US Foods Holding Corp. (USFD) Earnings Call Transcript & Summary

Good morning, and welcome to U.S. Foods Third Quarter 2026 Earnings Conference Call. [Operator Instructions] I will now turn the conference over to Michael Neese, Senior Vice President Investor Relations. Please go ahead.

Thank you. Good morning, everyone, and welcome to the US Foods Fiscal Third Quarter 2026 Earnings Call. Joining us on today's call are Dave Flitman, Chair and CEO; and Dirk Locascio, our Chief Financial Officer. We will take your questions after our prepared remarks conclude. We ask you please limit yourself to one question and one follow-up. Our earnings release issued this morning and today's presentation are available on the Investor Relations page of our website at ir.usfoods.com. During today's call, unless otherwise stated, we will compare our fiscal third quarter 2026 results to the same period in 2025. In addition to historical information, certain statements made during today's call are considered forward-looking statements. We ask that you review the risk factors contained in our Form 10-K for a detailed discussion of the potential factors that could cause our actual results to differ materially from those anticipated in these forward-looking statements. Lastly, during today's call, we will refer to certain non-GAAP financial measures. All the reconciliation to the most comparable GAAP financial measures are included in the schedules to our earnings release, as well as in the presentation slides posted on our website. We do not provide reconciliations of forward-looking non-GAAP financial measures. Thank you, and I'll turn the call over to Dave.

Thanks, Mike. Good morning, everyone, and thank you for joining us. I want to begin by thanking our 30,000 associates for their relentless focus on helping our customers make it and for their hard work that is making our company stronger, both of which are enabling us to consistently deliver above-market results. The strength of our team is the key reason we were the only food service distributor recently named to the Forbes list of most trusted companies in America, for the second consecutive year. Starting on Slide 3. Our third quarter results reflect continued market share gains and strong earnings growth, supported by focused execution in a more challenging environment. We extended our track record of share gains to 22 consecutive quarters with independent restaurants and 24 consecutive quarters with Healthcare. Adjusted EBITDA increased 10% and adjusted EBITDA margin expanded by 38 basis points, while adjusted diluted EPS increased 18%, reflecting top line growth, margin expansion and the benefit of continued share repurchases. Our differentiated model is a clear competitive advantage. Our focus on the areas we are best positioned to win independent restaurants, health care and hospitality resulted in solid growth across each target customer type. Independent restaurant case growth remained strong at 5% with a 2-year stack at 9%. Net new account growth improved once again to 5.5%, our strongest performance in more than 3 years. At the same time, the macroeconomic backdrop deteriorated during the quarter. Consumer confidence and labor market conditions weakened, fuel prices moved higher and consumers became more value conscious. Although these factors pressured overall demand and resulted in total volume growth below our expectations, we remain focused on execution, gained share with our target customer types and delivered strong earnings growth. Beyond our share gains, our self-help initiatives drove meaningful operating leverage with adjusted gross profit once again growing 170 basis points faster than adjusted operating expenses. Our operating leverage, robust cash generation and strong balance sheet give us the flexibility to invest in the business while returning capital to shareholders. In October, we acquired Prime Line specially a distributor of Gourmet Italian products that generates more than $110 million in annual sales and will broaden our specialty and import assortment while adding complementary capabilities to Pronto in our broadline business. Since our start 45 years ago in South Florida, Prime Line has been a pioneer in imported specialty foods. Over the past year, the company has delivered double-digit revenue growth while expanding margins underscoring its attractive growth profile. We are excited to welcome the Prime Line team to US Foods. Alongside this acquisition, we also repurchased $191 million of shares during the quarter, bringing year-to-date buybacks to $690 million. Taken together, our third quarter performance reinforces my continued confidence in our ongoing ability to translate profitable volume growth and our self-help work in the double-digit earnings growth even in what remains a challenging operating environment. Next, I'll walk through the progress we are making across our 4 strategic pillars, beginning with our people and culture on Slide 4. We Sustainable performance starts with a strong culture, one rooted in safety and supporting our communities. As our injury and accident rates improve, we are evolving our safety program from broad interventions to more targeted prevention. We are now combining operating data with AI-guided root cause analysis to better identify high-risk locations and behaviors. This allows us to take more targeted corrective action and reinforce accountability at every level. We are 95% complete with our center-ride pallet jack rollout and remain on track for full deployment by year-end. This initiative is helping to reinforce safer operating practices and sustain the progress we have made by significantly reducing one of our most serious injury types. Our work on safety is never complete. We remain committed to our path to 0 and ensuring every associate returns home safely each day. Building a strong culture also means investing in our communities and in the next generation of talent for our industry. This year, we awarded scholarships to 20 students from 18 schools with each student receiving $20,000 along with professional development opportunities as they pursue careers in culinary arts, hospitality and related fields. Since launching the U.S. Food Scholars programs in 2017, we have awarded nearly $3 million to more than 140 students. Turning to Slide 5. Reliable service is critical to winning and retaining customers. We continue to improve product availability, order accuracy and delivery performance across our network. Year-to-date, our operations quality composite improved approximately 10% from the prior year. This progress reflects more consistent execution and a sharper focus on the markets and processes with the greatest opportunity. This improvement was broad-based, including meaningful reductions in order markouts which occur when an item of customer orders is unavailable and truck shorts, which occur when an item is not delivered as planned. So far this year, order markouts have been reduced by 25%, while truck shorts improved 10%. For our customers, these improvements mean fewer disruptions and a more consistent service experience. For U.S. Foods, they improve customer loyalty and wallet share, drive efficiency and reduce recovery costs. Turning to our growth pillar on Slide 6. We're investing in differentiated capabilities that expand our addressable market and strengthen customer relationships. Pronto remains a key driver of our independent restaurant growth and a powerful competitive advantage. The platform offers later cutoff times, smaller order sizes and more frequent deliveries, giving customers greater convenience and flexibility while allowing us to compete more effectively with local and specialty distributors. Pronto has generated more than $1 billion in sales year-to-date, already surpassing last year's total. We now operate in 52 markets with Pronto next day available in 38. We plan to extend next day to 5 additional markets by year-end. Following another quarter of strong double-digit growth, we remain on track for $1.3 billion this year and more than $1.7 billion in 2027. Importantly, we see opportunities to substantially grow Pronto well beyond these milestones. Our acquisition of Prime Line has a broader assortment of specialty and imported Italian products that we can offer through Pronto and our extensive broadline distribution network. We see an opportunity to scale this offering and expand our addressable market. I'd also like to share a few highlights on the progress we are making with our new local seller compensation plan. The simple plan gives sellers greater visibility into how their actions translate into their personal earnings while aligning incentives more directly with our strategic priorities. Approximately 40% of our sellers are now compensated entirely through variable pay. And many of our top-performing sellers have progressed through the program faster than we initially anticipated. As sellers progress through the program at different rates, we continue to provide the training, coaching and support needed to ensure a seamless transition. Importantly, our seller retention has remained strong throughout the rollout. Our sellers are the lifeblood of our company. We are equipping them with AI-enabled tools and MOXe to prioritize the highest value opportunities and respond more effectively to customer needs. Combined with the compensation plan stronger alignment to our strategy, these tools free up sellers' time to grow existing accounts and win new business. As these tools become increasingly embedded in the selling process, they will drive greater seller productivity and enable our existing team to support more growth. Beyond independent restaurants, our dedicated health care and hospitality teams are creating opportunities in 2 large, growing and resilient markets. Our approach is consistent, win new business through differentiated service and tapered offerings that accelerate penetration through stronger customer relationships. These opportunities are supported by business solutions specific to each customer type. Our vitals program helps health care customers improve patient satisfaction, manage labor costs and strengthen menu and retail performance. Similarly, our signature program combines technology, operational tools and industry expertise to help hospitality operators improve labor efficiency and elevate our guest experience. Combined with our reliable service and national scale, these capabilities position us to capture more of the opportunity ahead. Turning to our profit pillar on Slide 7. Our top line growth improved mix and progress on our self-help initiatives translated into 10% adjusted EBITDA growth, 38 basis points of adjusted EBITDA margin expansion and 18% adjusted EPS growth. Adjusted gross profit increased 5.7% to $1.9 billion in the third quarter, driven by increased volume and benefits from strategic vendor management. Importantly, adjusted gross profit grew 170 basis points faster than adjusted operating expenses, demonstrating the consistent operating leverage generated by our self-help initiatives. We continue to make strong progress on strategic vendor management. By expanding the program across more categories and suppliers and using enhanced data analytics to identify new opportunities, we remain confident we will deliver more than $300 million of cost of goods savings over our 3-year long-range plan ending next year. As we realize these benefits, we will continue to reinvest a portion to strengthen our competitive advantage. Beyond strategic vendor management, we remain focused on our goal of delivering 3% to 5% annual operating expense productivity. We are standardizing our warehouse and delivery processes with technology increasingly enabling our teams to work more efficiently and effectively. Together, these efforts are helping us offset a portion of inflationary pressures improve service levels and create capacity to support future growth. What gives me confidence in the durability of our model is the breadth of our opportunity. We are consistently gaining market share with our target customer types, while improving procurement and productivity across our operations. Technology and AI will play an increasingly important role in driving our sustained growth over the next several years. Slide 8 highlights the measurable value these capabilities are already delivering. We identify high-value opportunities, improve the return and then scale capabilities across the enterprise. The AI initiatives we have deployed over the past 2 years are now generating more than $75 million of adjusted EBITDA across sales, supply chain and enterprise functions. And we are on a clear path to ramp these initiatives to more than $110 million next year. Importantly, we see a significantly larger opportunity in the years ahead as AI adoption further expands and additional capabilities are deployed and become more deeply embedded in our workflows. We recently launched Scout AI, our new AI assistant within MOXe and our CRM platform, embedding AI capabilities directly in the tools our sellers use every day. Scout AI is evolving beyond answering questions to taking action and becoming an active partner for our sales force. By combining our proprietary AI models with frontier large language models, Scout will help resolve issues and automate administrative work. This enables sellers to spend more time serving customers and winning new business. And since introducing visit assistant insights last quarter, we have rapidly expanded its use across our sales force. The tool help sellers win back cases customers previously purchased from us and uses customer menus to recommend products they have not yet bought from us. We delivered more than 2.5 million customer-specific insights this quarter, up from $700,000 last quarter. More importantly, accounts supported by these insights are growing cases nearly 10% faster than it counts without them. Together, Scout AI and visitor Assistant are helping us build a more productive and differentiated selling model. As a result of the AI-driven technology advancements, we have deployed across the sales force over the last 2 years. Going forward, we now expect seller head count to grow at a low single-digit rate versus our prior mid-single-digit target. These capabilities demonstrate how we are leveraging AI across our business to increasingly drive productivity. Before I pass it to Dirk, in September, the International Foodservice Distributors Association inducted 19 U.S. Foods drivers into its 2026 Truck Driver Hall of Fame. This honor recognizes the food service industry's top drivers who have exceptional safety records and length of service, each with more than 25 years at US Foods. It's a highly coveted honor for truck drivers in our industry. With Veterans Day just around the corner, I want to highlight 2 of our IFDA Hall of Fame drivers, both of whom are veterans. The first is [ Ronnie Holte ] from Grand Forks, North Dakota, who has 30 years of service at U.S. Foods. The second is [ Charles Armitage ] out of Roanoke, Virginia, who has been a driver with us for 27 years. I thank both of them not only for their decades of service to our company, but especially for their bravery and courage in serving and protecting our great nation. Finally, I'd like to recognize all veterans within and outside of U.S. Foods to have served in the U.S. Armed Forces. We are deeply grateful for your service, sacrifice and commitment to our country. Let me now turn the call over to Dirk to discuss our third quarter financial performance and our updated 2026 guidance.

Thank you, Dave, and good morning, everyone. Our third quarter results demonstrate the strength of our value creation model. Profitable share gains and progress on our self-help initiatives supported adjusted EBITDA growth and margin expansion, while capital deployment enabled even stronger adjusted diluted EPS growth. Starting on Slide 11. Third quarter net sales increased 2.1% to $10.4 billion, reflecting total case volume growth of 1.3% and food cost inflation and mix of 0.8%. lower-than-expected inflation, primarily in center of the plate categories was an approximate 100 to 150 basis point headwind to net sales. Independent restaurant case growth remained strong at 5%. Healthcare increased 3.3% and hospitality grew 3.7%, while chain restaurant volume declined 1.5% and 50 basis points better than industry foot traffic as reported by Black Box. Turning to profitability. Third quarter adjusted EBITDA increased 9.9% to $555 million and adjusted EBITDA margin expanded 38 basis points to 5.3%. The increase was driven by growth with our target customer types, gross profit improvement and productivity gains from our self-help initiatives. Adjusted diluted EPS increased 17.8% to $1.26, outpacing adjusted EBITDA growth. Looking ahead, we expect adjusted diluted EPS to continue growing faster than adjusted EBITDA as we compound earnings, expand margins and deploy our strong cash flow through disciplined capital allocation. Slide 12 shows the operating leverage we delivered in the quarter. Adjusted gross profit per case grew 170 basis points faster than adjusted operating expenses per case, driving strong growth in adjusted EBITDA per case. Adjusted gross profit per case increased to $0.36 or 4.3% compared with the prior year. The increase was supported by profitable volume growth, strategic vendor management gains and the impact of fuel surcharges. Our established surcharge mechanisms effectively passed through a meaningful portion of the year-over-year increase in fuel costs. We recovered approximately 70% of the increase during the quarter compared with our typical recovery rate of 30% to 40%, reflecting disciplined execution across the organization. Adjusted operating expenses per case increased $0.16 or 2.7%, with higher fuel expense represented nearly 1/2 of the year-over-year increase. Selling costs were also higher as we carried additional seller head count and supported sellers through the transition to 100% variable compensation. Productivity gains across our operations partially offset OpEx inflation. We view the additional selling costs as a prudent temporary investment in executing the transition thoughtfully, retaining our sellers and positioning them to increase their earnings under the new plan. Retention remained healthy, and we expect the new plan to drive greater seller productivity and profitable growth over time. As a result of these factors, adjusted EBITDA per case increased $0.20 and or 8.6% to $2.53. Turning to Slide 13. Our consistent cash flow generation and balance sheet strength gives us the flexibility to fund organic growth, return capital to shareholders and pursue disciplined accretive tuck-in acquisitions. Through the first 9 months of the year, we generated nearly $1.2 billion of operating cash flow fueled by earnings growth and effective working capital management. Investing in the business remains our first capital allocation priority. Year-to-date, we have invested $266 million in cash capital expenditures to support growth, strengthen our operations and advanced technology and productivity initiatives while maintaining a focus on returns. Alongside these investments, we repurchased $191 million of shares during the third quarter, bringing year-to-date repurchases to $690 million. In October, we acquired Prime Line, consistent with our disciplined approach to tuck-in M&A. The acquisition adds specialty capabilities that we can scale throughout our existing distribution network. We closed the quarter with net leverage of 2.4x, well within our target range of 2 to 3x. This leverage position preserves meaningful capacity to invest in growth, and respond to attractive capital deployment opportunities. Subsequent to quarter end, we completed a term loan refinancing that extended our debt maturity profile and increased liquidity. We entered into a new $810 million term loan due in 2033, priced 25 basis points below the term loan due in 2028. We used the proceeds to fully repay the 2028 term loan and reduced borrowings under other facilities. Now turning to our updated guidance on Slide 14. Based on our year-to-date performance and expectations for the balance of the year, we are tightening our fiscal year 2026 guidance ranges. We now expect net sales growth of 4% to 5%, adjusted EBITDA growth of 9% to 11% and adjusted diluted EPS growth of 18% to 20%, supported by total case volume growth of 2.5% to 3.5%. Our updated outlook incorporates our latest view on the macro environment and our current assumptions for restaurant industry traffic, inflation and fuel prices through the remainder of the year. Even against the more challenging backdrop, we remain confident in our ability to deliver within our updated guidance range, supported by profitable share gains with our target customer types and the measurable benefits of our self-help initiatives. As a reminder, our full year guidance includes the impact of a 53rd week, which we expect to add approximately 1% to total case growth and adjusted EBITDA growth. More broadly, we remain confident in our ability to generate double-digit adjusted EPS growth over time as we execute our long-range plan and deploy capital across our strategic priorities. With that, I'll now pass it back to Dave for his closing remarks.

Thanks, Dirk. Our strategy is working. Our differentiated capabilities and targeted investments are translating into market share gains. Pronto is expanding our addressable market across our sales force, stronger alignment around profitable growth and the momentum of our dedicated health care and hospitality teams are reinforcing those gains. At the same time, our continued technology leadership and AI applications are becoming an increasingly important driver of our performance in a clear competitive advantage. We are scaling AI power solutions to grow sales improve productivity, strengthen seller effectiveness and enhance how we serve our customers, and there is more to come. Our strong cash flow and balance sheet give us the flexibility to invest in the business and pursue accretive tuck-in acquisitions like Prime Line, while consistently returning capital to shareholders. We are executing against each of these priorities while maintaining a balanced approach to capital allocation. The operating environment has become more challenging, but my confidence in our ability to deliver results has never wavered. We remain confident in our ability to deliver consistent adjusted EBITDA growth and compound adjusted EPS at a strong double-digit rate over time. More importantly, we are gaining profitable share while building a more durable company with meaningful opportunities to create long-term value for our associates, customers, suppliers and shareholders. Thank you for your continued interest in U.S. Foods. With that, operator, please open up the line for questions.

[Operator Instructions] Your first question is from Jacob Aiken-Phillips with Melius Research.

So you're lowering the ongoing seller head count growth target from mid- to low single digits because of some of the productivity tools that you've deployed. What have you seen in like seller capacity or production that gives you confidence you can sustain the same independent growth ambitions with fewer new hires? And why not just continue to grow mid-single digit and do even faster growth?

Yes. Appreciate it. Great question, Jacob. Let me just give you a little context on specifically why we made that change and why we feel now is the right time for it. So if you think about our digital leadership, that's been 15 years in the making. We just lapped our fourth year having MOXe, which is a great tool, and we've added a lot of capabilities in that for our sales force. You couple that with the seller compensation plan, and you heard us talk about in our prepared remarks, the way the team is ramping up, we're a little bit higher in terms of people on full commission than we expect it to be at this point. We've got line of sight to that continuing, really embracing the journey very well. You think about the macro backdrop and the fact that our independent case growth maintained that strong 5% in a quarter where Circana says independent restaurant foot traffic was down about 40 basis points from we're seeing all the behavior changes that we like to see. The overlay on top of that, the recent things that we've talked about over the last couple of years on AI and the way we've embedded it in the seller tools, I'll just take you way back a couple of years ago when we started with the automated order guide things like AI-powered search that we've enabled our customers to search our tools and understand our inventory. The way we've embedded prospecting. We've talked about that. The effectiveness of that, we just talked about visit assistant and Scout AI. These are comprehensive game-changing technology capabilities that are really driving the effectiveness of our sales force. And we believe now is the right time given the productivity that we're seeing to drop that target down. We may change it over time, but we think now is the right time to lean in hard with the maturity of our sales force the great progress we're seeing as people ramp up in the new commission system to drop that target down. And as I said in the prepared remarks, there's more to come on the AI front. We're leaning into this hard, and we've talked about it here on the call. More to come in a big way, love the way our team is really embracing the technology and that capability. And we're just seeing a continued ramp-up in the productivity of the sales force.

And then the follow-up is on the AI piece. Like you quantified the $75 million and growing into next year. How should we understand the overlap between your existing procurement and productivity initiatives and how much of that increase should translate into incremental earnings versus reinvestment?

Jacob, this is Dirk. So out of the -- we're quite pleased, and I think the amount that we've talked about, hopefully demonstrates all the comments we've made prior about concrete solutions that generate value and that value comes really across sales, margin and productivity as we think about that. These would not be overlapping with strategic vendor management. So this is incremental through atonal sales and/or productivity. So think of it as enablers of accelerating case growth of additional productivity to get to that 3% to 5% that we target really the key message is the things that we've been doing are generating value and they will generate value. And this is just the tip of the iceberg for us. We -- as I think I commented last quarter or Dave commented, we're really moving from more of the point solutions to looking at end-to-end process rewiring and reengineering and how AI fits into that. We've got some good things we're starting to work on and expect to see more meaningful value. Our expectation is the value that comes from AI in the future is significantly higher than we've already generated. So more to come, but excited about the journey ahead here.

Your next question is from Edward Kelly with Wells Fargo.

Dave, I wanted to ask you, and well, I guess you and Dirk. You guys have been successfully battling some incremental industry pressures all year and delivering strong results, including this quarter, by the way, right? What's different about Q4 with the guide on EBITDA growth to touch lower than what you've been doing. Could you just maybe sort of parse out some of like the incremental headwinds that we're thinking about. And then as you look forward into next year, a lot of these headwinds either start to lap or potentially even get better I'm just curious as to how you're feeling about the ability for the business to reaccelerate off of Q4 next year?

This is Dirk. Good question. So really, it's 2 primary things that changed from Q3 to Q4. So selling costs, as we've talked about, is a temporary headwind. It's -- just because it really is the first kind of full quarter and more people moving through it. So the headwind is about another point in the fourth quarter. We expect that to reduce in the first quarter and then really be eliminated in -- by the second quarter. Fuel is about another point, 1.5 point headwind versus where it has been. And that's a combination of higher fuel costs, and we had a little bit less fuel lock at lower prices for the fourth quarter. So it's really primarily those 2 things. And to your last question, we'll obviously give our guidance in February, but we don't think there's anything to read into here. Our expectation is our algo remains well on track, and our execution continues to support what we think is a strong EBITDA growth and EPS growth over time.

Okay. And then maybe just a follow-up on independent case growth. Can you talk a little bit about the cadence during the quarter, what you've seen so far Q4 to date and your confidence in the ability to sustain sort of a mid-single-digit rate. And as part of this, just kind of big picture. Just curious as to what you're seeing competitively right now, especially as peers sort of contemplate what to do with fuel surcharges with these customers, et cetera?

Yes. Thanks, Ed. This is Dave. Really pleased with the 5% consistency from Q3 -- from Q2 to Q3 and independent case growth. And as I mentioned, it looked like the industry backed up a bit in Q3. Our performance in the third quarter was fairly consistent throughout the quarter. I would say that we saw a slight acceleration in September. That was followed by some softness in the first 2, 3 weeks of October which has since reaccelerated in the last, I'd say, 2 to 3 weeks, and we're at or better than we came out of Q3. So feeling really good about the momentum. Importantly, I talked about on the call, our 2-year stack on independent case growth over 9% at this point, really good momentum, feel great about the future. And importantly, as we started to talk about the sales force productivity and the things that we're seeing there, all the behavior changes that we anticipated around the sales comp change are really starting to get great traction. And we've got confidence in Q4 and beyond that we're going to continue to take share.

Next question is from Lauren Silberman with Deutsche Bank.

I wanted to just ask on like to total case growth dynamics, and it's been in the very low single digit. A lot of that's a function of the pressure in the all other and national chains, I guess, independent healthcare hospitality all quite strong. How important is like the all other national segments to like the EBITDA growth algorithm? And to what extent do some of these losses of like open capacity for some of your key customer segments?

Yes. Importantly, just start with our targeted customer types, Lauren, and then I'll get to your question here in a second, but I just talked about independents really feel great about the momentum in health care and hospitality. Importantly, we've got line of sight to great pipelines there in Q4 and the first half of 2027. So I feel the consistency is there, the performance is there 4 quarters in a row of healthcare market share of '22 with independents. Our target customer types and where we're leaning in the hardest are doing extremely well, feel great about that. I was pleased -- relative to Black Box, our chain business performed about 50 basis points better in the quarter. Importantly, we've got some line sight to new business there that will start to onboard late Q1 and into Q2, should provide some nice tailwinds for the back half of 2027. And then as you dig into the all other category, which is a combination of a lot of things. Just to remind you of a couple of points, we lost in retail a customer that everybody would recognize it shut down the retail operations. We will lap that at the end of Q1. We'll still be a headwind here in Q4. Secondly, just in the government business, and this is a good thing for humanity. We didn't have the wildfires that we had in Q3 of last year in Los Angeles and that was a headwind relative to that government business. And then in education, honestly, we've lost some business there as we saw some competitors, particularly one large competitor chasing that business to the bottom, and that's just not something we're going to do. Because to your point, this is not the most profitable pieces of our business, and we're not going to chase empty cases. And so some headwinds there, some of it will persist into the first quarter of next year. but feel like we've got line of sight to continue to drive growth, and we'd expect to see continued acceleration as we get into the first and second half of next year.

Great. And then to follow up on like the competitive point, any more you can share on what you're seeing in the competitive environment across different segments, a pickup in activity. whether it's healthcare, hospitality, it sounds like in the education business and anything in the independent restaurant side, an acceleration in upfront, or any of that would be helpful.

Yes. Outside of my comments around education, which I think were quite specific to certain markets. Nothing that I would comment on that's inconsistent with anything that we've been saying. This is a very competitive industry all the time. It ebbs and flows usually based on certain markets and activities going on at the time. We've got to be on our game all the time from a service standpoint, from a pricing standpoint. But I wouldn't say anything has dramatically stepped up here from -- in Q3 or even early Q4.

Your next question is from John Heinbockel with Guggenheim Securities.

Dave, can you touch on lines per account, right? And how that's performing. And I'm curious, when you look forward between the Italian seller maturation next day, Pronto next day, there are ample tools here, right, to drive that higher. How do you think that plays out? And how much improvement can you drive?

Yes. Just the first part of your question, John. Really pleased with our net new account generation, they're 5.5%. That's accelerated over the past 5 or 6 quarters. Q3 was the strongest that we've had in more than 3 years. So the focus that our sales force has had on minimizing lost business and accelerating and opening new business is strong and continues to gain momentum. Lines per customer up a bit. Cases per line flat to slightly down, and I think that's where the foot traffic pressure shows up as we've talked about before. We're really excited about this prime line acquisition. You couple that with Pronto and all the great momentum we've had. That success in Pronto has really led us to think a bit differently about the competitive landscape and what we can do with that. And just -- I mean I could talk all day long about Prime Line. Dennis Landy runs a great business there. We inherited that business from his first generation immigrant parents that came over from Italy started the business in South Florida in the early '80s. Dennis has been running for about 20 years, really opens the aperture to high-end Italian specialty imports think about parmesan cheese, wheels of it, cured meats, extra virgin olive oils, imported pastas, premium double 0 flower, those sorts of things that open the high-end Italian business for us. And so just linking it back to Pronto as we've talked a lot about what Pronto -- the gap Pronto filled for us was the service model that enabled us to compete with the specialty suppliers. What acquisitions like Prime Line do is we thought more about where we can take Pronto is really opens our aperture around what that can be in terms of different areas of the specialty business. So if you think about Pronto, what I've always said is we've got a lot of those great products in our distribution centers. When you think about center-of-the-plate, produce, those sorts of things where you see a lot of specialty suppliers. We hadn't really thought a lot about things like specialty Italian and those imported products until recently. And I think our success in Pronto is basically what enables it and gives us the right to think differently about that. And this is an opening of maybe a $20 billion or $30 billion TAM for us. So we're excited about it. We think we bought a great business here, and we're going to scale both in our broadline business as well as Pronto.

Well, let me follow up on that then, because I think, Prime Lines in 5 markets -- so you can do 2 things, right? You can take the whole assortment to more markets and then you can take select items into existing opcos, how do you think about staging that and doing it sort of at the right pace?

Yes, I think we've got opportunities. And that's why I commented in the script there that we've got opportunities within Pronto as well as our broad line business. I think what you'll see us do through time is a little bit of both, John. I don't think there's going to be any limit on that.

Your next question is from Kelly Bania with BMO Capital Markets.

I wanted to go back to the seller -- the variable compensation model. You noted that data point that 40% are now on that. I was wondering if you could just share a little bit more just how if you would be willing to how different the local case growth performance is with that cohort of sellers versus the other 60% that have not transitioned yet. And also, you mentioned that the some are really progressing through the transition at a faster pace. And just wondering if you can share how that's working? And if there's a more updated and accelerated time line to get to completion of this transition?

Yes. So very good question. And I would say, Kelly, it's performing exactly like you would expect. So those sellers that are ramping up faster than others tend to be our more tenured and more experienced sellers who are eager to drive growth and make more money. But it's not that the 60% aren't. It's just that the -- you think about their tenure is less, they're newer to the sales force. But I'm pleased on both ends. I'm really pleased that we've seen a bit faster acceleration than we expected going into the 40%, continue to see good momentum here in Q4. But I'm also pleased that the way the other 60% is embracing the new comp model and ramping up just as we would hope. And so feeling really good about it and where it's going. I know there was a lot of consternation as we've been talking about that over the last 18 months. We watch it closely. We're still supporting them with a lot of training and support. That will continue, but this thing is going really well.

And just maybe to follow up around the comment about more of a low single-digit kind of sales force head count going forward. I presume that is maybe a '27 comment and beyond, but maybe you can clarify that. And do you see that even eventually transition to being a steady state sales force? Or do you see kind of low single digit for the foreseeable future?

Yes, for the foreseeable future. We'll have more to say about where it might be in the future, whenever that gets here. But feel like now is the right moment to take that step down. And look, I said in the script, and I want everyone to understand, the sales force is the lifeblood of this company, and it always will be. So I take nothing away from that. This is purely a reflection of the productivity gains that we're making in the sales force and that switch over to 100% variable compensation, which is enabling our sellers to be much more productive through the course of time. we may come back and increase it again over time. And I'm reserving all rights, but we think now this is the right moment to make the change that we just talked about.

Your next question is from Alex Slagle with Jefferies.

I just wanted to follow up a little more on the net new account growth, which we talked about was really good. And kind of opportunity to drive further penetration in lines for drop. Is there an element of that where like the assortment on the value tier or the value-oriented private brands, is there an opportunity to broaden that assortment or I imagine a lot of customers, and that's still sort of key finding ways to say, are there opportunities to broaden what you offer on that front?

Yes. Absolutely, Alex. And we started into that value tier offering with our brands a couple of quarters ago and continue to develop the right product portfolio there, given all the pressure. And man, this is a resilient consumer in this industry, and we're really pleased with the way things are holding up. The industry is resilient, the consumer is resilient, given all the pressures. But there has been a shift to more value. I think that's well noted across the space, and that's not a new thought. And so yes, to your point, there's opportunity there. We're leaning into that opportunity and feel good about our brand portfolio, and we're expanding it where it makes sense.

Okay. And a quick follow-up. Are there changes to the service model or investments required in Pronto to sort of support the shift towards the more differentiated specialty areas along the lines of the Prime Line path?

Yes, great question. We don't anticipate that to be the case to any meaningful extent. But obviously, we're thinking through that with Dennis and our team in Pronto kind of real time.

Your next question is from Peter Saleh with BTIG.