Thank you for standing by. At this time, I would like to welcome everyone to the UNFI Second Quarter Fiscal 2026 Earnings Call. [Operator Instructions] I would now like to turn the call over to Steve Bloomquist, Vice President of Investor Relations. You may begin.

Good morning, everyone, and thank you for joining us on UNFI's Second Quarter Fiscal 2026 Earnings Conference Call. By now, you should have received a copy of the earnings release from this morning. The press release and earnings presentation, which management will speak to, are available under the Investors section of the company's website at www.unfi.com. We've also included a supplemental disclosure file in Microsoft Excel with key financial information. Joining me for today's call are Sandy Douglas, our Chief Executive Officer; and Matteo Tarditi, our President and Chief Financial Officer. Sandy and Matteo will provide a business update, after which we'll take your questions. Before we begin, I'd like to remind everyone that comments made by management during today's call may contain forward-looking statements. These forward-looking statements include plans, expectations, estimates and projections that might involve significant risks and uncertainties. These risks are discussed in the company's earnings release and SEC filings. Actual results may differ materially from the results discussed in these forward-looking statements. I'd like to point out that during today's call, management will refer to certain non-GAAP financial measures. Definitions and reconciliations to the most comparable GAAP financial measures are included in our press release and the end of our earnings presentation. I'd now ask you to turn to Slide 6 of our presentation as I turn the call over to Sandy.

Thanks, Steve, and thank you, everyone, for joining us this morning. In the second quarter of fiscal 2026, UNFI continued to advance our value creation strategy, focused on achieving shared profitable growth with our customers and suppliers. Through our team's disciplined execution of this strategy, including our accretive optimization actions, profitability and free cash flow are growing ahead of our expectations, enabling us to further strengthen our balance sheet and increase our financial flexibility. During our Investor Day in December, we outlined the strategic capabilities we're building to add value for our customers and suppliers and to become a more effective and efficient company. These include enhancements in customer stewardship, merchandising and supplier support, professional and digital services, private brands, technology, supply chain and productivity. With our operational rigor and lean mindset as a foundation, we're executing management and reporting routines against each of these capabilities and are delivering continuous improvement and accountability throughout the organization. Let me take a moment to highlight a few examples from the second quarter. First, as a part of our focus on building a next-generation supply chain to serve our partners more effectively and efficiently, we're continuing to expand RELEX, an AI-powered supply chain planning platform across our entire network. Roughly another dozen distribution centers are expected to go live next week, and we expect we will complete our implementation by fiscal year-end. As our RELEX implementation progresses, it's helping us to improve customer service, fill rates and inventory management, which is, in turn, improving our free cash flow. We're also focused on growing our private brands assortment to help our customers differentiate and create value for their shoppers. This fiscal year to date, we've launched nearly 50 new private label SKUs that lean into innovation and emerging shopper trends from health and wellness…

Thank you, Sandy, and good morning, everyone. Our second quarter results reflect our focus on building capabilities to create more value for our customers and suppliers while continuing to improve profitability and free cash flow and further reduce leverage. We're also updating our annual outlook based on our year-to-date performance and our current view of the rest of the year. Today, I will provide additional insight into our second quarter operating results, our financial position and capital structure and our fiscal 2026 outlook. With that, let's start with our Q2 results. If you go to Slide 8, our second quarter sales came in at nearly $8 billion, a decline of 2.6% to last year and includes an impact of nearly 500 basis points from our accretive optimization actions. These results also reflect inflation, favorable mix and sequentially weaker underlying food retail trends, partially driven by SNAP uncertainty, weather-related volatility and a dynamic operating backdrop. Excluding the impacts of planned optimization, our overall business outperformed the market and performed in line with our target addressable market. Natural product sales grew 7%, again, outperforming the market, driven by continued shopper demand for natural, organic and specialty products and strong execution from our customers. We also saw benefits from short-term project work, portions of which we expect will wind down during the second half of fiscal 2026. Conventional product sales declined 12%, with the primary driver again being our strategic network optimization. The majority of this was the result of our planned exit from the Allentown distribution center. As a reminder, we expect that the cycling of larger optimization actions in Q1 2027 will allow our business to return to growth in fiscal 2027, and we remain confident in our longer-term expectations to deliver low single-digit average sales growth from fiscal 2026 through…

[Operator Instructions] And your first question comes from the line of Kelly Bania with BMO Capital Markets.

This is Ben Wood on for Kelly. Just wanted to start on the conventional side, I know you guys called out a 5% headwind from network optimization. That looks like a little bit of an acceleration from the first quarter. I know the majority of it, it seems like it's the Allentown exit. I believe that was planned at 3% headwind to top line. Is that still the right way to think about it? I'm just trying to understand if more work was done or there's something particular about the quarterly cadence that I'm missing?

Yes. So on the conventional front, think about the 500 basis points been significantly higher as an impact because 500 basis points of optimization headwind is on the total natural plus conventional. And on a conventional basis, it's more impactful. So the majority of the decline, the 12% decline in conventional was driven by the accretive network optimization that offered then benefits, as you noticed on the EBITDA growth of almost 40% in conventional in the first half of the year. Relative to the 2 elements of the accelerated optimization, we exited the Allentown facility at a faster pace than we anticipated and released some accretive benefits in the first quarter. And also, as we start executing in the second quarter in a net of optimization with customers, but also some win-win retention, we had further opportunities to drive accretive network optimization inside conventional. That's kind of what is reflected in the 500 basis points of second quarter headwind, but also in the 24% of EBITDA growth in the first half of the year.

That's helpful. And then just on the conventional side as a follow-up, if we peel away the network optimization, it looks like kind of the underlying business may have improved towards lower single-digit declines versus maybe low to mid-single-digit declines in Q1. And it seems like based on your retail comp disclosures, that's in line with what you thought the retail business. But wondering if you could expand on maybe what's driving that improvement? Is it better volume? Is it prices? And then just any details you can share about the current operating environment that you're seeing on the conventional side? I know you called out SNAP headwinds and maybe some weather. But it seems like underlying trends got maybe a little bit better this quarter.

Let me elevate for a moment because you are picking up an important trend in our business. So if you normalize the 2.5% sales decline with the 500 basis points of network optimization, we actually saw low single-digit growth in the broader business, which is in line with the $90 billion target market and reflective of how many of our customers have performed. Relative to then the double-click into conventional and natural, so natural grew 7%, so enduring strong trends in the natural products. Relative to the conventional products, if you remove, call it, 800, 900 basis points of the network optimization impact, the decline was in the low single digit. So stable to kind of what we've seen in the first quarter, a little bit of help from inflation and then volume declines call them in the MSD range.

I think one other thing to throw on top of that is that over 90% of our customers buy natural or both natural and conventional products. And that's core to our strategy to help them differentiate and why our target addressable market is growing and why our customer base, excluding the optimization efforts, which are accretive to profitability and were planned are driving consistent growth consistent with our long-term plan.

Your next question comes from the line of John Heinbockel with Guggenheim.

I want to start first. You talked about the pipeline. So what -- can you dive into that a little bit? When you think about conventional versus natural? And is it new accounts, new categories? So what does that composition look like? And then when you talked about low single-digit CAGR, right, 26% to 28%, so I take that -- tell me if I'm wrong, I take that to be the CAGR, meaning the out years will grow closer to 4% than what we're seeing. Obviously, we're seeing a decline this year, but the real out-year number is more in that 4% range? Or is that wrong?

John, I'll let Matteo characterize the modeling relative to our long-term growth algorithm. But the answer to the first part of your question on pipeline, as usual, it's a combination of things. The majority is incremental categories with existing customers, which continues to be the most profitable way to expand. And as I said before, it's my favorite kind of growth because it reflects a healthy relationship where we're already adding value and where we're being given more work to do. There are brand-new relationships as well, but the large majority of our pipeline is growth with existing customers. And Matteo, on the out-year modeling?

Yes, John, so when you think about the agreement through 2028, there is an LSD that would get us from [ $25 billion, $31.8 billion ] to roughly $33 billion by 2028. So embedded in that, there is an LSD that is going to get us in '27 and '28 to approximately $33 billion of sales in -- by the year by 2028 for our outlook.

Okay. And maybe that the follow-up, productivity, right? So that was up 6%, which I think is above what you would characterize as sustainable. I think maybe this may be wrong, but like 3% to 5% is fair. So maybe touch on that. And then if a lot of this growth is new categories, right? So you would think cases per mile driven. Is that now going to be a big contributor to productivity gains?

Yes. So first of all, John, we are pleased with the margin improvement that we have seen in the first half. The EBITDA growth of 24% in the first half also embeds 45 basis points or so of margin expansion, some coming from natural growth and gross profit expansion, but a lot of it coming from the OpEx controls and improvements that we established in the last 18 months. So think about throughput through automation, think about the value of the productivity project through value delivery office and many more things that we're doing through our lean and the indirect cost spending. So we're pleased with the progress. It is a little bit higher than we were expecting as again, we realized faster benefits from the network optimization. And we also continue to have a very rich pipeline of cost initiatives, including the $2 billion of indirect expenses that we are methodically analyzing both with lean methodology as well as with the support of our supply chain teams. Relative to the question on the cost per case, that is obviously a metric that we track very, very closely. And again, initiatives like lean automation, relax, the new routes that we continue to identify with the route team are all contributing to that productivity. So we are encouraged with what we've seen in the first half. It's exactly in line with what we've been saying for some time that we continue through lean and methodologies to find many opportunities to become more effective and more efficient to support our customers and drive share profitable growth together.

And John, Matteo said at the end, the one simple through line that I'd like to reinforce, which is as he leads the implementation of lean in the company, lean starts with safety, goes to quality and delivery and then delivers cost. And it creates a virtuous cycle. Our fill rates are higher than they were last year, higher than they were 2 years ago. Our on time continues to improve. Our shrink is down. And so a lot of the productivity, we always say effectiveness before efficiency as a theme to make sure that the strategy is robust for customer benefit and then creates a virtuous cycle of improvement. And that's the early days results we're achieving and the significant opportunity that we see ahead through the strategic plan, but beyond actually.

Your next question comes from the line of Mark Carden with UBS Financial.

This is [ Matthew Rothway ] on for Mark Carden. So I was wondering if you could help us understand to what degree natural was helped by project work in the quarter versus more kind of underlying growth in the category. Would you say underlying growth was more in the low single-digit range or mid-single digit?

Yes. So as we said before, in 2025, we started ramping some project-based business inside the natural business -- of the natural products business that ramped very, very quickly in the second half of 2025. And as the customer completes their strategy is going to start winding down in the second half of 2026. So what I would say is that in the 7% performance in the second quarter following the roughly 11% growth in the first quarter, there is really the enduring dynamic of the natural organic specialty products. And then what we would expect in the second half is to see a little bit of the impact of the wind down of the project-based business, while again, the underlying fundamentals though of the natural products remain strong.

Great. Very helpful. And then as a follow-up, to what extent are potential headwinds from SNAP factored into your lower guidance?

Broadly speaking, when there are changes to the government assistance programs like SNAP consumers tend to adjust their overall budget to preserve spending on food and kind of grocery staples. And our experience has been that food-at-home demand remains resilient as households tend to prioritize essential items. So as we thought about the guidance for the remainder of the year and then the algorithm through 2028, we're monitoring SNAP. We think that the impact is manageable. And again, it has been fully embedded into our rest of the year outlook and '27, '28 algorithm.

Your next question comes from the line of Leah Jordan with Goldman Sachs.

So you continue to make nice progress on free cash flow, which is great to see. But given this is a multiyear process, just seeing if you could get us caught up on where we are in the journey, what's been done? And as we look to kind of the back half and into '27, what are the next biggest drivers we should be looking for, especially within working capital?

So we are pleased with the first half performance. We generated almost $190 million of free cash flow in the first 6 months, which is up $150 million year-over-year. And when you think about the drivers, obviously, we increased EBITDA by 24% in the first 6 months. We continue to work on reducing the days of sales outstanding in our receivables while capitalizing on the work that we've done on inventory with the decentralized procurement organization that printed benefits in 2025 and is now complemented by the RELEX rollout. So we have now an AI cloud-based inventory system that with the demand signals much, much faster and more effectively has been implemented in our natural DCs, and we are on the way to implement it in the conventional product DCs being done with the process by the end of the year. So the combination of more EBITDA, more disciplined working capital management and then deleveraging to reduce the interest expense have all been favorable in our journey to deleverage to 2.2 turns, I would say, by the end of 2027. Looking ahead, so first of all, relative to the second half of the year, we would expect a similar level of EBITDA when you think about the flows implied in the $695 million there are about $350 million of EBITDA, but we're going to step up the CapEx spending significantly. We had still some growth in the first half once you normalize for the automation investments that we had in first half of '25, and we have a number of safety, maintenance, technology and supply chain priorities for the second half. So we would expect the EBITDA similar to the second level -- to the first half level, sorry, to be offset by the higher CapEx spending. And then relative to the look forward in '27 and '28 when our guidance is about $300 million of free cash flow, we should expect to continue to see EBITDA growth. The current guidance is $730 million of EBITDA for '27, $800 million for '28 continue to do work on the leverage reduction, which is going to give us tailwind from an interest expense. And then we're keeping optionalities relative to working capital support and CapEx. And that's all territory of high confidence because we want to have multiple ways to get there and have flexibility relative to working capital investments and CapEx.

That was really helpful detail. Maybe just one quick follow-up related to a comment you guys made in an earlier question. So a low single-digit volume decline you called out for the conventional and your underlying core business there. Just any major call-outs on a product category or retailer type that's kind of driving that? And I guess a bigger question also is we continue to hear about retailers getting more efficient with their own inventory management due to AI and automation. So how do you think that could be impacting your volume trends over time as well?

Leah, good question. I think I would try to separate the landscape into a couple of buckets. The first and most obvious point is that our customers, virtually all of them are buying natural and conventional products from us. And where we see customers performing well is when they're fairly deeply into a differentiation strategy that combines competitive costs with unique products and unique experiences. And you can think of retailers around the country that play that strategy very well. And broadly speaking, you've obviously got the pure natural players. But within the all other, there are a number of retailers, including Cub, for example, that are working on a differentiation strategy that includes products and experiences while still staying competitive on price. And those retailers tend to perform better and their sequential performance is better. And our entire strategy is set up to help them. And so there's a lot of things going on in the marketplace that make it dynamic. What we are working on feverishly with our customers is helping them drive the kinds of strategic transformation that works for them and makes them part of the durable and long-term growing part of the industry, which is substantial. As it relates to inventory, other than some early discussions that we're having with customers about how technology can work across our supply chain with them with RELEX products in retail and RELEX products in wholesale, we're not seeing a meaningful change in their inventory, at least broadly speaking.

Your next question comes from the line of Bill Kirk with ROTH Capital Partners.

Since your Investor Day, the amount of vendor-funded promotions seems to have increased. I guess, first, are you seeing more of this activity from the manufacturers? And has the increased activity skewed toward any particular category? And then second, where your expectation maybe for inflation or possible deflation where it may have changed, how much would you call your change in outlook for inflation commodities driven versus manufacturer driven?

So what we saw relative to vendor promotions is that brands are being way more selective with their dollars, shifting toward peak holiday moments and proven channels, what we see that they're pulling back where the ROI is uncertain, which is why promotional activity feels somewhat inconsistent across customers. As we have considered our outlook for fiscal 2026 and our revised guidance, we have not assumed a material step change in promotional levels. And what we saw is that promotions increased in November and December to kind of post-pandemic highs as manufacturer leans into holidays, but kind of tighten up elsewhere. So we're seeing a step down in January, which is in line with historic patterns. So that's on the vendor promotion. Relative to inflation, right now, we have modeled low single digits for the remainder of the year, which is again in line with our prior guidance. Our goal is always to work with suppliers to keep prices low, stable and predictable, which is the best cure for the industry. And while we may have seen some very transient and secondary procurement gains coming from inflation, again, our goal is to always keep it low and predictable, taking advantage of the pre-notices that we get from our suppliers and then working with them and the customers to make it as stable as we can. Sandy, anything you would add?

Yes. I think, Bill, strategically, again, elevating a bit here. I think our focus with suppliers going forward is to continue to look for ways to make promotional spending more effective and more enduring around key price points. I would call it priority 1a for our -- particularly our conventional product merchandising is to help our retailers be more and more competitive, particularly on key items. And we'll be watching our progress there. That could take the form of a very long-term promotion as opposed to a price reduction. But net-net, it ends up creating more value at the shelf, which a lot of our customers are focused on.

Understood. And if I could sneak one more in. Matteo, you talked about the share repurchases made in the quarter. You've had that program, I think, since 2022, but it was the first time that you've used it since fiscal '23, I believe. So how would you expect to use this program going forward? And what does it say about your outlook and visibility and you used the word predictability that you're here using the repurchase program again?

Yes, Bill, our main priority continues to be debt reduction and deleveraging. So we have, again, lowered our year-end expectation now for net leverage to 2.3x from 2.5x before, and we continue to remain confident in reducing our net leverage to below 2x by year-end of fiscal '27. Now we also continue to have high confidence in our value creation strategy. And so as we saw an overperformance relative to cash driven by EBITDA and better working capital management, we thought that there was an opportunity to utilize part of the -- what was by then about $140 million share buyback basket, which is now about $110 million and lock in some buybacks at $33.66 on average. And as you think about how we thought about the second half with an implied free cash flow of $140 million, First, we wanted to hit our target of 2.3x of leverage or less. Second, remain in high confidence territory while we do that, but also maintain flexibility for either faster deleverage, more organic investments or possibly some opportunistic share buybacks.

Your next question comes from the line of Scott Mushkin with R5 Capital.

So I just wanted to kind of talk a little bit more philosophically on a long-term basis, thinking about how -- kind of where the company was before the acquisition on EBITDA margins. Those were over 3. And then obviously, SUPERVALU brought those down and the traditional channel seems to have a lower margin historically. But I was just wondering, philosophically, is there a cap on EBITDA margins at some point below 3? Or is that -- or do you guys think with all the efficiencies you can drive out of this business, thinking of EBITDA margins being able to continue to go up after your -- the '28 area is something we should consider?

Scott, a good question. I think of it in the following way. The lean methodology has us think about metrics together, starting with safety, quality, service and then cost. And we invest over $4 billion a year of cost in serving our customers. We see significant opportunities to improve all of those metrics. And with each additional improvement, we see more opportunities. And so no, we do not see a cap on the ability to improve quality or service or safety. And in the process of doing that, we're able to improve efficiency because process -- robust processes and the successful use of technology to improve them opens up road maps of opportunity ahead. What we won't do is seek to expand margins at our customers' expense. In fact, we view this as an accretive model with lots of opportunity for growth in the future. So I'll boil it down in this way. We've communicated an outlook for 3 years that includes margin expansion that includes growth, includes improving returns on invested capital and free cash flow. As we look past that time frame, and Matteo and I talk about this all the time, we still think we'll be using words like early innings when we leave '28 that the opportunity feeds the opportunity. And because of the marketing focus on the more durable, differentiated target market, we think there's going to be opportunity in large amounts in the marketplace for us to continue to help customers and then the rest of it flows from there.

Sandy, what I would add is that in the outlook algorithm, we talked about 65 basis points of EBITDA expansion from '25 to 2028. We're pleased with what we've seen in the first half, where we had almost 50 basis points of expansion through natural growth, gross margin actions and then a large productivity play.

Yes. And the biggest -- one of the biggest drivers to gross margin was continued reduction of shrink, which is, once again, process improvement that absolutely helps that shrink is not a value to anyone. It's pure waste.

All right. That's great insight. I appreciate the thorough answer. My second question revolves around the conventional business. And again, it's more philosophical than it is here and now. Do you envision the conventional business being able to be flat volumes eventually? I'm talking about volumes, not with the inflation, but just volumes being flat without making M&A, just like the business would end up being flat volumes? And how do you get there?

Scott, I think let's separate our business, which is a B2B business from the industries business, which is a B2C business. I believe that the trends towards healthier eating are enduring and will sustain. It's the right science. There's emerging consensus, and it's increasingly being democratized by good value in the marketplace. From a UNFI perspective, I think we're in really good position to help retailers maximize that trend from wherever they sit today in the spectrum. So the kind of right answer I'd give you is I'm not sure, but we'll be growing ours volume with the products that we offer, and we'll have the products that are viable for growing volume because that's where the demand is, and that's what our job is. Beyond that, I'm not sure. Each customer, interestingly enough, has a unique set of product requirements that are serving different opportunities. And while we don't discuss individual customers here, some really interesting things are happening with conventional products in places that you wouldn't have necessarily expected as players are looking to build their basket or build their customer base for their various platforms. So I don't know is the headline answer to your question, but I don't think it matters particularly to UNFI. We're going to make sure we have the right products, and they'll continue to mix out based on the strategies of our customers and consumer demand.

So my interpretation of that, Sandy, and I'll yield is that in aggregate, and you've told us this before, I think, not to just kind of look at your business necessarily on one segment or the other. But in aggregate, we should think about volumes growing once we're through this period.

I believe the public comments we've made, and Matteo said this earlier, is that we expect the company's sales to return to growth next year, and we expect to achieve our 3-year sales guide at midpoint, which is about $33 billion and that we have confidence in doing that. What I would say beyond that is we're always looking for ways to help our customers more and to grow our customer base. And that will continue, but the guidance is as it is, and we remain confident in it.

Your next question comes from the line of Krisztina Katai with Deutsche Bank.

This is [ Jessica Taylor ] on for Krisztina. I just wanted to ask specifically about your value-add services and how you're thinking about how those contribute to your margin expansion, specifically as you line it up with the different business channels.

Yes. Jessica, the professional and digital services group continues to grow faster than the company. And we are always looking at services that will either help our customers save money, work with the industry more efficiently and hopefully grow faster. A lot of our focus of late has been on digital services to help customers use technology. And obviously, the services that our customers use depend on where they are in the marketplace. But we continue to view this as an important part of our offering. It tends to be more profitable for us because the value added is defined. And so therefore, we're helping customers get value that they wouldn't be able to get otherwise. And we continue to invest time and energy on talent and new platforms to find new ways to continue to make our customers more competitive.

And then just as a quick follow-up, can you talk a little bit about how much left do you think you have in terms of shrink improvement?

Jessica, we made a significant improvement on shrink, if you think about '23, '24, '25 and even in the first half of '26, it's really been a tight methodology with the supply chain and the procurement teams mapping wing to wing, how we were buying, how we were managing inventory, improving the demand signal. And that has created a very significant profit improvement for us in gross profit in the last 3 years, including a support to the gross profit expansion in the first half of 2026. For us, the journey on productivity, shrink, waste elimination is never ending. So we are never satisfied. We recognize that right now, we have significantly reduced the shrink levels, and there is probably a level of structural shrink when you're managing $30 billion of wholesale revenues. But with that in mind, we continue to do process mapping and managing inventory levels better that, in turn, help us reduce shrink. So we are not giving up on the shrink improvement from now on. It'll still be a contributor to a lesser extent, but a contributor to our margin expansion. Again, our goal right now is 2.4% through 2028, and we are roughly at 2.25% as we close the first half of the year.

Your next question comes from the line of Alex Slagle with Jefferies.

I wanted to ask on the rising diesel costs and if you could offer any historical perspective on how much you hedge or forward buy and kind of how that passes through fuel surcharges and what we should think about looking ahead.

Alex, as you can imagine, this is quite a dynamic situation, but we have assessed and we believe it is manageable. So relative to the impact of the change in fuel prices to the business, we have a number of tools to manage fuel costs. Firstly, with fuel hedges as well as then sharing our fuel price changes with our customers per hour contract. It is very, very early on, as you can imagine. But again, the early assessment, when we look at the combination of hedges and contractual protection, we feel that is very manageable and embedded in our second half outlook and guidance for '27, '28.

Great. And private brand execution, you kind of noted a ramp-up with some incremental new products. What kind of progress should we expect over the next, say, year or 2? Or what milestones should we look for next just to see the progress in getting the private brand growth accelerating?

Yes. I think broadly speaking, we view the private brands portfolio as an important part of the differentiation strategies that we provide to customers. As I mentioned in the script, we had some significant new item activity so far this year, including some pretty hot new products, and we're excited about that. We have a new leader in running our brands portfolio. And I think, broadly speaking, you should expect to see our brands portfolio grow faster than our total business. That's been our strategy, and it continues to be. But we're also focusing incrementally on innovation to help drive the good, better, best positioning of our brands in the marketplace. And further capturing the opportunity in the natural segment to improve our brand performance and continue to serve customers where they are with the products that will help them decomparilize their assortment versus some of the mass discounters, et cetera.

This concludes today's question-and-answer session. I will now turn the call back to Sandy Douglas for closing remarks.

Thank you, operator. As you heard today, we remain focused on executing our value creation strategy to add value for our customers and suppliers and become a more effective and efficient company. As we mark 50 years in business and look ahead to realize our purpose of better food and helping to create a better future for our stakeholders, we're committed to building the capabilities that will help our partners differentiate, compete and achieve shared profitable growth. With a long runway of improvement opportunities still ahead of us, we are well positioned to create long-term sustainable value for all of our key stakeholders, including our shareholders. To our customers and suppliers, we thank you for your continued partnership and collaboration. To the UNFI associates listening today, our thanks for continuing to deliver better for our partners, our communities and each other. And to our shareholders, we thank you for the trust you continue to place in us. Thanks again for joining us this morning, and we look forward to updating everyone on our progress this summer.

Ladies and gentlemen, that concludes today's call. Thank you all for joining. You may now disconnect.