Good morning. My name is Hope and I will be your conference operator today. At this time, I would like to welcome everyone to the Perrigo Second Quarter 2017 Financial Results. After the speakers' remarks, there will be a question and answer session. Thank you. Mr. Brad Joseph, Vice President of Investor Relations and Corporate Communications, you may begin your conference.

Thank you. Good morning, everyone, and welcome to Perrigo's second quarter 2017 earnings conference call. Hope you all had a chance to review the press release we issued earlier this morning. A copy of the release is available on our website, as is the slide presentation for this call. Leading today's call are John Hendrickson, Perrigo's Chief Executive Officer, and Ron Winowiecki, Perrigo's acting Chief Financial Officer. I would like to remind everyone that during this call, participants will make certain forward looking statements. Please refer to the important information for investors and shareholders and Safe Harbor language regarding these statements in our Press Release issued this morning. In addition, in the appendix for today's presentation we have provided reconciliations for all non-GAAP financial measures presented. Now I'd like to turn the call over to John Hendrickson.

Thank you, Brad, and welcome, everyone, to Perrigo's second quarter 2017 earnings call. On Slide 4 you can see the agenda that I will be covering today. I'm pleased to share with you Perrigo's strong second quarter performance and results, driven by sound execution of our differentiated business model and the reasons why we have raised our guidance today. Turning to Slide 5. You can see the margin trends in our businesses for the last 12 months. This is a direct result of our continued focus on operational excellence and being action oriented. These principles have driven our business results and fostered sustainable margin performance and consistent operating cash flow. Slide 5 shows the durability of our business model, which includes our consumer facing businesses that comprise approximately 80% of our net sales. In CHC Americas, adjusted operating margins remain strong at over 20% for six quarters in a row. Consumer acceptance of store brand products continues to increase. And our new product pipeline continues to deliver additional growth. In CHC International, our operating margin profile has increased from the low to mid-teens, as evidenced by this quarter's adjusted operating margin of approximately 15%. The team's concentration on our OTC portfolio, continued execution of product insourcing, and disciplined ROI based approach to advertising and promotion have resulted in the second consecutive quarter of meaningful year over year operating margin improvement. I remain excited about prospects for this business. In RX, the adjusted operating margin has consistently remained above 40% as a result of our differentiated extended topical strategy and a dynamic pricing environment. The RX team's focused execution drove sell through of higher margin products in the second quarter and improved the timing of new product launches, both of which helped the business achieve an adjusted operating margin of approximately…

Great. Thanks, John. Before walking through my detailed comments for each of our businesses, I would like to take a minute to reflect on our performance results for the quarter. I characterize our performance for the past three months as converting opportunities into bottom line results. Each of our businesses with a keen focus on execution, action, and capitalizing on opportunities turned in strong performance results for the quarter. Now let's turn to Slide 9, where you can see our GAAP reported results for the second quarter. Let me walk you through the primary adjustments, which are included in the appendix of this presentation, that reconcile our GAAP financial statements to our adjusted performance results. Adjusted non-GAAP results exclude $135 million of debt extinguishment fees related to our debt pay down strategy that was executed the second quarter, $89 million of non-cash amortization expense, $39 million related to the fair market value adjustment on the contingent consideration payments for Tysabri, and $27 million of impairment charges primarily related to certain definite live intangible assets in our RX segment. GAAP tax expense as a percent of pre-tax income was 0.5% in the quarter, compared to a non-GAAP effective tax rate of 20.9%. The difference primarily is due to the tax effect of the non-GAAP pre-tax adjustments and the effect of deferred tax assets and liabilities consistent with the adjusted pre-tax income. Now, I will discuss the strong performance results for each of our segments. Turning to CHC Americas results on Slide 10, you can see that segment net sales in the quarter were $605 million, compared to adjusted net sales of $588 million in the prior year, an increase of 3% year over year on a constant currency basis. This increase was primarily driven by higher sales in the smoking cessation…

Thank you, Ron. As you can see on Slide 18, store brand growth continues to outpace national brand growth in almost every major category. This is really driven by continued consumer acceptance of store brand products and the launch of store brand products in categories where national brands previously held exclusive share. Over the past three months the growth of store brand is particularly prominent in the cough, cold, allergy, and sinus category, which is driven by store brand Fluticasone among other products. In addition, new products are continuing to drive growth in the smoking cessation categories. Let me touch briefly on e-commerce. The strength of our business model, the diversity of our product portfolio, and the ability to provide an end-to-end solution make us a natural partner in this important and growing channel. As an example of this, our investments in digital marketing and promotions create a more efficient medium to educate consumers on the benefit of store branded products. And I believe we are well positioned to take advantage of this channel, partnering with all of our customers. Turning to Slide 19, I remain excited about our CHC International business, as I have been over the last couple of years. We have now produced meaningful margin improvements over the past two quarters, as we continue to focus on our OTC branded portfolio. The team is continuing to invest in innovative new products and line extensions that will leverage our well-known brands and remain dedicated to ROI based advertising and promotion investments to drive our unique product portfolio. This segment is on a path to long term margin expansion, led by these growth initiatives, combined with our focus on operational improvement. On Slide 20, you can see our updated RX pipeline metrics. We are continuing to execute to manage…

Thanks, John. Operator, we'd now like to open the call for questions. We ask that all participants please limit yourself to one question only.

Your first question comes from the line of Annabel Samimy with Stifel. Annabel Samimy - Stifel, Nicolaus & Co., Inc.: Hi. Thanks for taking my question. Congratulations on a good quarter.

Thank you. Annabel Samimy - Stifel, Nicolaus & Co., Inc.: So now that things seem somewhat stable and you have – with the sale of Tysabri you have some good balance sheet flexibility, are you starting to consider some new strategic initiatives, some bolt-on acquisitions to bolster sustainability of growth in some of these franchises? And I guess that was my one question. Thanks.

Yeah, thank you, Annabel. Appreciate it. So I would say, yes, we feel like we've got – are in a good position with all of our businesses, operating on a good platform. And our balance sheet does give us that optionality. I think we are very open to enhancing those business platforms through bolt-on acquisitions, other parts that would enhance those businesses, as well as using our balance sheet for other ways of returning capital potentially to shareholders. Annabel Samimy - Stifel, Nicolaus & Co., Inc.: I guess to that point, what areas do you think would be most suitable for that bolt-on? And what areas do you think still require some expansion, let's just say?

Yeah, so I think I feel very good about all of our business segments and the actions that we've taken I would say over the last year or so to make sure that we have a foundational solid structure under them. I think our CHC Americas business, our CHC International, and even specific products that might fit within our RX business are clearly fair game for bolt-on acquisitions.

Great. Thank you very much, Annabel.

Thanks, Annabel.

Your next question comes from the line of Marc Goodman with UBS Investment (sic) [UBS Securities].

Yeah, I was hoping you could just come back to the overseas consumer business, which seems to just be turning much quicker than we would have thought. If you could just give us – talk about the top line a little bit? And where – I mean was there a lot of strength in any particular geographies? Were there new launches that did really well and that gives you the confidence that those new products are going to continue to do well throughout the year? Just give us a sense of what's going on there, because clearly it's turning quicker than we thought.

Yeah, and I'd say if I step back, Marc, we're still on what I consider to be a broader strategy of enhancing that business. So if I can step back a minute on you. It was sort of making sure that we had the right business structure. So we got out of some things that didn't make sense. We've spent a fair amount of time sort of massaging our portfolio to make sure it was the right value add. We started, back when, doing a number of things to enhance our margin profiles, insourcing products into our site from a global perspective. We still have a ways to go on those things. We've taken good action. We can see the results. But as I said on previously calls, this isn't a next three-month thing. This will continue to evolve over the next couple years as we continue to enhance the margin. I think the growth if you look at the quarter was a strong cost hold execution within those regions. There were a fair number of regions that did execute well against the products and provided strong growth. When we look forward, if I look into what continues to drive it, we continue to put the right advertising and promotion against those core categories and businesses for us and drive those, as opposed to peanut butter spreading our A&P. So the team is doing a good job of saying, these are key items to drive. How do we make sure that we're dedicating our investment dollars against those key return areas? And that has paid dividends. Ron, do you have anything else to add to that some?

No. No, it's very, very well said. And I don't really have much to add. I mean if you look at the models and guidance we've given to you, we had the 4% growth in Q2. You will see growth in the second half the year. I think you've seen those models that are out there. Hopefully you've seen that. But we are expecting the growth trend and momentum to continue against the base from last year. So we're pretty excited about the future of this business.

Great. Thanks, Marc.

Thanks, Marc.

Your next question comes from the line of David Risinger with Morgan Stanley.

Morning, David. David R. Risinger - Morgan Stanley & Co. LLC: Thank you. Good morning and congrats on the results. I just wanted to ask a high level question about the sustainability of operating margins in the U.S. consumer healthcare and the RX business. It seems like you're guiding for margins to expand in 2018 because of cost efficiency initiatives that will continue to benefit the margins. But since the two segments are close to all-time highs, how should we think about the sustainability of those margins longer term, as more competitors compete in those areas? And then I know that you asked for only one question. But could you just comment on the second half guidance? When we subtract the beat, the second half guidance is in line with consensus. If you could just comment on that. Thanks.

Great. Thanks, David. And like all good people, you kind of carved those questions together, so I thought that was good. Let me kind of take them separately. So first of all, on the sort of how do we think about sustainability of margins and those kinds of things. I would say it is driven by a few different things. In both the consumer side as well as the RX side within the U.S., one is you got to keep launching products. Right? You got to keep the pipeline fruition, you've got to keep adding, especially on the consumer side, new line extensions. It is a business that needs to you feed it and continue to grow that. And that is part of the margin sustainability platform. The costs do play in there. We need to continue to be one of the best, most cost efficient players out there, so that we can make sure that those all flow to the bottom and drive that. In both businesses, even in the model we laid out for our consumer side as well as RX, we have planned in price erosion. So if you said – if you look at the back half of the year or continue for the whole year in RX to talk about 9% to 11% core business erosion, we still have price erosion in the consumer side, as we laid out in our 2% to 4% normal guidance. That means our volume is growing faster than that in consumer, but some of it does get offset by that. So we've included in what we think is a competitive environment and a competitive pricing environment. At the same time between new products, between share gain, between launching our cost efficiencies, we feel we can continue to grow over and above what we're seeing from a pricing competitive standpoint. Ron, do you want to take the second half question?

Yeah. Yeah, it's a tough question, John. So when we started the year, you go all the way back to February now, one of the things we communicated was the back end plans. If you can look at the modeling construction. And we were kind of guiding to – we didn't give quarterly guidance, but we said, clearly, it's going to be a lower first half versus second half. So what the scene that's now kind of moved forward is we've taken advantage with the strategies we've put in place. Again, John talk through those very well. Our diversified portfolio pulled through great margin products in Q2, and we've capitalized on that. John talked about aligning sales strategies with promotional activities in CHCI. The reason we capitalized on things like the strong cough cold season in Q2 and even Q1 is because of those foundations that were set. So if you look at model now, to your point, we're more balanced. That's great. So we've derisked, I'll call it, the year. We've upgraded guidance. But we're sitting now about, let's call it, 49% H1 at an EPS level if you use the midpoint as the kind of balance for our framework, 51% then H2. So we're excited, yet we're also pragmatic. Right? We want to make sure we're prudent in our approach going forward. If you look at the business segments and let's think about what are you seeing in the lens of the H2 kind of model? So first of all, CHC Americas are seeing clear growth, clear operating leverage. Why? Nexium, right? So we have a great new product. Launch is coming through in H2. In RX we tried to make sure we're very open about what's happening in RX. You have again pricing. We're still modeling that…

Great. Thanks, David.

Thanks, David. David R. Risinger - Morgan Stanley & Co. LLC: Thank you.

Your next question comes from the line of Jami Rubin with Goldman Sachs.

Hi, Jami. Candace Richardson - Goldman Sachs & Co. LLC: Hi, this is Candace Richardson on behalf of Jami Rubin. Given data points across the industry call for further worsening of generic margins and competitors with similar dermatology portfolios are seeing worsening results, can you just speak to how confident you are that you can sustain operating margins in the 40% range? And then, related to that, many of your peers are also expecting accelerating price erosion going forward. Can you speak to why you're confident you still see stable erosion for the rest of the year? What differentiates your portfolio? Thank you.

Yeah, thank you. I will give my perspective; also, going to ask Ron to jump in on this, also. I think we had to look very hard at our process. If I go back six quarters ago, five quarters ago, very hard in our process of what we were looking at from a pricing standpoint, how we went through our process. Many of you remember those calls where we talked about deep dive into what we know, what we think we know, and then what we don't know and how we balance all of those things. And I will say that over that period, we gained confidence in our process as far as how we work through those and what we know. And so, we feel like the last four quarters or so, we've been able to be in the ballpark of predicting what we thought we would see. And our models have proved out. It doesn't mean we know every piece, because we do plug in some unknown variability. But using that process, using our broader looks with our portfolio seems to be playing out and giving us some decent visibility into what's there. So look, I don't – 9% to 11% is still a big price erosion on base. So we are not forecasting that it's going to get any easier at this point. We're saying there's still a big number in there. We feel good about our process of doing it, and we feel good about our new product pipeline, getting those launched now and what we see going forward to offset that. Ron, you have anything to add to that?

Yeah, the only thing I'd add to support it is kind of – is our diversified portfolio. And we talked about this a great deal, and we want to keep that. Where we think we are different is we don't have any product greater than 5% of any – of the sales distribution within RX. I mean, let's talk case studies. I think that's the best way to think about it. And we have a product family that requires nine clinicals to attack that product. And each of those clinicals are topical, each of those clinicals are expensive, and each of the manufacturing value streams are complicated. So look, not every product ends up seeing competitive landscape. But that's an example of where we can pull those products through. And John and his team did a great job in Q2. And this is an example of a product that sold through in Q2 with higher margins. We benefit from that. We bring that to the bottom line. So again, you can look at our portfolio against others. Listen, obviously we're subject to the same competitive environment as anybody else, but that diversification is something that we think we benefit from. It's a good part of our extended topical strategy and why we can hold those margins within a tight, tight zone as we look at it at this point.

Thanks, Ron.

Thank you. Candace Richardson - Goldman Sachs & Co. LLC: Thank you.

Your next question comes from the line of Louise Chen with Cantor Fitzgerald

Hi. Thanks for taking my question. So the question I had here is how should we think about sales growth and margins for your store brand business over the longer term? Is there still meaningful growth left here for this business? And then, also, in terms of the pipeline, are there any RX OTC switches or larger products that you would highlight? Thank you.

Yeah, thanks, Louise. So I would stay with the same framework that I tried to give over the last couple quarters of how I think about it. And it hasn't changed. And frankly, it's come to – been reinforced, I think, by what we've been saying; which is, look, I believe our U.S. business – our U.S. consumer healthcare business can grow through a number of avenues. One is we have the acceptance of store brands. While we thought we hit a – you may have thought we hit a cliff, continues to grow. So if you look at it, we continue to gain share in categories, store brand, consumer (40:38) a lot of good value. We understand the difference, now. I believe that kind of growth can continue. I believe bringing new products to market that we haven't been able to be in, the line extensions, all of those things that we do add growth to that. And frankly, the overall market had some growth. And so, as I think of CHC Americas, we laid out a framework of in that 2% to 4%. It's higher than that from a volume standpoint, but we did add in some pricing to make sure to get to that 2% to 4%. In my mind, that's 1.5 times to 2 times market growth in the U.S. And I think that's the – what we should be held accountable for, frankly. That we should be able to grow this business at those kind of rates over the long run. Consumer healthcare international, we had a couple of things going on. One was making sure that our infrastructure was right to support the growth of the business, that we had the right portfolio, that we had the right, I'll call it, cost of goods as well as operating expenses. We're still on that path, but making progress. And then, I said the businesses, the brands we have, our ability to leverage those should have growth. In our mind, even in that segment, given the challenges we have, we should able to grow that at 1.5 times the market growth in those Europe countries. So without giving an exact number, I believe with the portfolio and the actions we're taking, we should be a faster grower within those segments than the markets that we compete in.

And then, just on Nexium, can you comment whether or not you've included an additional competitor in your guidance for this year for that product?

Yeah. So I would say we've guided in the back half of the year for that. We do, in our kind of guidance, don't have us being alone in that when we think about the guidance in there. So it's risk adjusted, as we always do with new products, but we are not planning on being alone in that Nexium market.

Great. Thanks, Louise. Appreciate it.

Your next question comes from the line of Chris Schott with JPMorgan.

All right. Great, thanks very much. Just a two part question on the RX business. First, just on these 2Q margins, I know you touched on some of these issues. But just to help us understand a little bit more about this strong margin performance, if we look at about a 500 basis point bump from 1Q to 2Q. Sounds like there wasn't a huge amount of new product flow necessarily in this quarter, as launches were late. I know R&D timing was light. And I'm just trying to understand a little bit more how we saw this type of sequential jump in margins. And then the second question was on the same RX theme. I know you're still looking for down 9% to 11% the second half of this year. Any just preliminary looks as we think about 2018? Is that 9% to 11% a decent range to think about going forward? Or do you see a level of erosion starting to ease a bit as we start to think out to next year? Thank you.

Ron, why don't you cover the first part. And I'll give my perspective on the broader picture?

Yeah, I know this sounds like a too simplified answer, but it's factually, to your point, sequentially what happened in the business. It is strong margin pull through. And again you'll have different distribution of margins based on customer mix within a product group. And John and his team did a great job kind of looking at where can the product be positioned with customer A versus customer B, or channel A versus channel B. And really that's the story. There's not much more than really the business from the portfolio had opportunities with the strong margins. Of certain – again certain – a product that left competition, that pull through came through in Q2. You'll see in the modeling, we're not modeling 46% in Q3. So you'll see that we've normalized the portfolio from a margin standpoint going forward the second half of the year. And again it sounds simple, but it is that simple. Given diversified portfolio, the stratification of products that sold through were the higher margin products in the second quarter versus the sequential Q1.

Great. And I would say if you think about it, and we said this year as we looked at it, 9% to 11%, again we're continuing to stay with that and think that it falls within sort of the guidance we gave and what we're expecting. As I look forward, I do eventually expect the market to, I'll call it, more normalize. When I say normalize that still is a decline of kind of core, but in the 3% to 5% range if you look out a ways. Getting back to a more normalized space from what we've been experiencing. At the same token when I look at 2018 – and we know I'm not giving you guidance or anything, because we don't have any of those out there – I don't see it softening quite yet. I don't see it tailing away as you'd want to see if it was going to drop to 3% to 5% soon. So I think we're going to continue to experience a tough pricing environment at least going forward here for a little while. I think ultimately it has to balance back down to a more normalized number, because the whole industry won't sustain at these kind of levels.

Great. Thanks very much.

Thanks.

Your next question comes from the line of Elliot Wilbur with Raymond James. Elliot Wilbur - Raymond James & Associates, Inc.: Thanks. Good morning.

Morning. Elliot Wilbur - Raymond James & Associates, Inc.: It becomes a little bit more difficult to let go of the RX business if you keep performing like this. Going back to some of your earlier commentary on some of the specifics around price deflation, I guess those expectations aside. I mean clearly I think you've probably experienced heightened deflation earlier in the cycle than others, so maybe not so surprising that you continue to sort of maintain your expectation. But I guess where a lot of other companies have been surprised or at least claimed to have been surprised, it just relates to the evolution of these consortium purchasing dynamics. And while perhaps that may have not played out in price, certainly seems to have played out in fairly significant negative volume impact for a lot of the players in this space. So just kind of want to ask you a little bit – in a little bit more detail sort of how the evolution of these consortium dynamics has played out recently, particularly the Claris One. I'm not really sure, frankly, how important that combination is to your business historically. But just wondering if that's still something that is evolving and where you see potentially risk? Or you think we're sort of largely past that process with respect to your business? Thanks.

Yeah, thanks, Elliot. And I think what you said at the beginning of your question, I think is frankly, apropos of – we took a relatively big and strong look at this about a year ago. And we had to adjust our guidance way back then. We had to say, look, we're not at the same level. Here's where we're at based on what we see. And then going forward from there at a different process of saying where we're at. And so I do think we took a big adjustment. We just took it a year ago, if you will, when we said, hey, this business isn't where we think. Here's where it's at. And then here's what we see going forward. And I think we were prudent at the time in doing that. And the data has played out at least so far to what we expected and saw. When I talk about the 9% to 11%, without going into any agreement or anything specifically, as we look at it, that 9% to 11% in our minds includes those broader buying consortiums and new entrants into those, et cetera, includes that in that number.

Thanks, Elliot.

Your next question comes from the line of Douglas Tsao with Barclays.

Hi. Good morning. Thanks for taking the questions. Just if you could maybe help us in terms of the consumer business, I think you noted some softer results from the cough cold category. Could you maybe provide some update on the competitive dynamics? I know over the last couple years you've been affected by the re-entry of a large national brand. Is that still playing through in a little bit of a headwind?

Yeah, Doug, thanks. Good question. I would say when it comes to those kind of things, where they had some other quality issues and things that kind of came back into the market, that is 95%, 98% through. I mean there's still some items out there that aren't stocked. I'm not sure if they're ever going to be stocked again, that there were – if that was one they discontinued. But it's mostly back out there, and they're operating on a more normalized plane from a national brand standpoint. There were other products that were launched from a ANDA switch standpoint or those kinds of things that were not in the market. We've gotten out there with Fluticasone. Nexium is probably the other one where when you look at the PPI category, it's been three years without having a store brand equivalent to Nexium. We have the other PPIs in our portfolio but not that. So that's one that's a decent type category that once we get out there at least we'll be sort of more fully represented on the shelves. So on the national brands coming back, I'd say they're towards the end of that re-entrance.

And then, just also in terms of the price erosion factor is that – in CHCA is that pretty much across the board? Or are there particular categories where competition has been a little bit – a little greater?

Yeah, thanks, Doug. I would say this shifts around. We have competitors across all the portfolio. I mean there's – again we've got great share as you know. Our broad portfolio, the way we attack it is kind of a full solution that we bring to grow share for retailers. All good things. We do have competitors kind of in a broad array of the products. And they will come and grow across those products. So again when we look at the framework, we said we expect volume growth, share growth, all those things to be higher. We've built in some amount of just price competition on base things and still get to that 3%, 4% kind of a growth number given that. So there is competition out there. There always has been. We think they're good competitors. So they're not – they're good competitors. We just have a broad solution that brings to it. So it's kind of included in that growth pull slide (51:02) we have.

And one of the things that...

I guess...

If I can add to that comment, you look at the margins of this business, it's sustained at 20%. When you think about it, when we talk about price erosion, so it's a multi-source business. We want our customers to participate in our value we create in our supply chaplain. We have one of the best supply chains in the world. Our productivity is very strong. So we're going to partner with our programs on those improvements, and therefore that's a win-win and a moat to keep competition out. So I don't want to think of – you shouldn't think of the pricing as always a bad thing. Price is a trade off with our partners to ensure we're participating in the productivity gains throughout our supply chains. That's a good thing, because it helps us keep competition out as well.

Great, thanks for the questions, Doug.

Thanks.

Your next question comes from the line of David Maris with Wells Fargo.

Hey, good morning. This is Patrick Trucchio on actually for David Maris. My question is on the CHCI business. Has the margin turnaround been driven primarily by the culling of unprofitable SKUs and mix benefit from new products? Or are you also realizing some benefits from the restructuring? And can you update us on the progress of the restructuring? And how we should be thinking about savings driven from it in the second half and in 2018? Thank you.

Yeah, so thanks, Patrick, and I appreciate you joining us. I would say in general when you think about the margins broadly as opposed to what happened in a month or what happened there, it really does come from the three kind of things that we talk about. There were unprofitable items, low growth, looked good on the sales line but did nothing. So that we've been moved out of that helped. Right? It kind of got rid of some of the dead wood. Frankly, what that also does, if you think about my mantra has been, once you simplify, it creates a focus and creates better execution. And so by doing that, you didn't have the noise out there. And people were able to execute better, be more cost efficient, drive those. All of those are in there. Your – the A&P dollars get more focused on driving that core, those kind of things. And the third one is the insourcing and restructuring. We've certainly restructured sales forces in some countries where we thought it was right. We also had the insourcing of products. And so all of those were part of that continued margin improvement. As we go forward, there's still insourcing to go. So we're on the path, but it takes a while. You've got contracts, you got approvals, you got all those things. When we laid it out, that was originally from the acquisition time a three- or four-year process. We're a couple years in, but it still is a couple more years to get that full to fruition. And then we also have work to do still on our – what I'll call our operating structure. So our operating expense structure, sales force, finance, IT, those kind of things, that operating structure that enabled the business. We're making progress there. But we still have a fair amount of ways to go on that part of the cost and efficiency and focus initiatives. And again I think by creating that simplified operating structure, simplified focus, it does deliver efficiencies over and above what just the math would say, because you're doing that. So on the cost side we're still progressing down that path. I won't say we're early on, but we still have a ways to go on those parts to make sure that we have the right cost structure that continues to drop more to the bottom line. And that's why I talked about a – this isn't a next month they're going to be through the roof. It is a couple more years from now to get to those mid to upper teens where we expect to operate.

Great. Thanks, Patrick.

Your next question comes from the line of Gregg Gilbert with Deutsche Bank.

Morning, Gregg.

Hi there, this is – morning. This is (55:05) for Gregg Gilbert. I wanted to ask you if you can maybe talk about your priorities among the various shareholder return levers, dividends, repurchases, versus BD?

Yeah, so I'm not going to give you that one goes from the other, because as we think about strategic alternatives and different decisions at a board level, all of those are certainly on the table. I do think the add-on, bolt-on acquisitions, when we find those good value products we can quickly turn those into good returns. So we continue to look for those kind of opportunities. In this last quarter I was very excited and happy to buy our stock at the price we did. I think it was a great value, so was happy to do that and use some of our cash that we've generated off our balance sheet, off some of these business dispositions to do that. I think it was a great time to do it. But I can't – we will continue to look at dividend policies, stock buyback, other ways of returning it in addition to those. And I don't want to prioritize them aside from saying as we find inorganic things, we want to make sure we jump on those, especially that bolt into our – what I think is a very solid infrastructure.

Thank you.

Thank you.

Your next question comes from the line of Tim Chiang with BTIG.

Hi, thanks. A surprisingly good quarter for you guys, so congrats on that. John, I wanted to sort of ask you, one question is just the timing of your retirement. Certainly, it seems like a lot of the labor and time and energy that you've put into sort of stabilizing the business is starting to pay off. Is there any way the board could convince you to stay at the company? Or is this really – this is it for you?

Yeah, thanks for the question. And I do appreciate the comment. First of all, I would like to say I think if you go back to the last four quarters – and this isn't me. This is the business leaders, the company. We have said what we were going to do. We did it. We delivered on the results. We've kind of had that mantra of, hey, we're going to not over-promise. We're going to say what we're going to do. We're going to do that and move on. I think the team has done a great job over that, given all the noise, to make sure that we delivered. So I'm very proud of them for that. From my standpoint, there's a personal part of this that I've had some family situations to deal with. And it's just time for me to step away for a while to be a little bit more present with my family, given some of the personal circumstances that we've gone through over the last six to eight months, here.

Thank you.

But thank you for your sentiment. I appreciate it.

Yeah.

Your next question comes from the line of David Steinberg with Jefferies.

Thanks and good morning. Wanted to ask about Nexium. Wondering if you could more size up that opportunity for us? And more specifically, when you launched Prilosec a couple years ago, it became one of your biggest products. And do you think Nexium will reach similar size to Prilosec? And then, just looking at your product categories from a broader perspective, historically the company's done a great job in extracting multiple opportunities from a therapeutic class. So allergy, sort of been played out, Zyrtec and Allegra and Claritin. Now with Nexium, I believe it's your last PTI that you can launch from that class. And you recently launched some of the nasal corticosteroids. But as we look out medium term for big opportunities, what are the therapeutic classes that you think will go RX to OTC and be able to hit your P&L in the next few years to make meaningful impact? Thanks.

No, thanks, appreciate the question. So can't give you an exact opportunity for Nexium, because there's – it's the last of the PPIs, really, if you want to think about it that are out there and doing it. The way I typically think about the store brand market with a product like this is national brand – and Brad will probably correct me – is $350 million (59:29) or so, is the national brands at this stage; somewhere in that ballpark. That usually means a store brand at our sell price kind of opportunity in some ways is $70 million (59:40). So, that's a one player. You get a couple players in there, you get two or three, it carves up at some percent. But that's sort of the size of the opportunity in our minds. I will say from Perrigo's standpoint, we do a solid job because we have such a broad portfolio of cross merchandising driving, driving retailer share, doing a fair amount to make sure that we capitalize on those sales, that we let the retailers capitalize and the consumers benefit. So that's one of the broader offerings we bring. So it's that kind of a size and opportunity, if you will, when you think about the Nexium store brand version. RX-OTC switches, there's a – in my mind, the talk that's going on on the RX pricing, you think about that, you think about the talk that's going on in government about, boy, we're paying too much here, all of those things, it's created this stir in the RX side, which we deal with and we talk about. It also creates an impetus to say, how do we manage that cost? You bring products over the counter. And so, it really gets the FDA starting to…

We have reached the allotted time for questions. I would now like to turn the floor back over to management for any further or closing remarks.

I really appreciate everyone joining us this morning. Again, I'm proud of the team, what they delivered, how they focused on not only results for the quarter, but driving each of our business segments to good profitability, good levels. I'm excited to be able to raise our guidance and share some of that good results with the rest of you. So thank you for your time.

Thank you. This does conclude today's conference call. You may now disconnect.