Thank you, and good afternoon, everyone. We are pleased you are joining Sprouts on our first quarter 2026 earnings call.

Jack Sinclair, Chief Executive Officer, Curtis Valentine, Chief Financial Officer, and Nick Konat, President and Chief Operating Officer, are with me today. The earnings release announcing our first quarter 2026 results, the webcast of this call, and financial slides can be accessed through the Investor Relations section of our website at investors.sprouts.com.

During this call, management may make certain forward-looking statements, including statements regarding our expectations for 2026 and beyond. These statements involve several risks and uncertainties that could cause results to differ materially from those described in the forward-looking statements.

For more information, please refer to the risk factors discussed in our SEC filings and the commentary on forward-looking statements at the end of our earnings release. Our remarks today include references to non-GAAP financial measures.

Please see the tables in our earnings release for a reconciliation of our non-GAAP financial measures to the comparable GAAP figures. With that, let me hand it over to Jack.

Thanks, Susannah, and good afternoon, everyone. Before I dive in, I want to start by thanking our team for their disciplined execution and continued focus throughout the quarter.

The first quarter played out largely as we expected. We continued to work through tough comparisons and a cautious consumer backdrop.

Our recent new store openings are performing well, and we continue to be trusted partners for innovative product launches. Progress in our self-distribution of meat has been encouraging and is nearly complete.

In addition, we continue to strengthen our talent across the organization. Our purpose is clear: we help people live and eat better.

Our immediate 2026 priorities are to strengthen differentiation through foraging and innovation, to reinforce our great in-store experience, to accelerate customer engagement through loyalty and personalization, to build an advantaged supply chain, to expand access to healthy food through new store growth, and to take targeted actions to strengthen value, all supported by our investment in our talent and technology. This quarter, we executed with discipline, balancing early loyalty investment and targeted value actions with cost control while continuing to advance the capabilities we need to support our long-term growth.

I want to thank our team for their focus across the organization. With strong execution and easing comparisons, we're expecting sequential improvement in our business as we move through 2026.

For now, I'll hand it to Curtis to review our first quarter financial results as well as our updated 2026 outlook. Curtis?

Thanks, Jack, and good afternoon, everyone. In the first quarter, total sales were $2.3 billion, up $93 million, or 4%, compared to the same period last year.

This growth was driven by strong new store performance, partially offset by a 1.7% decline in comparable store sales. Innovation is a differentiator for Sprouts and continues to drive our sales.

E-commerce sales grew 10% and represented approximately 16% of total quarterly sales. Sprouts brand also continued to perform well, growing faster than the rest of the business and representing more than 26% of total sales.

During the quarter, we maintained discipline around margins and returns. Our first quarter gross margin was 39.4%, a decrease of 20 basis points compared to the same period last year.

This primarily reflects loyalty investment consistent with our plan and unfavorable shrink performance. These headwinds were partially offset by benefits from self-distribution, which is performing as expected.

We've taken initial steps to improve affordability for our target customers. We have made selective price adjustments on the most relevant items to our customers' baskets alongside a more focused promotional plan.

We believe our P&L and guidance provide flexibility to support these actions and our customers' needs. SG&A for the quarter totaled $659 million, an increase of $36 million and 42 basis points of deleverage compared to the same period last year.

This was primarily driven by fixed cost deleverage from lower comparable store sales. We remain focused on cost discipline while funding key growth and customer initiatives for the near and longer term.

Depreciation and amortization, excluding depreciation included in the cost of sales, was $42 million. For the first quarter, our earnings before interest and taxes were $215 million, interest income was approximately $129,000, and our effective tax rate was 24%.

Net income was $164 million, and diluted earnings per share were $1.71, a decrease of 6% compared to the same period last year. On unit growth, we opened six new stores, ending the quarter with 483 stores across 25 states, including our entry into New York.

Our strong and healthy balance sheet continues to provide flexibility. For the first quarter, we generated $235 million in operating cash flow, which enabled self-funding of our investments and capital expenditures of $98 million, net of landlord reimbursements.

We also returned $140 million to our shareholders by repurchasing 1.9 million shares and have $696 million remaining under our $1 billion share repurchase authorization. We ended the first quarter with $252 million in cash and cash equivalents and $22 million of outstanding letters of credit.

Turning to our outlook, we continue to lapse on exceptional numbers from last year. We expect year-on-year comparisons to improve in the back half as trends ease.

We also believe our initiatives will build as the year progresses. As a reminder, 2026 will be a 53-week year, with the extra week falling at the end of the fourth quarter.

For the full year on a 52-week basis, we are maintaining our outlook for total sales growth between 4.5% to 6.5% and comp sales between -1% to +1%. We still plan to open at least 40 new stores in 2026.

Earnings before interest and taxes are expected to be between $675 and $695 million. We expect our corporate tax rate to be approximately 25.5%, and we expect capital expenditures, net of landlord reimbursements, to be between $280 and $310 million.

We are increasing our earnings per share outlook to be between $5.32 and $5.48, assuming at least $300 million in share repurchases. For the second quarter, we expect comp sales to be in the range of -2% to 0% and earnings per share to be between $1.32 and $1.36.

EBIT margin pressure is expected to be approximately 75 basis points due to fixed cost deleverage from lower comp sales, annualizing our loyalty points investment, and the impact of higher fuel costs. We will continue to manage the business with a balanced approach, investing for the future where we see the best returns while remaining disciplined on execution and cost control for 2026 delivery.

With that, I'll turn it back to Jack.

Thanks, Curtis. As always, we are confident in our strategy and the long-term potential of Sprouts.

Our focus is to stay true to our strategy and sharpen execution across our priorities: foraging and innovation, customer experience, supply chain, and new store growth, supported by targeted investments in talent and technology. We strive to make healthy eating accessible and affordable.

As health and wellness evolves, delivering differentiated, attribute-driven products remains central to how we stand out and meet our customers' expectations. We're leaning into foraging, innovation, and discovery to introduce new and distinctive items with clean ingredients.

We've seen particular success with organics, as they remain an important quality standard for our target customer and a meaningful growth driver for Sprouts. In the first quarter, more than 55% of produce sales were organic, and over 34% of total sales came from organic products.

We've already launched 1,500 new items this year, including brands like Pressed coffee, cold brew protein drink, Pendulum probiotics for gut health, and Prodda, a protein soda. Innovation remains our strength, and we continue to attract a strong and healthy pipeline of emerging health and wellness brands that view Sprouts as the preferred launch partner.

Sprouts brand continues to grow, expanding our differentiation across both fresh and non-perishable categories. Several of these innovations are resonating with customers, most notably our regenerative organic certified coffee, seed-oil-free hummus, and beef tallow kettle chips.

As we innovate, we remain focused on maintaining the right balance of everyday wellness essentials to curated premium wellness items, ensuring relevance, value, and quality for our customers. As we go to market, you'll see us leaning more into our leadership in the health and wellness space.

This is why customers seek us and continue to shop with us. As a result, we're sharpening our marketing to more clearly express what makes Sprouts unique, highlighting differentiated brands, founder stories, and product innovation.

The store experience remains another core differentiator, and our customers consistently cite it as a key driver for the love of Sprouts. That advantage starts with what we believe is the best store team in the industry.

Our team members are essential to delivering our unique assortment and supporting customers with attribute-driven needs, combining expertise with authentic, personal service. This year, stores are focused on simple, genuine customer connections that make shopping easy and enjoyable while elevating daily execution, improving in-stocks, freshness, and production efficiency.

I want to thank our team for what they do every day to make our customers feel welcome. Another theme core to the DNA of Sprouts is making healthy eating accessible and affordable.

It always starts with our assortment, and we're working to bring healthy, delicious meal solutions such as wellness bowls under $10, $5 sushi Wednesday, and our $4.99 sandwiches. We will continue to innovate in areas that highlight Sprouts' healthy attributes in everyday essentials, such as our recently launched two new yogurt parfaits with restaurant quality at a great value.

We're also taking a targeted approach to price and promotion, with a clear focus on returns. In the first quarter, we took initial price reductions on a small number of SKUs, such as coffee and a handful of other essential items.

As well, we continue to test additional pricing opportunities. We're reshaping our promotional plans to be more streamlined and targeted on driving greater value on the categories and items that matter most to our customers.

We continue to invest in talent and technology to strengthen our operating model and build the capabilities needed to scale. This year, we're bringing new training and tools to our team to help them see opportunities in their business, to improve how we drive in-stocks, and better manage shrink.

We believe these investments support consistent execution in stores, enhance customer experience, and position Sprouts for sustainable, long-term growth. Our loyalty program continues to scale and is a strategic lever to deepen customer engagement.

We're seeing positive customer response to both broad-based and targeted offers, including loyalty multipliers. As participation grows, we're gaining richer insights into customer behavior and using these learnings to accelerate personalization.

Building on first quarter insights, we're adding resources to increase the pace of testing and learning and investing in capabilities and tools needed to turn what works into scalable programs. Vendor participation and demand have been strong, reinforcing our ability to expand these programs over time.

From a supply chain standpoint, our focus is on building an advantaged distribution channel that allows us to take more control of our fresh inventory. Our plan to open our new Northern California distribution center in the second quarter is on track and will complete our initial meat self-distribution journey.

In addition to our structural changes, we're making targeted enhancements that improve service levels, inventory management, and allow the organization to respond more quickly to shifts in demand. As I noted, new stores are off to a strong start, reinforcing our confidence in our long-term strategy.

Already in 2026, we've opened stores in New York, Texas, Florida, and Virginia to resounding success. We're seeing a great reaction as we enter new communities, and we're sharpening site selection as we scale, expanding access to healthy foods from sea to shining sea.

Looking ahead, we have nearly 150 new stores approved and more than 105 executed leases in our pipeline. To wrap up, while the near-term backdrop remains challenging, we believe we are well positioned to navigate through it.

We're encouraged by what we can already see in new stores, execution, supply chain, and the team. With easing comparisons, discipline around cost management, and the initiatives we have underway, we're confident in our strategy and our ability to drive long-term value.

Thank you for joining us today. We look forward to sharing more of this journey with you in the quarters to come.

With that, I'd like to turn it over for questions. Operator?

Good afternoon, and thanks for taking my question. Just given some of the macro concerns out there, just curious just overall what you're seeing in terms of the healthier consumer.

Then as you look at different segments—low, middle, high—just curious if you're seeing any changes there.

Clearly there's a lot going on in the macro environment, and we're watching it pretty closely. We're focusing in on what we can do in terms of making life as good as we can for all of our customers.

Certainly the macro environment suggests that our loyal customers have stuck very much to us going forward. The less engaged customers are feeling a little bit more pressure, and it could well be to do with the income levels, but I think it's a kind of general pattern across our customer base.

As we look at the marketplace, it's a little bit uncertain what's going to happen going forward, and we're focusing and doubling down on being good at what we do. I'm kind of encouraged by certain categories in terms of when we've done some price investments, that's some response to that.

I'm encouraged in some of the work that we're doing in our deli departments and increasing the options for people to access healthy, cheaper food direct from Sprouts.

Great. Then maybe just going deeper into just some of the price reductions.

Just as you look at all of your value efforts, how would you say they're progressing versus your expectations and just confidence in gaining further traction from here?

We're doing a number of different tests in different places, and some are working better than others, and some work very direct, and that's what we're learning. The testing process is both a geographic test, which we're doing in certain places, and specific categories.

We've referenced coffee in the script. Tariffs put some pressure on the top-line prices of a number of categories, and that's kind of eased off a little bit, and we've certainly been investing a little bit in that coming back the other way.

We're being very selective by category, and we're doing some specific tests across different geographies.

Great. Thank you.

Best of luck.

Thanks.

Hey, thanks for the question. Maybe I could start off a little bit of a follow-up to Rupesh's question on affordability.

What behavior change are you seeing, I guess, as you run these tests? In terms of are you driving more new customers into the store?

Is it more about seeing existing customers buying more items? How do you communicate the improved price points to customers?

What have you found effective? Thanks.

Go ahead, Nick. I'll let you take that.

Hey, Tom, it's Nick here. A couple things, as Jack mentioned, it starts with the assortment work we've done.

The two areas I'd call out and that have been most successful at driving basket, and I think we're also seeing traffic into these categories, is the work we've done in the deli with our wellness bowls, our new parfaits, our $5 sandwich, $5 sushi. Those have been really good for us, and we're seeing both basket and traffic to those areas increase.

Sprouts brand the other area I'd call on the assortment side. If you look at we've got tremendous organic offerings, and that's driving organic growth.

As we push and market those, we're seeing increased sales and basket in those Sprouts brand items. On the pricing side, for us, our focus is twofold: it's to try to put a few more items in the basket, and also to get our core customer to come back more often because those everyday essentials are more within reach for them.

That's how we're looking at the pricing activity and how we measure it.

Thanks for the detail, Nick. Then just a follow-up on the commentary about the expected EBIT margin pressure in the second quarter.

Any help just on kind of the split between gross margin and SG&A that you foresee, and maybe any framing of kind of how much of this 75 basis points might be related to fuel? Thanks.

This is Curtis. A little bit of extra pressure from fuel in the second quarter.

That's kind of what we've embedded for now, and we'll see how that evolves through the quarter here. The shape of it will look pretty similar, I think, to Q1.

If you look at our Q1 results, some pressure in gross margin, maybe a touch higher. We've got our new NorCal DC rolling out, there's some overlap costs there, as well as the fuel you highlighted.

Then maybe just a touch better on the SG&A than what we saw in the first quarter, but generally, pretty similar shape to what was experienced here in Q1.

Got it. Thank you.

Hey, good afternoon, everyone. I wanted to follow up on the point around affordability, and you're making some price changes.

I know that's not all you're doing. There's other efforts to improve affordability.

Can you just remind us how you can manage that all from a margin perspective? What are the offsets we should be thinking about?

Then a related question on the loyalty program, and specifically the vendor support, where are we from that perspective? I know it's still early, but I know that's a part of the equation through the year to start to see some stabilization in the margin.

Help us think about sort of that opportunity. Thanks so much.

This is Curtis. I think, yeah, the opportunities we've talked about are inventory management and continuing to improve in that space, specifically within shrink, a little challenging in the first half.

That challenge eases and we get some easier comparisons in the second half just because of the sales volatility we've had year-over-year. We should continue to get better at shrink.

We should continue to get better at markdowns and how we move product through the ecosystem. Those are the things that we've been working on that we can continue to get a little bit better at as we move forward.

Certainly the vendor funding is another piece. That's really, as you noted, early days, but we'd expect that to ramp as the year evolves, and build as we continue to build programs around now that we've got the loyalty data and how we go to personalize off of that.

That'll be a piece that kicks in and helps as well. Those are the primary drivers.

Over the longer term, we'll think about self-distribution and other further opportunities there. That should also be a helper down the line.

Great. That's super helpful.

Then just thinking about sales, you're guiding to sequential improvements through the year. Comparisons are obviously a factor, but can you talk more specifically about the signals that you're seeing in the business now that gives you confidence that perhaps trends have stabilized after the slowdown that you've seen over the last couple of quarters?

I guess in that context, how are you thinking about the Q2 sales guidance? Thank you.

It's played out pretty much as expected. As it's only been 60 days since last we chatted here, it's not a lot has changed, but we're seeing some slight improvement in traffic, some slight improvement in units as we get into the second quarter here, and it's kind of playing out as we thought.

Similarly, we have better visibility into the customer and a perspective on what that would look like as it relates to the improvement quarter-to-quarter, and that's played out as expected. It's early.

It's 60 days later, but so far, good. We've seen things play out kind of how we were thinking they would.

Beyond that, if I go back to why do we have confidence from a broader perspective, it's the four-year run we had prior to the last couple of quarters, where we built sequentially over time to that 3 to 4 comp in the algorithm, and then a really strong, obviously, experience with some tailwinds in '24 and '25. Obviously the lapping is a challenge, but we believe when we get to the other side of that, that we'll get back into our algorithm later this year.

As Curtis says, the lapping's clearly a part of this dynamic going forward in terms of why we're feeling better about what's going to happen in the second half. There is still continued tailwinds in terms of this health and wellness and clean ingredients.

The marketplace is trending towards that, and there's clearly some macroeconomic dynamics that play into it. That underlying trend that's been with us for a number of years, we think we're really well placed to be in taking advantage of that.

To Nick's point on assortment, in terms of making sure the assortment we're bringing forward and both the Sprouts brand products and the new products that we're bringing in playing to that health and wellness and differentiated agenda, we're feeling really confident about the way that assortment's evolving and the team and the response we're getting from the entrepreneurial spirit that's so prevalent in this space. They're bringing a lot of products to us, and that's something that gives a lot of confidence going forward.

Nice progress. Thanks so much.

I appreciate it.

Thank you.

Thank you. I just wanted to ask a little bit more on the comp trends in the quarter, just color there, cadence by month, differences by geography.

Also more specifically, how is Q2 to date tracking? Maybe just remind us of the one-time lapse that we still need to be thinking about going forward.

I know on the whole the comps get easier, but just the one-time kind of months we should be mindful of. Thank you.

Hi, Leah, it's Curtis. Q1, the we talked a lot about the strike at a competitor in P2 that or February that that drove some business our way last year, and that kind of played out as we expected.

Feb was our our worst month of the quarter. January and March looked pretty similar.

As we've evolved into April here, we are just slightly ahead of the midpoint of the guidance for the comp for the quarter. Then from a year-over-year perspective within Q2, we just talked about May and June last year being a little bit favorable in the produce season, which does look good again for us here in in 2026.

Then the the the cyber incident that that impacted the natural organic space last year being a little bit of a tailwind for us in June. Those are the moving parts, but again, things have really played out through February, March, April as we as we'd initially anticipated.

That's really helpful. Then just for my follow-up, I wanted to go back to the broader affordability discussion.

You made some targeted price adjustments around essentials, it sounds like you're doing some more tests, but maybe in areas like coffee or other things that you've done, maybe help give us some detail around where price gaps kind of were and maybe where they are today, and are you seeing in response from peers in the marketplace after doing that? Then also, I guess, because some of this comp momentum is still in the comp, I guess what kind of volume response are you seeing in these categories after you make those price adjustments?

I guess how are you able to measure, okay, yes, we've made enough of a price investment at this point, given it's still being tested and in progress?

The context of that conversation's the same today as it's been all the way through this dialogue in terms of the products that we're trying to invest in or put better prices in. They're based on what's important in our customers' basket, and what's not necessarily relevant in what other people's basket is.

We're not really looking at direct pricing comparisons. We do in produce, as we've talked about, but in other categories, we're looking at specifically our attribute-based products and looking at elasticity.

We have, in some of those investments that we've talked about, when we've dropped prices, we've seen volumes go up. I suppose that's intuitive.

The question is how far do we go. At the moment, we're doing tests in broader-based categories in certain locations, and we're doing specific category work.

It's all about elasticity. It's all about comparing ourselves to our customer and what they do as opposed to comparing our prices to other people.

We don't think about it like a gap you might do in a traditional way of thinking about this. We think about how can we drive volume through price.

Nick, maybe you want to add to that.

I think the only thing I'd add, Leah, is I think it's a combination that I don't want to lose touch of. It's the affordability focuses on assortment, and then it's our everyday pricing, and then it's also on to more promotion activity.

Customers told us, as we look at broader category-level and sub-category-level promotions and being really targeted there, we've seen really good uptake in lift, unit lift and sales dollar lift, that we've seen good response to. It's, as Jack said, it's targeted to our unique customer, what's most important to them, and then we're seeing unit lifts in those things we're moving, and then we'll measure that over time and make sure that translate into bigger baskets and more traffic.

Great, that's really helpful. Thank you.

Thanks.

Hi, good afternoon, guys. I wanted to ask, maybe first, Curtis, could we start with the back-half gross margin outlook and sort of how you're thinking about things?

Part of that, I'm kind of curious as to what you're assuming for fuel. Obviously, it's a little bit of a moving target.

Our math has maybe fuel as a 20 basis point headwind quarterly if it were to continue at this rate for the rest of the year. I'm just kind of curious, is that ballpark, and then what's in the guidance for that, and then how are you thinking about gross margin in the back half?

Thanks.

Hey, Ed. It's probably just a touch high, but pretty close, I would say, on the estimate there.

Although again, it's been pretty bouncy, it depends a lot about what the price is. Right now, we've just factored it into Q2, knowing that it's right in front of us, and that's where the price point is.

We'll see how that evolves in the second half of the year. Don't have a lot of that factored into the second half.

As we think about the second half, we expect margins to stabilize. Really think about that from an EBIT perspective.

There'll be a little bit of pressure as the comp continues to improve and get back into the algorithm, but once we're there, we'd expect that stable margin kind of posture that we talk about. Then on the gross side specifically, we do get some of those things that are challenging in the first half that do ease in the second half, the loyalty piece will be fully anniversaried as we get to the end of Q3.

We do have an easier shrink comparison, particularly in the fourth quarter. Some of those things go away, and then we've got our benefit from self-distribution in meat that'll be a little bit more clear once we get past the opening of the NorCal DC.

Expecting margins to improve and be kind of flat to maybe slightly positive in the second half. I'd also add that we do have, for what we're testing right now, assuming that that were to go as we're testing, we've got a little bit built in for some of the pricing adjustments from an affordability perspective.

Okay. Just a follow-up, taking a step back on comp to leverage and sort of where this is evolving for you guys, if you get back to sort of 3, 4 comp here, can you leverage on that moving forward?

I'm just curious as to how that leverage point has sort of changed in your thinking, if at all.

We we talked about feeling good from a 4s perspective, and and I think that's coming down as we continue to, we're working hard on the cost side of the business, leveraging our scale as we get bigger as a business to to improve our cost base, working hard on how we can leverage technology to improve our cost base as well. These are things that we've been talking about and investing in in the past couple of years that are starting to help on that front, and and that's just work that we'll continue to do, over and over again as we continue to get bigger.

It should be less than 4, and then it comes down a little bit to just how much we plan to invest in the business and where we need to make investments in the business. There'll be a bit of an ebb and flow on the investment front.

We've been at that for a couple years now at a pretty steady clip. If we find a reason in a high-return opportunity, we'll invest a little more.

That'll be the other factor in that, but certainly should be less than the 4 we've talked about historically, and we feel pretty good, late this year if we get back to that algorithm range to to bring SG&A, pressure in line and kind of have that moderate as well.

Great. Thank you.

Thanks, Ed.

Good afternoon. Thanks so much for taking the question, guys.

To start on loyalty, how have loyalty program sign-ups trended relative to your expectations? Have you guys seen many shifts in sign-up trajectories or consumer behavior as you've settled on the new earn model, and has it had any more or less of an impact on margin than you originally expected?

Hey, Mark, it's Nick. When we made the updates and improvements to the program in early '26, we did a lot of work studying the customer and their response, and the customer surveys and sentiment we had actually showed really well.

We didn't see any decline. In fact, a slight uptick in support for the program as we were adjusting it to provide more tangible value through the point multipliers and other efforts, as well as more personalization.

We feel pretty good about the customer sentiment with the program changes we made in early '26. From behavior standpoint, I think as Jack mentioned, our core loyalty customer, we're seeing be really steady.

Good spend and increased spend. I'm happy with what we're seeing there.

Then much like we noted last quarter, new members in the program are joining the program and continuing to spend and spend more, we feel good about that. We have a lot of work to do in the first half to continue to invest to demonstrate and show how we can drive behavior in this environment and continue to test, learn, and scale.

We're making smart investments and accelerating that capability that help propel us in the back half and beyond.

That's great. Then just given some of the pressures on cost of living, including rising fuel prices, are you guys seeing much of a shift in purchasing behavior in categories like meat or seafood?

Are you still seeing similar reductions in items per basket? Just any color there would be helpful.

Thanks.

In reverse order there, Mark, on the items per basket, not a material change, still just pressure, like we talked about on the last call. That last item in the basket is always when there's a little bit of inflation or maybe fuel prices are up and the customer's thinking about just basket size and how much they can spend, we always see it in that last item in the basket, and that's been pretty consistent in the last couple of months since last we talked.

Then, Mark, on the mix or the categories, what I'm pleased with is our health attributes where we really lean in. As you talked about organic, grass-fed, protein, and so on, we're seeing really good growth in those attributes.

We kind of look at the business through that lens first, and we're seeing solid growth there. For things a little bit more commoditized, as you mentioned, that's where you might see the item out of the basket, a little bit of pressure in the value channels.

We feel strong about where we lean in and where we want to win, which is that health customer. We feel good about the categories that are winning in that space.

We take the responsibility for affordability really seriously. There's a real opportunity for us to help people live and eat better if we focus in on those areas where we can make things just a little bit better for our customers.

Thanks so much. Good luck, guys.

Thanks, Mark.

Thanks.

Yes, hi. Good afternoon.

Thanks for taking the question. I just wanted to ask on the top-line side, if you could talk about the traffic and ticket that you experienced in the quarter.

Should we think about food-at-home inflation kind of low 2s as a rough proxy? Then really what's your outlook there, because we were looking at a 150 to 200 bip step-up potentially through the course of the year due to oil and fertilizers kind of filtering through.

Any color you have on that, as well as on the traffic side, could you just talk about the loyalty program, personalization, potentially some of the work in media and marketing you're doing, what gives you conviction that you can basically turn the traffic side to be positive again?

Hey Mike, I'll start. This is Curtis, on the kind of shape of the comp.

From an inflation perspective, similar to where we've been the last couple times. We're typically on a like-for-like SKU basis at or maybe a touch higher than CPI based on our mix.

We lean a little bit premium in the assortment and the things we've brought in, and that adds a little bit. We're mixing to organics and things like that, from a mix perspective, we see a little bit higher kind of AUR and inflation.

Those things are still the same as they were, and we're seeing a pretty steady basket when you put all things together. It's a positive basket, negative traffic kind of gets us to the Q1 comp.

The sequential improvement should really come from the traffic side. We're not counting on a lot of additional inflation at this point.

We'll see how we manage that and handle that if and when it comes, but for now we're expecting the inflation piece to be fairly steady from what we've seen, and we're expecting the sequential improvement to come in the traffic as the compares ease year-over-year.

Yeah. I'll let Nick talk a little bit about the marketing side of things.

In terms of the cost and inflation and how it's playing out, fuel's a little bit uncertain, as Curtis said a minute ago. It's up and down.

What exactly is going to happen with that, we'll have to wait and see. Fertilizer, we haven't really seen that come flowing through into our cost base yet.

The good thing is when you sell a lot of organics, you don't need as much fertilizer, there's a lot of opportunity for us to maybe double down on organics in the world where the fertilizer costs are flowing through into food prices. I'll let Nick talk about the marketing side of things.

Hey, Mike, real quickly. I think a couple of thoughts on the marketing: one, I'm really happy with what's going on with new stores and how the marketing is working to bring new customers into those stores.

It's proof point one of the power of the brand, of our positioning in health and wellness and power of the marketing and the work the team is doing there, so that's been really strong. In addition, I think we continue to do a great job of launching new products and new items with a lot of our vendor partners, and the marketing work there has been very solid.

I think as I look at traffic in the back half, we've got a lot more data than we've ever had on how to drive customer behavior, what to learn from our customer, and our customer marketing team is using that to help us think about how do we adjust our brand message and media to be more relevant to the customer right now where they're at in the space. We've got some early tests and efforts in place that have shown an ability for us to move the customer, to drive awareness and to move traffic.

I'm very happy with the early work the team is doing, and I think you'll see that impact us in the back half.

Hey, good afternoon. Thanks for taking my questions.

First thing I wanted to ask about, maybe you already touched on this, but could you help us understand how performance is trending just across geographies, maybe across more recent vintage stores versus more mature stores, expansion versus existing markets, just any color you can provide on that would be great.

Sure. Hey, Scott, it's Curtis.

On the it's been pretty consistent from a geography perspective as we've talked about before. We're not seeing material—as it's gone up and and moderated here, it it's it's all across all geographies.

Maybe just a little bit of additional pressure in the Southwest and in the Southeast than than the other category or geographies, but but not material in in that respect. On the vintages, I'll say it's, we're we're pleased with the new stores as we've highlighted in the script, and that's another good proof point there.

They they're still positive comps in the new vintages or the more recent three or four vintages, and so that's just another encouraging piece that even though there's an underlying lapping pressure, we're seeing some good good results in those most recent vintages. Again just gives us some confidence in the overall strategy and where we're headed and things bouncing back as the as the compares ease.

I think that's really, those are the kind of little bits that are a bit different as you break it down across either geography or store store type.

Appreciate the thoughts there. Then maybe second one for me, sounds like you guys had another strong quarter for e-commerce.

Wondering if you can share any updates on e-commerce, how you may be adapting your e-comm strategy given some of the other changes you're making on affordability and everything else? Any comments you can share on that would be helpful.

Thanks.

Hey, Scott, it's Nick. As we mentioned, we saw double-digit sales growth in e-comm and we're now roughly about 16% penetrate.

I think it speaks to the power of our assortment that people want the unique, innovative items that we have and it lends itself well as a secondary shop to e-commerce. It starts with I think the proof point of people are looking for the unique things that we have and make them part of their daily life.

Two, I've been really happy with the way our partners have worked with us, Instacart and DoorDash in particular, on helping us break into new markets, find new customers on their platforms, and drive growth. That's growth through targeted marketing opportunities, through targeted sponsored price investment and continue to grow the business and basket there.

The last thing I'd say is the good news about e-comm for us, it's an omnichannel customer. When we grow that business and grow that customer base, most of those customers are shopping in store and those are our most valuable customers.

It's really healthy for us to see that growth on the e-comm side.

Appreciate the thoughts. I'll pass it on.

Thanks, Scott.

Hi, good afternoon, and thanks for taking the question. Jack or Nick, you talked about leaning into foraging and the launch of 100 new items so far this year.

Just curious what is the team targeting as a percentage of newness for the balance of the year, and just how that breaks down across opening price points versus more premium price points? Are you seeing competitors move faster on similar attribute-based products, just thinking around trending areas like protein-forward offerings?

I think everyone's seeing the trends, Krisztina. I think one of the advantages, and I think we talked about it in the script a little bit, is that I think we're being seen as the place to launch these products going forward.

When you walk around the Expo West and the whole place is buzzing around, "Can we get into Sprouts or not?" I think we got 65,000 applications to bring products to our business last year.

We're only able to manage 7,500 of them into the space. We don't have a specific target in terms of our percentage.

What we've got to do is use these innovative and entrepreneurial new brands to continue to excite our customers. The innovation center that we have is working really well and continues to get better, and that's been one of the features that we've brought into the stores over the last few years, and it's getting better in terms of how we manage that.

I think we've got a great reputation with the vendor base. We don't have specific targets, and we've got to continue to reinvent ourselves.

That's kind of the role that we have in terms of this space, and I think a lot of people would view Sprouts as the right place to launch these products. Nick?

No, the only thing I would add to Jack's comments, Krisztina, on yours is Nick, yeah, we don't necessarily have targets, but I think we are going to expect to be able to launch as many new items this year as we have in the past. We've developed a really great capability and capacity between our foraging teams, our category management teams to take that massive influx of interest, work with partners to identify the best items to launch.

We are going to continue to do that as we hopefully serve the customers the most innovative and health-forward retailer in the market. Then you asked about balance.

Good news, I think that's a point of focus for us as part of affordability is how do we innovate across all categories and all price points so that everybody can experience the right healthy options for them, and based on their preference. Because of the depth of innovation available to us, I think we've got a lot of great options that are good for our customer, and also remain distinctive from what else is out in the market that buffers us from competition and price.

That's great color. Thank you.

If I can just follow up, you're sharpening your marketing to highlight what makes Sprouts unique. Are you at all planning to change the percentage that you're allocating to marketing spend in 2026, or any of the key channels, just thinking digital, social, that has worked really well for you?

Just, you're tying that in with the messaging around affordability, just sort of how should we think about what has been achieved on that front versus what is still to do for the balance of the year? Thank you.

Thanks, Krisztina. Appreciate you noticing.

We're working hard at bringing what makes Sprouts Sprouts to market, and talk about the unique, differentiated items and our store experience that sets us apart. You'll see us continue to lean in to that positioning, and I would tell you I think you'll expect to see that even stronger and how we go to market and position ourselves against who we are, which is the best place to help you live and eat better.

From an investment standpoint, no, we're not planning on making any incremental investments in marketing. I don't think we need to, because we have a lot of an opportunity to be more efficient in how we market, and I think we've got the tools in place as we build on the brand capabilities to do that.

To your point, certainly will continue to look at where in the media funnel we invest and in which geographies that drive new customers, that drive the right customer into the store and that balance that awareness and traffic. We'll continue to do that, and I think there's more opportunity in the back half of the year for us to get even smarter with our media.

Great, best of luck.

Thanks.

hey, guys. Thanks for taking my questions.

The first one's just I think I might have missed it, but did you guys give the exact traffic and ticket comps for the quarter?

Hey, Robbie, not specifically, but yeah, basket was positive, low single digits, and traffic was negative in the offset there.

Thank you. Then the Long Island store, any color you can give us on how that has come out of the box relative to expectations?

I was lucky enough to be in there a couple of weeks ago. We've got a great team in there, and we're definitely going into new markets where we're establishing ourselves in a place where people don't know us.

Nick alluded to earlier, our new stores have been doing a terrific job on it. It started well for us.

I'm really pleased with the team. It'll take a little bit of time.

We're ahead of where we thought we would be. We've got a lot more stores coming.

One of the things about stores on islands on their own, not just Long Island, but on islands on their own, is how do you bring critical mass by having a few more stores? Over the course of the next 18 months, we've got a number of stores coming in Long Island, which will strengthen our marketing and strengthen our communication on our brand.

It's been really exciting to go to a new market, and we've got more of them coming as we look through the next 18 months. It'll be the similar challenge for us when we go to Chicago, similar challenge when we go to Boston.

We're learning a lot from what's happening in Centereach, which is the store in Long Island.

That's really helpful. Maybe my last question, just, Jack, the foraging team, we obviously I'm not don't expect you to give specifics, but are they seeing anything on the horizon that could reignite some momentum for Sprouts?

I think the trends that are applying, and I'll let Nick comment on it as well, the trends that we're chasing after, just like everyone else, is the protein trend's a big one, the fiber trend's a big thing, and there are some other things coming down the track in terms of health and wellness, particularly in the supplements business and in the vitamins business in terms of brain health and those kind of things. There's a lot of trends happening, and we've invested in a really strong team over the last couple of years, and we'll continue to invest more so that we're ahead of the trends.

It'll link a little bit certain when celebrities launch products and make a big deal of it, that's something that can stimulate demand pretty quickly. We're kind of working pretty closely with a number of kind of interesting people that come to see us, and so there's personalities and there's lots of trends within that.

I don't know what you think.

No, I think that's well said. Robbie, I think you really covered it.

I just would add I think that part of this is how do we work with a lot of these new brands, help bring their brand to life and make them even stronger than they are on their own. The other piece of it, as I say, we will also miss.

We really push hard in finding brands that nobody else has seen, and there'll be times where they don't hit, but that's part of our DNA. I think we've got, because we're the best place to launch brands, our odds of getting those that really go big and viral are as best as anybody in the industry because of the way we launch brands and how early we are to do so.

That sounds great. Thanks.

Thanks, Robbie.

Thank you.

Hi, thanks for taking our question. I wanted to go back and ask just another one on the price adjustments and the more focused promotions.

Are you able to quantify the gross impact of what's the planned investment for 2026? I'm just trying to understand if there's a shift of any dollars, or how much is incremental?

Then can you also help us understand the parameters for these tests, meaning is the goal to just get back to a specific level of traffic, and then you would back off of these investments, or is this more of something that we should think about evolving in years to come, because without a specific price gap or level of pricing that you're targeting, where do you find completion with this initiative?

Hey, Kelly, it's Curtis. A lot in that.

I think, no, probably won't quantify too specifically other than to say kind of what we said earlier, which is we've been investing in the business, and a lot of those things have shown up in gross margin favorability, and we still have tailwinds from those investments. We're thinking about it much more as a shift, to speak, if we use that term that you used, from those things that would have provided a little bit of favorability to now funding some of the affordability actions and helping out the customer.

That's definitely how we see it as we think about the different things we're testing. Again, it's a test, I don't want to get too specific about what that impact may or may not be, but assuming that the majority of that rolls out, that's kind of how we're thinking about the back half of the year, and we want to see the response from the customer at item and category and all the different things we're trying, and we'll put some things into action in the second half.

We feel like we've got the funding to do that within the guidance, based on some of the things that are coming in. We talked earlier about things ramping up like participation in the loyalty program and some of the offsets that come from that data and from working with the vendors in that space to drive the business together.

We've got a few levers there to help support that effort, and that's kind of what's baked into the plan for the last part of the year. I think, and then to your longer-term question, that's how we think about it in the longer term, too, right?

Continue to make the business better, to continue to mature our processes and how we go to market, and watch elasticities, follow our pricing strategy in order to deliver great value and affordability for the customers. That's how we'll continue to think about it beyond 2026.

Can I just also follow up on the SG&A growth, just the 5.6% there? Can you help us understand what is kind of happening at a same-store operating expense level?

If you kind of lap this next year, would you need to reinvest any more back into SG&A this year or next year?

I think the trends have been good. We've started to see some real progress in the cost work that we do, impacts all the stores, and so, we talked a little bit earlier about bringing down that leverage point from before we talked about historically.

It just comes down to investment. If we see great things to invest in the business, typically there's an upfront there, in resource or technology to build the capability, but we would only do that if we were going to see benefit on the back end.

It's a little bit TBD as the year evolves for 2027 and what we might be thinking about from an investment perspective, but certainly we feel like we can get SG&A kind of back to close to stable as we get to the latter part of the year, and we start to get back into our algorithm, and then we'll start to think about next year and where we need to make investments to continue to drive the business for the long term.

On a store-by-store basis, we're getting much more efficient in running each individual store, if that was the question you were asking. We've made a lot of progress in being more efficient in operating the stores, and that's something that will flow through both in the new stores and the existing stores going forward.

Hey, good afternoon. I wanted to ask an inflation question, just because there's growing concern that increased fuel costs will flow through to petroleum and fertilizer markets are disrupted some drought conditions.

I know you're not seeing that yet, but can you talk us through how the business would perform under different inflationary scenarios, like low inflation, like normal, and then an elevated level?

Jacob, this is Curtis. Again, I think every version of that is a little bit different.

I can point back to when the last round of significant inflation in '22, '23, where we saw our business continue to accelerate, and we had a lot of things going on that were moving the business as we reshaped our strategy. Nobody quite knows exactly how that's going to play out, and we'll manage it when it comes, if and when it comes.

I'll talk to Nick a little bit about how we would manage it if it came through, but we've seen different versions of that over the years and the business has been solid throughout.

I think the important thing in an inflationary environment is that we do what we do well. We've got to be serving our customers really well in terms of the health and wellness agenda, that I do think is relevant irrespective of inflation, deflation.

They want to eat healthy. One of the dynamics I think's a little bit of a moat for us is that we're not as prone to being affected by big inflation or not inflation.

Whether that's going to happen or not, who knows? I think the fuel things and the fertilizer things are all a little bit uncertain how it's going to play out.

We'll certainly be very conscious of taking care of our customers and making sure we're giving people access to affordable health and wellness products within the assortment that Nick's been talking about in the call today. It's something that we'll pay a lot of attention to.

We take our responsibility of helping people live and eat better seriously, and that applies whether there's inflation or deflation.

Great. Then my second one is, you highlighted strong growth in attribute-driven categories and suppression of more commoditized ones.

Can you walk us through how we should think about the mixing implications of that for comps and margins over time? Then just as a follow-up, are vitamins and supplements considered attribute-driven or more commoditized?

You've asked a lot of questions there. There's a lot of good ones as well.

Why don't we just start off with vitamins and supplements is such an important category for us, because we've got great people who can give you great advice. I'd invite any of you to go and ask our people in the stores about how they can advise you on that.

It's less commoditized because of that. You maybe talk about the other stuff.

Yeah. I think overall, the core of what we do is stay differentiated and focused on core attributes.

That's what we'll always do and focus on. If things do start to become more commoditized, that's when we then pivot and find different brands, different offerings to stay differentiated.

From a margin profile standpoint, the margin mix of our business is pretty consistent. There's not a massive gap between category or attributes that would have a real, meaningful impact, Jacob, on our mix with those shifts.

Again, small things here or there, but nothing's consequential that you would see make significantly flow through.

We're unusual for a grocery store, if that's what we're described as. We're unusual in the sense that our margins are pretty consistent across the different categories.

We don't have really low-margin, high-volume branded goods, the mix is more consistent. One of the uniquenesses of our business is that margin mix profile.

Great, thank you.

Thanks.

Hey, guys. Sort of an all-encompassing question here, but I think last quarter we talked about emerging health enthusiasts as a cohort.

How important are they, right, to the business, to the growth? How are they behaving, right?

Then what are they reacting best to in terms of your desire to help them out affordability-wise?

Hey, John, it's Nick. We still feel really strongly about the overall market, right?

We've talked about our $200 billion health enthusiast market. Whether you're new in the space or been there, I think that provides a lot of opportunity for growth for us overall.

From an emerging standpoint, I think we've been pretty happy. In the past, we've seen good acquisition from younger or call it newer cohorts, if that's what you speak to.

One of the things we're seeing is non-alc is a big driver in that space, and we leaned into non-alc early, about three years ago, and that continues to drive and grow our business. A lot of the supplements space, and so, the good news is because of the emerging brands we have and how we work with them on social, I think we're well positioned to capture that customer.

Between that customer and the existing health enthusiasts, I think the market's in a really good place for us.

Just building on what Nick said earlier on the marketing, how we can get more sharp at communicating with these people as they come into that space. If the market today is 280, whatever we think, it's going to be bigger in the future.

Our challenge is how we can really hone our message around that particular group of customers as they come into this space.

Thank you.

Thanks, John.

Thanks, everyone, to your attention and your interest in our company. We're excited about the future going forward, and look forward to updating you over the next few quarters.

Thanks ever so much, and take care.