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So you are still in a growth mode? For over 30 years it has been right at the core of how we run this place. People ask this question about quick-service [restaurants] all the time. What it is about is quality, and the reality is that for many people, we're a little indulgence in their whole day. I probably travel three times a month. But we can double the number of stores and still have room to grow. One, you have less competition for great retail sites; two, you actually see lower construction costs; three, you usually see rental rates drop a bit; and currently interest rates are low and stable. They're not in a position to continue to expand. It is a statement of seven specific behaviours, which we update every six to seven years. We've got that covered. Obviously they are a fantastic business and you pay attention to a competitor like that. If anything, we're pressing harder to open new restaurants. You're still pursuing the baby boomers? We want to make sure that if they have a little indulgence, it's the best it can be. Because it's retail, it doesn't happen in head office. At the end of the day we don't think about beating McDonald's. Our view is that recession is a fantastic time to build a retail chain if you are well-positioned. What happens is a number of retailers just pull in their horns. That's not what we're about. If people go on your website, they will see a big burger with three words - cheddar, bacon, sirloin. We hold climate meetings, we train in climate, it is implemented right to the restaurant level. So you can really set a platform for the long run. We have a grilled chicken sandwich and we have the best veggie sandwich, I believe, in the industry. It's not three straight weeks but on average it's something that looks like that. For our team in Vancouver who travel a lot, it is a little harder work - because it is retail and you've got to be in the markets all the time. How much time do you spend on the road? We're rubbing our hands and asking, 'How can we go faster?' Ontario is the biggest piece of our growth right now. Over 29 years in the business, what is the most important thing you've learned? How often do you eat at your restaurants? I'm in our restaurants once or twice a week. But we have a very broad appeal across all age groups. The vast majority of our customers eat in our restaurants once in a while. You're not overweight? We do that very well but we know we need to take care of those other interests people have around food consumption. But for us it is doing what we do, which means: What does our customer want today, next week or next year? It's made with good basic ingredients and there is nothing wrong with that as food. Having said that, if we lived in Toronto we'd be travelling just as much, just to different parts of the country. I'm in great shape. Doesn't much of the industry today revolve around selling a $1 burger? Whether you're getting on a plane in Vancouver or getting on a plane in Toronto, you're still getting on a plane. We're about quality and ingredients and care in preparation. Is it hard to run a national chain from the West Coast? The moment you get focused on what your competitor may or may not do, versus what you are doing for the customer, you run the risk of losing your way fairly quickly. We have absolutely adapted our menu in that regard. Why don't you match the other chains in pushing nutrition more? That's not a strong pitch for nutrition. They've been with us since the drive-ins and they continue to patronize us. Right behind that, Quebec is another great market. But isn't this the basic question: How do you beat McDonald's? The reality is that consumers see us as the best-tasting hamburger and as frosty mugs of root beer. We have 150 restaurants in that market. You've got to be price-competitive in the marketplace, but we can't play in the $1 hamburger game. We have a great salad program so if you wanted your combo with salad instead of fries, we've got a great salad to replace that. If we keep focused on that, that will be the measure of our business. Why is that? It's the importance of 'climate' - what other companies may call values or key behaviours. We're part of their busy lives. That's the top dead-centre customer for us. So that means there is less competition for good retail real estate, and this is a business, like many other retail chains, that is all about location, location, location. We'd like to double our rate of new restaurant growth over the next few years. We're not the only thing they eat in their lives and at the end of the day it's just a hamburger, without overstating it all. For example, they include: 'We respect and listen to each other.' 'We recognize and celebrate our big and small wins.' 'We support and challenge each other to work together as partners to achieve shared goals.' Every work team in the organization would sit down twice a year for half-a-day with those climate goals, rate their own performance as a group and make commitments about things they will do better in the next six months.

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