Good day, everyone, and welcome to Chuy's Holdings fourth quarter 2020 earnings conference call. Today's call is being recorded. At this time, all participants have been placed in a listen-only mode, and the lines will be open for your questions following the presentation. On today's call, we have Steve Hislop, President and Chief Executive Officer, and Jon Howie, Vice President and Chief Financial Officer of Chuy's Holdings Incorporated. At this time, I'll turn the conference over to Mr. Howie. Please go ahead, sir. Thank you, Operator, and good afternoon. By now, everyone should have access to our fourth quarter 2020 earnings release. If not, it can be found on our website at www.chuys.com in the Investors section. Before we begin our review of formal remarks, I need to remind everyone that part of our discussions today will include forward-looking statements. These forward-looking statements are not a guarantee of future performance, and therefore you should not put undue reliance on them. These statements are also subject to numerous risks and uncertainties that could cause actual results to differ materially from what we expect. We refer all of you to our recent SEC filing for a more detailed discussion of the risks that could impact our future operating results and financial conditions. With that out of the way, I would like to turn the call over to Steve. Thank you, Jon. Good afternoon, everyone, thank you for joining us on the fourth quarter earnings call today. I hope everyone is staying safe and healthy. I'm pleased with the results of our fourth quarter, which like most of 2020, required us to adjust our business on the fly as a result of a changing external environment. The resiliency and flexibility of our team resulted in sequentially improved comparable sales in the fourth quarter compared to the third quarter, and adjusted earnings per share of $0.19. This, despite the closure of a number of our dining rooms in November and December due to heightened COVID-19 restrictions, during what is typically a very productive time of year for our restaurants. Despite some weather interruptions, we continue to be pleased with the overall direction of our first quarter sales trends, as in-dining restrictions have been relaxed in many areas. While we are cautiously optimistic for a steady return to a more normal operating environment, our teams will continue to stay focused and nimble in an external environment that remains unpredictable. Turning to the fourth quarter profitability, our continued focus on cost management and operating efficiencies resulted in an approximate 10% improvement in restaurant level profitability compared to the same quarter last year, as our margins improved 600 basis points, despite an approximately 23% reduction in sales due to the pandemic. We are confident that even as we ramp up dining room operations and return to a more normalized level of operations, our efforts throughout the year will have a lasting positive impact on our profitability. Again, none of this would've been possible without the dedication and hard work of our team members in serving our guests, while at the same time, keeping them safe and healthy. Since the onset of the pandemic, there have been three key pillars that have resonated with our guests, safety, convenience, and value. With continued uncertainty, even as we enter 2021, we believe these pillars remain crucial to not only guide us through the current environment, but also help our company to emerge stronger when this pandemic subsides. Let me quickly update you on these pillars. Safety continues to be at the forefront of all of our activity, and as we've spoken about in the past, we are investing in technology to help us not only improve the in-restaurant peace of mind for our employees and guests, but also create efficiencies that can help our business long-term. Along with a pay at the table device that we noted last quarter, we continue to look at other payment methods, including QR code payment and pay by text solutions that we are testing in several of our stores. While early feedback has been positive, we will continue to look for ways to minimize contact points with our servers, while we still provide the best-in-class hospitality that Chuy's is known for. Convenience is also an important factor during this uncertain time, and our off-premise business has given our guests additional opportunities to enjoy our food. Our off-premise business remained strong during the fourth quarter, maintaining a mix of approximately 33% of revenues and at a rate of more than double our pre-COVID-19 levels. While this mix will likely recede as our dining room capacities return to historical levels, we believe we can continue to hold off-premise mix in the mid-20s rate due to the enhanced level of convenience and how well our food travels. All in all, we believe our guests appreciate the unique appeal of our high quality, made from scratch food and drink, and we continue to enjoy strong demand of our offerings through all current avenues of our business. Lastly, we continue to promote our value by not only streamlining our menu, but also offering convenient family meal and beverage kits. While we have no plan on making major changes to our menu at this time, we expect to add back several popular items and restarting our digital marketing efforts to further drive awareness on our current unique offerings. Turning to development for fiscal 2021, we are targeting between four and six new restaurants, one of which opened in February in Pembroke Pines, Florida. The operational changes we have made as a result of COVID, have served as a learning tool for our development team. As we look at our long-term development plans, we would expect an increased use of our smaller prototype to provide the same unique dining experience for our on-premise guests, but also better allows us to execute increased off-premise business for the safety and convenience of our guests. With that, I'll now turn the call over to our CFO, Jon Howie, to discuss our fourth quarter results in greater detail. Thanks, Steve. Revenues for the fourth quarter ended December 27th, 2020, decreased to $78.7 million compared to $102 million in the same quarter last year, primarily driven by traffic decline due to COVID-19, including the loss of 145 operating weeks due to the various closures of restaurants during the fourth quarter of 2019 and the first quarter of 2020. In total, we had approximately 1,196 operating weeks during the fourth quarter. Comparable restaurant sales decreased 18.3% during the fourth quarter and included a 24.3% decrease in average weekly customers, partially offset by a 6% increase in average check. Our off-premise sales remained solid during the fourth quarter at approximately 33% of total revenue compared to 14% in the same period last year. Please refer to today's earnings release for our fourth quarter sales cadence by period. Turning to expenses, cost of sales as a percentage of revenue decreased 170 basis points to 24.4%, primarily as a result of switching to a limited menu and eliminating our complimentary buffet-style chips and salsa Nacho Car, partially offset by 70 basis points increase in the cost of beef and 20 basis points increase in the cost of chicken. Overall, commodity inflation for the fourth quarter was approximately 2.5%. Based on current trends, we are currently expecting a modest commodity inflation rate of 1%-2.5% for fiscal 2021. Labor cost as a percentage of revenue decreased approximately 600 basis points to 29.7%, primarily due to reduction in hourly employees and store management personnel as the company has transitioned to an off-premise heavy operating model with reduced dine-in capacities, coupled with the hourly labor rate deflation of approximately 3.6% during the quarter. Operating cost as a percentage of revenue increased 50 basis points to 15.7% compared to last year's quarter, primarily due to increases in delivery service charges and to-go supplies as a result of the growth in off-premise business, partially offset by lower credit card fees, insurance costs, and liquor taxes. Marketing expense as a percentage of revenue remained relatively flat at 1.1%. As we resume our digital marketing efforts, we expect our marketing spend will increase to approximately 1.2% of revenues for the first quarter. Occupancy cost as a percentage of revenue increased 100 basis points to 8.7%, primarily as a result of the sales deleverage of fixed occupancy expenses. General administrative expenses increased to $6 million in the fourth quarter from $5.7 million in the same period last year, primarily driven by discretionary bonuses as a result of the improvement of the restaurant level operating margin above industry standards during the COVID-19 pandemic, partially offset by reduced travel, professional and legal fees, and other expenses as a result of cost saving measures in response to COVID-19. In summary, net income for the fourth quarter of 2020 was $1.8 million or $0.09 per diluted share, compared to a net loss of $1.4 million or $0.09 per diluted share in the same period last year. In comparison, during the fourth quarter of 2020, we incurred a $2.8 million impairment in closed restaurant costs, as well as a $0.1 million in deferred tax adjustment in conjunction with the CARES Act. During the fourth quarter of 2019, we recorded an impairment and closure cost of $6.3 million. Taking all that into account, adjusted net income for the fourth quarter of 2020 was $3.9 million or $0.19 per diluted share, compared to $3.3 million or $0.20 per diluted share in the same period last year. Moving to our liquidity and balance sheet, as of the end of the quarter, we have $86.8 million in cash and cash equivalents, no debt, and $25 million of availability from a revolving credit facility. With ample liquidity and strong financial footing, as well as positive sales trajectory and resilient team members, we believe we have the means to navigate the current environment. Before I turn it back over to Steve, I'd like to quickly discuss our limited outlook for 2021. While I'm not in a position to provide you with our usual financial guidance, I would like to give you some directional metrics that would be helpful. As Steve mentioned earlier, we will be opening four to six new restaurants in 2021. We expect net capital expenditures, net of tenant improvement allowances, of $15 million-$25 million, and lastly, we expect restaurant pre-opening expenses of $2 million-$3 million in 2021. With that, I'll now turn this call back over to Steve. Thanks, Jon. While there are still a lot of uncertainties surrounding the pandemic, we believe the work we've done to date has positioned us to be a stronger and more efficient company. We are cautiously optimistic about the strength of our business and will remain nimble to the ever-changing market conditions as we begin 2021. We will also remain prudent with our capital expenditures and ensure that everything we do going forward will be done with the health and safety of our team members and guests at the front of our minds. With that, we're happy to answer any questions. Thank you. We will now begin the question and answer session. To ask a question, you may press star, then one on your touch-tone phone. If you are using a speakerphone, please pick up your handset before pressing the keys. If at any time your question has been addressed and you would like to withdraw your question, please press star, then two. At this time, we will pause momentarily to assemble our roster. Our first question will come from David Tarantino with Baird. Please go ahead. Hi, good afternoon. Just a question on sort of the quarter-to-date trend, just so that we understand the dynamics. Thank you for giving us the number for the first period, but recognizing the second period might have had a lot of disruption from weather. I'm just wondering if you could give us an update on what you've seen through the whole period so far. Yeah. Like we said, we started off rather well in period one and the first two weeks of period two before this historic cold front and snow that came through Texas and a little bit in the Southeast. We were affected approximately about $1.8 million probably from that in sales. That's two. In those two weeks. Then we bounced back the following week with a very strong week of sales because a lot of people still didn't have power to pull people down here. We did bounce back the other ones, and the trend lines are doing fine right now. I guess, Steve or Jon, could you maybe just clarify on what that means in terms of what your counts have been quarter to date, or, if you want to talk about maybe what the exit rate after the weather has looked like, just to give us a sense for how the business is running? Quarter to date, if we're looking at that, would be right around 19% down. Like we said, a lot of that is from those two weeks. We had some, as you can see, a better trend line in January, and then it went backwards in February because of that. It's come back strong since then. Great. Perfect. Thank you for clarifying that. Steve, my question really is kind of on the longer-term outlook related to unit growth. I wanted to see if you could maybe elaborate on the smaller prototype you mentioned and that playing a more prominent role. Also, perhaps, kind of talk about the strategy on site selection and how you're planning to approach kind of getting back to the pace of unit growth that you've talked about in the past, double digits. Is that going to be more about kind of growing within your current footprint and kind of infilling, or are you thinking about new markets? Related to that, if you could just kind of update us on the site selection tool that you're using as you approach this. Well, that was a good five questions. Good job. The first thing is the smaller prototype. That really will start actually in 2022. I mean, 2021. No. 2022. All the stores we're opening this year, the four to six are ones that we had in the pipeline for last year, and they're different sizes. Again, the prototype is just. We still love Hermit crab, so we'll still be doing a lot of that, but the smaller prototype will be in that around 5,500, 5,600 sq foot range, a little bit more enhanced to-go area and packaging area. Probably a little bit larger patio. We're expecting some good sales out of that, but it's obviously less employees to work it, specifically in the front of the house. As we've mentioned in the past, and stop me if I miss any of these questions that you had, we're looking at four to six this year, and I think we've said six to eight the following year. You'll see us at the low double digits from there on out, probably starting back in 2023. As far as where we're going to be going, right now, we're probably going to be looking at putting stores only in all our existing markets, specifically probably over the next three years. You'll see everything will be done in the backfill side of our business. You'll see us probably stay in our backyards for, like I said, the next three years on our growth. With proven high AUV. Sure. Basically, the existing markets that have strong brand awareness. Why don't you tell them a little bit about the site tool? We continue to enhance the site tool. That's the one that we're looking at in 2022. We've looked at a number of states that we believe we have high brand awareness, and we've looked at the site tool, and it's given us, with this new kind of sales volume into kind of the $3.5, we believe it gives us a lot of opportunity to backfill some of our bigger metropolitan areas, whether it's Dallas, Austin, Houston, Nashville, and some of those, and put more sites in there without cannibalizing the sales from the other stores, because looking at a $3.5. It also allows us to go into maybe smaller markets, where before we were looking for a $4.2. In going into like an Abilene or a Longview or somewhere like that here in Texas. I think it opens up a lot more markets when we're looking at that kind of volume. I think in some of those markets, we're still going to see some higher volumes. When we're looking to pick a site, we're looking at kind of that and where we can backfill in some of these areas that we have high brand awareness. I think that was most of the questions that you had. Yes, you did an excellent job, and sorry for throwing them all at you. Thank you, buddy. One other one, Jon. What are the desired or projected unit economics on that $3.5 million and the 55? I assume that's the volume you would want on the 5,500 sq ft prototype. What are you looking for from a unit economic perspective? I think with what we've learned during the pandemic, that's what's exciting about it. With what we've learned from the pandemic, I think we can get those high teen restaurant level margins, in that 17%-18%, if not a little higher, depending upon in the areas that we're talking about, with lower cost to run those restaurants. We're still looking at that 30% ROI. Looking at an investment in the mid $2-$3, going forward. We're looking with our national contractor to not only revamp our design, but also re-engineer or value engineer the building itself. We're looking at reducing some of the costs there as well. That's not only just on a prototype, but that's on any remodel that we also do. Yep. Great. Thank you very much. You're welcome, Dave. Our next question will come from James Rutherford with Stephens. Please go ahead. Hey, thanks for taking the question. Congrats on the quarter here. A lot to discuss. I just wanted to start with Texas and just how you all will approach your Texas restaurants now that you have some latitude to make your own decision about capacity. Maybe if you can talk about where capacity was before the new rule and where you think that might go during the first quarter, if you expect any changes at all. Yeah. Right now, the capacity that we've been at is probably, in our restaurants with the six-foot distancing, we've probably been on 50% capacity, because most of our restaurants are tables. Although our dining sales is right in that 65% because of our patios also. Initially, I don't see that changing a whole bunch. Everybody's coming out down here, and everybody's keeping all the restrictions. Obviously now there's big fights with all the mayors and the governor of what they wanted to see done in the markets compared to us. As far as us, we're going to maintain the six-foot distancing in our stores for currently. We're also just going to be pushing the flow through of that. We're all going to be wearing masks in my restaurants for the safety of our employees and the customers that are coming in. As time goes by, as people get more accustomed, we'll start growing that. As long as we don't go backwards as a community, we'll be growing that, and then we'll be hiring more people to come in and work as servers and so forth. We'll expand it as people get more comfortable with these new information from our governor. Okay. Yeah, that will be great to see. I also wanted to ask about the hourly wage inflation that you all saw. That seems unique compared to some of the restaurants that we also cover. Is that due to the mix of restaurants that you're operating today? I think you've closed a few since the fourth quarter of last year. Maybe what's driving that, or is it state specific? Are you talking about the deflation, right? We had deflation. Sorry, deflation. I misspoke. Yes, the deflation. Yeah. A lot of it, I tell you, James, is driven by the front of the house. All the front of the house. Yeah. It's all in the front of the house. It's offset by some increases in the back of the house. When we went to go only, we kind of made a company-wide edict, if you will, to pay the minimum tipped wage because we felt that the tips, because we reduced the staff down to very low to do go only. There were just several people that were running the to-go out, and they would get a lot of tips, and they did. We had kids that were walking home with $300 a day, if not more. They were making more money, and we brought that tip wage. Because in the past, with our to-go not being very strong, we had people making $10, $12 an hour there. A lot of that was that kind of edict that we made, and bringing that price down, that overall. As we've hired people back, we still have that strong to-go. We were able to hire them back at more in line with not the nationwide, but the specific statewide tip wage. Okay, thank you. I'll turn it back to the queue. Thanks, Steve. Thanks, Jon. Thank you. Our next question will come from Nick Setyan with Wedbush Securities. Please go ahead. Thanks, and congrats on another great margin. In terms of the off-premise sales, can you just remind us what the breakdown now is between third-party delivery, between the Chuy's app and the website, and then walk-in or phone in? Sure. Let me get that in front of me here, Nick. If you're looking at the total. Let me make sure I'm looking at the right thing here. If you're looking at total breakdown in the fourth quarter, our online takeout was approximately at 12.3%. Our call-in takeout was about 11.5%. Delivery was about 8.5%, and catering was 1.1%. If you look at total digital, we were total digital at about 20%, and that includes basically our online and our third-party delivery partner. We are about 20.7% total digital in Q3, and we remain there right pretty close to 21% in Q4. That's been pretty steady. As we said earlier, too, we are at 33% on off-premise in Q3, and we're at 33% off-premise in Q4 as well. Understood. Are you able to now gather the kind of data where you can actually mine that data in terms of the customer database and do things like one-on-one marketing in a way that you weren't able to do pre-COVID? What have been the customer sign-ups in terms of the growth rate, and where is it now? What are some of the opportunities because of this higher digital mix going forward? There's a lot of opportunities there, Nick. What I would tell you is we're still accumulating that data and mining it for information that we can do that. Once we get up in dining room and we're attaching a lot of things to our seating management tool, which is Wisely, that can mine some of that data, and that also has the one-on-one marketing associated with it, where it will identify lax users. It will identify specific users of a particular product, maybe specific users of our restaurants during lunch, not dinner, or dinner, not lunch, that we can target market those individuals. We currently have that today. We're just trying to tack on more customer data that we're getting from other different areas that we can put in that database. We're still trying to gather that information and use it, but we're not using that information today, but we're gathering it. I think we should be able to be there by the end of the year. That's very helpful. Just last question, any early thoughts on G&A for the full year? I'd use a target. Right now, I would use a target of 2019 just as a kind of a precursor. Okay, fair enough. Thanks so much. Thanks, Nick. Our next question will come from Andrew Strelzik with BMO Capital Markets. Please go ahead. Hey, guys. It's actually Dan on for Andrew today. Thanks for taking the questions. You guys, like others, have benefited from some of the higher check averages that we've seen over the past year, which has helped offset obviously, the steeper traffic declines. I guess I'm just wondering how you're thinking about the evolution of check and traffic as you trend back towards a more normalized operating environment. Obviously, I think we all anticipate traffic recovering, is there an opportunity to hold on to some of the higher checks you've seen, or how do you think about the evolution of both of those? Yeah. Part of it is we've also the to-go, especially with our Olo or a lot of promptings, so we're doing some extra selling in there also. We see that because of the mix change, where fajitas has actually moved up a little bit, that the higher check averages, most of it is the mix. It's mostly the mix and our kits. They're not going to go away. The evolution of the menu is I'm not making any changes to the menu in the short term. As we get back to all our markets having no six-foot distancing, you will see me add a handful of menu items back on that won't erode probably where the mix is currently. As far as pricing that might go along in that, we're going to have, and we just did about a 1.75% price increase for this year as we move forward. That's going to move it a little bit. I don't see anything that's going to erode our check average materially from where it's at currently. Maybe going up a little bit because we just took the price increase. A lot of that, Nick, is those family kits. If you're looking at the percentage of those family kits, they've been very consistent, really, period six at about 5%-6%. Even in period 12 is still 6%. Even as we've opened dining rooms and was just totally on to-go, they've really stayed consistent. Got it. That's helpful. I just had a question on sort of the broader labor environment. Appreciate the color on some of the labor deflation you guys have been experiencing, what's driving that. I guess I'm just curious how you're thinking about the labor environment more broadly. On one end, there's still higher unemployment, but then we have all the conversation around the changes in tip wage, increasing minimum wage. Just what are you seeing from a labor perspective in the marketplace as you're looking to hire, and what are your expectations for that maybe moving forward? The key for us is right now, as we've been at basically 50% of our indoor dining as far as capacity, but like I said earlier, we're in that 65% range because of our patios. It's tough hiring right now. It's really tough. Obviously, when we can move eventually, get rid of the six-foot dining, we're obviously going to be in a market to be doing a lot of hiring, specifically front of the house on the server side, but it's very difficult out there for the hiring situation currently. Got it. Appreciate the color. I'll turn it back over to the queue. Thanks, guys. Again, if you have a question, please press star then one. Our next question will come from Todd Brooks from C.L. King. Please go ahead. Hey, guys. Couple questions for you. One, just with another quarter of really stellar restaurant level operating margin performance, I know you have some initial thoughts of how much of this improvement you're likely to hold on to on the backside of the pandemic with another strong quarter north of 20%. Any change in what you think you're going to be able to hold on to, Jon, on the backside? No, Todd, I think at this point, we still believe that our labor is going to go up, as Steve said, when we start hiring back to full capacity. We're still at similar capacities today that we were in the fourth quarter. Even in Texas, even though they're open or not, we're going to operate in a similar manner that we did in the fourth quarter. In the fourth quarter, we did have 11 stores in November and December that were closed to go only in certain states. They've opened back up in January to get more consistent with their third quarter. They've been consistent, and we haven't really changed the mix from a dining standpoint. As you can see, the online is still consistent at 33%. Until we can start staffing the dining rooms to get them up to 100% capacity, we still anticipate that increase in labor. Still, however, with that increase, we still plan to have that 300-350 basis points improvement to maintain prior to prior years' saving. Okay, great. That's helpful. Thanks. Steve, I know we're in the window that you had initially talked about evaluating the nine stores that had been temporarily closed through the pandemic. What's the status? Have you and the team gotten out and kind of looked at those markets and made any decisions on those stores? I'll take that one, Todd. At this point, we've been assessing what we think we can do in those markets. We haven't been able to get out. We think at this point, it's probably more likely than not that those stores are going to maintain closed. We are currently looking at a real estate firm to help us get out of some of those leases as well as some of the other closed stores. We're looking to get out of those leases. That's probably going to cost us between $12 million to uppers to $20 million on a conservative basis to get out of those leases. We don't expect, like I say, there may be one or two, but right now we're thinking it's more likely than not they're not going to open. Okay, great. We can factor that in the model then. Additional question. Gift card business this year, could you talk about how much the gift card business was down at holiday? Typically what your window of redemption is. I know some other peers have talked about 80% or 90% redeemed in the first couple of months after the holiday. I'm wondering if that's kind of muting same store sales to the downside a bit to start the year here. I don't know. Todd, I don't have those numbers in front of me, but they generally aren't a significant piece. They've been actually pretty flat. Yeah. They were down a little bit, consistent with kind of what our overall sales have been. They've been pretty flat and really shouldn't affect our sales going forward. I agree. Okay, great. Thanks. I'll jump back into the queue. Our next question will come from Chris O'Cull with Stifel. Please go ahead. Hey, thanks. Good afternoon, guys. This is actually Alec on for Chris. Just curious, what's kind of driving the change in thinking on those nine locations? Was it that the markets weren't strong as a whole, or was it bad real estate within the market? Can you kind of help sort of frame up the level of sales underperformance of these stores relative to the rest of your system or your core markets pre-COVID? Yeah. Alec, these stores, we decided when we went into the pandemic that we were going to close them. They were not top-end performers to start with. Again, it's not in any one market. It's spread throughout the company. It could have been a real estate issue, it could have been a parking issue, but it's also one where there's not a lot of daytime pop and ability to really grow our to-go areas. That's how we're kind of evaluating them as we move forward. They were not big-time performers to start with. Okay, any sort of level of underperformance relative to the rest of your system, 10% lower or 20% lower, anything like that? I would say they were in the high twos to mid threes as far as sales wise. That's definitely when, prior to the pandemic, our overall average was around $4.3 million. Got it. Thanks. That's helpful. Your off-premise sales remaining in that 30%-35% range quarter to date seems to indicate a continued stickiness even as dining rooms reopened in January. Are you surprised at that level of off-premise retention? Do you have any metrics around repeat usage or any change in the mix between delivery and carryout in recent months? Again, we've really not had any change in dining room metrics as far as how much we can maximize our dining rooms. As I mentioned to you earlier, we're still, like we have been for several months, at about a 50% capacity inside of our restaurants because of all the tables and the six-foot distancing, and that still remains today at the same level. That's why you've seen a consistent number of about 33%. We do expect as dining rooms open and as they eliminate and get more comfortable with getting rid of the six-foot distancing, we do anticipate that to-go number to come down a little bit in the mid 25% range as dining rooms do get a little bit busier. Great. Thanks, guys. Thank you. Again, if you have a question, please press star then one. Our next question will come from Bob Derrington with Telsey. Please go ahead. Yeah, thank you. Steve, I guess looking into the crystal ball for Chuy's as we look out towards more of the population getting vaccinated, the pandemic coming under better control, the alcohol sales, bar sales, have historically been really strong. I'm just trying to envision a point in time, and I'm sure you've given some thought to this, when you might have a more lively bar scene. How do you envision the reopening of those? Certainly, historically, I think margins on alcohol, adult beverages, have historically been pretty good. Yeah. Some thoughts around that? Yeah. I'm pretty pleased at where we're at with alcohol sales, with our bars, at our gathering places, which is our bars are currently very slim to none because of the six-foot distancing. As that goes away and people get more comfortable about going in, I'm not talking three deep at the bar, I'm not talking two deep at the bar. I'm saying where you'll have all the chairs at the bar. Again, when we see that, we will see that. When? My crystal ball is awful foggy. It's not as clear as I'd like it to be. I don't see a huge mad rush into restaurants as this thing goes away anytime in the next month or two months or even the next quarter to two. As my crystal ball is cloudy as it is, I'm looking probably as some of the distancing will be eliminated, hopefully by the fourth quarter of this year. Our expectation would be to get the bars opened a little bit more as far as customers in there as a waiting area, and see us get back to historical, in that 17%-18% and be able to grow from there. Is it reasonable that we likely will not see the Nacho Car come back and maybe chips and salsa at a minimum or approximately? Yeah, I think it's very reasonable because again, it's a buffet style and a lot of our health departments aren't going to allow that style any longer as we move forward. You will see as we get back to normal and get rid of the six-foot distancing, you'll see us as we do currently now, you have drink specials from 4:00 to 7:00. You'll see us add something from an appetizer section or some type of specials that will be an added draw for happy hour in the future. Probably not the Nacho. Got you. Okay, thanks, Steve, I appreciate it. Thank you. Thanks, Bob. This concludes our question and answer session. I would like to turn the conference back over to Steve Hislop for any closing remarks. Thank you so much. Jon and I appreciate your continued interest in Chuy's, We will always be available to answer any and all questions. Again, thank you. Stay healthy and have a good evening. The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.