Good morning, everyone, and thank you for waiting. Welcome to the second quarter 2024 earnings conference call from ZAMP. We would like to highlight that those who need simultaneous translation, this feature is available on the platform. To access it, please click on the Interpretation button through the globe icon at the bottom of the screen and select your preferred language, either Portuguese or English. For those listening to the video conference in English, there's an option to mute the original Portuguese audio by clicking on Mute Original Audio. Please note that this conference is being recorded and will be made available by the company's Investor Relations website, www.ri.ZAMP.com.br, where the full earnings release material is also available. During the company's presentation, all participants will have their microphones disabled. Afterwards, we will begin the Q&A session. To ask questions, please click on the Q&A icon at the bottom of the screen and type your question to enter the queue. Once your name is announced, a prompt to unmute your microphone will appear on your screen, and you should then unmute your microphone and ask the questions. We recommend asking all questions at once. We would like to remind you that the information contained in this presentation, at any statements that may be made during the conference call, regarding the company's business outlook, projections, financial and operational goals, constitute the beliefs and assumptions of the company's management, as well as information currently available. Forward-looking statements are not guaranteed of performance. They involve risks, uncertainties and assumptions, and they relate to the future events, and therefore, depend on circumstances that may or may not occur. Investors should understand that general economic conditions, market conditions, and other operational factors may affect some future performance and lead to results that differ materially from those expressed in such forward-looking statements. Today, we are joined by the company executives, Mr. Paulo Camargo, CEO, Mr. Gabriel Guimarães, CFO, and the Investor Relations team. I would like now to turn the call to Mr. Paulo, who will begin the presentation. Please go ahead, Paulo. Good morning, everyone. It's a pleasure to have you with us for the presentation of ZAMP's results for the second quarter of 2024. I am genuinely excited about what we're going to share today, especially about the bright future we are shaping together here in our organization. In my first 40 days at the company, I had the privilege, the privilege of witnessing the excellence of our culture and the unwavering dedication of our team. The energy and commitment of our more than 16,000 employees are the beating heart of the company. This collective passion, combined with the strength of our brands and our relentless desire to grow, is building a solid foundation to even greater success. Joining ZAMP at a time of robust operational result is inspiring. The adjustments implemented have resulted in numbers that are not only aligned with our goals, but also open doors to a promising and expansive future. Today, I am eager to detail the results and provide an update on the strategic initiatives that are positioning ZAMP as an increasingly prominent player in the market. The strength and engagement of our employees are crucial to this journey, and we acknowledge the fundamental impact each one has had in our success in this quarter. Thank you, and let's start our presentation. Moving to the second slide, I want to share some highlights from this quarter. Our net operating revenue reached a quarterly record of BRL 1.1 billion, representing a growth of 19% compared to the same period last year. In this second quarter, we achieved significant figures of same-store sales of 16.2% for Burger King and 7.2% for Popeyes. Our gross margin consolidated was 65% in the second quarter, representing an improvement of 12 basis points compared to the same period last year. This progress reinforces the consistency of a balance between commercial strategies and alternative negotiations, well-succeeded, implemented over the past years. During the period, the company's digital sales grew 30%, 30% versus the same quarter last year, reaching 51.2% of our company sales. Currently, 51% of sales are already identified. In the quarter, adjusted EBITDA was BRL 149 million, a growth of 21% when compared to the same period last year. For adjusted EBITDA ex-IFRS 16, an impressive growth of 43%, reaching BRL 90.5 million. The difference reflects this operational leverage achieved by the company. So this quarter was also well marked by a positive free cash flow, again, reinforcing our ability to generate operational cash. Moving to slide 3, we present the evolution of our portfolio of restaurants. In the last quarter, we opened 3 new franchises, 2 Burger King, BK, and 1 Popeyes. We also completed the closure of three operations, BK, two franchises, and one own company-owned. It aligns with our journey of optimizing portfolio. Then we ended the quarter with 1,028 restaurants, 766 company-owned and 262 franchised. Moving to slide four, as we announced in the last quarter, we will continue to prioritize a modernization process. It is very important, a modernization process and remodeling restaurants, focusing on customer experience. This initiative, which we will also prioritize over the coming years, it is an important pillar to the company's strategy, making our restaurants more efficient, more attractive, and also being 100% digital. I emphasize this because we continue to see positive results from the recent imaging of our restaurant portfolio, both in terms of sales and also cost efficiency, especially personnel, occupancy, and encourages us to continue this long-term plan of modernizing our base of restaurants. With that, I would like to turn the floor over to our CFO, Gabriel Guimarães, so he can cover the financial aspects of financial performance of our company in ZAMP. Thank you very much, Paulo. Good morning, everyone. Moving to slide five, we present the evolution of the company's net operating revenue and same-store sales for both brands. As mentioned, in this quarter, net operating revenue was BRL 1.1 billion, a growth of 19% compared to the second quarter, 2023, with same-store sales of 16.2% for the Burger King brand and 7.2% for the brand Popeyes, with consolidated growth of nearly 16%, two-thirds from the traffic growth and one-third from ticket growth. The 12-month accumulated 10% increase, revenue of BRL 4.2 billion. Moving to slide six, we present the net sales revenue for Burger King brand, exceeding BRL 1 billion in the quarter, 19% growth compared to the same period last year. During the quarter-... We were able to balance the strong sales initiative to 25, the launch of King Costela, and success of Garfield and Sonic, when the gross margin maximizing our operating result. We also see freestanding contributing materially to the consolidated same-store sales, reinforcing our belief in this format of the store that we want to explore further in the future. Slide seven, we can see these campaigns contributing to the operational results, but also to the brand equity, reinforcing essential attributes or identity in this company's current moment. In slide eight, we see that the Popeyes brand achieved a revenue of BRL 67 billion in the second quarter, 2024, a growth of 13% compared to the same period last year. Same-store sales grew 7.2%. Popeyes, we pursue a construction of a brand, the best product in the category, and operational consistencies. We matured the process, it had a significant impact in the, in the agility, speed, and the quality of operation. Very important, so that we can continue looking for opportunities in this chicken market. We have been building awareness this quarter through experimentation. This set of initiatives made Popeyes grow 2 times the GDP of same-store sales of 2024. Moving to slide ni we could observe the continuous evolution of our digital channels, represented by delivery, self-service, kiosks and through apps. In the second quarter, sales made through these channels total BRL 559 million, a growth of 30% compared to the same second quarter, 2023, represented approximately 51% of the company's total sales. A growth of about 5% compared to the same quarter last year. The main driver for digital growth come from kiosks. They bring incremental revenue, also efficiency and lighter, leaner. In slide 10, represent our digital ecosystem. We ended the second quarter of 2024, 51% of the sales identified. This evolution and enrichment of our database, we can act more precisely in personalization and revenue management. As in the previous slide, our apps represents 4.4% of revenue, and is a good way to explore more data, acquisition, experience, convenience. Our self-service kiosk represents 30% of ZAMP's revenue, a growth of approximately six percentage point compared to the same quarter last year. Our focus remains expanding this channel to most of our restaurants, including fully digital formats. Delivery remained an important driver for revenue in the company, representing approximately 60% of our sales. Finally, we present our data from a loyalty program, Clube BK. At the end of the quarter, we reached 18 million registered users. We believe that our program is an important lever to explore engagement, frequency, and expansion. We remain confident that these opportunities will continue to be captured in these first years of the Clube BK. Moving to slide 11. We see SG&A. On the left side of the slide, we observe that the cost of goods sold decreased 12 basis points, 35% of revenue in the second quarter. This marginal reduction compared to the second quarter last year is due to successful negotiations in the supply chain, in a more favorable commodity cycle. We also see sales in restaurants, excluding the effects of IFRS 16, represent 52.8% of ZAMP's net revenue, reduction 75 basis points. This was due to 185 basis points in occupancy cost through operational leverage and initiatives of open market and energy distributed generation. On the right side, we saw general administrative expenses decreasing 64 basis points compared to the same quarter last year. This is due to the efforts of the company to simplify the corporate structure during the second half of 2023. Moving to slide 12, our EBITDA, excluding IFRS 16, was BRL 90 million, with a margin of 8.2%. This is a growth of 43% compared to the same period last year, and a margin 140 basis points. The result was a fruit of a good strategy performance, with some initiatives in cost and expense, with a significant operational leverage. On the right side, we can see a loss of BRL 28 million, a reduction of 57% compared to the same period of 2023. Moving to the next slide, we can observe that operating cash flow reported in the second quarter was BRL 82 million, compared to BRL 55 million in the second quarter of 2023, reflecting a strong advance in operational result that fully subsidize the investment plan for the quarter, reinforcing the company's cash generation capacity. In slide 14, our CapEx was BRL 71 million, a reduction of BRL 20 million compared to the same period last year. This reduction is due to a slower pace of store opening, especially in the Popeyes brand. The next slide, we have the our we had BRL 1.6 billion, which has total BRL 854 million, two point times greater. We can also see the aging of our debts. The company concluded in this quarter an anticipated payments of debentures in the same time this year. It will be leveraging the final stage. In this way, we close the results. We go to Paulo to divide with you our priorities for the second semester, 2024. Thank you, Gabriel. Good results. It's a great way to start. In slide 16, I would like to share with you some of the priorities of the company, and we're going to see this in 4 pillars. The first of all will be the continuous focus in sales and traffic through a robust commercial strategy, as we have done in the first quarter this year. That counts with products and solid platforms, investments in media, campaigns, iconic campaigns, and also licenses and innovation that bring greater frequency and sales, generating greater profitability to our business. The second pillar is the experience to perfecting the experience of our customers in all the interactions with our brands. Our digital channels, with over 54% of our transactions already identified, and our program of loyalty provide us important leverage of frequency and sales, incremental sales. And we will continue, we will continue to invest in this, in this channel, in this way. Besides, we also will continue to give priority to our process of modernization and remodeling of restaurants with a focus on, on the physical experience, the physical experience of the, of the customer. The third pillar, it goes through efficiency, something that the company always has worked on. It's part of our culture, it's part of our DNA, and we continue to work on relentlessly. The measures already taken place in the last year that consisted of since the simplification of our corporate structures, up to the profitability focus in the strategic lines with the company, have brought already bring good fruits in 2024 through the operational leverage, and we can see this this is translated to an expressive increase of EBITDA, as already reported. That is, this is a leverage that is very important of our DNA, and we will continue to pursue it consistently. Fourth and last, is the growth pillar. We continue to be confident that see opportunities of growth, organic growth, to our brands to be explored in Brazil, especially in stores that are freestanding, that have proved to be an efficient vector of capital, attracting capital. As is already public, we have explored growth ways inorganically, with the objective of pursuing our vision and being an operator of brands that is strong and synergy and in synergy with focus of adding value in the long term. We deliver then the first semester of the year, well-positioned, and we continue to be confident to give a continuation, to capture several opportunities to explore in a strategic way the market of Food Service in Brazil. Thank you so much to everyone, and now we will start the Q&A session. Now, we will start the Q&A session. Remember, to ask questions, you should click on the Q&A icon in the bottom part of your screen and write your question to enter the queue. Once called, you will be requested to open your microphone. You should do so in order to ask your question. We will now go to the first question, which is, Tiago from Citi. We will open your microphone so that you can ask your question. Please, go ahead. Good morning. Good morning, Paulo and Gabriel. First, first of all, I'd like to wish you great success in this new challenge. You can count on us for whatever you need. I have, some points that I'd like to talk to you about, directly with Paulo. I would like to listen, as you have, since you have taken over, how have you invested most of your time? This is important for us to understand from you. The second point would be, in the last quarter, we had this very interesting discussions about initiatives from other campaigns, and this ended up having a positive impact in same store sales. This quarter, again, we have seen a very strong same store sales, especially Popeyes, but especially in Burger King. I'd like to resume this discussion, listen how we value for money, especially, and in traffic, in the same store sales, and listen to this dynamic and how this has impacted the margin, and listen to you, what you have to say about this. We thank you, Tiago. First, welcome. Welcome is always brings good energy. In answering your question in a pragmatic way, the first weeks have been... It has been. I'll do this in a summarized way. The first week, since that week, like in any organization where you, where you'd meet the team, where you know, where is now, where you can have some coffee, you get the badge, you know, I'm joking, but this is exactly how it. This, my first week, was of onboarding. In the second week, I dedicated most of the time to training, operational training, in our Burger King brand, and this has, this has to be the way it has to be. Regardless of the previous experience with the different brands that I have worked with, the most known and the most recent, McDonald's. But you know, with all my years of, with so many brands, such as Taco Bell, different countries in our continent, but now I needed to know the essence of our brands. So now we're talking about Burger King and Popeyes. The first week was Burger King, since knowing all the store formats, how do you produce the famous and delicious Whopper, and understand what are the opportunities of growth in different formats, different hours, different states, and working weekends, all night long and getting to know the team. So it was a nice time to understand the essential differences of our operations and others that I have worked for. In this and the following week, I did the same, but for Popeyes, which is a smaller brand in another stage that still needs to be revised of in our product portfolio. We're seeing other ways of creating more awareness for the brand. But I really wanted to understand our production process, our ambitions. Yeah, we take notes of opportunities, things that we can improve along the time with the brand, in the Burger King and also in Popeyes. The third week, I focused on traveling a lot to know all the different Brazils we have, and understand that what we are open in São Paulo could be the same or different in the Northeast and the South of the country. And I've been through 20, 25, 30 stores. It has been many intense, very intense, very dynamic, and it has given me a great flavor of the differences, regional differences that we have, and it's very interesting. This is a talk that we should have in the future with, you know, in greater detail, but now our focus is to comprehend these differences, and they have different opportunities in different states and regions of the country. The last week, it was a week of meetings with, you know, the board, with committees, we got calls, we had talks with many people, and these were the first four or five weeks of work, and I'm very excited. I live maybe my my greatest executive mature moment and knowledge of what happened and what will happen. Excited to be part of this moment in ZAMP. This is the first part of the question. The second part of the question, I will ask help from Gabriel, who is right next to us, to talk about what you call, you know, value for money platform. But before that, this is a combination. It's an equation that is very holistic when we talk about of margin, volumes, prices, you know, drive-through channels. I am very impressed here, is that we are reinforcing, but we have a team that is very mature and very aware of what their work, when we talk about revenue management and pricing. I'm very comfortable the way that we've been conducting. The meetings have been good, and you will see that they will continue to be. But Gabriel, help me with more details that I'm sure that you have. Of course. Thank you. Thank you, Paulo. Thank you for the question. What is the most positive part of this quarter? We've seen a growth of over 16% of same-store sale of Burger King, that took the brand, you know, almost 19% growth. And when you include the free standings from last year, and there's a material impact in the operational leverage and what we hope with the cash conversion, with the incremental of revenue. But two-thirds of this comes from traffic is the most positive news, because it's impossible to add this to this, to this effect, to only one specific lever. When we are able to have a performance that is balanced, that it has been in this quarter, generally is a consequence of a portfolio, portfolio architecture, well-distributed with, you know, levers that have great initiatives in all the fronts. So obviously, 2 by 25, which is a great commercial leverage to bring traffic, works as overall, because we found a way to balance this with the gross margin of the company, which is important to give us room to breathe. But there were many other initiatives from an operational view with the improvement of KPIs and NPS, and the availability of people in the restaurants. How much portfolio, as we discussed before in the, in the, the campaigns that were succeeded of Costela, Garfield and ribs and right, and inside the portfolio. There was a component with IPCA inside that we have focused a great amount of work, and we shared with the market as the free standing become the best vector of attracting capital for Burger King. We have focused so much on the speed of service, the operational quality of this channel. In the quarter, in this one and the previous one, the free standing have had a performance that have been very positive, which we have a lot of work to do, but we have been able to mature the management of this channel in the way that it operates. Then this, in the stores, in the legacy of the stores that come with an average sales materially bigger than the others, this has shown us that there's a way that is very positive for what we can explore in terms of penetration of this format of restaurant in Brazil. So all the initiatives working in harmony and contributing to 2/3 come from traffic and 1/3 coming from ticket. The ticket, not necessarily exclusively price. It could have been, in practice, a combination of growth in items on the tray. Once you have a leverage, you want to like 2 by 25, but also a dessert that has worked very well, such as pistache, and also a base price, which has been sufficiently to mitigate an eventual growth of a direct cost, which, although it's more favorable, there is a growth year to year, that we have been able to go through this to put this price for the consumer in a creative way. So we are excited with the result, the combined result in the first quarters and what's to come, and looking towards the end of the year. Thank you. Thank you so much. Thank you, Thiago, for your question. Now our next question comes from Thiago Bortoluci from Goldman Sachs. Thiago, we will open your microphone so that you can ask your question. Please proceed. The management team, and in this phase of the company, we also have two questions. The first is a follow-up in the last slide from Paulo, when you talked about the impact as a priority for you and the company. Moving ahead, I'd like to know a little bit more in three of these points. The organic growth. Along the last year, the company revised the strategy in the pace of opening, depending a little bit more on franchisees and in a rhythm, in a pace, in a slower pace. Are you ready to share the guidance, a plan of expectations of growth? And this is the first question. And then M&A, we know that there is an incorporation of Starbucks to come, but do you continue mentioning the intention of house of brands? So in this strategy, can you say what are the segments that make sense for you to operate and that and so that we can have a guide of where the M&A from ZAMP is going? And the strategic part, the last question: How do you understand the positioning of pricing of of BK? Do you think it's appropriate? Do you think you should make some adjustments? And how should we imagine the evolution of price? So this is the strategic. And if I could also ask the the quarter question, maybe this is for you, Gabriel, it's a little bit about a follow-up. You still have some pressure on on some costs, like beef, for example, helps a lot, but here is to help us reconcile the ticket with the profitability. When you mentioned that one third of the same store sales come from price, we are talking about that we have same store ticket has growth, you know, over the IPCA. So at the same time, your margin has expanded in the 10 basis. I would like to understand where this pricing is stronger in the inflation in a general way, has not reflected in the, in a, in a more clearer way. Thank you. Thank you, Thiago. We only have Thiago in questions. Let's go. Let me see if I got everything. Let's start by priorities. We, we-- First, investing even more in the experience of the customer. This is no doubt that there are opportunities of improvement. So I'm speaking about the physical environment, the, the restaurant environment, with the necessity of modernization of our portfolio of restaurants. We have projects that are wonderful, that we have already implemented, some in Brazil, with excellent results. So we know that this will be part of the improvement of the customer experience, the modernization of our stores. So this is not only through the physical environment, but also the training of employees, by quality of service and cleanliness, which is what moves the choice of the client of the customer. And we know the power that our brands have, of our products, how unique they are. So, we will, we're gonna leverage this even further. The other side is the digital experience that we have, a great journey in this aspect. But as always, we have opportunity of improvement of our loyalty programs, the need to treat each client as it's one. So we're going to improve even more, so experience, physical and also digital. When we talk about prioritization of the sales and traffic, so it's a commercial strategy in media and marketing to increase frequency. And there, Thiago, this question of volume, when we talk about traffic and in the average ticket to generate sales, it is even more complex because obviously, due to strategic reasons, we cannot open all of them. But we're looking at this consistently. Gabriel approach... So they see the items, they have a positive contribution, but it's not the best gross margin. Anyway, it is part of to help us pay the fixed expenses. When you increase the channel, I'll give an example, drive-thru is a channel that demands more packaging, demands more wrapping. So we have a smaller margin, smaller margin. So I'd say it has a smaller price in the, so inbounds are important. What is cool is that, we have to see how it goes, looking at the market, looking at what's doing with the competition, looking at what's doing with our negotiations, how is our performance in each channel, in each segment, and taking decisions that are dynamic. The guidance, for Igor, he just arrived here as CMO from marketing and vice president for marketing. For him, it is to be plan A, plan B, plan C. So we are in this moment of creating new platforms of value, and testing them in Brazil to understand what we will do in the following quarter, in the following years. So we are starting testing each restaurant, you know, for eventual change of economy, of what's happening in competition. So this is the normal dynamics, and this is. We have over 1,000 units in Brazil to make this. This is the advantage of making this test and with my experience, and we continue to give these opportunities of improvement. And lastly, if I have to transform these four opportunities in three, is growth. So we will start taking the best out of the brands and those that exist and those that is already public. We are also in negotiation, could be Starbucks, which we already mentioned, or maybe the logic to do all of this, to make this all of this happen, is to create synergies among our corporate, our existing corporate structure of success, enjoying the opportunity, seizing the opportunities in the Brazilian territory. There are a lot of people anxious with these brands in their cities, in their neighborhoods, and this is something that we're doing, growth. I don't know. The last one having to do with pricing, which in a way, I have already answered. So maybe you already, you also asked to have a summary of the quarter. Gabriel, can you help me out? Of course, Paulo, Thiago, how are you? So there's just one nuance in your comment when you say one third comes from pricing. In fact, in the answer that I gave, the same store check is a composition of mix of prices. So in fact, there is no path of price over inflation. What we have here is a mix of check that recomposes a number that is above the inflation, of which I will tell you, it is something about one-third or half come from pricing. So we have had favorably a cycle of commodities with good negotiations that have given us a cost impact way below the IPCA. And this obviously puts less pressure in the necessity to pass the price over in the short term. But commodities are cycles. We are in Brazil, and obviously, we are always trying to find solutions that maximize the traffic and maximize to the last line. So this is a continuous work from the team. So you also talked about to extend a little bit, you and you also - Paulo didn't mention the point about eventual other M&As. So we are very focused on the core, and I think this quarter and the core previous quarter are evident about that. This moment even give us the tranquility to look at other things that are public, in some of them in greater stage, as you saw the news yesterday of others in a little bit behind. But there are two ways, very material movements for the company that we are surely gonna need some time to be able to accommodate our efforts, the execution, because they are opportunities that have a capacity to be very scalable in Brazil, with challenges that are a little bit different, but that will take a great part of our time, I would say, in the short, mid-term. In the long term, again, we don't have the ambition to have many brands. What we want is to have some brands, iconic, very strong, with the capacity to have, to scale very much in a country like Brazil. They have products in, in categories and also have a synergy with the platform that we are building here. So not only in overhead, there are things also, more basic, but also in the whole supply chain, with the economies of scale, media, and negotiation with strategic partners, everything that an M&A can bring in. For that, we need to have a segment that is, complementing to what we have in the legacy. So this is something that the way that we are pursuing. To talk about organic growth, which was another part of your question, we are obviously. You know that the company doesn't give guidance, but we are, we are among 2023 and 2024 in years of transition, talking about the capacity that we see of growth of these brands in Brazil versus our execution, that also has the interference of other reasons to a capital structure, cost of capital, and et cetera, and now with movements that will favor the expansions, but we are preparing. 2024 is still as a transition year for ZAMP S.A., and especially where we have shared with you, is a more shy year, where there's a lot of things to do, in-house, you know, building brand equity, awareness, consideration. In Burger King, we should go to 35-45 openings, and then in the following years, we should be able to expand a little this ambition, preparing the team for a new cycle of organic growth. Thank you, Thiago, for your question. I'd like to say that the Q&A session is now over, and now I'll hand the floor to Mr. Paulo, so that we can have the final considerations. Thank you so much for the opportunity to join the conference. And obviously, I'd like to thank the interest of all of you, the presence of all of you. And thank you also the board from ZAMP for the opportunity to lead this new phase of the company. Finally, to wish all of you and your families a great Friday, a great weekend, and we will be soon again together. Thank you so much. The video conference of the second quarter of ZAMP 2024 is now over. The Investor Relations Department is available to answer any questions, and we wish you... Thank you for all the participants, and have a great day.