Welcome to the Brown-Forman Corporation third- quarter fiscal 2021 earnings conference call. At this time, all participants are in listen-only mode. After the speaker's presentation, there will be a question-and-answer session. To ask a question during the session, you will need to press star one on your telephone. Please be advised that today's conference is being recorded. If you require any further assistance, please press star zero. I would now like to hand the conference to your speaker today, Leanne Cunningham, Shareholder Relations Officer. Please go ahead, ma'am. Thank you, and good morning, everyone. I would like to thank each of you for joining us today for Brown-Forman's third- quarter fiscal 2021 earnings call. Joining me today are Lawson Whiting, President and Chief Executive Officer, and Jane Morreau, Executive Vice President and Chief Financial Officer. This morning's conference call contains forward-looking statements based on our current expectations. Numerous risks and uncertainties may cause actual results to differ materially from those anticipated or projected in these statements. Many of the factors that will determine future results are beyond the company's ability to control or predict. You should not place undue reliance on any forward-looking statements, and the company undertakes no obligation to update any of these statements, whether due to new information, future events, or otherwise. This morning, we issued a press release containing our results for the third quarter of fiscal 2021, in addition to posting presentation materials that Lawson and Jane will walk through momentarily. Both the release and the presentation can be found on our website under the section titled Investors Events and Presentations. In the press release, we have listed a number of risk factors that you should consider in conjunction with our forward-looking statements. Other significant risk factors are described in our Form 10-K and Form 10-Q reports filed with the Securities and Exchange Commission. During this call, we will discuss certain non-GAAP financial measures. These measures a reconciliation to the most directly comparable GAAP financial measures, and the reasons management believes they provide useful information to investors regarding the company's financial conditions and results of operations are contained in the press release and investor presentation. Before we transition directly to our third- quarter fiscal 2021 results, we have two very special guests with us today. As you may recall, on January 27th of this year, we announced a change in our Board of Directors Chair. Here to speak about this upcoming transition is George Garvin Brown IV, current Brown-Forman Board Chair, and Campbell Brown, Brown-Forman Board Member and Incoming Board Chair, both great-great-grandsons of the company's founder. Garvin, I would now like to turn the call over to you. Thank you, Leanne, and good morning. I'm delighted to join you today. In the almost 14 years that I've chaired our board, this is just the second time speaking on one of these quarterly calls. The first time was when the board and Paul Varga announced Paul's succession plan in 2018, when we welcomed Lawson Whiting in as our next CEO. Like then, I'm here today to discuss succession planning, to elaborate on the exciting news that the board and I announced on January 27th, my intention to retire from the board this July, and the board's intention to elect Campbell Brown as our next Chair of the Board of Directors, a fellow member of the fifth generation of the Brown family, and a 27-year veteran of Brown-Forman Corporation. Knowing that succession planning is among the most critical work any board can perform, I thought it would be appropriate to discuss the news as we did for Lawson. The board succession planning work is led principally by our governance nominating committee, chaired by our Lead Independent Director, John D. Cook, Director Emeritus of McKinsey & Company. The board and I have been working on what we call continuous long-term succession planning since I joined Paul on the board in 2006 and became Chair in 2007, almost 14 years ago. In the case of my own role, I always felt that having Lawson Whiting firmly in place as our CEO, combined with our Lead Independent Director in his role, would be a good time to move on Chair succession planning, as those two individuals lend so much stability to our governance system. In parallel to this board work, the company and the Brown family have been building out a system of Brown family shareholder engagement and governance for more than a dozen years, building upon the work that the generation before us started in the 1980s, 1990s, and early 2000s. Some of you may have heard me describe these efforts at the investor conferences that we've held over the years in New York. From the board's point of view, the governance work that the Brown family has done has allowed the board to interact with and know the company's long-term shareholders personally. As a result, the board has been able to understand the capacity, capabilities, and interests of family members with regard to potential roles in our governance system. This interaction has been critical to enabling the board to make thorough and informed decisions on long-term succession plans, such as this one. The press release we issued points to Campbell's experience at Brown-Forman. His early years helping the globalization of our business in emerging markets, his breadth of experience running regions and brands in our home market, including relationships built with the U.S. distributor network, and his leadership of the renaissance of our founding brand, Old Forester. The press release was more silent, however, on Campbell's experience building our family governance system. Since making his home in Louisville, Kentucky, in 2001, Campbell has been a founding member and/or leader in all of our family governance initiatives. Coupled with leadership roles that he has taken on in Louisville, in our community, the board believes that this combination of experiences with the company, family, and in the community makes Campbell uncommonly well-prepared, ready to take on this role. The board also believes that having this sort of leader ready to partner with our CEO, Lawson Whiting, and the board on its long-term agenda is, in fact, another example of how being a family-controlled company is a competitive advantage for Brown-Forman in the marketplace. In Campbell, I have no doubt that you'll find a Brown family leader who will continue to build upon and strengthen the scaffolding of relationships between the company, the public, and our long-term family shareholders and industry partners that have made, and will continue to make, Brown-Forman a high-performing, independent, world-class brand building company headquartered in Louisville, Kentucky, worthy of your consideration as a prospective long-term investment. I do look forward to making some remarks at the annual stockholders meeting this summer, but for now, I'll hand it over to Campbell. Thank you, Garvin, and good morning. First off, I'd like to thank the board for the confidence it is placing in me as the next Chair of our Board of Directors. I first worked at Brown-Forman in the summer of 1987, 33 years ago. I was 19, and I was working in our mailroom. Since then, I've had the pleasure and honor to work alongside colleagues at the company in a number of roles and regions, based at different times in India, the Philippines, Turkey, Maryland, and, of course, here in Louisville, Kentucky. As Garvin mentioned, in addition to the various operational roles I've been a part of over my 27 years here, I've also enjoyed working with members of my family and other leaders within BF on our evolving governance initiatives, really since they were more formally kicked off for my fifth generation in the year 2000. As you could well imagine, I couldn't be more honored to take on this new responsibility for the company as we prepare to welcome our 151st year of operation. As you would have heard us say before, we believe that beverage alcohol brands, and in particular aged spirit whiskey brands, perform well in the hands of multi-generational stewards. My own time leading the renaissance of our founding brand, Old Forester, I've seen firsthand the success that we can realize when we pull all of the value drivers of our industry together in the right way, with the right people, at the right time. I can assure you that I view the responsibilities that our board has with the company, the community, and our shareholders in much the same way. We understand our responsibilities to you, our public partners, in the same way we do our brands, namely, long-term sustainable growth achieved responsibly over generational timelines. I look forward to meeting you in due time, when we can all get together and convene again. I certainly plan to attend future investor conferences, but for now, I'll hand it over to Lawson to walk us through the Q3 results. Thank you, Garvin and Campbell, and good morning, everyone. I hope that Garvin and Campbell's remarks are a reminder of our long-term perspective and how we approach our business. I really do want to thank Garvin for being an invaluable partner to me for 20+ years. I believe we have an outstanding board of directors, a very committed set of shareholders that are supportive of the strategic direction of the company. Garvin, thank you for everything you've done to set this company up for success. Campbell, I look forward to partnering with you in order to deliver many more years of continued growth. With that, I'll talk now a little bit more about our third- quarter results. During this past quarter, we closed out Brown-Forman's 150th anniversary year and said goodbye to 2020. While calendar 2021 has not ended the pandemic and has certainly not reopened all the bars and restaurants, nor has it enabled people to travel freely again, we have found ways to leverage our strengths and to find a way to deliver solid results in this challenging environment. As I turn to our third quarter and year-to-date fiscal 2021 results, I want to share my thoughts on why I believe we're operating from a position of strength. As you can imagine, many of the favorable trends that I talked about in our calls earlier this fiscal year remain relevant. First, spirits performance continues to be very strong and to take share from both wine and beer. This category also offers attractive growth, healthy margins, and high returns on capital. We remain confident that we're in the right categories. American whiskey and tequila continue to grow and take share. These two categories, which also include our RTD business, represent the majority of our sales and profits and are driving our performance. We also remain confident that we're focused on the right price segments. Super premium brands continue to experience strong growth relative to the lower price segments. We believe that super premium price point will continue to grow very nicely, even in the post-pandemic period. Another area of strength has really been our RTD business. Benefiting from the convenience trend, the RTD category has been exploding in many parts of the world. We continue to see strong growth from our Jack Daniel's spirit-based RTDs in markets like Australia and Germany. While in its first year, we're pleased with the performance of our spirit-based RTDs in the U.S. Our tequila-based RTD, New Mix, which crossed 8 million cases in Mexico this year, continues to deliver good results. The strongest performance has come from our Jack Daniel's Country Cocktails here in the U.S., which has more than doubled in size over the past year. We introduced Jack Daniel's Country Cocktails over 25 years ago, and the brand has brought many new consumers into the Jack Daniel's family. With that ready-to-drink category booming, we felt the time was right to capitalize on this opportunity. As we announced back in December, we'll be partnering with Pabst Brewing Company for the supply, sales, and distribution of Jack Daniel's Country Cocktails within the U.S. and the domestic military. This partnership provides tremendous growth potential for the brand, with greater access to can production and variety pack capabilities, which are driving the industry. Furthermore, with Pabst's distribution network, Jack Daniel's Country Cocktails will gain much more efficient access to new distribution channels. With Pabst focused on Jack Daniel's Country Cocktails, our core domestic distributor partners can place even more focus on our premium and super premium spirits portfolio. Jane will talk more about our brand and geography performance in greater detail here in a minute, but I did want to share a little bit on the performance of the Jack Daniel's family of brands. Year-to-date, the Jack Daniel's family of brands' underlying performance has remained strong. We are benefiting from the convenience trend that I just mentioned, but also from increased interest in mixability. While mixability has been a powerful part of our story for a long time, obviously with Jack and Coke, our Jack Daniel's flavors portfolio is now providing consumers with ease in making flavorful yet simple cocktails. Jack Daniel's Tennessee Honey crossed 2 million cases in the third quarter, with more than half its volume outside of the U.S., and we're encouraged by the initial performance of Tennessee Apple as we continue its global rollout. With respect to JDTW, which is the core black label, this has been a tough year, but we believe any disruptions really are circumstantial and temporary. One data point that I found interesting was that, at least according to IWSR, Jack Daniel's Tennessee Whiskey is the second-largest on-premise brand in the entire spirits world by volume. This business has obviously fallen off quite sharply in this environment, but we do see light at the end of the tunnel, and we are all looking forward to the reopening of the bars and restaurants around the world. Last point, and then I'll hand it over to Jane. I'm cautiously optimistic that the U.K. and E.U. tariffs on American whiskey will be resolved, but it goes without saying that BF has been hurt and unduly impacted by this trade war with Europe. A couple of points that I think you may find interesting. The latest Eurostat data shows that about 25% of the entirety of the U.K. and E.U. tariffs leveled against the U.S. have been borne by the American whiskey category. Based on IWSR, we know we're about two-thirds of the American whiskey category exports to the U.K. and E.U. Do the math. We estimate that we alone, so Brown-Forman, Louisville, Kentucky-based company, has borne roughly 15% of the entire tariff bill that's been leveled against the U.S. It's just a terrible situation. It's imperative that we get it resolved and get it resolved as soon as possible. In summary, while uncertainty and volatility remain, I'm confident that our well-positioned portfolio, the resilience of our people, and the agility of the company will enable us to continue moving forward from a position of strength. With that, I'll turn the call over to Jane, who will walk us through our third quarter and year-to-date financial results. Thank you, Lawson, and good morning, everyone. As Lawson said, we have experienced plenty of challenges this year. Because of our people and our brands, we delivered solid results for the first nine months of fiscal 2021, with both underlying net sales and operating income up relative to the same period last year. As expected, in the third quarter, we experienced a slowdown in our top-line growth, reflecting the lapping of Jack Daniel's Tennessee Apple launch in the U.S. and the renewed lockdowns and restrictions, particularly across Europe, related to COVID-19. Also, as planned, our high operating expense leverage in the first half began to reverse in the third quarter, reflecting a notable increase in our AMP investments behind our brands. With that as a backdrop, let's begin by reviewing our year-to-date performance. Starting with our top line. Compared to the first nine months last year, our reported net sales were flat, reflecting a decrease in distributor inventory levels primarily in the United States that were built in response to the supply chain uncertainty during the early days of the pandemic. Adjusting for this factor, our underlying net sales grew 2%. As we look broadly across our geographic clusters, we experienced underlying net sales growth in each. Developed markets continued to grow while our emerging markets returned to growth. However, underlying net sales in the travel retail channel remained down significantly. Starting with our U.S. business, which represents approximately half of our net sales, underlying net sales grew in the high single digits despite cycling last year's launch of Jack Daniel's Tennessee Apple, which slowed growth approximately two points. This strong growth was driven largely by several of our premium whiskey brands, notably the Woodford Reserve family of brands, Old Forester, and Gentleman Jack, as well as Jack Daniel's Country Cocktails, our tequilas, and Jack Daniel's Tennessee Honey. We continue to experience very strong growth in the off-premise, which is more than offsetting the on-premise volumetric weakness. Additionally, while still a small percentage of our off-premise sales, our portfolio's explosive growth in the e-commerce channel has continued to expand at triple-digit rates. E-commerce for beverage alcohol was a fast-growing trend pre-COVID and has significantly accelerated during COVID. We believe consumers have become comfortable purchasing products through this channel, which will enable continued strong channel growth in a post-COVID-19 environment. We believe we are well-positioned for the shift to e-premise and are continuing to increase our investments and advance our efforts in this channel. As Lawson mentioned, we believe our portfolio remains well-positioned in growing categories and is meeting the consumer's need for at-home consumption convenience, ease of mixability, and great-tasting cocktails. As evidenced by the performance of our super premium portfolio, premiumization remains a trend as consumers continue to treat themselves to everyday luxuries such as Woodford Reserve Double Oaked and the Old Forester Craft series. Our developed international markets experienced a slowdown in net sales trends in Q3, reflecting the restrictions and lockdowns in Europe during the important holiday selling season. Despite these challenges, as well as declines throughout the fiscal year in countries that are heavily weighted toward tourism and the on-premise, like Czechia and Spain, our developed international markets collectively delivered strong underlying net sales growth up high single digits year to date. The key drivers of this growth have been the strong performance of RTDs, particularly in Australia and Germany, and the launch of Jack Daniel's Tennessee Apple. Based on off-premise takeaway data in the major markets of Australia, the U.K., Germany, and France, each are growing double digits and gaining value share relative to TDS. Collectively, our emerging markets' underlying net sales returned to growth, growing modestly in the year-to-date period. The story is mixed. The growth was driven by our New Mix RTD business in Mexico, as well as gains in Brazil, Poland, and China. We continue to experience a decline in a number of other emerging markets, including parts of Southeast Asia, India, and several countries in Latin America. Excluding our New Mix business, Mexico is experiencing a considerable decline, reflecting evidence of consumer trading down. Our travel retail business remained under pressure. Despite registering a slight improvement in the third quarter, driven by our military channel, our travel retail business has shown little improvement to date, with underlying net sales declining significantly. Turning to our largest brand, underlying net sales for Jack Daniel's Tennessee Whiskey remain down high single digits, consistent with the results through our first half. The brand's performance continues to be impacted by the shift from the on-premise to the off-premise consumption, including considering its overall concentration in the on-premise, the essential halting of travel retail, and the trading down experienced in many emerging markets. Importantly, based on the brand's key consumer metrics, we believe Jack Daniel's remains healthy and is gaining share in the majority of its top 10 markets. Turning to our gross margin, which declined 280 basis points to date, and resulted in our underlying gross profit declining 1%. Higher input costs related to agave and wood, as well as a reduction in fixed cost absorption due to lower Jack Daniel's Tennessee Whiskey volumes, represented nearly three-quarters of our gross margin decline. Channel and portfolio shifts basically drove the remainder of the gross margin drop. Moving to brand expense. As discussed last quarter, we began to increase our investments, most notably behind our new Jack Daniel's Make It Count global campaign that launched in October. These investments continued throughout the third quarter, while AMP is still down year- to- date, our investments grew double digits for the quarter. Our underlying SG&A investment remained down year to date, reflecting the continuation of tight management of discretionary spending, including travel and hiring. In the aggregate, we grew underlying operating income 3% year- to- date and reported even stronger. This, combined with a reduction in our effective tax rate, helped power the 12% diluted EPS growth to $1.63 per share through the first nine months of the fiscal year. Finally, to our fiscal 2021 outlook. As we look ahead, we continue to believe we are operating from a position of strength, despite the high level of uncertainty that exists, particularly around the rollout of the COVID-19 vaccine and the eventual easing of restrictions, and the government financial stimulus policies in a number of countries, and the potential effect on the global economy and consumer spending. As a result of this uncertainty and low visibility of the timing of recovery in various markets and channels, we are not providing quantitative guidance for fiscal 2021. However, we are optimistic as we look to our fourth quarter, where we begin to cycle the initial impact of COVID-19 and are seeing improving levels of consumer confidence in many markets around the world. Beyond this fiscal year, we expect the challenging operating environment to continue to improve, particularly as the on-premise and countries heavily reliant on tourism begin to recover. From a qualitative perspective, while we expect continued volatility in our developed markets, we remain confident in the resilience and strong growth that these markets have collectively exhibited to remain for the full year. We do not expect certain developed markets like Spain and Czechia, many of our emerging markets, the travel retail channel, or our used barrel sales to recover this fiscal year. Our gross margin will remain down for the year, driven by higher input costs and mix shifts. Looking beyond this year into the next couple of years, we are expecting margins to improve nicely, driven by a number of productivity-related initiatives underway and the benefit of lower agave cost. Regarding operating investments, advertising, and SG&A, we expect to continue to invest behind our brands, resulting in a significant acceleration, most notably in advertising in the fourth quarter, as we invest behind areas where the business is showing strong momentum, coupled with cycling against last year's significant decline in spend during the early weeks of COVID-19. Our full-year effective tax rate outlook is unchanged at 17%-19%. Our balance sheet remains strong, and our continued capacity to generate strong operating cash flows is sound. Consistent with our long-held capital allocation philosophy, we continue to invest behind our business, fully pay increasing dividends, and look for opportunities to acquire great brands, such as Part Time Rangers RTDs. In summary, while the past year has been like no other, presenting many challenges, we believe our results today are strong and reflective of our ability to leverage our strengths in this environment. We are optimistic as we look ahead beyond this fiscal year, where we expect our medium-term growth rates to accelerate toward our long-term aspirations. With that, this concludes our prepared remarks. Lawson and I will now take your questions. Operator, you may open the line. Thank you. As a reminder, to ask a question, you will need to press star one on your telephone. To withdraw your question, press the pound key. Please stand by while we compile the Q&A roster. Our first question comes from Vivien Azer with Cowen. Your line is now open. Hi. Thanks so much. Since we have Campbell on the line, Campbell, I'd love to pose a question to you. Diversity and inclusion have become very topical in consumer packaged goods, so I'd love to hear your perspective on how you can bring stewardship in that area in your role as Chairman of the Board. Thanks. Yep. Hi, Vivien. Yeah, Campbell is not live on the line, or he has stepped away, but I'll take a shot at your answer. Oh, okay. Thanks, Lawson. The D&I efforts that have been going on at Brown-Forman, possibly for a decade or longer, really, I think, have served us very well over the last year. It's obviously been a very difficult year on that front. The fact that I personally feel we were better prepared than many others has helped us. Looking ahead, that's something Campbell is very involved in the community. I think he referenced that a little bit. Louisville's been a flashpoint for many of the challenges that are happening, not only here, but across the U.S. Yeah. I think they will remain very important to us. We're certainly not backing down or backing away from any of those efforts. It takes up a lot of time on our management team. We're really trying to do it the right way, and we keep saying, "Be better, do better." We'll continue on that front. Yeah. I might just add one point to what Lawson said. I think that's one of the things you were getting to as well, you'll see this in this year's proxy, that part of the executive leadership bonus will be tied to. Yeah. Mm-hmm. D&I and the progress we make in that space, which, of course, is a component of ESG. I think that's an important signal from our board to that importance in terms of our incentive pay here at the top of the company, which will, of course, make its way down throughout the organization, and it is making its way down through the organization as time goes on. Absolutely. That's really helpful, color. Thank you, both Lawson and Jane. If I could just squeeze in a follow-up. Jane, you noted a longer-term glide path to margin recovery, which you sounded pretty high conviction around. Can you just kind of remind us, I know you won't want to put targets on this, but maybe just from an agave timing perspective, when we might start cycling the headwinds there? Sure. Yeah. Again, just a reminder, when we were on our second quarter call, we said, and I want to reiterate it, that where we were in our second quarter, the margins, which were half 59%, we said, "That's the bottom. From here on, it's going up from there." I think you saw some improvement in our third quarter. We were down 150 basis points from last year, you did see some improvement. As it relates to your specificity of the question, yeah, we do have a number of initiatives underway, as I alluded to, that will improve our margins over the next few years. As it relates to agave alone, we've been pretty consistent on this response. As we look at the CRT plantings back in 2015 and 2016, we can see the acceleration in plantings that occurred that will then become available in the back half of next year, maybe a little bit earlier. Next year, being our fiscal 2022, so later this calendar year. I think it may actually happen a little earlier because we've seen some stability in the agave prices. More importantly, one thing we've not talked about before as it relates to agave and why we're confident that we'll start seeing benefits in our FY 2022 beyond the market price is that a few years ago, we changed our strategy of how much we were going to cultivate ourselves, how much we were going to own, how much we were going to be exposed to on the market. We have, starting next year, a higher mix of our business that we'll be cultivating from the agave plants coming through our own business, which is much less than what you could buy on the market. We'll start seeing that benefit next year. We believe we'll continue to see benefits from the exposure, both to the external market and to our own internal mix of our products, next year, the following year, and a little bit more the following year after that. Hope that answers your question. Really helpful. Thanks so much. Thank you. Our next question comes from Bryan Spillane with Bank of America. Your line is now open. Hey, good morning, everyone. Just a couple of questions. First, or just a quick one first. Jane, I don't know if I caught this, but capital spending, did you have a CapEx outlook for fiscal, for the full year? Yeah. I don't think we mentioned that, but it's gonna be somewhere in the $70 million type of range for this year. Okay. Thank you. Then I guess more just kind of thinking about modeling out into the future and not even specifically to 2022, but just medium term. How should we think about the U.S. and developed international year to date are both grown a couple of hundred basis points faster than what the run rate was for the last few years. They're actually, in this period, growing faster,are and obviously, the developing markets and travel retail growing slower. I guess my question is, we're kind of thinking about getting back to Brown-Forman's medium- term and long-term growth rates. Are the developed international and U.S. markets, would you expect them to accelerate off of this? Has there been some structural change with regard to the growth of ready-to-drink, market share gains? Could those markets specifically grow faster than they had pre-COVID? Are we really looking at those kinds of reverting back maybe to the mean and getting the growth back in emerging and travel retail? Just trying to understand the moving parts within that. Again, not necessarily thinking about it for 2021, but just over the medium term, just how we should think about those pieces. Yeah, Bryan, I'll take a stab at it. If you go back up pre-COVID times, the U.S. business was growing sort of around TDS, and that's been a goal for us for a long time, and that's sort of in that 4% or 5% range. Developed international may be a point or two higher than that. Our emerging markets, which like everyone else, have been more volatile, but had been several points above that in the prior few years. Come fiscal 2021, as we said, the U.S. business has picked up. It's interesting, we did a bit of a study on which markets. You can see which markets are growing really nicely this year. You've had your Australias and Germanys and even the U.S., and some of these really big markets that have done really well, influenced somewhat by what Jane said in her earlier comments. The markets that had fiscal stimulus from their governments have done remarkably well, and it's been a big benefit to that and those that didn't. Southeast Asia and the Indias and Africas, and just generally, a lot of the emerging markets didn't, and they fell off quite a bit. Looking into the future a little bit, does the algorithm change a little bit? I think our portfolio is well-positioned, and I think it's important that, say, the Woodfords of the world and Herraduras of the world and brands like that that are in very hot categories have just simply gotten bigger. Come on. That will have a more impactful impact on our results going forward. That helps a little bit, I do think. The RTD business has been on fire. Now, it's not going to stay at the rates that it is right now. Country Cocktails has doubled. That's going to slow down a little bit. I think it'll be picked up by the emerging markets, which we expect, I mean, the comps at least in the next year, are going to be easy. We expect some better growth out of there. I do think there'll be a bit of reversion to the mean. Longer term, I think we've got our portfolio well-positioned to do maybe a point or two better than we've done historically. We'll see. Okay, great. Thanks, Lawson. That's really helpful. Thank you. Our next question comes from Andrea Teixeira with JPMorgan. Hi. Good morning. Thank you, and congrats on the succession announcement. I appreciate the commentary on the import tariffs, and I know it's a topic that you like to discuss. Could you update us on the thoughts, how it would flow from the commentary that you gave last quarter into the bottom line? Or part will be reinvested back on advertisement and promotions as the industry recovers in Europe. As a follow-up on the agave costs, and I appreciate the commentary. Your main competitor increased prices for tequila in the U.S., right? Are you planning to follow them in pricing here, or the integration of the agave plantation that you discussed and the stabilization of costs would offset that? Appreciate both. Yeah. Just a quick response on the agave. We've increased our prices really significant on all three of our brands in the U.S., Pepe Lopez, which is our value price brand. But the two main brands that came from our acquisition back in 2007, Herradura and el Jimador, were up double digits on pricing, and we did that earlier this year. That's already in our numbers, and I think that it was actually, according to one of the Nielsen reports I read recently, we were at the top of the list in terms of pricing there. As it relates to tariff, I'm going to turn it over to Lawson to answer that question. Yeah, you mentioned I like to talk about tariffs. I hate talking about tariffs in a way because they have become such a big problem for us. Look, I think we're encouraged over the last few months of some of the conversations that have happened, particularly some comments coming out of the European trade people. We need to get the U.S. trade representative in her seat, which I think is expected to happen sometime in the next few weeks, to really get meaningful conversations happening again. It does feel like there's a little bit of a break in the ice between the two sides. We are working as hard as we can to try to affect that and to try to make them go away. Now, in terms of what happens when they actually go away, we really have not made that decision yet. We'll see. I think, as you probably expect, kind of a typical Brown-Forman thing; we will be reinvesting a pretty nice chunk of that back into the business, but some of it would fall to the bottom line, too. As I say, we haven't put a specific number out there yet, and I think that's a bit of TBD. Okay. Thank you so much. I wish the best on that one. Thanks. Thank you. Thank you. Thank you. Our next question comes from Lauren Lieberman with Barclays. Your line is now open. Great. Thank you. I wanted to just follow up on the conversation on tequila, and maybe the relative pricing that you took will help answer the question. My understanding is that some of the other large established brands in the U.S. had really strong growth year- to- date, with comparable period kind of the last nine months. Which would make it look like Herradura might actually not be keeping up and not gaining share. If the relative weakness in tequila is really coming out, ex New Mix is coming out of Mexico. I was just kind of hoping for more clarity on what's going on with the tequila business. It should be, I think, as you've been discussing, a huge opportunity for growth in the U.S. and also in a lot of developed markets across the world. Thanks. Let me take a stab at the beginning, and then I think Jane's got some thoughts, too. Let me step back for a second and explain our tequila business relative to some of our competitors. The first big thing, especially if you're looking at our earnings release and you're looking at the revenue number in the exhibit, and it's pretty underwhelming. A lot of that is because we have a very big business in Mexico itself. The competitive brands that you're looking at, for the most part, do not. They don't even exist in Mexico. We have been dragged down. Our global number has been dragged down by the Mexican market, where, as I say, we're large, not only in the tequilas, but even Jack Daniel's has a pretty substantial business down there, and it's been very weak. It's one of the emerging markets that has struggled. Our U.S. business, turning to that for a second, Herradura is our ultra-premium brand that competes with some of the large competitors who had admittedly fantastic results, and what we have seen, too. Two things on that. Herradura, one, has a very heavy on-premise presence. Somewhere 40+% of its business is in the on-premise, and that has been tough, which would also be a drag on the overall number. Our Nielsen numbers, I just saw it recently, the ones that came out, I think, in the last few days, we're growing at +64% in Nielsen. While that would lag some of the bigger competitors, not by a lot. I feel really good about Herradura and its positioning. It's got a long runway to go. It doesn't even have distribution in large chunks of the U.S. We will continue to invest behind that, and we will continue to push pretty hard. I think that is one of the brands that we really see as sort of one of the gems of the future. Just building on what Lawson said and supporting what he said. Our Mexico business is a fairly sizable business. Unfortunately, this year is tough. We've seen a lot of trading down in that market, particularly on the Herradura brand, the Ultra brand that was moving so fast and growing so rapidly, before now. It shifted so much that if you were to split our numbers apart that you saw on the table, the Mexico business is down 30-ish% on a strip net sales basis. If you look at our U.S. business, it's up almost 20% on a stripped net sales basis. That's why you're also seeing, as Lawson said, the underwhelming numbers. It's gotten such that now our U.S. business is suppressing the size of the Mexico business, which will bode well for the future as you get this type of growth, and we see this growth coming on. Herradura itself, as Lawson gave you throughout the numbers from their latest Nielsen, relative to the price point that Herradura plays in, it is gaining share. That price point category is growing around 40-ish%, so it is. Where you see the real acceleration in the tequila growth is above that price point, more the ultra price point. We're gonna be playing some things there, too. We've got a wonderful brand that we've launched recently from Herradura. It's called Herradura Legend. It's very ultra premium. We think it's got lots of legs, and people are, again, indulging in these everyday luxuries. The Ultra is a product that we introduced in Mexico a few years ago, barely introduced it in the U.S. Again, these are higher price points. That's where you see the real accelerated growth. We've got a new campaign that we're launching in April, and we're really excited about that from Energy BBDO. There's some things that we're looking at as we go ahead to continue to accelerate it. Both of our brands are doing well in the U.S. in the price points they play in. Okay. That's great. Thank you both so much. Thanks, Lauren. Thank you. Our next question comes from Bonnie Herzog with Goldman Sachs. Your line is now open. Okay. Thank you. Hi, everyone. Wanted to ask about the ad spend. Jane, you just touched on this. As I look at it in the quarter, it was up a bit more than I was expecting, and really a pretty big jump as a percentage of sales. I guess I'm wondering if that was maybe a pull forward from your Q4, or should we assume similar spending levels for the remainder of this fiscal year? Maybe as we look forward, how should we think about your ad spending levels and the anticipated impact on your top line, especially in the context of what you mentioned earlier, Lawson, about your long-term growth expectations? I guess I'm trying to get a sense of your confidence level that you're spending the right levels in terms of ad spend to drive top line and possibly accelerate it. Thank you. Bonnie, let me start off. I'm sure Lawson's gonna build in here as well. We knew this year was gonna be a crazy looking year on phasing. Just to remind you, it actually started last year in the fourth quarter, in the last six weeks of the fiscal year. When COVID-19 hit in the middle of March through all of April, when on-premises were shut down, events, sponsorships, all those things went away. We knew early on, our first quarter was an unusual quarter. We really didn't start spending until the second quarter, and that was purposeful, not only because of the consumer and its readiness to hear what we were saying, but also because we had a new agency partner, Energy BBDO, in which we launched our Make It Count campaign toward the end of October. What you're seeing in the third quarter, we've been talking about all year long. Some of this is situational and circumstantial relative to what was going on in COVID. Some of it is because we planned it this way. As you look to the balance of the year, I think I said this in our remarks, we look to the fourth quarter, you're gonna continue to see an acceleration in the rate of growth. Our year-over-year rate of growth, because of the decline last year, plus just the way we spent this year, is going to be up even more on a percentage basis than it was in the third quarter. If you're thinking ahead to how you should expect us to spend, it's gonna be choppy next year because you're gonna get the flip of that. Let's just talk big picture. If I'm thinking about that, our aspirations have been, don't always come in every year like that, but to grow somewhere in line with our rate of growth. I don't know if you want to. Yeah, rate of sales growth. Yeah. Rate of sales. Another thing, within the mix of spend, I think is interesting, too, because there have been some massive swings there. I'll back up for a second. Go back like two or three years, probably two years ago, well before COVID even came around, we were making changes to our resource allocation models to significantly up-weight media and just general consumer touch spends and downplay some of the events, places that were lower touch, even on-premise, things like that. That had begun, that mix of spend change had begun before COVID hit. It hits. Everyone, including Brown-Forman, but the entire industry, drops their on-premise spend, drops their event spending, drops lots of that kind of stuff, and starts going back at media again. In a way, it has accelerated our path to get there. In another way, which I hadn't processed, if I'm honest, until a few months ago, because we were looking at share of voice and share of different ways of spending, and basically everybody is doing that. The media spend has increased significantly in our industry, but it's still the right thing to do. I think longer term, we like the rebalance of how we're spending the money, and I think that we're gonna hold on to that for at least the medium to longer term future. Just to build further on what Lawson said, too. It's not just your traditional media. If we look at what we've spent this year, we spent a lot more in digital, we're up 100% year- to- date in digital media spend. That is cognizant of where the consumer is and where they're watching, whatever they're getting, or if it's the mobile device they have in their hand, and how they are getting information. I don't think that you'll see a lot of change in that. We've got to meet the consumer where they are going forward. Okay. That all makes sense and is really helpful. If I may just ask a second question, because I really wanted to ask also about the productivity initiatives you mentioned. I might have missed this, but have you guys quantified what these savings could be? I guess I'm really trying to understand how meaningful these initiatives could be, and maybe hoping to get, I guess, some sense from you of examples or opportunities that you see. I think you touched on the agave, but are there any other buckets that we should be mindful of in the next few years? Thanks. Yeah. Agave's a great one of our examples of where we change our sourcing strategy on that. That absolutely will benefit us. Another example of an initiative we've undertaken is really looking at how we source. How many vendors do you need to source your gifts, or your POS, or things like that? More strategic sourcing and getting synergies there, so there's some low-hanging fruit in that area. As part of our global production mindset, we're always looking at how to improve our operations. There's a handful of initiatives there. I didn't quantify those. We haven't quantified it, but I can tell you that we, again, just this reporting, where we said that half 59% in our second quarter was the bottom. You're gonna expect to see nice improvements over the coming, say, two to three years. I would set aside the tariff, and that would just add to this. Sure. Benefit. You could see a couple of hundred, 300 basis points over that period of time through 2025, I think. Perfect. Thank you again. Thank you. Our next question comes from Steve Powers with Deutsche Bank. Your line is now open. Hey, thanks. Good morning, everybody. Jane, I think you covered agave pretty well, but could you also remind us on how to think about the progression of wood costs and their likely impact on gross margins over the next several quarters? Then, Lawson, you've mentioned this a bit too already, but I guess, can you elaborate a bit further around just your outlook and expectations with respect to ready-to-drink cocktails? Maybe specifically update us on how you anticipate mix impacts flowing through the P&L, assuming that category's set to continue to grow, especially in the context of developments like the Pabst relationship that you highlighted at the open. Thanks. You want me to start with wood? Yeah. We have started to see, and we are taking a reduction, I guess, if you will, in the cost of acquiring wood. You're going to start to see that we are effective in our January 1st this year. The cost of wood for us is going down. That will not make its way through our P&L. I think I've talked about this previously because of our long aging process that we have. Think about our Jack Daniel's products or our Old Forester products or Woodford Reserve, three or four or five years, depending on what it is, down the road before you actually see those lower costs coming through. You'll probably start seeing some mix differences coming through on our balance sheet, hopefully, as the year comes on, where you'll start to see that cost offsetting some of the volumetric trends. If you look at our balance sheet over the last several years, you'll have seen barrel whiskey go up quite a bit. That's been a combination of this cost, this wood cost that's coming through our P&L now that we've been talking about last year and this year. You really aren't gonna start seeing that savings, I wouldn't say until after 2025, probably 2026, 2027. Yeah. The RTD question. I think obviously, and it has been much covered, the business has exploded in the United States over the last year and in a number of other countries, too. It's always been a consumer recruitment vehicle, and that's the way we thought about it, I would say, even for a couple of decades as we built that brand and sort of the can in the hand and all that. It has now grown into much more than that and to be certainly a profit driver. The Country Cocktails partnership, if you call it that, with Pabst now, we do expect to continue to keep that growth rate going for lots of reasons. The most obvious one being they have touch points in many channels, including convenience, that we just weren't getting with the spirit wholesalers for the most part. The number of distribution points will go up substantially, and so we think we can keep that run going. The RTD business is much, much larger outside of the U.S. than it is inside the U.S. It's like 3.5x the size it is in the international markets than it is in the U.S., and that's a lot of Germany, for instance. Germany's business is well over a million cases now, and very profitable, and doing very well. Australia has been the largest RTD market in the world. One of the largest in the world for quite some time, and that business is really strong. Yes, I think that's here to stay. I do think it's been boosted by COVID-19. The macro trends of convenience and flavor fit very well into the RTD business. This is something that's here to stay. It's hard to say what the growth rates are going to be when you get beyond COVID, but we certainly expect them to still be strong. You asked a question about the margin. Yeah. Yeah, I did. Yeah. The margin for us this year has been very immaterial, I would say. A couple of 10ths of a point as it relates to the RTD business. Some of that was outsized in the first quarter because of our New Mix business, which benefited from the beer shutdown. I think we said this on the first quarter call, and second quarter call, too, as well, that we are fine with that right now. A 10th or two, particularly in this environment. We want to be where the consumer is. We also noted that it's something we've talked about many times in the past and fretted over. If you actually put this on a drink equivalent basis, it's actually a better margin than our full strength. There's different ways to look at it. Right now, it's all about meeting the consumer needs, the convenience, providing them with great tasting cocktails. I think the opportunity exists going forward, but I don't see it as a big margin drag. It hasn't been here today, really, either. Okay. That was a very full answer. Thank you so much. Thank you. Our next question comes from Chris Pitcher with Redburn. Your line is now open. Thanks very much. A couple of questions, please. Firstly, on your international route to market. Could you talk a bit about the rest of the developed, those countries which don't make the cut to be reported separately? They obviously have been a big drag on growth. Can you give us an update on what's going on in Japan and Canada, and whether you expect to see a recovery in those markets? Secondly, on innovation and digital investment. It looks like the innovation cycle is accelerating, particularly with all the new categories that are appearing. How are you invested in terms of digital, in terms of spotting these trends early? Is your supply chain becoming more agile to respond quicker than perhaps the old three to five year cycle that you were running on, particularly when it comes to say, like Jack Daniel's flavors and so forth? Thanks. You want me to take the other developed markets that you were referring to, I think you said Japan and Canada. I don't know about Japan specifically, but a lot of the other developed markets have been weaker. Those are what we call partner markets. They tend to be, there's lots of them, and they're relatively small. A lot of those, as you move east in Europe, would capture a lot of those markets. That business has been relatively weak. As I mentioned, those are the markets that don't have the big fiscal stimulus. They have been more challenging. Without getting into any specific markets, there's literally probably more than 10, less than 20 in there that make up those numbers. It's a whole bunch of them. Yeah. I would say we actually are seeing growth in the two he noted, both Japan and Canada. I think it's being pulled down, as you and I know, by places that are heavily on-premise, like Spain. Southern Europe, in general, has been weak. Italy. High tourism places, Czechia, and some of those types of markets. That's what we're talking about. We do expect easing next year. That's why we're more optimistic about those markets when we look ahead. They're going to come back, and they're going to be going against nothing. They're going to be very positive for us as we look ahead. That's on the rest of the developed question. The innovation question: Can you say that again? I missed what the question was, I guess. The alcohol category is, you're getting category shifts moving a lot quicker. We've had the rise of hard seltzer. You're talking about the ready-to-serve cocktails are suddenly increasing their importance. The gap between Honey and Fire and Apple is shortening. Do you get the sense that you're having to innovate more quickly as an organization? Historically, you've tended to do big, well-considered innovations. Are you having to become faster? Do you have the systems and digital backbone to spot these consumer trends early and respond in innovation faster than you did, say, 12 months ago? Yeah. It is very true. Innovation is, that's across all CPG, I think, just becoming increasingly important. With respect to RTDs, the reference is a little bit to seltzer there. I know the RTD category, for as long as we've been in it, has been heavily reliant on innovation. Australia would be the best example of that. Every year, they come up with something new in different pack sizes and proofs and flavors and mixes, all the rest of it. We've been doing that for quite a long time, and that will continue. The RTD space, in terms of do we have the know-how? Do we have the supply chain? Do we have the ability to forecast where the consumer is going in that space? I would rate us high on that. As far as you referenced Fire, and Apple, and Honey. That pace is not changing. We've done three in 10 years. Really, just obviously started Apple a year ago or a little more. That pace will not change. I would not expect us to do another big Jack Daniel's flavor in the near future, at least. We want to be very measured on that. They're big campaigns. They're big launches. They take a couple of years to execute. I would not expect that the pace on that will be any different than it's been. Thank you. Chris? Thank you. This concludes the question and answer session. I would now like to turn the call back over to Leanne Cunningham for closing remarks. Thank you. Thank you, Garvin, Campbell, Lawson, Jane, and to all of you for joining us today for Brown-Forman's third quarter fiscal 2021 earnings call. If you have any additional questions, please contact us. With that, this concludes our call. Thank you. Ladies and gentlemen, this concludes today's conference call. Thank you for participating. You may now disconnect.