It’s not about replacing. It’s about enabling. It’s about giving us more time to come up with inspired solutions and bring even more impact.

Impact is my favorite business word. We want to bring more impact to the organization and free up our minds to think more strategically. And also, to influence. So it’s less about running the same models or the same code over and over. It’s about automating that, using AI to clear some space, and making the work we’re already doing more impactful and more efficient.

I’ll give you a couple of examples. One I’m really proud of is how analytics and insights are shaping our corporate strategy. Our strategy, “hungry for more,” drives everything we do. Strategy is about choices, and we use that lens to define what “more” means — the most delicious food.

We did a lot of analysis and research to understand how we compare to competitors and how consumers see us. It’s also about operational efficiency. Think about AI helping us streamline the make line, choose the best delivery routes, and make sure your order is hot and fresh when it arrives or is ready for pickup.

We’ve leveraged AI and advanced analytics for pricing strategy, helping franchisees optimize for their stores. A lot went into building an algorithm tailored to their customers. It can’t be one size fits all. When franchises enhance it further, it all comes together to drive profitability.

People often rush to use AI just because it’s the trend. But we always ask, what business problem are we solving? I say, go business-back. Define the impact you want, then engineer backward using the right tools.

Sometimes it’s AI, sometimes it’s research, sometimes it’s a mix. Triangulation is my favorite. When different data sources point to the same answer, that’s powerful.

We’re lucky to have incredible business partners. We work in unison as co-creators. My favorite meetings bring together supply chain, IT, finance, marketing, innovation, and operations. What you see alone may be black and white. Those partners bring the color and help us make smarter decisions.

QSR is super competitive, as is the restaurant industry. It’s all about value right now for the most part. We always think about renowned value rather than only value in isolation. And that’s because a lot of the technology, a lot of the work, is really making sure that our experience is optimized for the consumer.

It starts with having a really clear and distinctive brand, but it’s really understanding who our brand is today in the consumer’s minds and what we want our brand to stand for. So that’s job one.

And then, in terms of other tenets, think about pricing. It’s everything we just talked about. Think about pricing and making sure that you’re not the lowest price, you’re the highest value. And so we think about it in that way — how are we offering value? And value partly is price, but it’s also having the most seamless customer experience and making it fun. Pizza should be fun, so that’s another area.

It’s understanding it holistically — from having an incredibly engaging app, where most of our volume is generated from, to end-to-end experiences. When you go pick up your food or your food is delivered, how do we make sure that we bring them back?

We’re creating a very magnetic experience, where there’s a lot of retention and there’s a lot of frequency.