence in a restaurant. Restaurant technology to improve workflow, and digital infrastructure investments to improve our day data capabilities that support marketing effectiveness and digital mix growth. We also remain committed to returning cash to shareholders through our quarterly dividend. This balanced capital allocation strategy ensures we are investing in the growth initiatives that will drive long term value creation while maintaining our commitment to shareholder returns.

We are acting with urgency to execute our Project Fresh turnaround plan. While turnarounds take time, we are making bold decisions together as one Wendy's that will create a better future for all stakeholders. Now turning to our outlook. 2026 is a rebuilding year centered on the initiatives of our turnaround plan. Our outlook reflects the results of the decisions that we are making to strengthen the system and position the business for long term success. We expect improvement in our performance as Project Fresh initiatives take hold.

Our outlook also reflects the impact of a fifty third week planned system optimization actions, including restaurant closures, and the optimization of operating hours, and the impact of challenging weather in the first quarter. As a result, we anticipate global system wide sales to be approximately flat to the prior year and expect US same restaurant sales to improve as we move throughout 2026. Moving to international. Our international business remains an important growth engine, and we are building on the strong momentum we achieved in 2025. We expect continued robust net unit growth and anticipate approximately the same number of international net new units in 2026, as in 2025.

We anticipate adjusted EBITDA to range from $460,000,000 to $480,000,000 which reflects the impact of system optimization and higher G&A expense compared to the prior year, driven by a reset of incentive and stock compensation. We expect adjusted EPS in the range of $0.56 to $0.60 per share. Finally, we expect free cash flow of $190,000,000 to $205,000,000. Before I close, I will turn it over to Susie to provide more details on our fourth quarter results and outlook.

Ken Cook: Susie, over to you.

Suzanne M. Thuerk: Thank you, Ken, and good morning, everyone. I will begin with our fourth quarter results then provide more details on our outlook for 2026. Before closing with our capital allocation priorities. In the fourth quarter, global system wide sales declined 8.3% on a constant currency basis, and US same restaurant sales declined 11.3% driven by marketing spend, was down significantly in addition to a tough comp with our SpongeBob collaboration in the prior year. This was partially offset by continued strength in our international with system wide sales growth of 6.2%. The decline in US same restaurant sales was driven by a decrease in traffic, partially offset by a higher average check.

Same restaurant sales at our US company operated restaurants outperformed the US system by 410 basis points driven by improvements in customer experience. Many of our franchisees have already begun implementing operational improvements, and we are making progress scaling these initiatives across the broader system as we execute on our Project Fresh turnaround plan. The outperformance at company operated restaurants was also supported by strong delivery growth and benefits from the continued rollout of digital menu boards and FreshAI automated ordering technology. Our US digital sales grew 2% compared to the prior year, driven by continued growth in our loyalty program. Bringing US digital mix to an all time high of 20.6% in fourth quarter.

Shifting to our International segment, The Wendy's Company brand continued to demonstrate strong momentum globally, delivering system wide sales growth of 6.2% in the fourth quarter. Driven by new restaurant openings across key growth markets. Growth was led by Asia Pacific and Latin America, with strong performance in key markets such as the Philippines and Puerto Rico. We continue to see healthy underlying brand strength in Canada, gaining share in the QSR burger category throughout the year. Despite broader QSR traffic softness and a challenging competitive environment during the fourth quarter. Overall, our international results underscore the strength of our global growth model. Enabled by the investments we are making in regional capabilities continue to drive a robust development pipeline.

Now moving to the P&L for the fourth quarter. Total adjusted revenue was $439,600,000 a decrease of $19,700,000 compared to the prior year. This was driven by lower franchise royalty revenue due to the decline in US same restaurant sales as well as lower franchise fees. Global company operated restaurant margin, was 12.1% for the fourth quarter, and US company operated restaurant margin was 12.7%. US company operated restaurant margin declined compared to the prior year primarily due to a decline in traffic, commodity inflation, and labor rate inflation. These were partially offset by an increase in average check and labor efficiencies. Adjusted EBITDA was $113,300,000 which was down $24,200,000 versus the prior year.

Primarily driven by lower net franchise fees lower franchise royalty revenue, and the decrease in company operated restaurant margin. Adjusted earnings per share was $0.16 in the fourth quarter. Moving on to cash flow and our balance sheet. On a full year basis in 2025, we invested $140,300,000 across capital expenditures and our build to suit development program. Capital expenditures included $52,400,000 in technology initiatives such as digital menu boards, and continued investments in our app and digital capabilities to enhance the customer experience and enable more targeted effective marketing. We also invested $69,600,000 in restaurant development across company operated new builds and investments in our build to suit program. Turning to free cash flow.

We generated $205,400,000 of free cash flow for the full year. Our free cash flow enables us to fund strategic investments while continuing to return capital to shareholders. Through the end of fiscal year 2025, we repurchased 14,400,000 shares for approximately $200,000,000. In total, we returned $330,000,000 to shareholders through dividend and share repurchases. An increase of over $48,000,000 compared to the prior year. In the fourth quarter, we issued $450,000,000 of whole business securitization notes using the proceeds to repay $50,000,000 of debt which matured in December 2025 and refinanced $350,000,000 of securitization notes maturing in September 2026. The weighted average interest rate for the newly issued notes is 5.4%.

We ended the year with $340,000,000 of cash on the balance sheet and a net leverage ratio of 4.8 times. Now turning to our financial outlook for 2026. Which reflects the fifty third week in the fiscal year as well as the impact of the actions we are taking today to execute against our strategic plan that will drive long term profitable growth. We expect global system wide sales to be approximately flat for the full year, This reflects roughly 2% growth from base business improvements and international expansion. And a 2% benefit from the fifty third week. Offset by a 4% impact from our system optimization initiatives. Turning to the shape of the year.

We anticipate US same restaurant sales for the first quarter to be down year over year, with sequential improvement throughout the year as initiatives to revitalize the brand and improve operations begin to take hold. We expect US company operated restaurant margin of 13% plus or minus 50 basis points. This includes our outlook for labor inflation of approximately 4%, and a commodity cost increase of approximately 4%. Reflecting the continued inflation in beef prices, as well as investments to improve the quality of our products including upgraded chicken fillets and new buns.

We expect G&A to be approximately $295,000,000 The increase versus the prior year is primarily driven by resetting our incentive compensation plan and higher stock compensation as we lap the favorable impact from the departure of the company's previous CEO in 2025. We expect adjusted EBITDA of 400 and to $480,000,000 reflecting the resetting of incentive and stock compensation optimization initiatives. and the impact of lower adjusted revenues related to our system We Below the operating line, we expect approximately $140,000,000 of interest expense reflecting the impact of debt refinancing in the 2025 as well as a tax rate of approximately 30%.

Taking all of these items into account, we expect adjusted EPS the range of $0.56 to $0.60 per share. Free cash flow is expected to be between $190,000,000 and $205,000,000. Reflecting disciplined capital allocation, including capital and build to suit investments between $120,000,000 and $130,000,000. Moving on to capital allocation. Our first priority continues to be investing in the business. As we have outlined in our Project Fresh initiative, this means prioritizing AUV growth in the US and net unit development internationally. As a result, we are reducing capital allocated to our build to suit development program by approximately $20,000,000 compared to the prior year. Our second capital allocation priority is paying an attractive dividend.

And today, we announced our regular quarterly dividend payment of $0.14 per share. Reinforcing the importance of the dividend within our capital allocation approach. Our third priority is maintaining a strong balance sheet. We continue to target a net leverage ratio of 3.5 to five times adjusted EBITDA. We do anticipate remaining near the top end of our range in 2026 as we implement our Project Fresh initiative. But expect a natural reduction in our leverage ratio over time as we realize the benefits of our turnaround. Our fourth priority is returning excess cash to shareholders. Through opportunistic share repurchases. We currently have approximately $35,000,000 remaining on our existing share repurchase authorization that expires in February 2027.

In closing, our fourth quarter results aligned with our expectations for a challenging quarter. We will maintain financial discipline to support the company and franchisees as we advance our turnaround efforts. We are taking deliberate actions to strengthen our financial foundation and position the system for improved performance and long term value creation for our shareholders. With that, I will now turn it back to Ken. Thank you, Susie.

Ken Cook: 2026 will be a rebuilding year, and I am confident that we will on our Project Fresh initiatives to strengthen our foundation and position The Wendy's Company for long term success while delivering strong growth in our international business. We are focused on controlling what we can control and leaning into what The Wendy's Company do better than anybody else, delivering the highest quality food in QSR. We have all the ingredients needed to be successful. An iconic brand, a great team, passionate franchisees, improved capabilities, and a strategic action plan to deliver results. I will now hand it over to Aaron to share our upcoming investor relations calendar.

Operator: Thank you, Ken.

Ken Cook: On March 10, will participate in the Citibank Global Consumer and Retail Conference in Miami. And on March 11, will be in New York City for the UBS Global Consumer and Retail Conference.

Operator: If you are interested in joining us at one of these events,

Ken Cook: please contact the respective sell side analyst or equity sales contact at the host firm. We will now transition to the Q&A part of the call.

Operator: Due to the high number of covering analysts, please limit yourself to one question only. Operator? Please queue up the first question.

Operator: Thank you. When preparing to ask your question, please ensure your device is unmuted locally. The first question comes from David Sterling Palmer of Evercore ISI. Your line is now open. Please go ahead.

David Sterling Palmer: Great. Thanks. Lots of great detail on this call. I guess you know, when it comes to operations at Digital, you have a lot of initiatives there. But I feel like it comes to turnarounds in this space, it really comes down to that initial jolt around marketing and menu and you had pretty good idea towards the end of this last year with the tenders. And it felt like a pretty good product. And so I am just wondering how you are thinking about this year the approach, the ideas, the execution on the marketing side. You know, help us imagine how things are going to evolve there in ways that you think might be more effective.

And thank you.

Ken Cook: Yeah. Great question, David. So, you know, I will I will start by talking a little bit about what gives us confidence that the turnaround plan will work. The results that we delivered are well below our potential. For sure, but we have all the ingredients needed to be successful. We have an iconic brand, the determined employees, passionate franchisees, better data visibility and capabilities than we have ever had. We have great food, and we are approaching that all with a one Wendy's mindset. Secondly, we understand the problem. Got away from what from what made us great. We allowed ops to drift. And we focused too much on sales overnight and discounting versus brand over time.

Made some decisions that optimize the short term, but we are changing all that. We now have a clear North Star, which is our brand essence, and that will help us reestablish The Wendy's Company as the highest quality hamburger in QSR. Also, we are executing the right plan. Project Fresh. In terms of revitalizing the brand, we know who drives our business, and we know how to bring them in. We do have a new approach in 2026, to both menu and messaging that you have already seen take hold And we are we are focused on ops deploying the playbook we use to improve operational excellence in our company restaurants to the system.

Additionally, we are making the right long term decisions in terms of system optimization optimizing a restaurant footprint, which will help improve franchisee economics. So turnaround take time. We will see the ops metrics change first, followed by brand metrics, and then traffic and sales. In terms of the calendar approach, you mentioned, what is going to be different be lot of things that are gonna be different. We have a new menu calendar framework. We have divided the year into eight periods to make sure we provide sufficient new news throughout the calendar. We are marrying that up with top of mind culture events to make sure we stay socially and culturally relevant, to our customers.

And we are focused on the target segments. We did a lot of customer segmentation work. We now know who drives our business, and we know who to focus on we know who not to focus on. So both those pieces are important. You know, one learning from 2025 around value we swung the pendulum too far towards limited time price promotions instead of everyday value. We had this fantastic Biggie platform, that we have now made even better. With our Biggie deals platform, around $4.06, and $8, multiple price points giving consumers more choice. And we will continue to upgrade the quality on our menu across the board. We have new chicken sandwiches rolling out.

We are gonna do some things on the hamburger side and a lot more hamburger innovation. Look back at 2025, we had zero hamburger innovation in 2025. That is changing in 2026 starting actually next week with the launch of our new cheesy bacon cheeseburger. So a lot of things are different. We are learning a lot and applying those learnings as quickly as possible.

David Sterling Palmer: Thank you.

Operator: Thank you. The next question comes from Jake Rowland Bartlett of Truist. Your line is now open. Please go ahead.

Jake Rowland Bartlett: Thank you. Yeah. I am, you know, I am hoping you can

Ken Cook: expand on that a little bit and some of the learnings. Your work with Creed UNCO, the segmentation study that you did, what did you learn, you know, maybe a little more specifically that you that you did not know in terms of who your target customer is and who you thought it was before and who it actually is and, you know, how that is informing the approach going forward. You know, Ken, you mentioned that we are we have already seen some of the, changes to the approach. I just maybe just remind us what we have seen so far.

You know, on that front, or are you kinda referring to what is gonna what we are gonna see next week with the with the launch of the of the new burgers and the and the, and the wrap. Thank you.

Ken Cook: Yeah. Thanks for the question, Jake. In terms of the customer segmentation study, that was the first phase of the Credemco engagement. So first phase in foundational in terms of a proven playbook We completed that study in December. And, you know, the good news is The Wendy's Company does have a very strong brand perception. You know, very strong. But from a customer perspective, this the needs based approach helps us move beyond the what to the why. So segmenting customers based on need, why they are coming to The Wendy's Company. Is it the quality of our food? Is it the price? Is it the abundance, convenience? Snacking? What occasion are they coming in for?

Know, is it for, you know, a dinner with family? Is it for a frosty to celebrate? You know, a kid's game? All of those things, better understanding the why. Then that allows us to, you know, value the segments and divide them up into, you know, who is our primary target who is our secondary, and who should we not focus on at all because they represent very small pieces of our overall customer base. This validated some things we already knew and did provide some new insights. It helped us put the spotlight on so what? What are we gonna do about these things?

You know, a couple of learnings and validations from the study were a big segment of our customers come to The Wendy's Company for an everyday quality upgrade. Especially hamburgers and our fresh never frozen beef. We look back at 2025, we had zero hamburger innovation. We did not talk about you know, our hamburgers, and we did not innovate on those. So that is changing this year. We are gonna have several hamburger premium hamburger LTOs starting next week with the launch of our cheesy bacon cheese So that is a learning. That is a big difference. We also will be making quality upgrades across the menu.

In a couple months, we will launch our new and improved chicken sandwich lineup, so both classic and spicy. You know, really excited about that, giving customers this everyday upgrade compared to what they can get from the competition. Another learning was a big segment of our population comes to The Wendy's Company for our sides. You know, the sweet and savory aspect, our sides, our Frosty's. And this, you know, snacking. Occasion. So, you know, again, reflecting backwards, that helps explain why Girl Scout Thin Mint was such a success in 2025, We also have a new and improved collaboration with Girl Scout Thin Mint Frosty launching next week. So really excited about that.

And we will incorporate some of this sweet and savory dynamics in our March Madness campaign, you know, here next month. And then, you know, four six eight, that snacking behavior did help inform the construct of our new Biggie Deal platform, putting that $4 price point in there. So if you are coming to The Wendy's Company and you do not want you know, a full meal, you wanna get, you know, a quick snack, you can do that through that $4 price point. you know, more abundance, more value was really important.

Also, you know, having a 6 and $8 for people who want Another, you know, confirmation was really a large percentage of visits to The Wendy's Company are unplanned. When somebody leaves the parking lot or their driveway, they do not know where they are going to eat. And so that highlighted the importance to us to keep The Wendy's Company top of mind and make sure we are in the consideration set. So you have seen us significantly increase our social activity to help drive awareness you know, so we stay in the consideration set when people are coming to The Wendy's Company.

As importantly of as who we are gonna focus on, then we look at where we are not gonna focus. So, you know, there is a very small portion of our customers are considered what, you know, I would I would call it adventurous eaters. So these people want, you know, very unique flavor profiles, you know, kind of extreme innovation. And again, they represent a very, very small percentage of our total. We should not focus on them. When we look backwards at 2025, you know, some of the collaborations we did were focused on this segment of the population and were not broadly appealing enough, you know, to significantly move the needle us.

So we are gonna move away from that. So I guess in summary, what we have learned helps us target the customer segments we want to win with and it helps us be more relevant to them in terms of the menu choices we make, the messaging, and the operations, and it is foundational to the brand essence that we have developed.

Jake Rowland Bartlett: Thank you.

Operator: Thank you. The next question comes from Margaret-May Binshtok of Wolfe Research.

Suzanne M. Thuerk: Good morning, guys. Thanks for taking my question. I just wanted to ask I remember you guys talked about expecting October to be the trough for the year. Can you give some color on the cadence of comps through November and December? And what do you see exiting the quarter into January? Thank you.

Ken Cook: Yeah. Great question, Margaret. So, yes, October was the trough. For us. November, December were better than October, which is great. In terms of as we exited 2025 and entered 2026, we did see some improvements in early January. You know? And then in the January, we launched our new Biggie deal platform, which we are really excited about and pleased with so far. Then we were met with some significant weather disruption. We ended January down about 8% in terms of US SRS, We do expect the full first quarter to be a little bit better than that.

So, you know, we are we are excited about the established value platform and the fact that we are talking about it in terms of Biggie, this distinctively The Wendy's Company asset. Next week, you know, we have the Girl Scout Thin Mint Frosty, which now has both a swirl and a fusion option, which we think is really gonna resonate with our customers. We have leveraging the chicken tenders launch in the fourth quarter. We are innovating off that We have a new Chicken Tenders ranch wrap that launches next week. And then back to hamburger, and premium high quality hamburgers, we have a cheesy bacon cheeseburger that launches.

So all of these things, you know, all of these things are what makes us excited about 2026. We will build throughout the year. You know, we have talked about 2026 being a rebuilding year. 2025 is the trough. And we expect to improve throughout the year as we execute on our Project Fresh initiatives.

Margaret-May Binshtok: Thank you.

Operator: Your line is now open. The next question comes from Brian Hugh Mullan of Piper Sandler. Please go ahead.

Brian Hugh Mullan: Thank you. Just a question on the system optimization efforts. With five to 6% of the US system closing, in the first half of the year, I guess, you just talk about how exhaustive this process is

Ken Cook: how flexible of an approach you are taking with franchisees You know, meaning, will this really be all the units that the franchisees have any desire to close, and you will be done after this? And then kinda just related to that, could you just comment on how this would impact the rental income line in '26 if you could put some parameters around that in the context of the guidance.

Ken Cook: Yeah. Happy to. So system optimization is really about improving franchisee economics. And improving the customer experience. We established a disciplined process with our franchisees to approach this restaurant by restaurant working with them to make the best decisions that strengthen the system in the long term. Under this program, we closed 28 stores in the fourth quarters. The AUVs were had significantly lower than our overall average, which is to be expected. And we do expect to close around 5% to 6% of our US restaurants under this program with the majority happening in the 2026. You know, we started with our list of restaurants.

We also went out and had a process where franchisees could submit the restaurants they want. We have done a very robust process evaluating trade area, operational metrics, you know, the profitability, leveraging the new data we have on restaurant level economics. And, you know, we expect five to 6% of the US system, to be impacted by this. In terms of the impact on total sales, in total, system optimization, we expect to have about a 4% impact on global system wide sales, and we expect this to have about a $15,000,000 to $20,000,000 drag on adjusted EBITDA for the full year, which is inclusive of everything under that program, including the rental income.

Operator: Yes. The rental income for 2026 will be relatively flat. Obviously,

Suzanne M. Thuerk: it takes time to work with landlords and achieve, you know, what will be a win for both the franchisees and The Wendy's Company for those sites that we are in. So that will take a little bit longer to see the rental income impact versus the closures.

Operator: The next question comes from Jeffrey Andrew Bernstein of Barclays. Your line is now open. Please go ahead.

Brian Hugh Mullan: Great.

David Sterling Palmer: Thank you.

Ken Cook: Ken, for

David Sterling Palmer: a turnaround to work in a franchise model. It is obviously very delicate. It seems like it is a kind of a house of cards here, and it is all about the franchisee buy in. So my guess is over the past ninety days, you have had a fair amount of discussions with those franchisees. I know it is a question that has come up before, but

Ken Cook: with the

David Sterling Palmer: challenging fourth quarter and a rebuilding year in 2026, I am just wondering if you can share kind of current sentiment. I am sure there are positives and negatives, but whether franchisees are aligned in terms of your approach to improving the comp whether they are keen to push more value,

Jake Rowland Bartlett: whether there is any change in sentiment on unit growth,

David Sterling Palmer: just an overarching discussion or perhaps color on just how franchisees are embracing the turnaround strategy. Thank you.

Ken Cook: Yes. Thanks for the question, Jeff. Under the OneWendy's approach, franchisees are appreciative of the flexibility that we have been providing. And our willingness to make these decisions to help improve overall franchisee economics. Under the One Wendy's mindset, we know that the success of our company depends on the success of franchisees and vice versa, which is why we elevated franchisee economics as a key priority for us. Sales deleverage puts pressure on franchisee economics, and that is what we are seeing now. There is a wide range of situations in the US. You know, we are working with franchisees on a case by case basis, partnering and leaning in where we can.

And then executing on the project fresh pillar around system optimization. Optimizing the footprint. In terms of, you know, one thing I have learned over the last couple months is we have as we have executed these and begun down that path, is the importance of communication. So we have you know, obviously, we are making a lot of changes to the system around menu, around marketing, around operations, around system optimization. Communication is critically important in that. So we have significantly increased how frequently we are communicating with the franchisees. I was actually on a call with franchisees yesterday.

As part of OneWindie's approach, giving them a preview of the things that they were gonna hear on the earnings call today. Pete and I were with franchisees two weeks ago walking through all the details of you know, system optimization, allowing them to ask questions in a very open environment. Lindsay was on a call with franchisees a couple weeks ago walking them through the new approach to menu messaging and how that was gonna impact operations at the restaurant level. So that is critically important. You know, franchisees are appreciating the flexibility that we are giving and us working hand in hand with them help improve overall franchisee economics.

Suzanne M. Thuerk: Thank you.

Operator: Next question comes from Danilo Gargiulo from Bernstein. Your line is now open. Please go ahead.

Jake Rowland Bartlett: Great. Thank you.

Ken Cook: Can I wanna go back onto the segmentation study and frankly, I am a little bit surprised to hear that the learnings of the customer segmentations were the relevance of the beef platform, you know, the fresh never frozen? I think you mentioned also snacking, which I think are a core part of the DNA of the brand for a long time. So I am wondering you can maybe talk about the, you know, if there was some institutional knowledge that has been lost in

Brian Hugh Mullan: know, within the organization over time. And if you can maybe expand on the internal turnover employee engagement scores. Conversely, if you think that you know, the real opportunity here is translating inside or we are already inside the organization, into actionable initiatives. Is your current organizational structure and G&A investment sufficient to support that? Thank you.

Ken Cook: Yeah. Great question, Danilo. So I think you are right. We had a combination of you know, things that we knew that were validated through the CREED UNCO study and the customer segmentation study And we did have some new insights, the combination of those things. But the focus is really on what are we doing about it. And I think it highlighted you know, over the past, we had lost our focus a little bit on who the target segment segments were. And how we were approaching menu and messaging.

So, you know, now with this refocused emphasis on everyday quality upgrades and making the men menu better and highlighting the quality of our food relative to the competition, that will inform the menu strategy, It will inform, you know, the marketing strategy and how we tell our story to consumers.

Brian Hugh Mullan: We have set up a new as you know, as a result of this,

Ken Cook: we have instituted a new marketing framework. A process that provides discipline and consistency. We have divided the year into eight periods. To provide sufficient new news from a product perspective. And new news that is relevant to our target segments. Regular cadence, for the restaurant teams that enable them to train appropriately and operate and execute these with excellence, and it helps us maintain balance. Terms of core innovation and value. Window one, we launched Biggie Deals. So very taking a very distinctive The Wendy's Company asset, expanding that for the customer into this permanent value architecture so we have every debit everyday value that the can depend on and then talking about that. You know, it does inform

Brian Hugh Mullan: our

Ken Cook: decisions in terms of product quality enhancements. Chicken sandwiches significant improvement in quality on a core menu item that we have had for thirty years. We will provide our customers an everyday upgrade versus what is on the market today. We are also having a fun upgrade coming soon, you know, which we use on all our premium sandwiches. And another learning was, know, making sure that we have this common thread of quality throughout everything that we do. And so you will see that come to life in the product innovations that we have on the menu as well as how we talk about

Suzanne M. Thuerk: those

Ken Cook: throughout. It does take some time to build the foundation properly. The team is making a lot of progress. And we expect the benefit of these to increase throughout the year.

Suzanne M. Thuerk: standpoint in G&A. We have And, Benelo, I might add from an investment strong free cash flow, and our number one capital allocation priority is investing in the business. And our outlook for 2026 reflects those investments. Ken mentioned on the call, investing in field teams to better support our operations excellence in our restaurants. We saw that work with investments we made in 2025 and we are offering more investments in field resources in 2026 as well as international investments to support net unit development internationally.

Brian Hugh Mullan: Great. Thank you very much.

Operator: The next question comes from Dennis Geiger of UBS. Your line is now open. Please go ahead.

Jake Rowland Bartlett: Good morning. Thanks, guys. Wondering if you could talk a little bit more about the Project Fresh rollout and maybe thinking about the timing for the franchisees to have

Ken Cook: a lot of the capabilities that the company stores

Isiah Austin: have currently. Wanna make sure maybe that is the right way to think about it, Ken. And just curious how we think about that, how we think about that timing And ultimately, thinking about that gap in comp performance and kind of narrowing that gap as the franchisees improve their performance as this rolls out? Thank you.

Ken Cook: Yes, Dennis, great question. Let me start by saying I am very proud of the U. S. Operations team. When you look at company restaurant performance versus the system, outperforming by three ten basis points in SRS for full year 2025 is really impressive. When you dive a lever when you dive a level below that and see overall satisfaction was up 370 basis points year over year for company restaurants in the fourth quarter. When you look at accuracy, friendliness, and taste, all of those elements were up over 300 basis points. So, you know, a great, great results from them. And, you know, how we did that great operations start with having great teams.

People activation is about having the right capabilities and experience in our restaurant, and so it starts there. And then enhancing the training, making sure that we are

Isiah Austin: training all our employees on hospitality and how to

Ken Cook: how to serve the guests with excellence. We mandated that for restaurant teams to make sure we were delivering quality and brand standards across the system. And then we implemented a very methodical approach to performance management and continuous improvement, making sure that each restaurant was focused on the one or three things that they had the opportunity to make the biggest improvement in, making sure we had disciplined action plans in place, making sure we had accountability process behind that where the district manager would come visit and review the progress that they were making. And then that combined with daily operating plans to make sure the entire restaurant team was focused on executing the action plan.

So we activated that in company restaurants and early 2025 and then started seeing big results in 2025. If look at the first quarter, you know, there is about a 20 basis point difference between company, restaurant SRS in the system. You know, that grew to a little under 2% next quarter. And then 400 basis points, plus in the back half of the year. In terms of deploying that to the system, you know, franchisees have been receptive to this. We have 20% of franchisees who have fully adopted the program that we rolled out, and we are working on deploying it with the rest of them right now.

So would expect to see the improvement to really start to take hold in the 2026. But, you know, also remember, we keep pushing on the our company operated restaurants to continue to get better. Right? There is no finish line here. We wanna get a little bit better every single day. So you know, we wanna have some healthy competition in the system and see where we end up.

Isiah Austin: Very helpful. Thank you. Thank you.

Operator: Next question comes from Gregory Francfort of Guggenheim Securities. Your line is now open. Please go ahead.

Ken Cook: Hey. Hey. Thanks for the question. I just wanted to ask about breakfast Can you remind us how many stores have it today? And the flexible changes

Jake Rowland Bartlett: how would you expect that, I guess, to impact

Ken Cook: that number over time? And then you talked about redeploying those hours into late night

Jake Rowland Bartlett: Just any framing for the expectations for franchisees. Is this they are open at up to midnight now, and this will open them till 2AM going forward? Just any thoughts on strategy wise, how that helps. Thanks.

Ken Cook: Yeah. So breakfast remains an important daypart for the system. You know, the large majority of the system is gonna stay in breakfast. You know, we are not pulling out. We are working with franchisees right now to finalize those exact numbers. And we will share updates as we go along. This is really a common sense decision, taking learnings from the past six years that we have been in breakfast, plus, taking into consideration the current environment. Ultimately, it is the right thing to do. It helps improve franchisee economics. And, you know, when they do make changes in the breakfast side, it enables them to start serving lunch earlier.

And focus their labor on day parts with the highest potential. Lunch, dinner, and late night. Late night was actually our best performing daypart in 2025, and we think we have an opportunity to build on that. Even if you think about it just from a general manager perspective, if that general manager is getting spread throughout the day, if you know, you could take some hours off of that morning day part, it allows them to focus more on, you know, dinner and late night. So, that is how that will work. We have a right to win in breakfast.

You know, if you look at the food that we serve, you know, the breakfast Baconator, the burrito, which is my personal favorite, We upgraded our beverage lineup in 2025. You know? Hot brew, cold brew, and sparkling energy. And continue to focus on, you know, executing the local playbooks to help those restaurants succeed. In terms of the system wide sales impact, the estimated impact for breakfast is included in that 4% system optimization number, that we provided. And, again, we will we will provide updates as we continue to work with franchisees and finalize the plans.

Operator: The next question comes from James Ronald Salera of Stephens Inc. Your line is now open. Please go ahead.

James Ronald Salera: Hey, guys. Hey, Suzy. Good morning. Thanks for taking my question.

Jake Rowland Bartlett: Ken, I was hoping you could offer some thoughts maybe at a higher level on how your expectations for QSR as a whole is gonna progress this year.

Brian Hugh Mullan: We have seen the industry pressured, obviously, around traffic and you know,

James Ronald Salera: consumer being still very kind of value conscious.

Jake Rowland Bartlett: Kind of continuing trend from last year. Is the LTO framework that you set up this year more of kind of sharpening your elbows to take more of a piece of a smaller pie? Or is it aimed at really driving consumers that may have, you know, lapsed from traditional QSR occasions and pulling them back into the category? Thank you.

Ken Cook: Yes. Thanks for the question, Jim. We consumer to remain challenged throughout 2026. So we do not expect any big changes there. Which means it does end up being a share game. Primarily. So, you know, we are really pleased with the way that we have set up the year. So launching this new Biggie deals platform was important for us. It provides customers value that they can rely on every single day.

The way we are talking about it, giving customers more choice, this force six, and $8 price point, $4 Biggie Bites attracts you know, customers who are looking for that lower price point and the customers that we have identified who come to The Wendy's Company for more snacking occasions. And then we have intentionally designed the tiers of this to provide more value as you move up that chain. So four, six, and then $8. The $8, you get two sandwiches fries, and a drink. So full meal, two sandwiches, highest quality beef, highest quality food, fresh never frozen beef. So excited about that. And a lot of abundance. And we are talking about it.

So this is the first time we have advertised our Biggie since 2024. We do expect this to improve our worth what I pay metrics. And do not think we need to go deeper, you know, to kinda chase, you know, the price point below where we where we have set it now. The other thing that I would say is, you know, really refocusing our efforts on the Wendy's Company quality difference. We will see that from, you know, the operations perspective.

If you look at what we are doing rolling out the action plans from company restaurants to the system, When you look at system optimization, you know, and potentially closing 5% to 6% of you know, the worst performing restaurants in the US. That all those things are gonna improve the customer experience, combined with a new marketing approach that highlights the value and or the quality The Wendy's Company brings to the table, we think that will help us continue to improve comps as we move throughout 2026.

Operator: Thank you. The next question comes from Andrew Charles of TD Cowen. Your line is now open. Please go ahead.

David Sterling Palmer: Great. Thank you. You know, the dividend payout ratio is approaching 100% in 2026, while you are at the high end of your target leverage ratio. So I am curious, what levers do you have in plan to sustain the

Jake Rowland Bartlett: dividend should the sequential U. S. Sales improvement

Logan Reich: not to materialize the slope you expect or, you know, if more investments are required, in the turnaround?

Isiah Austin: Yeah. It is a great question.

Ken Cook: We are committed to the dividend. We have a very balanced capital allocation policy. Priority number one is investing in the business. We invest $140,000,000 in CapEx in 2025. We will invest another $120,000,000 to $130,000,000 of CapEx in 2026. We still have a lot of cash on the balance sheet, $340,000,000, provides us the flexibility to potentially acquire restaurants. Under the system optimization pillar. You know, if we decide to. We have the $100,000,000, approximately a $100,000,000 of dividend, funds to pay out. Still deliver very strong cash flow, 200,000,000 in 2025, 100,000,000 in 2026. And we still have a $300,000,000 revolving credit facility. So feel good about overall liquidity. Feel good about the flexibility that we have.

And, you know, we are focused on executing the Project Fresh turnaround.

James Ronald Salera: Thank you.

Suzanne M. Thuerk: Thank you. The final

Operator: question today comes from Lauren Silberman of Deutsche Bank. Your line is now open. Please go ahead.

Suzanne M. Thuerk: Thank you, guys. I wanted to go back to the comp side. I know that January challenging was

Operator: weather.

Suzanne M. Thuerk: Just trying to understand, like, underlying trends and what you are assuming as we move through Q1. And then it seems like the guide implies comps of 1% to 2%. Can you just help us understand like, the magnitude of the sequential improvement that you expect as we move through the year? You.

Ken Cook: Yes. Thanks, Laura. So, yeah, it is you know, January was a bumpy was a bumpy month. We did see improvements to start the year. So we saw incremental improvement from where we exited 2025 into 2026. And then we were faced with significant weather disruption. January was down 8%. We do expect Q1 to come in a little bit better than that as we continue to see the benefits from the new Biggie platform, as we continue to see the benefits from the new products that we are launching next week. As we continue to sharpen our messaging that really appeals to our core consumer.

In a couple months, we will launch a new chicken sandwich lineup that is significant upgrade from where we are today and gives customers an everyday upgrade relative to what is available on the market. And, you know, we think that will be another boost. And then as all these things work together, all the levers of Project Fresh, system optimization, as operational excellence initiatives take hold, and our new and improved approach to menu and messaging, we expect sales to continue to improve as we move throughout 2026.

Isiah Austin: That was our last question of the call. Thank you, Ken and Susie, and thank you everyone for joining us this morning.

James Ronald Salera: Have a great day.

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