Greetings and welcome to the Zevia PBC first quarter 2025 earnings call. At this time, all participants are in a listen-only mode. A brief question-and-answer session will follow the formal presentation. If anyone should require operator assistance during the conference, please press star zero on your telephone keypad. As a reminder, this conference is being recorded. It is now my pleasure to introduce your host, Jean Fontana, Senior Managing Director with ADDO Investor Relations. Thank you, and you may begin. Thank you, and welcome to Zevia's first quarter 2025 earnings conference call. On today's call are Amy Taylor, President and Chief Executive Officer, and Girish Satya, Chief Financial Officer and Principal Accounting Officer. By now, everyone should have access to the company's first quarter 2025 earnings press release and investor presentation made available this afternoon. This information is available on the investor relations section of Zevia's website at investors.zevia.com. Before we begin, please note that all financial information presented on today's call is unaudited. Certain comments made on this call include forward-looking statements which are subject to the Safe Harbor provisions of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are based on management's current expectations and beliefs concerning future events and are subject to a number of risks and uncertainties that could cause actual results to differ materially from those described on these forward-looking statements. Please refer to today's press release and other filings with the SEC for a detailed discussion of the risks that could cause actual results to differ materially from those expressed or implied in any forward-looking statements made today. During the call, we will use some non-GAAP financial measures as we describe business performance. The SEC filings, as well as the earnings press release presentation slides that accompany today's comments and reconciliations of the non-GAAP financial measures to the most directly comparable GAAP financial measures, are all available on our website at investors.zevia.com. I would like to turn the call over to Amy Taylor. Thank you, Jean. Good afternoon, everyone, and thank you for joining us for our First Quarter 2025 earnings conference call. I'm incredibly proud of the strong execution demonstrated by our team in the first quarter. We delivered net sales at the high end of our guidance range and meaningfully exceeded our adjusted EBITDA expectations. Our productivity initiative continues to deliver cost savings that fuel investment into building our brand while moving us closer to profitability. We are gaining traction despite the uncertain macro environment and highly competitive category. Briefly highlighting our financial results, first quarter net sales were $38 million. Gross margin hit a record of over 50%, and adjusted EBITDA improved by $2.2 million to - $3.3 million. We also made great progress in advancing our strategic growth pillars. First, we sharpened our brand identity and strengthened our marketing approach to drive engagement with lighthearted campaigns that highlight Zevia as a naturally sweetened, affordable alternative to sugary soda. Second, we raised the bar on product innovation with a more sugar-like taste experience that we are rolling out in exciting new flavors, as well as in some of our legacy sodas. Third, we expanded distribution through existing and new retail partners, building on-shelf visibility and inviting trial through new packaging options. Building brand awareness takes time, but we remain optimistic about our future for three reasons. First, the robust growth outlook for the better-for-you beverage category. Second, our unique market positioning with great tasting, clean label, zero sugar soda at an affordable price. Third, the green shoots we are seeing in our business. Turning to our first growth pillar, marketing, we are focused on raising brand awareness with a sharper brand identity. We are bringing the Zevia brand to life through fun and engaging campaigns that we believe have broad relevance and cultural appeal. In March, we launched a new campaign featuring the highly popular crossover artist Jelly Roll, who has been actively sharing his journey toward living a healthier lifestyle. The advertising campaign entitled "Get the Fake Outta Here" was another lighthearted parody of artificiality, building on our holiday campaign, but this time poking a little fun at celebrity endorsements. The campaign extended its reach way beyond paid media, with social and editorial impact proving that the creative was compelling to a broad audience. The campaign was also covered by People Magazine and several other broad-reaching mainstream digital media channels. The ad is currently running on broadcast and streaming channels, including spots on America n Idol for a 12-week period, and is activated across TikTok, Instagram, and other social channels. Finally, we activated on the ground with a Zevia pit stop reminiscent of the ad's gas station setting at events like South by Southwest in March and at various 5K and other events with Jelly Roll over the last few months. The campaign delivered a record of 2.4 billion earned impressions and the most shared and most engaging content in Zevia's history. We will build on this momentum and look forward to sharing more details on our summer campaign as we continue to pull new creatives, inviting consumers to take a break from artificial. With respect to our second strategic growth pillar, product innovation, we are raising the taste profile of our zero sugar sodas. Creamy Root Beer and our unique limited edition offering, Salted Caramel, have garnered strong responses and consistently outperformed in taste tests. In conjunction with these successes, we are expanding this more sugar-like taste experience into new flavors, as well as into some of our legacy sodas. In time for the important summer season, we are very encouraged by the better-than-planned initial sales performance of our newest flavor, Strawberry Lemon Burst, which in testing received the highest purchase intent score in Zevia's history. This highly anticipated launch will be at the center of our summer campaign. Exclusive to Sprouts, Orange Creamsicle is also available now. There is more to come as a part of Zevia's rapid innovation efforts to support expanding the user base. Finally, we plan to build on the success we saw at Walmart with variety packs. We are now rolling out a 12-count variety pack across approximately 80% of our grocery and natural channel stores through Q2 during spring reset. Turning now to our final strategic growth pillar, distribution, we remain optimistic about our strong performance at Walmart since the launch of the Modern Soda set across all U.S. stores. We believe that Walmart's better-for-you soda initiative will help to raise awareness and increase the consumer base both for the category and for the Zevia brand. Our new variety pack, supportive of driving trials, has been and continues to be the top-selling Zevia SKU since its launch. We'll be introducing an additional variety pack and new flavors at Walmart in the coming months as innovation remains key in this fast-growing competitive category. In the food channel, Albertsons has launched its own better-for-you soda set with Next Gen Bev. We believe Zevia's strong brand lock at eye level in a vertical shelf position sets us up well to capitalize on this expansion. Very early reads, including the same store sales lift and trial of new products, are very encouraging. In the drug channel, Zevia gained new distribution across nearly 8,000 Walgreens stores. The assortment features six flavors and one variety pack and will additionally be on an end cap featuring summer beverages starting at the end of May. In convenience, we're executing new distribution across a number of regional players and two national banners on a regional basis. Each of these represents an opportunity to test and learn with our sleek single-serve soda offering and with variable merchandising approaches. This small footprint with top operators and regional chains can help inform a broader rollout both for the brand and the category in convenience. Lastly on distribution, our DSD, or direct store delivery strategy, continues to unlock improved in-store presence and new channel distribution with a focus for now on the West Coast. We are encouraged to see that our test market in the Northwest continues to outperform rest of market. In April, we launched Crescent Crown in Arizona with neighboring states to follow in parallel with new single distribution commitments at retail. In closing, we remain bullish on Zevia's competitive position with an enjoyable, healthier, and more affordable offering in a moment when consumers are more focused on health and clean label products than ever. We are encouraged by the early proof points we are seeing across our strategic growth pillars as we continue to work to strengthen our foundation for future growth. With that, I will turn the call over to Girish. Thank you, Amy. Good afternoon, everyone, and thanks for joining our call today. Our first quarter performance reflects great progress against our long-term strategic plan. We continue to advance our productivity initiative, which not only drove record gross margin but yielded operational cost savings that enabled us to increase investments into brand-building initiatives. Turning to our first quarter results, we delivered net sales of $38 million, a decrease of 2% as compared to the first quarter of last year. The decline was primarily due to increased promotional activity. This was partially offset by pricing and improved volumes driven by expanded distribution at Walmart, offsetting the previously disclosed distribution losses in club and one major mass retailer last year. Gross margin reached a record high of 50.1%, an increase of 440 basis points from 45.7% in the first quarter of last year. This improvement reflects lower product costs and improved inventory management, partially offset by higher promotional activity. Selling and marketing expenses were $15.3 million, or 40.3% of net sales in the first quarter of 2025, compared to $15.1 million, or 38.8% of net sales in the first quarter of 2024. Selling expenses were $9.1 million, or 24.1% of net sales, compared to $12.3 million, or 31.8% of net sales in the first quarter of 2024, a decrease of 25.8%. In addition to cost efficiencies, we achieved record customer fulfillment rates during the quarter. Marketing expenses were $6.2 million, or 16.2%, compared to $2.7 million, or 7% of net sales in the first quarter of 2024. The increase was primarily due to higher marketing investments fueled by cost savings initiatives in freight and warehousing. General administrative expenses were $7 million, or 18.4% of net sales in the first quarter of 2025, compared to $8.1 million, or 20.9% of net sales in the first quarter of 2024, largely due to cost-saving measures, including employee reductions to right-size the business and focus on growth-driving initiatives. Restructuring expenses were $2.1 million in the first quarter, which primarily includes employee-related severance costs and largely completes our planned restructuring initiatives. As a result of the aforementioned factors, net loss was $6.4 million compared to a net loss of $7.2 million last year, an improvement of $0.8 million. Adjusted EBITDA loss was $3.3 million compared to an adjusted EBITDA loss of $5.5 million in the prior year period. The $2.2 million improvement came despite the decrease in net sales as we continued to deliver on our productivity initiative and reinvest in the business. Turning to our balance sheet, we ended the quarter with approximately $28 million in cash and cash equivalents and have an undrawn revolving credit line of $20 million. Now turning to our outlook, the success of our productivity initiative, which led to an annualized cost savings of $15 million, not only sets us on a strong path to profitability but enabled us to make key investments to accelerate future growth. We continue to find opportunities to streamline our operations and drive efficiencies in order to offset impending tariff costs. We are focused on what we can control in a challenging macro environment and a highly competitive category, and it's working. Based on our first quarter results and current trends in the business, we are maintaining our full-year net sales guidance in the range of $158 million-$163 million. We're also maintaining our adjusted EBITDA loss range of $8 million-$11 million, despite the impact of higher tariffs, which we are working to offset with additional cost savings throughout the year. Turning to the second quarter, we expect net sales of between $40.5 million and $42.5 million. We would note that Q2 and Q3 are historically the highest-volume quarters of the year due to seasonality. We expect Q2 adjusted EBITDA loss to be between $2.2 million and $2.9 million, reflective of increased marketing investments and higher promotions in addition to the higher tariff-related costs I previously mentioned. In closing, we plan to continue to reinvest savings from our productivity initiative into driving future growth while managing our business prudently in an uncertain environment. We remain confident that the work we are doing now will further strengthen our market position to capitalize on the robust growth in the better-for-you soda category and deliver sustainable, healthy, profitable long-term growth. I will now turn it over to the operator to begin Q&A. Operator. Thank you. We will now be conducting a question-and-answer session. If you would like to ask a question, please press Star 1 on your telephone keypad. A confirmation tone will indicate that your line is in the question queue. You may press Star 2 if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the Star keys. One moment, please, while we pull for questions. Our first question comes from Bonnie Herzog with Goldman Sachs. Please proceed with your question. Thank you. Hi, everyone. I guess my first question is on your guidance. You maintain your full-year guide and then provided a Q2 guide, which I guess implies your top-line growth will accelerate to about 7% at the midpoint in 2H versus, I guess, about flat in 1H, as well as EBITDA acceleration or, I guess, lower declines in the second half. Just hoping to hear a little bit more about the drivers behind this and maybe the visibility you have on this. Sure. Thanks, Bonnie. We feel really good about the progress that we've made, and hopefully you see that as we reiterate the guide. There's strong execution across the board. Our productivity initiative, in particular, has really enabled important investments, with the priority being driving brand awareness. We have a long runway for growth given the sustainability of the health and wellness trend coming, from a macro perspective, and then also related growth outlook for the better-for-you beverage category. We've found our voice in brand marketing. Hopefully, you can really see that in what we're putting out in our distinctive campaigns. Our product innovation pipeline is stronger than ever, and innovation is really hitting the shelves now, so impact Q2 and following. As you're aware, we have national distribution in Walmart and expansion within Albertsons in that footprint and others that all demonstrate momentum. I think Walgreens is another example. Our DSD strategy is showing some early promise of impact, including launching now finally some regional convenience activity. While the macro backdrop keeps us, let's say, prudent given low visibility on consumer sentiment overall, and we know the tariffs are a headwind, we look at each of the initiatives that we are driving and the discipline with which we are executing them. We know that while marketing will take time for an impact net-net, each of these strategic growth pillars will bear fruit in the balance of the year. Okay. Thank you. That's helpful. Maybe a second question from me, if I may. Just like you mentioned, Amy, you've had some success at Walmart. Just hoping to get a little bit more color on your business there. I guess my understanding is you're past the initial channel fill. How are things at the account performing, maybe relative to your internal expectations? Ultimately, what are your expectations for the brand in Walmart? Maybe if you could help contextualize the space you currently have at the retailer, and then how much more runway might there be? Thank you. Sure. Understood. Yeah. Thanks, Bonnie. We're really pleased with our performance at Walmart, and it's a great partnership. I say that in a couple of different ways. First of all, yes, to answer one of your subset questions there, the initial pipeline fill in the fourth quarter of last year. We're past the initial pipeline fill. We have the first several months of the year to look at performance, which is just the consumer response to the category Modern Soda and Zevia's presence within it. We're getting a combination of new consumers trialing the product as well as Zevia fans picking up their favorite flavors. I think notably, our variety pack is the number one seller among Zevia SKUs, so a good just directional indicator that, yes, indeed, this new distribution is driving trial. Our early sales through performance has been encouraging, and it is very early. I think there is also evidence that the partnership is quite strategic and collaborative. What I mean by that is, as I mentioned, I think briefly in prepared remarks, we are bringing another variety pack to the shelf at Walmart. We are bringing a new flavor that will launch first at Walmart, and we are able to do that mid-stride in the year. I think that demonstrates Walmart's agility despite their size and their commitment to Modern Soda and kind of moving with the category as the category moves. We are excited to be a part of what is really a limited number of brands featured in that set. We have a strong kind of anchoring position within the set. While the set will be agile given the competitive and fast-growing nature of the category as a whole, we're really pleased with our position within it and our opportunity to continue to innovate with Walmart, move fast with Walmart, and react to the learnings that we garner based on consumer pull-through. Okay. Thank you. I'll pass it on. Thanks, Bonnie. Our next question comes from Jim Salera with Stephens. Please proceed with your question. Amy and Girish, good afternoon. Thanks for taking our question. Girish, I actually wanted to start off on the gross margin. Is 50%+ gross margin sustainable on a go-forward basis? If you could maybe help us bridge the puts and takes between tariff headwinds, maybe you can quantify how much of that is exposed in your COGS with the potential risks there are, and then how we kind of offset that on the productivity side. Yeah, absolutely. Thanks for the question, Jim. We do believe, and I do believe, that gross margins in the upper 40s are sustainable. I would note that the gross margin of 50% is also inclusive of what I believe to be a right-sized promotion spend as well for both the company and the category. As we think about sort of the rest of the year outlook, tariffs will be about a 200 basis point headwind that we will seek to overcome vis-à-vis product portfolio adaptations, vis-à-vis continued work around price pack architecture, and continued changes in sourcing strategy. We do have the levers to offset that. In the very, very short run, we will see some of that impact hit in Q2 more and be more impactful in Q3. By then, meaning by Q3, Q4, we will begin to offset some of it. Net-net, gross margins in the upper 40s are sustainable, inclusive of this 200 basis point headwind that we are about to, that we're beginning to see the impact of. Okay. That's helpful. Amy, I wanted to ask a little bit on the convenience side. If I interpreted your prepared remarks correctly, it's just going to be the single cans, the thin cans in convenience. Is that expansion kind of governed by where you have the DSD relationships? That's where we should expect to see the single cans distributed with regional players in those areas and, I guess, the national brands that operate within those regions as well. Is that the right way to think about that? Yes. Jim, frankly, you nailed it on all points. It is the 12-ounce sleek soda can that we will be featuring in convenience. The combination of both regional players as well as national banners on a regional basis gives us the ability to test and learn with pricing and merchandising strategies and combinations. Featuring in the cold box, featuring cold next to the register, and a few other options, but all with those singles. Yes, you are also correct that we are executing that inside of our DSD footprint, which, as of right now, is the Northwest and the Southwest. Convenience and DSD moving together makes sense and gives us a lot of opportunity to learn not only about our brand's performance and opportunity in convenience and readiness for convenience, but also the category, which is still very, very nascent within sort of the impulse environment. If I could just sneak one quick follow-up on that. Are you guys going to have branded coolers in convenience across the DSD network? We do have the option to activate branded coolers and where those investments make sense. Where volumes and space requirements would enable that type of replacement, we would certainly do that. As you probably remember from the past, we've had strong brand performance from branded coolers inside of a natural channel with sort of an impulse opportunity, be it near the register or near deli. A natural channel often behaves a little bit like a deli or like a convenience store in some ways. Yes, we have that option. I would say that would be a bit of a phase two volume and space-based opportunity. Got it. Thank you very much. I'll hop back in the queue. Thanks, Jim. Our next question comes from Eric Serotta with Morgan Stanley. Please proceed with your question. Great. First, housekeeping question. Should we think of, I guess, what composes the bulk of the tariff exposure? Is it primarily aluminum, or are there other items in there that we should think about? Bigger picture, I know it's early days of both some of your initiatives and the Walmart Modern Soda set. What are you seeing in terms of household penetration changes since the customer shelf set changes and since some of your initiatives on the product channel route-to-market standpoint? How does that inform your longer-term thinking in terms of TAM or household penetration for the category and brand? Thanks, Eric. I'll address your first question and then hand it over to Amy for the second part of your question. In terms of the exposure to tariffs, it is primarily aluminum. There are some secondary impacts on some of our sources of Stevia as well as some of the cross-border transportation costs between Canada and U.S. or Canadian rather, and U.S. production facilities. The real bulk of it is aluminum. Yeah. I'm happy to talk just a little bit about, let's say, maybe sizing the opportunity and progress against that, starting with your first literal question, I suppose, on Walmart and household penetration. The Walmart distribution has been additive to our household penetration. In other words, Walmart is helping us to grow the consumer base. That is in part just by the sheer number of stores, right? We've gone from 800 Walmart stores selling to 4,300, in other words, national distribution. Particularly in some geographies where we have slightly lower penetration and really fast growth rates like the Southeast, we're seeing support to reach new households through that new distribution. I think bigger picture, the healthier living and specifically sugar avoidance is not a trend, but it's really here to stay. The better-for-you beverage category remains highly attractive. I'll just share that better-for-you beverage comprises 25% of all CSD growth. There is a big opportunity ahead for us. We are only in single-digit household penetration at this stage. There is a lot of upside with this brand. Now we are in 40,000 outlets selling. The game of growing distribution is a long-term one. There is upside there in the mass channel, in the club channel, in the value channel, of course, with convenience, which is a more strategic and long-term endeavor, and then similarly in food service. Yes, our household penetration is now growing with especially tailwinds from Walmart. Yes, there is a lot of upside given it is in single digits at the moment. We have opportunity to grow it further, not only by penetrating existing customers further within the shelf sets and with in-store penetration to drive trial, but also with growth over time into new channels. Our next question comes from Andrew Strelzik with BMO. Please proceed with your question. Great. Good afternoon. Thanks for taking the questions. I wanted to start by asking about the marketing. In particular, you mentioned the impressions, which are great to see, and the fact that you will not see the benefits in the P&L for some time. I guess in the interim, how are you gauging the effectiveness of the marketing? Is it brand awareness or other metrics that you are looking at? Have you seen any changes over the last couple of months as you started to step on the gas there? Yeah. Thanks, Andrew. Obviously, a topic around which I'm very passionate. Brand building remains a top priority. Marketing as a driver of awareness and trial, therefore, remains a top priority. You're right. It takes time for that to show up in the business. Long-term, we measure success through growth of the user base, right? In other words, that household penetration growth. In the meantime, we measure consumer sentiment around the brand through surveys to seek out leading indicators and kind of pressure test collective marketing effectiveness. You think about something like a brand health tracker in the market on a regular basis to give us some guideposts on how the consumer is receiving our broader brand-building messages. That's the long-term. That's brand building. More near-in, we can measure the impact of velocity-driving investments through what I'll call a closed-loop attribution model and think about that on a retailer-by-retailer basis. Here, we can flex investments across channels and across retail platforms. We can lean in and learn as store conditions change, as our priorities evolve. In the current environment, we may flex where we spend based on our learning, based on the macro here and there. Awareness and trial remain a priority. We'll continue to invest in brand in balance with investing in the velocity drivers. We think about this very much for the long term, but we're also leaning in and driving it for the short term with velocity support at retail and in e-commerce. Okay. Great. That's super helpful. My other question, I know you're only providing the 2Q and the annual guidance, but kind of as I think about the back half of the year, last year was a little bit abnormal. You talked about which are typically your bigger quarters. Is there anything else to keep in mind as we kind of think about the phasing of the growth through the back half of the year? Is it fair to think 3Q is going to be a bit more elevated? We take a step back in 4Q? Or just anything else to keep in mind about the back half? Thanks. Yeah. I think directionally, thanks, Andrew. I think directionally, you're correct. I mean, from a revenue standpoint, Q2 and Q3 remain the peak quarters for the year. Sorry, there's some background noise here. Q4, we'll be lapping the pipeline fill for Walmart. Just from an EBITDA perspective, Q1, as you've seen, and Q3 will be the elevated marketing spend for the year. From a modeling standpoint, you can factor that in as you think about the quarterly cadence. Great. Thank you very much. Our next question comes from Sarang Vora with Telsey Advisory Group. Please proceed with your question. Great. Thank you so much. Question is on the distribution. So you did gain a lot of distribution, Albertsons, Walgreens. Can you share how this rolls out over the year? For example, Walgreens, you have 8,000 stores. Will it be in second quarter, third quarter, or is it a whole annual rollout? And then just staying on the topic of distribution, are we done with lapping the club and the mass, the loss of a mass customer you had in retail at this point? Yeah. Thanks, Sarang. So two points on the Walgreens specifically and the expansion of Albertsons. Walgreens will primarily be an impact in the second and third quarter of this year. The expansion of Albertsons is obviously rolling out. Or not obviously, but is rolling out now and will be factored into our Q2 guidance. As you think about the—well, sorry, what was this? Yeah. Timing, you were asking on back half timing, Sarang. And so the. Oh, and then it's the lapping of the club and mass retailers. That was primarily in Q1 to a lesser degree. You'll still have that in Q2, but Q3 forward, it'll be fairly clean behind us. Yep. That's great. I just had a quick question on the pricing strategy. Tariffs have come in. You talked about it. On the flip side, productivity is improving, but then you're also stepping up some marketing over here. Can you share your broader thought on pricing? Do you think you need to pick pricing in the back half of the year given these changes, or do you feel more comfortable where you are right now? I think let me let Girish speak to that sort of broader pricing. He definitely owns that. We see two things happening at the same time: tariffs, increasing costs, and then headwinds from a consumer perspective. We believe that there is room for price. We have work to do on our pack price architecture immediately and over time, but we have not communicated anything specifically on price. Is there anything you would clarify? No, I think that's great. I mean, again, I would just reiterate, I think we continue to find opportunities to drive productivity and drive efficiencies in the supply chain. That being said, we also see ample opportunity in the short to medium term to really improve our price pack architecture. We'll be toggling between the two over the next several quarters as we try to dial that in. Great. Thank you. Thanks, Sarang. Our next question comes from Eric Des Lauriers with Craig-Hallum. Please proceed with your question. Great. Thanks for taking my question. Just one high-level question from me. In light of the macro uncertainty, are you seeing any recent changes from a consumer behavior standpoint in the better-for-you beverage category as a whole and then at the everyday price point where you operate? I guess I'm wondering if you see consumers kind of trading out of the category or trading down to your everyday price point. I mean, maybe growth is kind of too strong in this newer category to notice these subtleties, but just kind of broadly wondering if you see a market share opportunity as consumers get more price conscious. Thanks. Eric, I think the points that you're making kind of through your question are exactly right. First of all, to literally answer your question, it is too early to say. We're not seeing movement right now. If we read what we believe is coming in the macroeconomic environment, we're not yet seeing that in consumer behavior. What's our opportunity? Our opportunity is that we are the affordable option among great tasting better-for-you products in the set. That's something that we found has been an advantage to us over time and maybe even more now in this new era where we sit next to higher price and often functional options. While it's too early to say, we do think we are well-positioned to be resilient and maybe from a market share perspective, advantaged when we continue to be worth the dollar from a value perspective because there's no compromise in taste. We're a great tasting and clean label option. Then we're significantly more competitively priced. It's a soda priced like a soda versus a new kind of price point from a functional beverage standpoint. I think your observations are probably directionally astute, although it's not yet showing up in consumer purchase behavior. All right. That's very helpful. I appreciate that color. Thank you. Thanks, Eric. Thanks, Eric. There are no further questions at this time. I would now like to turn the floor back over to Amy Taylor for closing comments. Yeah. Thanks for your attention today, everyone. We are really pleased with the strong execution by our team delivered in Q1 and the continued commitment that I'm seeing from them to execute against our key strategic growth pillars. Again, those are distinctive and engaging marketing, strong flavor and pack innovation, and then our efforts against distribution. There are strong tailwinds in our category. There are exciting green shoots in our business. We have a clear position for our brand given our taste, clean label, zero sugar, affordable positioning. Despite the conversation around a muted macro, we're confident in and focused on a bright future for Zevia. Thanks for joining us today. This concludes today's teleconference. You may disconnect your lines at this time. Thank you for your participation.