Thanks, Cindy, and good afternoon, everyone. I speak on behalf of everyone at Chipotle when I say that we are deeply saddened by the devastation caused by the recent wildfires in Southern California. The safety of our restaurant teams and guests is a top priority. Unfortunately, I'm pleased to report that our team members are safe and the impact of our business has been minimal. In response to this tragedy, Chipotle has provided thousands of burritos to firefighters and first responders, committed $1 million in free meals to those impacted, as well as made donations through our Cultivate Foundation to charitable organizations, aiding in the relief efforts. We also featured the American Red Cross in our app to provide our guests a way to donate by rounding up their change. I want to thank our employees and our guests for helping to support the recovery efforts in the affected communities. Now turning to our business update. Chipotle had another outstanding year delivering strong transaction-driven comps each quarter, expanding margins, opening over 300 restaurants, gaining momentum in key industry-leading brand metrics, making progress on many back-of-house initiatives and building our footprint internationally. For the fiscal year 2024, sales grew about 15% to reach $11.3 billion, driven by a 7.4% comp, including over 5% transaction growth. Digital sales of $3.9 billion represented 35% of sales. AUVs increased to $3.2 million and restaurant-level margin was 26.7%, an increase of 50 basis-points year-over-year. Adjusted diluted EPS was $1.12, representing 24% growth over last year and we opened a record 304 new restaurants, including 257 Chipotlenes. Our 4th-quarter results were also impressive, especially considering that we are lapping the very successful Carne Asada limited time offer from last year. Additionally, we experienced some volatility around the December holidays, which we believe was impacted by the calendar shifts this year. Despite this, we were able to grow transactions by 4% in the quarter, driven by continued improvement in throughput as well as the successful rollout of Brisket as a limited limited-time offer. For the 4th-quarter, sales grew over 13% to reach $2.8 billion, driven by a 5.4% comp. Digital sales were 34% of sales. Restaurant-level margin was 24.8%, a decline of 60 basis-points year-over-year. Adjusted diluted EPS was $0.25, representing 19% growth over last year, and we opened 119 restaurants, including 95 Chipotle lanes. Considering our underlying trends as well as our incremental throughput opportunity and strong marketing plan, we believe we can continue to drive positive transaction comps in 2025 and anticipate annual comps to be in the low-to mid-single-digit range. Adam will provide more details on this in just a few minutes. Now before I dive into an update on our strategies, I want to take a minute to share a key takeaway from our leadership summit held in November. An important theme we are prioritizing is to be guest-obsessed. I want to make sure that as we continue to scale Chipotle, everything we do is in-service of our guests or those who serve our guests. This will require an understanding and a focus on how each role in the organization ladders up to making the experience in our restaurants better every day. A guest-obsessed mindset is crucial to ensuring that we continue to deliver against our five key strategies that help us win today while we grow the future. And these strategies include running successful restaurants with a people accountable culture that provides great food with integrity of delivering exceptional in-restaurant and digital experiences. Amplifying technology and innovation to drive growth and productivity at our restaurants, support centers and in our supply-chain. Making the brand visible, relevant and love to acquire new guests and improve overall guest engagement; sustaining world-class people leadership by developing and retaining top talent at every level and expanding access and convenience by accelerating our restaurant openings in North-America and internationally. I will start with our operations and our focus on throughput. One key driver of running successful restaurants is an experienced general manager who understands the importance of throughput and can train and develop a crew to execute the four pillars consistently every day. The good news is our GM turnover continued to improve in 2024 and is among the lowest levels in the company's history. More stability among our GMs results in more stability in our restaurants and stability, coupled with consistent training and reps has been a big driver of the progress we have seen. In 2024, throughput improved by about two entrees in the peak 15 minute period and we achieved our near-term goal to reach the mid-20s. Our support centers and restaurant leadership teams continue to find ways to improve our ability to execute the four pillars. For example, our weekly throughput reviews conducted across our restaurant support centers helped to keep us top-of-mind and give our restaurant leaders information to provide coaching and feedback to drive improvement as well as celebrate excellence. We also made the decision last quarter to have the manager on duty responsible for the position and this helped to improve the percentage of restaurants with an expo in-place to over 60%. While I'm thrilled to see the progress we are making, we still have work to do and throughput remains one of our biggest priorities and opportunities in 2025. One of the important unlocks this year will be our focus on modernizing the back-of-house to improve the team member experience and the speed and simplicity of prep while maintaining our high culinary standards. This will ensure more restaurants complete prep on-time, which will enable better execution of the four pillars during peak periods and this brings me to amplifying technology. First, we have several innovative tools that we are testing to improve the prep process. As we mentioned last quarter, we are currently in the middle of rolling out the produce slicers to all restaurants and expect the rollout to be complete by this summer. Fresh chop produce in our restaurants each day is key to maintaining our high culinary standards. But it's also one of the most time-consuming tasks. The slicer improves the experience for our team members by reducing the time to chop produce and improves the culinary by ensuring consistent cut sizes. As we have mentioned in the past, some of the efficiencies from the produce slicer will help offset the investment we made last year, ensuring generous portion sizes. Over the last several months, we also began a new initiative in a patch of restaurants to better understand the synergistic benefits of installing the produce slicer, the dual-sided pancha, the three-pan rice cooker and the dual vat fryer in the same restaurant. As a reminder, the dual-sided pancha cooks the chicken and steak in under half the time it takes on the traditional with the same sear and char and better consistency and juiciness. The news rice cooker eliminates the large rice pots and cooks the rice in the pans that you see on the line, which creates more consistent quality and streamlines the rice cooking process. And the dual back fryer doubles the capacity for frying our chips, resulting in better-quality and reducing the time it takes while ensuring consistent availability. Based on the initial results, we have decided to roll-out all four pieces of equipment to new restaurant openings beginning later this year. And as we gain more data and insights into this initiative, we will determine if and how we roll-out more broadly to existing restaurants. This is a great example of how we're beginning to look at our tools and processes and conventions holistically rather than as bolt-on additions. The end goal is to improve the experience for our teams by making tasks easier to execute, more efficient, faster and more consistent while maintaining our high culinary standards. We are also pursuing long-term innovations through our stage gate process including avocado, our device that cuts cores and scoops avocados and our augmented digital make line, both of which are being evaluated on a test basis. While it is early in our learnings on these opportunities, we are making progress and remain optimistic about each of these innovative tools. When we improve the experience for our restaurant teams, it ladders to a better guest experience. Exceptional in-restaurant and digital experiences coupled with our powerful marketing strategy to make the brand more visible, more relevant and more love, builds the brand momentum and results in year-after year of transaction growth. Our marketing strategy in 2024 was nothing short of exceptional with a strong brand campaign and two very successful limited time offers, including Chicken Al Pastor and Brisket, both of which surpassed our expectations and drove incremental transactions and spend. This helped to further strengthen our brand as we ended the year leading and gaining momentum in important categories like high-quality ingredients, value for the money, healthy and nutritious, good amount of food for the money and brand I love. And we have a strong plan for 2025 to keep the momentum going. We started-off the year-by putting a spotlight on our lifestyle goals and to encourage and reward healthy habits among our guests in North-America and Europe and our second partnership with Strava, the app for active people with over 135 million users in more than 190 countries. With health and wellness top-of-mind for our guests, this is a great way to show how the Chipotle ingredients can be customized to fit and fuel any dietary restrictions or lifestyle routines. Additionally, I think it's no secret that our Chipotle honey Chicken pilot was a success and it was our best-performing limited time offer, both in early sensory testing as well as the broader two-market tests and you will see it in our restaurants in the near-future. We will also continue to reinforce our brand story of high-quality, responsibly sourced ingredients made fresh every day through our behind the foil advertising campaign. This campaign, which features our real teams preparing our delicious food has certainly resonated with our guests who are not just buying our brand but buying into our brand and our purpose to cultivate a better world. Speaking of our teams, last year was another tremendous year of opportunities and growth with over 23,000 people promoted, of which over 85% of all restaurant management roles were internal promotions. We also promoted three regional vice presidents who started as crew members and now five of our 11 Regional Vice Presidents started his crew and worked their way up to the highest-level of operations. Managing a region of the country with sales over $1 billion. Collectively, these five RVPs have over 100 years of experience at Chipotle. To be promoted to an RVP, not only do they need to run a successful sub-region, but they also need to show the ability to develop and grow future leaders. And these five have developed and promoted over 30 team directors, nearly 100 field leaders and hundreds of general managers. These are life-changing careers for the RVPs as well as the leaders they are developing along the way. I think this is a testament to our leadership development capabilities as an organization, which I couldn't be prouder of. At the end-of-the day, our business wins when we lean into the growth and development of all Chipotle team members. Finally, moving to expanding access. 2024 was another outstanding year with 304 new restaurant openings, including 257 Chipotlenes, making it a second year in a row of record openings. We continue to anticipate between 315 and 345 new openings in 2025 with at least 80% including a Chipot Lane. I'm excited to share that we recently surpassed our 1000th Chipotlene and now this drive-through format makes up over 25% of our restaurants. On average, the Chipotlene takes less than 30 seconds to complete the order pickup process. The added convenience has been incremental as continue to generate better revenues, margins and returns than non-Chipot lanes opened at the same time. It can also be seen in the mix of business as Chipotlenes have a larger pickup mix, mostly offset by a lower delivery mix. Shifting to outside the US, we now have 85 international restaurants, including 55 in Canada, 27 in Europe and three in the Middle-East. As we mentioned last quarter, we're proving that Chipotle resonates across geographies and we will accelerate growth in Canada and the Middle-East in 2025. We will also continue to make progress on proving out the economic model in Europe and begin to build a pipeline for growth. To conclude, 2024 was another year of milestones, including growing transactions over 5% and surpassing $3.2 million in AUV, reaching 1,000 Chipotle lanes, opening our first restaurants in the Middle-East and making tremendous progress in Europe. I want to thank our 130,000 employees for your hard work last year. The amount of talent and passion we have is more than most businesses could ever hope for. I don't take that for granted and I'm proud to be a part of this great organization that prioritizes our people and their growth. And we continue to have so much growth in front of us as we aim to reach 7,000 restaurants in North-America, grow our AUVs beyond $4 million, expand margins and make progress toward becoming a global iconic brand. This will require exceptional people, exceptional food and exceptional throughput and a commitment to being guest-obsessed. I'm confident that we have the right team to achieve these ambitious goals and that the best is yet to come. With that, I'll turn it over to Adam.
