During its busiest morning hour, Starbucks serves more customers than many of its competitors do in an entire day, said chief operating officer Mike Grams.

“By 9:30 a.m., we’ve pulled enough espresso shots to caffeinate all of Manhattan,” Grams said. “Our scale is a privilege – and it’s also a responsibility.”

Grams said when he joined the company, Starbucks had world-class partners (employees) but an operating model that made it hard for them to deliver. Over time, complexity, centralized decision making and inconsistent standards had eroded the experience for both partners and customers. In mid-August, Starbucks launched Green Apron Service, an initiative aimed at refocusing on the customer experience and giving the company’s 400,000-plus partners the time, tools and support to focus on coffee craft and connection. 

“What we’re doing is working,” Grams said. “Because Green Apron Service was built with partners, adoption was incredibly fast. And the results are powerful. Partners are the heart of Starbucks, and our competitive advantage. When our partners are set up to deliver a great experience to millions of customers, Starbucks grows.” 

Maintaining that advantage means working to make Starbucks the best job in retail, including providing partners with benefits such as comprehensive healthcare, company equity, paid family leave, the opportunity to earn a college degree with 100% of tuition paid upfront and more. 

“I’ve been in retail … for over 30 years, and I can tell you nobody offers the competitive pay and comprehensive benefits we offer,” he said. “It’s simply unmatched.”

Looking ahead, Grams said the business will remain focused on the partner and customer experience as well as on modernizing equipment, upgrading technology and redesigning existing stores. Starbucks plans to open 400 net new U.S. stores annually by fiscal 2028.

Starbucks will win at scale, he said, because its entire ecosystem is becoming an “operational powerhouse” grounded in human connection, not just speed — café, mobile, drive thru and delivery. 

Getting these moments right – everywhere, and for every customer – will turn visits into repeat visits, the engine for growth.  “Growth doesn’t require us to become something new — it requires us to be exceptionally good at who we already are,” Grams said. “Our coffeehouses are ready. Our system is ready. Our partners are ready. And we can’t wait to welcome you back.”