Earnings call transcript: Portillo’s Q1 2025 reveals steady growth amid challenges

Portillo’s Inc. reported its first-quarter 2025 earnings, showing stable performance with revenues of $176.4 million, slightly below the forecast of $181.01 million. The company met its earnings per share (EPS) forecast of $0.05, maintaining its profitable status with trailing twelve-month earnings of $0.46 per share. The stock experienced a 5.77% decline in pre-market trading, reflecting investor concerns over missed revenue expectations. According to InvestingPro analysis, the company has demonstrated resilience with a 4.5% revenue growth over the last twelve months, though stock price movements remain quite volatile. Despite this, Portillo’s remains optimistic about future growth, supported by strategic initiatives and a strong brand presence.

Key Takeaways

• Portillo’s met its EPS forecast of $0.05, but revenue fell short of expectations.
• Same-restaurant sales increased by 1.8%, with an average check growth of 4.9%.
• The company plans to open 12 new restaurants in 2025, aiming for a 10-12% revenue growth.
• Portillo’s is expanding its loyalty program and testing new restaurant formats.
• The stock price fell 5.77% in pre-market trading following the earnings release.

Company Performance

Portillo’s demonstrated resilience in the first quarter of 2025, with revenues increasing by 6.4% year-over-year. The company’s focus on enhancing customer experience and operational efficiency contributed to a moderate increase in same-restaurant sales. However, the revenue shortfall compared to forecasts hints at the challenges posed by the current macroeconomic environment and fluctuating consumer confidence.

Financial Highlights

• Revenue: $176.4 million, up 6.4% year-over-year
• Earnings per share: $0.05, meeting expectations
• Restaurant level adjusted EBITDA: $36.7 million (20.8% margin)
• Adjusted EBITDA: $21.2 million, down 2.6% year-over-year
• Cash from operations: $9.5 million, up 4.1% year-over-year

Earnings vs. Forecast

Portillo’s reported an EPS of $0.05, aligning with the forecast. However, revenue came in at $176.4 million, below the anticipated $181.01 million, marking a 2.5% shortfall. This performance underscores the impact of external economic pressures and competitive dynamics on the company’s financial outcomes.

Market Reaction

Following the earnings announcement, Portillo’s stock dropped by 5.77% in pre-market trading, settling at $10.4. This decline reflects investor apprehension about the revenue miss and its implications for future growth. The stock remains within its 52-week range, which spans from a low of $8.38 to a high of $15.78. InvestingPro analysis suggests the stock is currently undervalued, with analysts setting price targets between $12 and $21. The company’s P/E ratio of 26.8x appears reasonable given its growth prospects, and additional insights are available in the comprehensive Pro Research Report, which provides deep-dive analysis of this and 1,400+ other US stocks.

Outlook & Guidance

Portillo’s remains committed to its expansion strategy, planning to open 12 new locations in 2025 and targeting a 10-12% increase in total revenue. The company has revised its full-year same-store sales guidance to 1-3%, and it aims for restaurant-level adjusted EBITDA margins of 22.5-23%. These projections are supported by ongoing product innovations and enhanced marketing efforts in new markets. InvestingPro data reveals the company’s current EBITDA stands at $84.6 million, with a gross profit margin of 23.7%. Subscribers can access 6 additional ProTips and comprehensive financial metrics to better evaluate the company’s growth trajectory.

Executive Commentary

CEO Michael Ossanlu expressed confidence in the company’s strategic direction, stating, "We’re confident in the foundations we’ve laid and the strategies we have in place." He emphasized a balanced approach to pricing, saying, "Our intent is to be modest but price away any idiosyncratic inflation, but not more than that." Ossanlu also highlighted the importance of employee engagement, noting, "When we take great care of our teams, they take care of our guests who in turn take great care of our investors."

Risks and Challenges

• Commodity and labor inflation could pressure margins.
• Declining consumer confidence may impact sales growth.
• Weather disruptions, as seen in February, could affect operational performance.
• Expanding into new markets involves competitive and operational risks.
• Potential tariffs and economic policies may influence cost structures.

Q&A

During the earnings call, analysts queried the slower performance of new restaurants in Houston and the company’s breakfast test strategy. Portillo’s management highlighted the early success of its loyalty program and addressed concerns about tariffs and inflation, emphasizing a cautious yet optimistic outlook for the coming quarters.

Full transcript - Portillo’s Inc (PTLO) Q1 2025:

Conference Operator: Hello and thank you for standing by. Welcome to the Fiscal First Quarter ’20 ’20 ’5 Portillo’s Conference Call and Webcast. I would now like to turn the call over to Kyle Nelson, Vice President, Investor Relations at Portillo’s to begin. Please go ahead.

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Thank you, operator. Good morning, everyone, and welcome to our fiscal first quarter twenty twenty five earnings call. You can find our 10 Q, earnings press release and supplemental presentation on investors.portillos.com. With me on the call today is Michael Ossanlu, President and Chief Executive Officer and Michelle Hook, Chief Financial Officer. Any commentary made here about our future results and business conditions are forward looking statements, which are based on management’s current expectations and are not guarantees of future performance.

We do not update these forward looking statements unless required by law. Our 10 ks identifies risk factors that may cause our actual results to vary materially from these forward looking statements. Today’s earnings call will make reference to non GAAP financial measures, which are not an alternative to GAAP measures. Reconciliations of these non GAAP measures to their most comparable GAAP counterparts are included in this morning’s posted materials. Finally, after we deliver our prepared remarks, we will open the lines for your questions.

Now, let me turn the call over to Michael Ossanlu, President and Chief Executive Officer of Portillo’s. Thank you, Kyle. Good morning, everyone. Thank you for joining us today. Before we get into the results, I want to first thank our dedicated team members.

Their hard work and commitment to the Portillo’s experience is what keeps us moving forward, no matter the challenges. Our first quarter was similar to most others in the restaurant industry. We started strong in January, then we faced some weather challenges in February. In March, we rebounded. Same restaurant sales increased 1.8% with total revenue reaching $176,400,000 for the quarter.

Restaurant level adjusted EBITDA for Q1 was $36,700,000 with a margin of 20.8%. Despite declining consumer confidence, bad weather and on again off again tariffs, we performed well. Guests are still choosing Portillo’s and we’ve supported our restaurants with initiatives like the launch of our loyalty program called Portillo’s Perks and our Dallas Fort Worth advertising campaign. That said, we’re not immune to the macro pressures. Our newest restaurants that opened in Q4 twenty twenty four experienced a slower start.

In markets where we have strong brand awareness, we’re more insulated against these types of macro pressures. But newer markets remain a little more vulnerable until they find

Brian Mullen, Analyst, Piper Sandler: their

Kyle Nelson, Vice President, Investor Relations, Portillo’s: footing. As we move into Q2, we have carried good momentum from March into April and our traffic driving strategies are intended to keep us on that path. Our four tactics are first, advertising beyond Chicagoland to increase brand awareness. Second, the launch of our Portillo’s Perks loyalty program. Third, continuous improvement in operations and fourth, further optimizing our kiosks.

Advertising in Dallas Fort Worth has proven effective. Our Q1 campaign there combined traditional and digital media using crowdsourced content and a social media inspired approach to showcase why Portillo’s is iconic every time. This campaign increased brand awareness by about 10% and drove high single digit increase in sales for Dallas Fort Worth restaurants. We’re running a similar campaign right now in Phoenix. Second, our Portillo’s Perks loyalty program launched near the end of Q1.

Perks aims for personalized data driven approach to loyalty based on guest behavior. In its first few weeks, we focused on driving enrollment with a free fry sign up offer. We’ve also tested our first surprise and delight offers in Chicagoland and Dallas, offering either a free Italian beef sandwich or a free burger. We saw solid redemption and we’re excited to build on this momentum. In Q2, we’re continuing to test broader offers to all Perks members.

In new markets, these offers are designed to drive trial and awareness. In existing markets, we’re testing which offer types can drive incremental visits. As we build a dataset around our most loyal fans, we will shift to more targeted offers in the back half of the year. To recap on Perks, we rolled it out in early March with a focus on enrollment. In Q2, we’ll continue driving enrollment while also testing broad offers to drive traffic.

Then in Q3 and Q4, we’ll leverage insights to deliver more targeted offers. We’re excited about the future of our loyalty program and learning what it can do for us. Shifting now to operations. We renewed our commitment to delivering an exceptional experience for every guest, every time. For every great restaurant brand, operations are the hallmark of success and the key to driving sustainable long term traffic.

So we’re focused on hospitality, speed and accuracy at every touch point. We continue to test camera vision technology to enhance drive thru speed and we’re evaluating its long term potential. Our kiosks are performing well and we’ve been working to further optimize their benefits. We’ve studied the top quartile of our restaurants with the highest kiosk performance and applied those insights across the other restaurants in our portfolio. This data driven approach ensures that we continue to enhance the guest experience while maximizing the impact of our kiosks.

We’ll continue to monitor and refine their performance. We’ve also recently launched a small test of breakfast at five Chicagoland restaurants. While still in its first few weeks, early feedback has been positive. Guests are excited about freshly scrambled eggs, made to order breakfast sandwiches, and our rich chocolate cake doughnut inspired, of course, by our famous chocolate cake. We’ll continue to monitor the progress of this test throughout the summer and then provide updates as we move forward.

Moving on to new restaurants, we still plan to open 12 this year. 10 of the 12 will be our new Restaurant of the Future one point zero format, which is our 6,200 square foot concept. We’ll also open one Portillo’s pickup location in Plainfield, Illinois. That’s the fourth of that format. And I’m excited to open our first in line walk up restaurant in Central Florida.

It’s a smaller box with no drive thru and it’s intended for dense locations with lots of foot traffic. We’re excited to see the unit economics of this new format and share the potential that that provides for us. We’re confident in the foundations we’ve laid and the strategies we have in place. While economic uncertainty makes it hard to predict the rest of the year, we’re a resilient brand and we believe we have the right tools to succeed. With that, I’ll hand it over to Michelle.

Michelle Hook, Chief Financial Officer, Portillo’s: Great. Thank you, Michael, and good morning, everyone. During the first quarter, revenues were $176,400,000 reflecting an increase of $10,600,000 or 6.4% compared to last year. Our revenue growth in the first quarter was driven by growth from non comparable restaurants and same restaurant sales growth. Restaurants not in our comparable restaurant base contributed $7,900,000 in revenue growth during the quarter.

Same restaurant sales increased 1.8%, which drove revenues up approximately $2,600,000 in the quarter. The same restaurant sales were attributable to an increase in average check of 4.9, partially offset by a 3.1% decrease in transactions. The higher average check was driven by an approximate 4.4% increase in certain menu prices and a 0.5% increase in product mix. Same restaurant sales on a two year stack basis were 0.7%. To address inflationary pressures, we increased select menu prices by approximately 1.5% in January and by approximately 1% in April.

Our effective price increase for the second quarter is estimated to be approximately 3.5%, which includes the estimated impact of our Portillo’s Perks loyalty program. We’ll see 1% of pricing roll off in mid June as we lap last year’s pricing action. We will continue to assess pricing in relation to our costs, the competitive environment, and our value proposition to our guests. When diving into comp trends during the first quarter, we experienced improved trends in January versus the fourth quarter of twenty twenty four. We saw a significant decline in February, primarily attributable to the impact of weather.

In March, we saw our comp performance bounce back as we had benefits from the launch of our Portillo’s Perks program as well as the timing of Easter. In April, when excluding the headwind from Easter, we continued to see positive momentum. Turning to our financial outlook for 2025. We have updated certain metrics to reflect our first quarter results and expectations for the remainder of the year. We now expect comp sales growth in the range of 1% to 3% versus our previous range of flat to up 2%.

We expect our total revenue growth to be in the range of 10% to 12% versus our previous range of 11 to 12%. As Michael mentioned, our newer restaurants experienced a slower start, which is driving the change in our total revenue growth outlook. During the second quarter, we plan to open one of our 12 targeted new restaurants, with the remainder opening in the third and fourth quarters. On the cost side, we are now estimating general and administrative expenses in the range of $80,000,000 to $82,000,000 versus our previous range of $82,000,000 to $84,000,000 Given the change in our revenue and G and A outlooks, we now estimate adjusted EBITDA growth to be 5% to 8% versus our previous range of 6% to 8%. Moving on to our costs.

Food, beverage, and packaging costs as a percentage of revenues increased to 34.6% in the first quarter of twenty twenty five from 34.3% in the first quarter of twenty twenty four. This increase was the result of a 3.4% increase in our commodity prices, partially offset by the increase in our average check. In the quarter, we experienced increases in beef, dairy, and chicken products. We continue to forecast commodity inflation of 3% to 5% in 2025, with the most significant pressures coming from beef. Included in our commodity forecast are the estimated direct impacts from tariffs, which are forecasted to be minimal to our business.

Labor, as a percentage of revenues, increased to 26.6% in the first quarter of twenty twenty five from 26.1% in the first quarter of twenty twenty four. This increase was due to lower transactions, increase in benefit expenses, and incremental wage rate investments, partially offset by an increase in our average check and labor efficiencies. Hourly labor rates were up 2.7% in the first quarter of twenty twenty five. We continue to estimate labor inflation of 3% to 4% for the full year 2025.

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Other operating expenses increased $1,900,000 or 9.7% in the first quarter of twenty twenty five compared to the first quarter of twenty twenty four, which was primarily driven by the opening of new restaurants and an increase in repair and maintenance and utilities expense. This was partially offset by lower cleaning spend due to vendor renegotiation.

Michelle Hook, Chief Financial Officer, Portillo’s: As a percentage of revenues, other operating expenses increased to 12.4% from 12% in the prior year. Occupancy expenses increased $700,000 or 7.3% in the first quarter of twenty twenty five compared to the first quarter of twenty twenty four, primarily driven by the opening of new restaurants. As a percentage of revenues, occupancy expenses increased 0.1% compared to the prior year. Restaurant level adjusted EBITDA increased $300,000 to $36,700,000 in the first quarter of twenty twenty five from $36,400,000 Restaurant level adjusted EBITDA margins decreased 110 basis points to 20.8% in the first quarter of twenty twenty five versus 21.9% in the first quarter of twenty twenty four. We continue to estimate our restaurant level adjusted EBITDA margins to be in the range of 22.5% to 23% in 2025.

Our general and administrative expenses increased by $400,000 to $18,900,000 or 10.7% of revenue in the first quarter of twenty twenty five from $18,500,000 or 11.2% of revenue in the first quarter of twenty twenty four. The increase was primarily driven by higher software license fees related to our recent system implementations and advertising expenses driven by ad campaigns in the DallasFort Worth and Phoenix markets. Preopening expenses decreased by $900,000 to $500,000 in the first quarter of twenty twenty five compared to $1,400,000 in the first quarter of twenty twenty four, primarily due to the number and timing of activities related to our planned restaurant openings. All this led to adjusted EBITDA of $21,200,000 in the first quarter of twenty twenty five versus $21,800,000 in the first quarter of twenty twenty four, a decrease of 2.6%. Below the EBITDA line, interest expense was $5,700,000 in the first quarter of twenty twenty five, a decrease of $800,000 from the first quarter of twenty twenty four.

This decrease was driven by lower effective interest rate, partially offset by additional borrowings on the revolver facility. At the end of Q1, we had $73,000,000 drawn on our revolving credit facility. This includes amounts we moved over from our term loan as part of the debt refinancing we completed in January. Our total net debt as of Q1 was $320,000,000 compared to $312,000,000 at the end of last year. We have approximately $72,000,000 of available capacity on the revolver.

Our effective interest rate was seven percent versus 8.4% for 2024. Income tax expense was $1,400,000 in the first quarter of twenty twenty five, an increase of $2,500,000 from the first quarter of twenty twenty four. Our effective tax rate for the first quarter was 25.4%. We expect the full year tax rate to be approximately 25% to 27%. Cash from operations increased by 4.1% year over year to $9,500,000 year to date.

We ended the quarter with $12,900,000 in cash. We will continue to use our cash generated from operations to fund new restaurant growth this year and beyond. Thank you for your time. And with that, I’ll turn it back to Michael.

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Thanks, Michelle. Despite the uncertainty in the macro environment, we’re proud of the progress we’ve made. Our focus remains on accelerating revenue, expanding margins and ensuring strong returns on every dollar we spend. We’re leveraging our durable traffic driving initiatives to deliver these results. And we’re doing this while taking great care of our teams.

Because we know that when we take great care of our teams, they take care of our guests who in turn take great care of our investors. This is a virtuous cycle that drives our long term success. Thank you. And with that, let me turn it back over to the operator for Q and A.

Conference Operator: Thank you. We will now be conducting a question and answer session. Our first question is from Sharon Zackfia with William Blair. Please proceed.

Sharon Zackfia, Analyst, William Blair: Hi, good morning. Thanks for taking the question. I guess when I think about the fourth quarter openings, I know about half of those were in Houston. So how do you kind of get comfortable that it’s an economic kind of slower to adopt kind of new concepts issue because of the economy versus some sort of portability issue in Houston assuming that that’s of the issue with the fourth quarter openings? And then do you have any kind of action plans to help jump start the Houston market?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Good morning, Sharon. Thanks for your question. It’s a good question. And it’s not just Houston, it really is new restaurants in newer markets, just just not as well known. And so, you can almost see a perfect correlation between awareness and the performance of these restaurants.

So, when I compare the start of the Dallas restaurants versus the Houston restaurants, that just totally plays out. The guest satisfaction scores, all the guest metrics with the food are eerily consistent with our best markets. So when I look at it, it really does signal that we’re just the relative unknown in a market like Houston still and we’re building our awareness. So how do you fix that? Well, we’re doubling down on all of our field marketing activities.

We’re

Dennis Geiger, Analyst, UBS: going to

Kyle Nelson, Vice President, Investor Relations, Portillo’s: be very aggressive in using our beef bus in Texas, make sure that we’re continuing to do field marketing. But it really is just a pick and shovel effort to build awareness over time in these markets and really not to panic. Everything that we see in Houston suggests that these businesses are going to be fine. They just came out of the gate a little bit slower than than maybe we hoped.

Sharon Zackfia, Analyst, William Blair: And then Michelle, can I ask a follow-up question? So when you think about that widening of the revenue range for this year, I assume part of that is handicapping those recent openings. But are you also handicapping kind of new units in new markets for the class of 25 as well? Like, how are you thinking about those AUVs just given kind of the uncertainty we’re facing right now?

Michelle Hook, Chief Financial Officer, Portillo’s: Yeah, good morning, Sharon. I think primarily that change in the range is more related, I would say, to the class of ’24 and what Michael just talked about, than necessarily what we’re projecting for the class of ’25. To Michael’s point, when we look at those restaurants, you mentioned the three in Houston. Remember,

Jim Salera, Analyst, Stephens Inc.: one

Michelle Hook, Chief Financial Officer, Portillo’s: of the restaurants was a drive thru only in Chicagoland, so that obviously comes with a little bit lower volumes. But to answer your question directly, it’s primarily related to the class of ’24 than it is our expectations for ’25. Okay, thank you.

Conference Operator: Yep. Our next question is from Brian Harbour with Morgan Stanley. Please proceed.

Brian Harbour, Analyst, Morgan Stanley: Yes, good morning guys. Michelle, maybe just to follow-up on that question. I think the timing of openings this year is also slightly different, at least than we had expected prior. So I think it’s going to be one of the more back half weighted years in your recent history. Could you comment on that as well?

And if there’s any kind of location specific issues that drove that?

Michelle Hook, Chief Financial Officer, Portillo’s: Yeah, we obviously, Brian, this has changed on us and it’s been very fluid for our one opening in Stafford that we had estimated to come in the first quarter. So that’s been delayed until Q2 due to some local permitting challenges within that market. Outside of that, we are still at 5% to six for Q3 and Q4. There’s nothing right now that we see that is causing concern of those openings coming in Q3 and Q4. And remember, those are all primarily going to be in Texas as well with several openings in Houston within Dallas as well.

And as Michael mentioned, one of the drive thru only and then a walk up format. So, a little bit of shift in the timing, mainly because of the one that I mentioned. But the back half, we always knew coming into this year, Brian, that we were going to be back end loaded. And as we get into ’26, you’re going to see a more smoother cadence in the process next year. And you’re going to see several restaurants are going to be under construction in the back half of this year as we look to open more in the front half of the year in 2026.

Brian Harbour, Analyst, Morgan Stanley: Okay, thanks. What drove the decision to test breakfast in Chicago? Could you talk more about that?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Yes, there’s always been a lot of consumer demand for breakfast. We do Chicagoans know that we do a pepper and egg sandwich during the Lenten season. It gets incredible pickup, people really love it and they ask for that before breakfast. So, we decided to do a test. Know, we’ve got a big asset sitting there empty for four hours in the morning.

Obviously, the incrementality of breakfast can be fantastic if it works. So we’re conducting a five restaurant test. We want to make sure that the food works, that the operational execution is flawless. We also want to make sure that we’re not negatively affecting lunch and the prep for lunch. And so far, it’s a test, there’s a lot of positive feedback, there’s some constructive feedback.

We’re gonna keep testing, see how it works throughout the course of the summer and then we’ll make a decision on whether to expand or not by the end of the summer.

Andy Barish, Analyst, Jefferies: Thank you.

Conference Operator: Our next question is from David Tarantino with Baird. I

David Tarantino, Analyst, Baird: had a couple of questions about the new unit performance for the Q4 opening. I think you had a couple of restaurant of the future prototypes in that quarter and you also went in with a streamlined menu, I believe, in Houston. So I was wondering as you diagnose some of the sales softness, if you thought it was related to either of those two factors.

Kyle Nelson, Vice President, Investor Relations, Portillo’s: So David, good morning. I would tell you, I don’t think it has anything to do with that. I could get into the specifics of each site. There’s one of those sites has massive construction in front of it. The road is torn up.

It took me fifteen minutes to go a block. It’s affecting everybody in that area. It’s going to be fine. There’s like little idiosyncrasies. You open restaurant in a tumultuous macro environment and then you have odd idiosyncrasies happen.

We’re not alarmed. I’m not alarmed by this. Our food has worked very well in Texas. I have no reason to believe that the Houston palette is different than the Dallas palette. So, we’re confident that these restaurants will pick up as our awareness picks up, and as we begin really to turn on field marketing.

We didn’t do a lot of field marketing in Houston going into that market, unlike what we did in Dallas. And so, you know, we had extraordinary openings Dallas that really tested our operational abilities. And we wanted to have a more stable opening to build momentum and maybe we under marketed it. So, we’re going to fix that quickly and really not worried about Houston.

David Tarantino, Analyst, Baird: Great, thank you. And then my other question is on Portillo’s, the Perks program. I was wondering if you would be willing to share any initial metrics on how you’re measuring the success of that program just in terms of whether it’s sign ups or frequency you’re seeing around the people that are in the program or anything you could offer?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Yeah. When we talked about this, I think I said that our public goal was to get to 1,600,000 sign ups by June, early July. I don’t want to get into the habit of reporting every month on this. Let’s just say that I’m really confident that that will not be a problem. And that right now, we’re still we’ve only been enrolling people for a little over a month.

We feel great about the performance of this. I love it’s like a new toy almost. We get to test how people respond to different offers, how people respond to badging, how sign ups are working and we’re testing all that and we’ll continue to test it through Q2. And then I think we have opportunity to do some really interesting innovative one to one marketing in the back half of this year. Really, it’s probably the most exciting thing that we’re doing as an organization and it is certainly meeting all of our expectations internally.

David Tarantino, Analyst, Baird: Great, thank you.

Brian Mullen, Analyst, Piper Sandler: You bet.

Conference Operator: Our next question is from Jim Salera with Stephens Inc. Please proceed.

Jim Salera, Analyst, Stephens Inc.: Michael, hi Michelle. Good morning, thanks for taking my question. I want to drill down a little bit on the new same store sales guidance. If I think through 1Q was in terms of the year over year lap, the easiest lap for the year and then it kind of gets a little bit progressively harder as the year goes on. Can you just give us some of the components that give you confidence in raising that given the consumer backdrop?

And particularly, any color you can offer on the kiosk lift to 1Q and then how you kind of expect that to phase in through the year?

Michelle Hook, Chief Financial Officer, Portillo’s: Yes, Jim, I’ll take that one. So as we look at the remaining three quarters and you kind of decompose how we’re comfortable with one to 3%. I think we’ve been pretty transparent on pricing. We’re going to be around 3.5 in Q2, and we haven’t made any decisions further out into the year into Q3 and Q4. But Michael and I have been very much aligned that we’re going to keep pricing in place to offset those inflationary cost pressures.

And so that’s how we view pricing. You saw the benefit of kiosks come through in the mix line this quarter, where you saw the positive 0.5% in the mix. Our expectation is that we’re going to continue to drive kiosk adoption. We were at adoption of 25% that we reported on earlier in the year. We’re now getting closer to 30% adoption rates.

And so those benefits are still in place as we go into the back half of the year and continue to drive that kiosk adoption. And then you saw despite some of the headwinds we mentioned in Q1 with weather that we still improved our transactions versus Q4. And so our expectation is as we continue to look to utilize the advertising in the outer markets as well as particularly the Perks program, driving that transactions towards further improving that to something that can be improved on in the back half of the year. Not saying necessarily that we expect to get fully positive. That’s ultimately our goal is to continue to drive positive traffic.

But that’s the lever, Jim, is that primarily that Perks program and some of that advertising we’re doing to drive the transactions in a favorable direction versus what we saw in Q1. And so when you put all of that together, you can see a world where we can definitely play within the 1% to 3% range for the remaining three quarters this year.

Jim Salera, Analyst, Stephens Inc.: Great. That’s helpful. And then maybe just a follow-up to continue the discussion on breakfast. If we think about, Michael, you’d mentioned kind of testing it through the summer and seeing where that goes on a go forward. What would you view as kind of a successful test there?

I mean, is there a certain comp hurdle rate or a certain guest count? Or just help us think through some of the metrics that we should be thinking about that would lead you to expand that broader across the footprint?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Yeah, Jim. It’s a great question. We absolutely have internal metrics, which we believe would define success. And it’s the things that you can imagine. It’s what’s the comp impact?

What’s the average price? What’s the guest satisfaction score? What’s the likelihood to return? But also just as importantly, what’s the impact to lunch? What’s the guest satisfaction score at lunch?

We don’t want to screw up our business, right? There’s plenty of restaurant companies out there that have tried to expand to breakfast and it hasn’t worked. So, we have a number of internal metrics that will define success. And I think, we want to make it as clean and clear as possible for us. And just to be super transparent and precise, a successful test doesn’t mean it’s a nationwide thing for us.

A successful test would mean that we feel we have the legs to do breakfast in Chicagoland. We would probably want to do a test outside Chicagoland if we were to expand there.

Jim Salera, Analyst, Stephens Inc.: Great. Thank you. I’ll hop back in queue.

Conference Operator: Our next question is from Andy Barish with Jefferies. Please proceed.

Andy Barish, Analyst, Jefferies: Hey guys. Can you kind of give us an update the efforts in the drive thru? And is that channel still a little bit more pressured, I guess, just given the price point advertising that continues pretty aggressively in broader QSR category?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Yeah. That’s a great question, Andy, and I appreciate that. It’s actually one of the sneaky things that are going really well for us. So, think our operations team has picked up momentum in everything that we’re doing in operations. We’re seeing continued improvement in speed of service, but I’m seeing huge improvements in problem resolution.

So, you know, one of the bugaboos in our business is you’ve got tens of thousands of people interacting with guests every day. You are going to screw up occasionally, But what’s important is that you resolve that very quickly and make the guests happy. And I’m seeing great improvement in guest satisfaction, in problem resolution. And so it does excite me more to be marketing a little bit more heavily, to use perks to bring guests to the business, because I think we all feel that they’re going to get a great experience. And I think that’s something that kind of positive energy and momentum will be very, very helpful for us in Q2, Q3 and Q4.

Andy Barish, Analyst, Jefferies: Got it. Okay. And then just the thoughts on pricing and replacing some price. Is there something in your basket? It seems like the inflation expectations remain relatively constant.

I assume you’re locked on your beef items, although inflationary. Is there something in the tariff side of things or something like that that we should be aware of?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: So Michelle and the supply chain team have done a great job of dissecting all of the impact that we could potentially have on tariffs. And I would say that it’s for us, we believe that it’s largely manageable, right? There’s a couple areas that we’re, let’s say, a little vulnerable, but we have those under control. But I don’t know what I don’t know. I think three, four months ago, if we were having this conversation, we would have given you a very different perspective on commodity inflation and where we see things happening.

So part of the reason that we expanded some of our ranges is just that we’re in a very volatile and uncertain environment. And it’s hard for us to commit to something not knowing how some of the tariff situation will play out, not knowing whether consumer confidence will bounce back, etc. And so, when it comes to pricing, I think Michelle said it well, our intent is to be modest but price away any idiosyncratic inflation, but not more than that.

Andy Barish, Analyst, Jefferies: Okay. Thank you. Thanks, Andy.

Conference Operator: Our next question is from Chris O’Cull with Stifel. Please proceed.

Kyle Nelson, Vice President, Investor Relations, Portillo’s0: Yeah. Good morning, guys. Michael, what’s the company doing to sustain the sales lift in Dallas? And and maybe how are you thinking about future marketing or advertising in these in these non core markets?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: It’s a great question. So what I love about the last marketing campaign we just did in Dallas is we tapped into something that’s really, I think relevant in today’s consumer. We use a lot of social media clips to influence our advertising campaign. So, if you’re on Insta, TikTok, whatever your social media feed is, you would look at our advertising and say, Man, this really this is relevant to me. And so, we sourced it that way.

It worked really well. We’re very happy with the results of it. And we will continue to pulse advertising like that in new markets. We go into, we’re starting it up in Phoenix right now, but we’re going to be smart. We’re going to put a QR code in some of the TV and billboard advertising that links back to the Portillo’s Perks program.

So I think we’ve gotten, very contemporary in the way we market and talk about ourselves. We’re linking it to our Portillo’s Perks program and trying to make sure that we’ve got people like really working in a beautiful virtuous cycle. They hear about us, they try us, they have a great experience, they sign up for loyalty, they have multiple ways of seeing us and signing up for loyalty and it creates that, frequency that we want. And we’ve I don’t know if we shared this earlier, but look, we advertised in Dallas in Q1, we’re in Phoenix in Q2, we’re going back to Dallas in Q3. And so, there will be a steady pulse advertising in our newer markets to drive trial and awareness.

Kyle Nelson, Vice President, Investor Relations, Portillo’s0: Okay. And then I had a couple of questions around the new units. Michelle, is there any way you can help us understand the magnitude of the underperformance compared to your all’s expectations for the units you mentioned? And then Michael, I’ve noticed some of the new locations seem to be opening before the retail area around them open such as Katy, Texas.

Michelle Hook, Chief Financial Officer, Portillo’s: Do you

Kyle Nelson, Vice President, Investor Relations, Portillo’s0: see that strategy as an issue opening up early?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Katie was not a strategy. That was a, I would say that the developer is way behind on some of the other sites. And so, we had an option of do I sit there with a built restaurant waiting for everything else to open or do we go ahead and open and start building roots in Katy. So, we chose to go ahead and open anyway and keep our roots planted and start developing awareness, trial generation, etc. And so, it is certainly not a strategy to be that far in advance of the development.

In fact, if anything, we like to be contemporaneous with other like high quality retailers or even a little bit late to the party.

Michelle Hook, Chief Financial Officer, Portillo’s: Yeah, and Chris to answer your question on the new units. So I would guide you to our revenue tables that we put out there. You can see them in our earnings supplement. But you’ll see that the class of ’24, which is a clean quarter, right? Because they were all fully opened in Q1.

So you can see the performance of the 10 restaurants on average within the quarter. And you’ll see that they’re tracking annualized. Again, this is just straight math. If you annualize them, they’d be doing around 4,800,000.0, which is clearly under what our expectations are. And as you know, what we guide to is a year three expectation that we want our restaurants to do 5,900,000.0 to $6,300,000 with 20% margins.

So, to Michael’s point, do we think that the class will not be able to perform at that level? The answer to that is no. We’re four months into these restaurants. To Michael’s point, yes, there are some nuances around specific restaurants in the class, but nothing that gives us pause or an indication that this brand is not resonating in these markets. But that’s what I would direct you to, to see where the numbers are for the current classes.

Kyle Nelson, Vice President, Investor Relations, Portillo’s0: Great. Thanks, guys.

Conference Operator: Our next question is from Brian Mullen with Piper Sandler. Please proceed.

Brian Mullen, Analyst, Piper Sandler: Thanks. Just a follow-up on breakfast. Can you talk about how you’re communicating awareness during the test? And I’m just wondering if this is something where you would really need to advertise it for quite a while before you really know what the true demand is likely to be in Chicagoland over the long term. So just any thoughts on how you’ll be thinking about that as you evaluate the results of the test, that would be helpful to understand.

Kyle Nelson, Vice President, Investor Relations, Portillo’s: Yeah, it’s a great question, Brian. We’re not right now being super aggressive on advertising it, because really, we want to make sure that it’s an operational test first and foremost, so that we can execute it. So, any marketing that we have done has been in restaurant collateral. Our digital menu boards will show breakfast. We’ve got some table tents that show breakfast, some signs that show breakfast.

It did pick up a lot of PR in Chicagoland. So, the news media picked it up and we had a number of camera crews at our restaurants that first week. But it’s almost been a stealth mode rollout of breakfast. And, you know, as we keep going up for sure, if we expanded this to the entire Chicagoland area, we would have we would want to market it. So, and then all the metrics that we have, take that into account that it’s a stealth mode.

I don’t expect X, Y and Z massive, lift because we haven’t marketed it as well. Does that make sense?

Brian Mullen, Analyst, Piper Sandler: It does. Thank you. And then just second question, just come back to the limited menu in Houston, it got asked about earlier, but are happy with the menu overall? And I’m just asking, I’m trying to understand if you still might want to take this approach with new restaurant openings going forward or even potentially put it in existing restaurants outside of Chicago at some point if you’re still contemplating that?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: We’re, we definitely see some improvements. We see some improvements in the P and L in how we operate that restaurant. We see some improvements in labor. We see some improvements in OpEx. So, I think there’s a lot to like about it and we’re continuing to evaluate it.

As I think you know, we added back a couple things. We added back the Italian sausage people and the Maxwell Street people, that was something clearly guests were missing. And so, there was a nice little reaction to that. But think it’s something that we will very seriously consider as we open new restaurants. Having a little bit of a leaner menu that still satisfies people’s cravings for, you know, the amazing food that we serve.

Andy Barish, Analyst, Jefferies: Thank you.

Conference Operator: Our next question is from Dennis Geiger with UBS. Please proceed.

Dennis Geiger, Analyst, UBS: Great. Good morning, guys. Thank you. Michael, just to beat that dead horse, one quick follow-up on the newer stores. Sounds like no overreaction from you there, which makes sense.

Just curious if any as it relates to the observations, you talked about maybe that the marketing could I think could be something that could be tweaked. Anything as it relates to operations, staffing, etcetera, learnings in in in some of those newer stores or or or is that not something that, you know, that that needs to to to be tweaked or anything?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: No, look, would tell you Dennis, I visited those stores. I look at all the guest metrics in those stores. They’re very well run. The staffing is, if anything, it’s generous. We have plenty of people there to help take care of guests.

We’re really cognizant that the first visit to a Portillo’s will set a tone for people and we want that first visit to be as good as humanly possible. So we definitely invest in labor, food costs to generate loyalty on first visit in. So, I think that we nailed. I really think it’s as simple as we’re still a relative unknown and we didn’t market as aggressively pre opening as we did in Dallas. And you compound that with a uncertain economic environment and you get off to a slower start.

I think it would be very easy to overreact to this and we’re not going to.

Dennis Geiger, Analyst, UBS: Great. Makes good sense. Then just anything else to highlight as it relates to sort of observed customer behavior changes, be it daypart, day of the week, the on premise, off premise, anything across channel, particularly as it relates some of the strength you’re starting to see now in March and into April?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: I think there was a question someone asked a little bit earlier, which is a truism. I think our drive thrus have picked up some momentum across the board. And so, I think that the efforts we’ve put in place around improving speed, improving guest satisfaction and problem resolution would imply that we’re getting really back to where we should be in the drive thrus, but I think there’s still momentum ahead of us with improved performance in the drive thrus.

Andy Barish, Analyst, Jefferies: Great. Thanks, Michael.

Brian Mullen, Analyst, Piper Sandler: You

Conference Operator: Our next question is from Gregory Francfort with Guggenheim Securities. Please proceed.

Kyle Nelson, Vice President, Investor Relations, Portillo’s1: Hi. This is Aryan Razai for Gregory Francfort. Thanks for taking our questions and thanks for all the color on the new store performance. Michael, could you quantify the brand awareness in your markets? That would be super helpful.

And a quick follow-up for Michelle. So it seems like mix turned positive for almost three years. Anything to unpack there? And I had one more follow-up. Thank you.

Kyle Nelson, Vice President, Investor Relations, Portillo’s: You know, I don’t know if our brand awareness is, as you can imagine, is exceedingly high in Chicago land. It’s actually relatively good in Arizona. What I would tell you is, it grows very quickly when we’re investing in a market and when we are trying to develop a market, generate trial, generate awareness. And so, the best example is in Dallas, with three months of marketing, our brand awareness grew 10 percentage points. And, you know, that was material, we see a positive impact on sales, and we actually see a direct correlation between brand awareness and sales.

And so, you know, we think that there’s something to this that we will continue to push.

Michelle Hook, Chief Financial Officer, Portillo’s: And to answer your question on the mix side, I have mentioned kiosks before. That continues to drive at least a 15% increase in our average check from that kiosk adoption. And so we’re seeing a lift there. We’re also seeing some additional attachments, specifically on drinks within all of our channels. So it’s not specific to a channel.

So those are the two callouts I would put out there on mix.

Kyle Nelson, Vice President, Investor Relations, Portillo’s1: Got it. Super helpful. And a quick follow-up on loyalty. It seems like there’s a lot of data collection and testing. Any surprises you can call out?

Kyle Nelson, Vice President, Investor Relations, Portillo’s: That’s an interesting question. I don’t think there’s I think the responsiveness to guests, I guess here’s what I’m very pleasantly surprised by how quickly guests respond to some of our offers. And so I think there is, there’s something to that, that the guest really does love us, but they’re highly motivated when we put an offer to them. So, it’s exceeding my expectations on how well they respond when we offer them something.

Kyle Nelson, Vice President, Investor Relations, Portillo’s0: Got it. Thank you so much.

Kyle Nelson, Vice President, Investor Relations, Portillo’s: You bet.

Conference Operator: With no further questions in the queue, this will conclude today’s conference. You may disconnect your lines at this time and thank you for your participation.

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