Greetings. Welcome to Shake Shack's Second Quarter 2025 Earnings Call. [Operator Instructions] As a reminder, this conference is being recorded. It is now my pleasure to introduce Melissa Calandruccio, Investor Relations. Thank you. You may begin.

Thank you, operator, and good morning, everyone. Joining me for Shake Shack's conference call is our CEO, Rob Lynch; and our CFO, Katie Fogertey. Additionally, I'm very pleased to announce that Alison Sternberg has joined us as Shake Shack's new Head of Investor Relations. Alison brings over 25 years of finance and investor relations expertise across multiple industries, including consumer. We're excited to have her on board and look forward to everyone getting to meet her. Alison?

Thank you, Melissa. I am delighted to be here today. Shake Shack has long been a brand and company that I've deeply admired and I'm excited to work alongside this talented team to capitalize on the significant opportunities ahead of us. Over the past few weeks, I've been immersing myself in the business and collaborating closely with Rob, Katie and our finance team as we prepare for today's earnings call. I look forward to connecting with many of you in the coming months. Now back to business. During today's call, we will discuss non-GAAP financial measures, which we believe can be useful in evaluating our performance. The presentation of this additional information should not be considered in isolation or as a substitute for results prepared in accordance with GAAP. Reconciliations to comparable GAAP measures are available in our earnings release and the financial details section of our shareholder letter. Some of today's statements may be forward-looking, and actual results may differ materially due to a number of risks and uncertainties, including those discussed in our annual report on Form 10-K filed on February 21, 2025, and our other SEC filings. Any forward-looking statements represent our views only as of today, and we assume no obligation to update any forward-looking statements if our views change. By now, you should have access to our second quarter 2025 shareholder letter, which can be found at investor.shakeshack.com in the quarterly results section or as an exhibit to our 8-K for the quarter. I will now turn the call over to Rob.

Thanks, Alison. Good morning, everyone. Firstly, I want to thank all of our team members across the country who have been leading the efforts to assist their communities impacted by significant weather. I'm never surprised but always thankful for the way our Shake Shack team members contribute their time and resources when challenges arise. And I'm proud to announce that with their help, we have raised over $100,000 to support communities in Texas and North Carolina impacted by the devastating floods earlier this month. We are all hopeful that this support can help a lot of people in a significant time of need. On to our Q2 results. I'm very proud of the strong results from the second quarter despite a particularly challenging environment in the first quarter and April. Although there are still lingering headwinds facing the industry, these results are reflective of our continued execution against our strategic plan and long-term aspirations and are the foundation of our confidence in raising our adjusted EBITDA guide for the full year. Just a year ago, I stood here and outlined our areas of focus, and I am humbled by the progress that our entire team has made in such a short period of time. On my first earnings call, I shared 3 key priorities. The first was driving healthy Shake Shack sales while building brand awareness and affinity. The second was opening more Shacks globally with strong returns for us and our licensed partners. And the third was improving profitability in our Shacks and across the enterprise. Over the last year, we've made meaningful progress in all 3 areas. And we have a clear road map to continue scaling Shake Shack with discipline and purpose. Let me begin by reinforcing what we're building and why we know that we're positioned…

Thank you, Rob, and good morning, everyone. As Rob shared, we're pleased with our second quarter performance and the continued momentum that we're building across the business. This quarter marks the 18th consecutive quarter of positive same-Shack sales growth as we also continue to deliver year-over-year expansion in restaurant level and adjusted EBITDA margins and delivered double-digit adjusted EBITDA growth. These results reflect the strength of our strategy and the discipline with which we're executing. Let's dive into the details. Total revenue for the second quarter was $356.5 million, ahead of our guidance range. System-wide sales grew 13.7% year-over-year to $549.9 million, supported by 22 new Shack openings system-wide and positive same-Shack sales growth. In our licensed business, we grew revenue by 20.2% year-over-year to $13.3 million with sales up approximately 16% to $206.7 million. We opened 9 licensed Shacks in the quarter and saw a strong performance across regions, including the U.S. and meaningful improvements in trends in China with positive impacts from new menu innovation and extended dayparts. In our company-operated business, we grew Shack sales 12.4% year-over-year to $343.2 million with 13 new Shack openings, including 2 drive-throughs, bringing our first half total openings to 17. We are on track to open 45 to 50 company-operated Shacks this year, our largest class on record and are already deep in the work to open even more Shacks next year. Average weekly sales were 78,000 with 1.8% same-Shack sales growth. Importantly, and as Rob just mentioned earlier, we grew comps year-over-year despite less incremental pricing. In-Shack menu price was up approximately 2% and blended across all channels about 3%. Traffic was down 70 basis points, and our trends improved in each month of the quarter with positive traffic exiting the quarter and into July, driven by successful marketing activations,…

Thank you, Katie. I want to thank our teams again for their hard work and passion for Shake Shack, which is an engine behind our strong second quarter performance and the momentum we are seeing across the business as we continue to execute against our long- term strategic plan. Thank you to everyone on the call today and for your interest in our company. And with that, operator, please open up the call for questions.

[Operator Instructions] Our first question is from Brian Vaccaro with Raymond James.

I had a quick question. I guess we could start on the margin front. The labor productivity here in the second quarter seemed to take another step higher. If you will, could you just elaborate on some of the incremental efficiencies that you saw in the second quarter? And, Katie, maybe you could touch on the puts and takes embedded in your third quarter store margin guidance as well.

Hi, Brian. I'll start with kind of the work we're doing in operations and Katie can talk a little bit more in detail about the specific impact on the margin, but this has been a focus area since I got here. We have really focused on making sure that we can deliver the kind of performance that we need in order to invest in driving the comp sales. We have not heavily invested in marketing up until very recently because we needed to make sure that when we send people, we send our guests into the restaurants, they were going to get great service. And we've improved across all 3 of the things we really measure in our scorecard, people, performance and profits. And so we have improved all of our recruiting and retention numbers. Every guest metric is moving in the right direction in terms of performance. Our speed of service has significantly improved. And from a profit standpoint, it's really driven primarily by the new labor model and the labor attainment of that model. We delivered the highest labor attainment in the last -- since we've been really measuring it and monitoring it closely in this quarter. So our teams have just done an unbelievable job. We've got great leaders in place, we're developing talent in order to be able to open up our new Shacks and the results speak for themselves. So I'll let Katie get into any detail on the margins.

Yes. I just want to echo all that Rob said about the amazing job that our operators are doing and what an impact the scorecard is having on our labor and then just really a lot of other aspects of our restaurant margin line. We showed great progress in the quarter overall, expanding our restaurant-level margin by 190 basis points year-over-year. Some of that was due to kind of some nice sales leverage we had with our 1.8% comp, but we also did have a nice pickup on the labor line. As we look forward to the rest of the year, embedded in our guidance for the third quarter and then the approximate 22.5% for the full year. We expect to continue to see nice wins on a year-over-year basis on our labor line. The foundational things that our operators are putting into place and led by Stephanie Sentell and Damon Thomas have really helped to give us a stable foundation for which we can grow. And if you can see from the strong flow-through that we had in the quarter, as we look to invest more into marketing to drive sales, this will be a powerful engine for us to continue to grow margins over the long term. As we look to kind of some puts and takes for the third and fourth quarter, just remind everybody that we do have a heavier opening schedule planned in the third and then in the fourth quarter. We have a new opening team to help open our restaurants with excellence and get us to profitability sooner, which was a benefit in the second quarter. And we're hopeful that we'll continue to get a nice win on that side in the third and fourth quarter. That's not really reflected in our guidance.

Great. And if I could just ask a follow-up, just in terms of the kitchen innovation lab. I know it's still early days and maybe it's a couple of years away until we see some of these things roll, but are there any new learnings on the new kitchen prototypes or kitchen formats, or new equipment that might have improved quality, throughput or other benefits to the business that you might be willing to touch on?

Yes. I mean I can just share that, and we kind of mentioned in the comments that we opened the Battery Shack about a month ago now. And we've been working in Atlanta on a lot of new equipment prototypes, and we implemented some of those into the back of the house in the Battery. And that was a -- is a very high-volume Shack, especially the week we opened, which was the week before the All-Star Game was there and a lot of home games. So we kind of put our feet to the fire. And I was blown away by the amount of volume we were doing and the service times we were providing. And it's not a lot of rocket science. It's really just bringing our kitchens into the 21st century with equipment that currently exists. So we're not inventing stuff. We're just optimizing our processes. We're optimizing our design and our standard prototypes. And some of that is in our fry station, some of that is in our make station, and some of that is in our cold station around our shakes. But we were able to significantly improve not just the speed but also the throughput and our ability to hit the high volumes that Shack demand. So I think as we get that equipment into more Shacks and we really start deploying that, I think we'll be prepared to kind of share a little bit more in detail around what those -- what those -- what that equipment is and the opportunities that we see moving forward.

Our next question is from Christine Cho with Goldman Sachs.

So could you discuss some of the major changes to your go-to-market strategy, with the new culinary calendar that includes 4 main platforms per year along with fries and beverage LTOs and what kind of implications that would have on your advertising and marketing? So I'm guessing the potential pay media investment that you talked about is one piece of that. Could you also elaborate on how you would approach that paid media investment and how you plan to track the returns and performance?

Yes, Christine, I mean we are so excited right now. We decided this quarter because we're out ahead of where we thought we were going to be from a profit standpoint to test and invest in some paid media programs. And that's really been just the last 2 weeks, and we couldn't be more excited about the results we're seeing. This brand has never had top-of-funnel paid media launched at scale. It's hard to believe, but all the marketing has always been word of mouth, earned media and bottom a funnel kind of promo activations, and so we leaned in on making some of these investments and so we're ecstatic with the results. And so as we look at the calendar moving forward, we're absolutely going to create awareness at the top of the funnel level around our LTOs. And we have built an 18-month culinary innovation calendar that is locked and loaded, and we have -- it's not just me saying, "Hey, I like this stuff." We're actually doing guest testing on some of -- on a lot of the big items that we're launching, and we've got incredible scores back on some of the concepts and some of the product or food that we're creating. So when you take that and you create awareness amongst millions of people that otherwise wouldn't have found out outside of earned media or word of mouth, we think there's a lot of comp benefit there. And I'll just tell you the composition of the comps is important, and we called it out in the script, but I want to reinforce it. Last year, we delivered 4% comp growth with 7% pricing. We were down almost 300 basis points on traffic. This year, in this quarter, we delivered almost 2% sales growth on 2% pricing. So we are moving the model to not be dependent on pricing. And we are making consistent sequential improvements in traffic. And what that means is, we're going to be able to compete in really all macroeconomic environments. For the last year, every -- all the commentary has been about we've got this value-oriented guest, this value-oriented market, can Shake Shack compete in that type of market? And we're doing all the things and the heavy lifting to be able to compete in good times and bad. So Shake Shack is not going to be a super volatile, dependent upon the whims of the guests moving forward. We're building a model that can sustain itself and drive consistent traffic growth moving forward and that's all around the culinary innovation and the marketing that we're putting behind it. And then the frequency that we are going to pick up because our guest satisfaction scores are so much better because our operations are so much better.

That's really helpful color. Can I just clarify with you. So is it fair to understand that the introduction of the higher end of the range of G&A guidance was related to this advertising and marketing plans associated with the paid media or was there something else?

Yes. No, I mean, the majority of -- if you kind of look at the first part of this year, we've been tracking to about 11.7% of total revenue with the industry and weather pressures in the first quarter kind of that was a little bit of a pressure. We're kind of expecting that same level to persist through the rest of the year and that is really with this added media investment. I just want to make sure that it's very clear to everybody that we have not -- we just launched this 2 weeks ago, we have not put any impact from what we're seeing right now in our top line or our margin guidance. We're making these investments because we do believe that they will drive sales comp and margin expansion, but that is not in the guidance today.

Our next question is from Michael Tamas with Oppenheimer & Company.

I just wanted to ask about the EBITDA guidance raised to $210 million to $220 million as you just talked about, you have some higher G&A, you're making these investments a little bit lower pre-opening, but you maintained the revenue and restaurant margin guidance from last quarter. So can you help us understand what's changed within that outlook that allowed you to increase your guidance?

Yes, absolutely. I mean as we've shown this year, we are tracking very well against our expectation to expand our restaurant margins by -- to be approximately 22.5%, and that is a range. So we're expecting to have continued strength in our restaurant margin throughout the rest of this year. And the comments I kind of talked about we're tracking very solidly, strongly against the guidance for the approximately 22.5%. And again, that is an implied range, not an exact target.

Got you. And then the follow-up is you're obviously stepping up the intensity of marketing the promotions and the LTOs. And, Rob, you mentioned in other calls that these actions are designed to be margin accretive, not dilutive. And so can you just help us maybe understand how are they margin accretive? And is anything about the elevated commodity environment that you're seeing right now change the way you're thinking about deploying any of these innovations that you're already planned for?

Sure. I mean, the majority of the elevated commodity situation is in beef. And obviously, we sell a lot of beef. But we are able to mitigate a lot of that with productivity in our operations and in our supply chain. So what we haven't talked about on this call a lot yet is the supply chain optimizations that we are actively working against and delivering. We have looked at every facet of our supply chain, our suppliers across all of our ingredients. Our logistics and distribution network. So we are very confident that we're going to be able to mitigate a lot of this beef inflation with supply chain operational productivity. On -- specifically on how the marketing and the culinary innovation will be margin accretive is, we're launching like amazing new- to-the-world type featured items that will be premium priced and all the mix that flows from our burgers into this new innovation is going to be mix accretive and therefore, margin accretive. Also, we just -- we have an opportunity just to create fixed cost leverage. Our sales have been in kind of the -- for the first half of the year have been obviously in the 1.5% comp when you factor in both quarters. If we're going to deliver low single digits, we have to do a little bit better than that in the second half. And so as we continue to drive sales, we're going to continue to pick up some leverage, especially as we continue to get more efficient with our labor. So we've committed in our long-range guide to continued margin accretion, and we're very confident that, that is going to come to fruition despite the investment in marketing. We're really confident that we're going to continue to get more productive.

Our next question is from Sharon Zackfia with William Blair.

William Blair & Company L.L.C., Research Division I wanted to ask more about the marketing plans and if there's kind of any thought about maybe bifurcating the messaging. It seems like kind of in the New York region, maybe it's more of a call to action and frequency dynamic whereas the rest of the country still might be more brand awareness? So how do you think about kind of maybe micro targeting geographically some of the messaging to kind of yield the consumer behavior that you want?

So it's a great question. And it's actually what we're trying to do. And this has kind of been our first test. We launched our media into about 15 different markets and about half of them were Dubai Shake-focused, which was much more of a culinary brand-type message around come and get Dubai Shake. And then in 8 other markets, we did dollar drinks, which really the intent there is to generate app downloads. And we're seeing actually very high order -- very high check on these dollar drinks -- checks actually, people aren't coming in and just buying a dollar drink. So the check total on our dollar drink transaction is about the same as our average total on our check. So we're getting a lot of revenue from promoting dollar drink. So we wanted to test both of those messages in different markets to understand how each of them react because once again, as I shared, we really haven't done this on this brand before. So we're gathering all this information, understanding how these different messages impact both our traffic as well as our check average. And then moving forward, this -- the media will be up against our big LTOs, neither of these are the featured item of the quarter. Moving forward, we will start doing that and that will be primarily a brand and culinary product message that may or may not have a call to action or a featured price point. So this is -- we're kind of entering into a new dynamic with marketing these things and targeting specific guests, primarily in the digital channels with specific messages. Thank you.

Our next question is from Jim Sanderson with Northcoast Research.

I just wanted to review your outlook on traffic. I think you started the year with a -- about a negative 4.6% and improving ever since then. But to get to the flattish traffic for the year implies 1% to 2% traffic growth in the current quarter and fourth quarter. Is that the right way to look at that?

Yes. So we're not -- we haven't broken out the traffic guide for the full year, Jim. But what I would say is that our traffic has improved in every month, really coming out of the weather pressures that we had in P2. And then we did have a nice positive traffic in July as well with our 3.2% comp. So what we have with menu innovation that's in our guidance today and the potential, which is not in our guidance for the lift from media, we are pretty encouraged by our traffic trends and the outlook for the rest of this year.

Okay. And as a brief follow-up, you mentioned some marketing initiatives in the back half of July. Has that been a primary driver of the traffic improvement? Is there anything you can take away from your learnings that would help us to understand how that is moving traffic?

Yes. I think it's a great -- July is a really great example when you just take a step back and you look at what we're doing overall. It's exactly what we've been talking about. It's about having compelling culinary out there. And then on top of it, starting to amplify that message, we didn't have much of the media impact in July. A lot of this was really -- most of the quarter was just launching our great culinary. And then towards the end of the month, we amplified it as Rob talked about in some of our major markets around Dubai Shake. But we're really excited overall by what our culinary calendar and our media plan can do.

I think maybe what we should call out is that the 3.2% is our Period 7 which runs through July 24. And so we turned the media on right at the end of that. So although we're still in July, we -- the media wasn't baked into the 3.2% because our period ended, we haven't disclosed the results in the media.

Our next question is from Jake Bartlett with Truist Securities.

Mine is on the underlying same-store sales trends. And then I'm thinking about the Dubai Shake and what that might have contributed. You do the rough math. I think 50 shakes were offered a day. It would imply a pretty significant contribution to same-store sales. You saw a step up in July, but certainly not what that contribution might imply. So maybe just if you could talk about the impact of the Dubai Shake and then the underlying trends, whether there's some pressure that's offsetting the lift that you're getting from the Dubai Shake.

Yes. I mean I would tell you that the Dubai Shake has done exceptionally well. We're going to finish essentially selling as much as we forecasted to sell. But it was different in different markets and different Shacks. So it wasn't like every Shack did 50, some Shacks, some regions did a little bit less. Some regions did more. In the end, like right now, with the media turned on to Dubai Shake, we've seen a very significant lift in our consumption of Dubai Shake. So we are confident that when we have great culinary and we market it, we can sell it at the rate that you're describing. Up until the media, it probably wasn't 50 Dubai Shakes per Shack per day.

Okay. And as we think about the cadence throughout the quarter, you have the Dubai Shake is benefiting July. You're doing some advertising in the Dubai Shake, how long is the Dubai Shake going to continue. Just I guess, as we look at the balance of the quarter feel comfortable with the guidance, it seems like you have a big driver that might be going away, but maybe not. I just want to kind of understand what your plans are for the rest of the quarter.

Yes. I mean, we can't be a one-trick pony, right? I mean we have to continue with consistent, culinary innovation that drives traffic and put the media behind it. So the Dubai Shake will run pretty much through the month of August. And then we've got other innovation that comes right behind that, that we're excited about and that we're going to continue to drive traffic. And I think we were moving traffic in the right direction before the Dubai Shake. So we have a lot of confidence in the pipeline -- culinary pipeline to continue to do that.

Our next question is from Jeffrey Bernstein with Barclays.

Great. Rob, you talked a lot about the product innovation pipeline. I think you said you have 18 months that's been well-tested. Obviously, that's exciting and it's driving traffic. Obviously, that potentially buts heads with the balancing that against the back-of-the- house complexity in order to still make sure that you're achieving speed of service and guest satisfaction scores. Just wondering how do you manage that I'm wondering whether -- where the intersection is between marketing and operations just to make sure that one doesn't hurt the other? And then I had one follow-up.

That's a great question. And I've been managing that balance my whole career, right? From Taco Bell to Arby's to Papa John's. I can tell you that one of our strengths at Shake Shack is that we make everything to order. And so that is a different model than kind of the streamlined assembly line. I mean we have definitely improved our productivity and our efficiency of our core menu operations, but we also have flexibility given just the necessity of the model to be able to flex. So we have not only tested this innovation pipeline with our guests, we've also operationally tested it, embedded it. Before anything goes out and is launched, we put it through both supply chain as well as operational tests to make sure that it's not going to do -- not going to create problems and mitigate all the great work that we've done around getting productivity out of our operations.

Got it. And then my follow-up is just on the most recent trends and obviously, encouraging to see the 3% plus in July, and that doesn't even incorporate perhaps the last week, which sounds like it could have been even stronger. But we had heard from a couple of others that maybe after several months of industry improvement that maybe July was proven to be a little bit choppier or maybe some slowdowns. So I'm wondering how you -- if you look at your underlying business, take out kind of the Dubai benefit, I mean do you think that the consumer continues to get better and we should assume broader industry improvement in coming months or have you seen any sign of maybe change in behavior after the momentum we had seen since what Katie mentioned was the weather issues in February? Just wondering how you see the underlying momentum for the broader industry continuing through the third quarter.

Yes. I mean, I can kind of only speak to Shake Shack and our guests. I mean, we have seen consistent sequential improvement in our traffic. We've seen a willingness to buy a $10 shake, which is the most expensive shake that we've ever launched. So we've seen -- we have a lot of confidence that our guests continue to see a lot of value in our offerings, whether it's our core menu or LTOs, and that's why we're so confident in continuing to drive traffic in the back half and moving forward.

Our next question is from Jeff Farmer with Gordon Haskett.

You guys did touch on it a little bit, but just following up on the standardized scorecard. Two questions. So when was that fully rolled out to the system? And what actions are taken for some of the lower-performing scorecard restaurants?

Yes, I mean that was rolled out late last year, and we also made a couple changes to the structure and the leadership model in the operations team right around that period as well. And so there's no hiding from the scorecard. It's very clear who's delivering on the KPIs that matter and where there's opportunities. And I can tell you that our operations team has built a very disciplined model where they're using that scorecard literally where Stephanie is sitting down with her 4 VPs every week and going through the scorecard in their regions and identifying where we're doing good and where we have opportunities. And then those VPs are going to their regional directors doing the same thing, and those regional directors are going to their area directors. So it's just become a very disciplined operating model to identify where we have opportunities to improve. And then we're committed to the development of our leaders in building this culture of leaders. So where there's opportunities, we're working with those leaders to identify what's causing those challenges. And to mitigate them. It's like Thomas Edison strategy, without execution is hallucination, right? So we have become a very strong executing company. And that's why there's not going to be a lot of volatility here in these labor numbers. I mean, we are -- we've built a disciplined model, and that's why we have so much confidence moving forward because it is -- what we've talked about for the last year, it is literally the backbone of everything we do. And we have so much confidence in the people leading that group and the way they're leading it, that it affords us the opportunity to go and spend some resources in the supply chain to improve our COGS. I mean we're running labor right around 26%. COGS are running 28% to 29%. We think there's opportunity in COGS because the work we're doing in the supply chain. But we couldn't do that if our operations weren't running so seamlessly. We wouldn't be making investments in driving guests into our Shacks with marketing because we wouldn't be getting the returns on those investments if we weren't flowing through to the bottom line. So our operations are at the heart of everything we do. Jamie Griffin, our new Chief People Officer, he is an operations people officer. His whole job is building a pipeline of leaders that can open up all of our new Shacks and making sure that we have the development programs in place to continue to have a pipeline of managers and assistant managers who can run these restaurants at the peak level. So we've made those investments. We're really confident with where we are, and that's afforded us the opportunity to move on to investing and driving the sales.

And just as a quick follow-up. So again, from a regional perspective, New York City and the Northeast continue to underperform. So the question is, to you guys, what's the opportunity to narrow that spread in coming quarters? Is there something structural that's holding that underperformance spread in place or is there something you can do to bring up those 2 very important markets for you, the New York City area and the Northeast to improve or narrow that spread versus the rest of the system?

I think it's a great question but we have to be careful about what we talk about when we say underperform, right? I mean those regions, in particular, New York City are our highest-AUV restaurants with our highest margins. So they are great restaurants. They'd be the envy of a lot of systems, $10 million restaurants flowing through 35% plus. So they are performing, their comp contribution may not be as significant as in the other markets throughout the country. And so yes, we've got to work on that. We got to understand what the challenges are there. But I think at least our assessment would say that some of those challenges are more macro around some of the things that are impacting those regions as opposed to maybe some of the other regions that are growing much faster. So we're trying to take all that into context and make the right decisions, but there are a lot of really good restaurants in New York and the Northeast that we want to make sure we don't we don't cut off our nose to spite our face.

Our next question is from Daniel Guglielmo with Capital One Securities.

On the 3-year financial targets, of the 4, do any of them have serious momentum to come in above target? I only ask because when I model out to 2027, I do bump up against the targets and I'm always hesitant to push higher than a team's communicated goals.

I mean that's a pretty good problem to have...

Yes, I would just say these are our targets. And we've shared our strategic priorities and our progress against them. We are committed to continuing to grow our new Shack openings and continuing to find additional areas, productivity as well as investing in marketing to drive traffic that will also generate additional productivity for our restaurants. And finally, we expect all of this to fall down nicely to pretty strong adjusted EBITDA growth.

We have reached the end of our question-and-answer session, and that will conclude today's conference. You may disconnect your lines at this time, and thank you for your participation.