Cava on Thursday reported better-than-expected sales in its latest fiscal quarter, shaking off the malaise the broader restaurant industry has felt as consumers have cut back on dining.

The Mediterranean chain said its same-store sales grew 10.8% in the three months that ended April 20, lifted by traffic growth of 7.5%. Analysts surveyed by StreetAccount were projecting same-store sales growth of 10.3%.

“When we look at our consumers in the quarter, we saw an increase in premium attachment on higher priced items, like our pita chips or amazing housemade juices. We also saw that our per person average continued to increase, and then when we look at our results, there’s positive traffic across all of our geographies, across all of our income cohorts, as well as the different formats of our restaurants and dayparts,” Chief Financial Officer Tricia Tolivar told CNBC.

She added that diners have been trading up from fast food and down from casual-dining restaurants into Cava’s bowls and pitas, a trend the company has seen for several quarters.

Elsewhere in the restaurant industry, companies have been reporting very different behavior from consumers, although many companies’ results did not include any time in April, when the industry’s sales and traffic performance improved.

Fast-casual rival Chipotle said its transactions fell 2.3% in the first quarter as consumers pulled back their spending in February, spooked by economic uncertainty. Sweetgreen reported its first quarterly same-store sales decline since it went public in 2021. McDonald’s CEO Chris Kempczinski said fast-food industry data showed both low- and middle-income consumers spending less. The burger giant said U.S. same-store sales declined 3.6% for the first quarter.

Despite the strong quarterly performance, Cava reiterated its same-store sales forecast, sticking with its projections of a 6% to 8% increase. The chain said last quarter that it is expecting slower growth in the back half of its fiscal 2025.

The stock fell 5% in extended trading. As of Thursday’s close, Cava shares have slid 11% so far this year, hurt by investor concerns over its conservative outlook for the fiscal year and the economic fallout from the Trump administration’s tariffs.

Here’s what the company reported compared with what Wall Street was expecting, based on a survey of analysts by LSEG:

The company reported fiscal first-quarter net income of $25.71 million, or 22 cents per share, up from $13.99 million, or 12 cents per share, a year earlier. Cava reported an income tax benefit of $10.7 million related to stock-based compensation, which boosted its earnings this quarter.

Net sales climbed 28% to $332 million. On a 12-month trailing basis, Cava’s revenue has surpassed $1 billion, representing a major milestone for the company.

The company did raise some of its projections for the fiscal year.

Cava now anticipates adjusted earnings before interest, taxes, depreciation and amortization of $152 million to $159 million, up from its prior forecast of $150 million to $157 million. The company also plans to open between 64 and 68 new locations, higher than its previous outlook of between 62 and 66 restaurant openings.

Bombas founder David Heath is stepping down from his role as CEO as the socks and apparel company looks to expand beyond its direct-to-consumer roots.

Bombas President Jason LaRose, a former Under Armour and Equinox executive, will take over as the company’s next CEO effective Thursday. Heath said he realized it was necessary for a retail veteran to lead the company through its next phase of growth.

“We’ve reached a size and scale that is beyond my expertise. I didn’t come from a big apparel company before … I found myself more so over the last 18 months saying, ‘I don’t know what to do next,’” Heath, who is staying at Bombas as its executive chair, told CNBC in an interview. “So then, when I looked at someone with Jason’s background … having that tried and true experience is what will set Bombas up to succeed for the next chapter and I think I feel more comfortable having someone with Jason’s experience in the driver’s seat.” 

LaRose, who spent six years at Under Armour and oversaw its North America business, takes the helm at a critical point in Bombas’ growth story. 

Bombas’ revenue has grown 22% in its current fiscal year through April, it’s reached more than $2 billion in lifetime sales and its EBITDA is at a “super healthy, double digit” margin, LaRose told CNBC. The company’s footwear segment, such as its ultra-popular Sunday Slipper, is expanding the fastest. The company expects footwear revenue will soar more than 70% this year, but socks are still growing steadily, with sales up 17% in April compared to the prior year. 

But in order to reach its goal of growing from a “Shark Tank” startup into a multibillion dollar company over the next five-to-10 years, Bombas needs to expand its wholesale presence. Retailers that primarily sell online like Bombas tend to reach a growth ceiling and need to turn to other channels to keep scaling profitably.

Under LaRose’s direction, Bombas is looking to grow its wholesale revenue from around 7% of sales to between 10% and 20%. The company also wants to test out physical stores. 

“More than 60% of socks in this country are sold in physical locations, you know, whether that’s stores we could open, or stores that we fill with our partners … the wholesale opportunity is big for us,” said LaRose. “It’s also a billboard for us, right? It’s a chance to tell our story. When the customer walks by, we have a chance to tell them about the mission every time, why we’re here, let them touch and feel the product, which is always important when you’re introducing somebody to a new apparel brand.” 

Bombas currently sells in Nordstrom, Scheels and Dick’s Sporting Goods, and unlike some of its peers, it isn’t considering Amazon as a wholesale channel. Instead, it’s looking to expand its assortment offered by its current partners, try out its own stores and perhaps bring on some new wholesalers — if they’re the right fit. 

Digitally native brands that have long enjoyed the benefits of a direct model, such as customer data and the ability to stay close to customers, are often wary about expanding too deeply into wholesale because it’s less profitable and it’s harder for brands to tell their stories. For a company like Bombas, which spent years developing what it calls the “most comfortable socks, underwear, and T-shirts” on the market, that storytelling is extremely important — especially at a price point of around $15 per pair of socks. 

However, it’s that very attitude that has led some to criticize the direct selling model because of how it can stymie growth and lead to unsustainable business models. Many of the early direct-to-consumer darlings have seen their valuations shrivel up as they chase profitability years after they were founded. E-commerce has become harder to do profitably, and at a certain point, stores and wholesale are a more effective and profitable customer acquisition tool for some companies than marketing online. Selling goods through wholesale channels allows brands to scale and acquire customers more profitably than just selling online.

Brands like Bombas that were early to move to wholesale — Heath joked that the company “focused on profitability before it was cool” — understand the need for expansion but have looked to be strategic about who they partner with. Growth is important, but so is maintaining a brand, which is critical to staying ahead of rivals. 

“As a DTC brand, we care so much about our brand and our story, it has to be somebody who’s going to do an excellent job taking care of our brand. We’re not out there to be out there,” said LaRose. “We’re looking at some other partners. We’ll continue to always look for people who we think strategically give us access to the right customer, you know, nothing to announce yet on that front, but we’ll keep looking.” 

Disclosure: CNBC owns the exclusive off-network cable rights to “Shark Tank.”

Reddit co-founder Alexis Ohanian has purchased a minority stake in Chelsea FC Women, giving him an ownership stake in two of the most-valuable teams in women’s sports.

The founder of venture capital firm Seven Seven Six and husband of tennis legend Serena Williams paid 20 million pounds for a 10% stake in the English soccer team, according to a person familiar with the deal. Ohanian is also a part owner in the National Women’s Soccer League’s Angel City FC alongside Disney CEO Bob Iger and his wife, Willow Bay.

Ohanian’s Chelsea deal values the women’s club at 200 million pounds, according to the person familiar, making it the most valuable women’s team in the world based on current foreign exchange rates. As part of the deal, Ohanian will be given a seat on the team’s board.

“I’ve bet big on women’s sports before — and I’m doing it again,” Ohanian said in a post on social media site X confirming the stake.

Chelsea FC Women have won six consecutive Women’s Super League titles. Ohanian says he see the opportunity to grow a worldwide brand within women’s football.

“I’m confident Chelsea FC Women is the next global women’s sports brand,” he said.

Ohanian told CNBC’s “Squawk Box” on Thursday that one of the things that drew him to Chelsea was the team’s large social media following. Chelsea FC Women have 4 million followers on Instagram.

“As a social media guy, I look for heat online in the free market of attention,” Ohanian said. “If this were any other type of brand, there is a lot of revenue opportunity there.”

Ohanian also said he believes in the business model and that women’s sports have been undervalued too long. He said brands are only now starting to wake up to that value.

“We will see billion-dollar clubs in women’s soccer one day in the not-too-distant future,” he predicted.

Ohanian left Reddit in 2020 to focus on building a legacy for his two young daughters through sports and other investments.

He said in 2024 he had invested $250,000 from his daughters trust fund into Angel City FC. Ohanian said the investment made them the youngest owners in professional sports and multi-millionaires.

Williams also recently became part owner of WNBA expansion team the Toronto Tempo, and Ohanian has started a women’s track competition.

American Eagle on Tuesday said it is writing off $75 million in spring and summer merchandise and withdrawing its full-year guidance as it contends with slow sales, steep discounting and an uncertain economy.

The apparel retailer said it expects revenue in the first quarter, which ended in early May, to be around $1.1 billion, a decline of about 5% compared to the prior-year period. American Eagle anticipates comparable sales will drop 3%, led by an expected 4% decline at intimates brand Aerie. American Eagle previously expected first-quarter sales to be down by a mid-single-digit percentage and anticipated full-year sales would drop by a low single-digit percentage. 

Shares plunged more than 17% in extended trading. 

When it reported fiscal fourth-quarter results in March, American Eagle warned that the first quarter was off to a “slower than expected” start, due to weak demand and cold weather. Conditions evidently worsened as the quarter progressed, and the retailer turned to steep discounts to move inventory.

As a result, American Eagle is expecting to see an operating loss of around $85 million and an adjusted operating loss, which cuts out one-time charges related to its restructuring, of about $68 million for the quarter. That loss reflects “higher than planned” discounting and a $75 million inventory charge related to a write-down of spring and summer merchandise, the company said. 

“We are clearly disappointed with our execution in the first quarter. Merchandising strategies did not drive the results we anticipated, leading to higher promotions and excess inventory. As a result, we have taken an inventory write down on spring and summer goods,” said CEO Jay Schottenstein.

“We have entered the second quarter in a better position, with inventory more aligned to sales trends,” he said. “Additionally, we are actively evaluating our forward plans. Our teams continue to work with urgency to strengthen product performance, while improving our buying principles.” 

The company added it is withdrawing its fiscal 2025 guidance “due to macro uncertainty and as management reviews forward plans in the context of first quarter results.” It is unclear if recent tariff policy changes had an effect on American Eagle.

Some companies bought inventory earlier than usual to plan for higher duties, but American Eagle repeatedly said in March that it was in a solid inventory position and was able to go after trends as customer preferences shifted. 

At the start of the first quarter, the company said it had some inventory outages and needed to supplement stock in a few key categories, particularly at Aerie, one of its primary growth drivers. 

Uber is giving commuters new ways to travel and cut costs on frequent rides.

The ride-hailing company on Wednesday announced a route share feature on its platform, prepaid ride passes and special deals week for Uber One members at its annual Go-Get showcase.

Uber’s new features come as the company accelerates its leadership position in the ride-sharing market and seeks to offer more affordable alternatives for users. It also follows last week’s first-quarter earnings as Uber swung to a profit but fell short of revenue estimates.

“The goal for us as we build our products is to put people at the center of everything, and right now for us, it means making things a little easier, a little more predictable, and above all, just a little more — or a lot more — affordable,” said Uber CEO Dara Khosrowshahi at the event.

Here are some of the big announcements from the annual product event.

Users looking to save money on regular routes and willing to walk a short distance can select a shared ride with up to two other passengers through the new route-share feature.

The prepopulated routes run every 20 minutes along busy areas between 6 a.m. and 10 a.m. and 4 p.m. and 8 p.m. on weekdays. The initial program is slated to kick off in seven cities, including New York, San Francisco, Boston and Chicago.

Uber said its new route-share fares will cost up to 50% less than an UberX option, and that it is working to partner with employers on qualifying the feature for commuter benefits. Users can book a seat from 7 days to 10 minutes before a pickup departure.

Riders on Uber can now prepurchase two different types of ride passes to hold fares on frequented routes during a one-hour period every day. For $2.99 a month, riders can buy a price lock pass that holds a price between two locations for one hour every day. The pass expires after 30 days or a savings total of $50.

The feature gives riders a way to avoid surge pricing.

Ride Passes roll out in 10 cities on Wednesday, including Dallas, Orlando and San Francisco, and can be purchased for up to 10 routes a month. Uber will charge users a lower price if the fare is cheaper than the pass at departure time.

The company also debuted a prepaid pass option, allowing users to pay in advance and stock up on regular monthly trips. Uber’s pass option comes in bundles of 5, 10, 15 and 20-ride increments, with corresponding discounts between 5% and 20%.

Both pass options will be available on teen accounts in the fall, Uber said. The route share and ride passes will be available in a new commuter hub feature on the app coming later this year.

Uber is also expanding its autonomous vehicle partnership with Volkswagen.

The company will start testing shared AV rides later this year and is aiming for a launch in Los Angeles in 2026.

Uber rolled out autonomous rides in Austin, Texas, in March through its agreement with Alphabet-owned Waymo and is preparing for an Atlanta launch this summer. The company announced the partnership in May 2023. Autonomous Waymo rides are also currently offered through the Uber app in Phoenix, but the company does not directly manage that fleet.

Khosrowshahi called AVs “the single greatest opportunity ahead for Uber” during the company’s earnings call last week and said the Austin debut “exceeded” expectations. The company previously had an AV unit that it sold in 2020 as it faced high costs and a series of safety challenges, including a fatal accident.

Along with Volkswagen and Waymo, Uber has joined forces with Avride, May Mobility and self-driving trucking company Aurora for autonomous ride-sharing and freight services in the U.S. The company has partnerships with WeRide, Pony.AI and Momenta internationally.

Uber is taking a page out of Amazon’s book by offering its own variation of the e-commerce giant’s beloved Prime Day, with special offers between May 16 and 23 for Uber One members.

Some of those deals include 50% off shared rides and 20% off Uber Black. The platform is also adding a new benefit of 10% back in Uber credits for users that use Uber Rent or book Lime rides.

UberEats also announced a partnership with OpenTable to allow users to book reservations and rides.

The new feature, powered by OpenTable, launches in six countries including the U.S. and Australia.

Through the partnership, users can book restaurant reservations and get a discount on rides. OpenTable members will also be able to transfer points to Uber and UberEats. The company is also offering OpenTable VIPs a six-month free trial of Uber One.

Financial technology company Chime on Tuesday filed paperwork to go public on the Nasdaq. The company intends to file under the ticker symbol “CHYM.”

“Chime is a technology company, not a bank,” the company said in its prospectus, noting it’s not a member of the U.S. Federal Deposit Insurance Corp. Still, the company cited Bank of America, Capital One, Citibank, JPMorgan Chase, PNC Bank and Wells Fargo as competitors.

Most of Chime’s new members who arrange for direct deposit previously did direct deposit elsewhere, “most commonly with large incumbent banks,” the company said.

According to the filing, Chime picks up revenue from interchange fees associated with purchases that members make with Chime debit cards and credit cards. Banks collect interchange fees, which are generally a percentage of the transaction value, plus a set amount for each transaction depending on the rates determined by card networks such as Visa. The banks then pass money on to Chime.

In the March quarter, Chime generated $12.4 million in net income on $518.7 million in revenue. Revenue grew 32%. At the end of March, Chime had 8.6 million active members, up about 23% year over year. Average revenue per active member, at $251, was up from $231. It has members in all 50 states, and 55% of them female. The average member age is 36.

Around two-thirds of members look to Chime for their “primary financial relationship,” Chime said. The term refers to those who made at least 15 purchases using its card or received a qualifying direct deposit of at least $200 in the past calendar month.

Chime offers a slew of other services in addition to its cards. Eligible members with direct deposit can borrow up to $500 with a fixed interest rate of $5 for every $100 borrowed. The company doesn’t charge late fees or compound interest.

Following an extended drought, IPOs looked poised for a rebound when President Donald Trump returned to the White House in January. CoreWeave’s March debut provided some momentum. But Trump’s tariff announcement in April roiled the market and led companies including Chime as well as trading platform eToro, online lender Klarna and ticket marketplace StubHub to delay their plans.

EToro is now scheduled to debut this week, and digital health company Hinge Health issued its pricing range for its IPO on Tuesday, win an expected offering coming soon. Chime’s public filing is the latest sign that emerging tech companies are preparing to test the market’s appetite for risk. Last month Figma said it had filed confidentially for an initial public offering.

Chris Britt, Chime’s co-founder and CEO, told CNBC in 2020 that it would be ready for an IPO within the next 12 months. But in late 2021 markets turned negative on technology as inflation picked up, prompting central bankers to ratchet up interest rates.

Chime was founded in 2012 and is based in San Francisco. It ranked 22nd on CNBC’s 2024 Disruptor 50 list of privately held companies.

Investors include Crosslink Capital, DST Global, General Atlantic, Iconic Strategic Partners and Menlo Ventures.

— CNBC’s Ari Levy contributed to this report.

Microsoft on Tuesday said that it’s laying off 3% of employees across all levels, teams and geographies.

“We continue to implement organizational changes necessary to best position the company for success in a dynamic marketplace,” a Microsoft spokesperson said in a statement to CNBC.

The company reported better-than-expected results, with $25.8 billion in quarterly net income, and an upbeat forecast in late April.

Microsoft had 228,000 employees worldwide at the end of June, meaning that the move will affect thousands of employees.

It’s likely Microsoft’s largest round of layoffs since the elimination of 10,000 roles in 2023. In January the company announced a small round of layoffs that were performance-based. These new job cuts are not related to performance, the spokesperson said.

One objective is to reduce layers of management, the spokesperson said. In January Amazon announced that it was getting rid of some employees after noticing “unnecessary layers” in its organization.

Last week cybersecurity software provider CrowdStrike announced it would lay off 5% of its workforce.

In January, Microsoft CEO Satya Nadella told analysts that the company would make sales execution changes that led to lower growth than expected in Azure cloud revenue that wasn’t tied to artificial intelligence. Performance in AI cloud growth outdid internal projections.

“How do you really tweak the incentives, go-to-market?” Nadella said. “At a time of platform shifts, you kind of want to make sure you lean into even the new design wins, and you just don’t keep doing the stuff that you did in the previous generation.”

On Monday, Microsoft shares stopped trading at $449.26, the highest price so far this year. They closed at a record $467.56 last July.

Fox Corp. will launch its direct-to-consumer streaming service, to be called Fox One, ahead of the National Football League season later this year.

Fox CEO Lachlan Murdoch unveiled the name and timing of the company’s upcoming streamer during a quarterly earnings call Monday. The exact launch date and pricing will be announced in the coming months.

While Murdoch didn’t give specifics on pricing, he said during Monday’s call it would be in line with so-called wholesale pricing, meaning it would be similar to the cost of the channels for pay tv distributors. Cable TV subscribers will get access to the service at no additional cost, Murdoch said.

“Pricing will be healthy and not a discounted price,” he said.

“It would be a failure of us if we attract more connected subscribers … we do not want to lose a traditional cable subscriber to Fox One,” said Murdoch. He added the company is doing everything “humanly possible” to avoid more subscribers fleeing the cable bundle.

Fox plans to offer the app as part of bundles with other distributors and services, Murdoch said. He added many other streamers had already approached Fox about bundling and said the company “will be moving forward with a number of those relationships.”

On Monday Fox reported fiscal third-quarter revenue of $4.37 billion, up 27% from the same period last year.

Fox’s financials were lifted by the Super Bowl, which aired on the company’s broadcast network and free, ad-supported service, Tubi, during the most recent quarter. Some ads for Super Bowl 59, which attracted roughly 128 million viewers, cost $8 million apiece. Fox reported a 65% increase in advertising revenue during the quarter.

The media company, known for the cable TV channel Fox News and its sports offering on broadcast and cable, had been on the sidelines of streaming compared with its peers. While the company has the Fox Nation streaming app and Tubi, it has yet to offer all of its content in a direct-to-consumer offering.

Murdoch alerted investors in February of the company’s plans to offer the streaming service by the end of this year.

The decision came shortly after Fox, alongside Warner Bros. Discovery and Disney, abandoned efforts to launch Venu, a joint venture sports streaming app. Fox was the only one out of its partners without a subscription streaming app already in the market.

Warner Bros. Discovery offers its live sports content on streamer Max.

Disney’s ESPN has its ESPN+ app and is developing a new flagship streaming app that will reflect the content on its cable TV network. The company will unveil further details on the app this week. CNBC reported last week that ESPN plans to name the app simply ESPN.

As struggling drugstore chains work to regain their footing, Walgreens is doubling down on automation. 

The company is expanding the number of retail stores served by its micro-fulfillment centers, which use robots to fill thousands of prescriptions for patients who take medications to manage or treat diabetes, high blood pressure and other conditions. 

Walgreens aims to free up time for pharmacy staff, reducing their routine tasks and eliminating inventory waste. Fewer prescription fills would allow employees to interact directly with patients and perform more clinical services such as vaccinations and testing.

Walgreens first rolled out the robot-powered centers in 2021, but paused expansion in 2023 to focus on gathering feedback and improving performance at existing sites. After more than a year of making upgrades, including new internal tools, the company said it is ready to expand the reach of that technology again.

Walgreens told CNBC it hopes to have its 11 micro-fulfillment centers serve more than 5,000 stores by the end of the year, up from 4,800 in February and 4,300 in October 2023. As of February, the centers handled 40% of the prescription volume on average at supported pharmacies, according to Walgreens. 

That translates to around 16 million prescriptions filled each month across the different sites, the company said. 

The renewed automation push comes as Walgreens prepares to go private in a roughly $10 billion deal with Sycamore Partners, expected to close by the end of the year. 

The deal would cap a turbulent chapter for Walgreens as a public company, marked by a rocky transition out of the pandemic, declining pharmacy reimbursement rates, weaker consumer spending and fierce competition from CVS Health, Amazon and other retail giants.

Like CVS, Walgreens has shifted from opening new stores to closing hundreds of underperforming locations to shore up profits. Both companies are racing to stay relevant as online retailers lure away customers and patients increasingly opt for fast home delivery over traditional pharmacy visits.

The changes also follow mounting discontent among pharmacy staff: In 2023, nationwide walkouts spotlighted burnout and chronic understaffing, forcing chains to reexamine their operational models.

Walgreens said the investment in robotic pharmacy fills is already paying off.

To date, micro-fulfillment centers have generated approximately $500 million in savings by cutting excess inventory and boosting efficiency, said Kayla Heffington, Walgreens’ pharmacy operating model vice president. Heffington added that stores using the facilities are administering 40% more vaccines than those that aren’t. 

“Right now, they’re the backbone to really help us offset some of the workload in our stores, to obviously allow more time for our pharmacists and technicians to spend time with patients,” said Rick Gates, Walgreens’ chief pharmacy officer.

“It gives us a lot more flexibility to bring down costs, to increase the care and increase speed to therapy — all those things,” he said. 

Gates added that the centers give Walgreens a competitive advantage because independent pharmacies and some rivals don’t have centralized support for their stores. Still, Walmart, Albertsons and Kroger have similarly tested or are currently using their own micro-fulfillment facilities to dispense grocery items and other prescriptions. 

Micro-fulfillment centers come with their own risks, such as a heavy reliance on sophisticated robotics that can cause disruptions if errors occur. But the facilities are becoming a permanent fixture in retail due to the cost savings they offer and their ability to streamline workflows, reduce the burden on employees and deliver goods to customers faster.

When a Walgreens retail pharmacy receives a prescription, the system determines whether it should be filled at that location or routed to a nearby micro-fulfillment center. Maintenance medications, or prescription drugs taken regularly to manage chronic health conditions, and refills that don’t require immediate pickup are often sent to micro-fulfillment.

At the core of each facility is a highly automated system that uses robotics, conveyor belts and barcode scanners, among other tools, to fill prescriptions. The operations are supported by a team of pharmacists pharmacy technicians and other professionals.

Instead of staff members filling prescriptions by hand at stores, pill bottles move through an automated and carefully choreographed assembly line. 

Pharmacy technicians fill canisters with medications for robot pods to dispense, and pharmacists verify those canisters to make sure they are accurate. Yellow robotic arms grab a labeled prescription vial and hold it up to a canister, which precisely dispenses the specific medication for that bottle.

Certain prescriptions are filled at separate manual stations, including inhalers and birth control pill packs. Each prescription is then sorted and packaged for delivery back to retail pharmacy locations for final pickup.

There are other security and safety measures throughout the process, said Ahlam Antar, registered group supervisor of a micro-fulfillment center in Mansfield, Massachusetts. 

For example, the robot pods automatically lock and signal an error with a red-orange light if a worker attaches a canister to the wrong dispenser, preventing the incorrect pills from going in a prescription, she said. 

Properly training workers at the centers to ensure accuracy and patient safety is also crucial, according to Sarah Gonsalves, a senior certified pharmacy technician at the Mansfield site. 

She said a core part of her role is to make sure that technicians can correctly perform the different tasks in the process. 

Antar, who has worked at the Mansfield site since its 2022 opening, said Walgreens has made improvements to the micro-fulfillment process after considering feedback from stores and patients during the paused expansion. That includes establishing new roles needed to support the process at the sites, such as a training manager for all 11 locations. 

The facilities also plan to transition to using smaller prescription vials after hearing concerns that the current bottles are too large, according to a Walgreens spokesperson. They said that will allow the centers to ship more prescriptions per order and reduce costs.

Heffington said the automated locations have helped reduce Walgreens’ overall prescription fulfillment costs by nearly 13% compared to a year ago. 

She said Walgreens has also increased prescription volume by 126% year-over-year, now filling more than 170 million prescriptions annually. The company hopes to raise that number to 180 million or even more. 

Heffington added that Walgreens implemented new internal tools to track the work across all 11 centers and provide real-time data on where a patient’s prescription is in the micro-fulfillment process. 

“If a patient called the store and said, ‘Hey, can you tell me where my prescription is today?’ [Workers] can do that with great specificity,” thanks to the new tools, Heffington said. 

Despite the company’s progress, Gates said there is more work to be done with micro-fulfillment centers. 

For example, he pointed to the possibility of shipping prescriptions directly to patients’ doorsteps instead of putting that burden on retail stores. 

“It’s only step one right now,” he said. 

Other improvements may still be needed at facilities, according to some reports. For example, WRAL News reported in April that some customers at a Walgreens store in Garner, North Carolina, say they are only getting partial prescription fills, with several pills missing, or their medicine is being delayed.

A customer views merchandise for sale at a Walgreens store in the Hollywood neighborhood of Los Angeles.

Christopher Lee | Bloomberg | Getty Images

Before Brian Gange’s Arizona store started relying on an automated facility, he walked into the pharmacy every morning knowing that a massive list of prescriptions was in his work queue waiting to be filled for the day. 

Now, with help from micro-fulfillment, that list is significantly smaller each day, according to Gange. 

“We don’t have to spend as much time on just those repetitive fulfillment tasks,” he told CNBC. “It really takes a huge weight off our shoulders.” 

Gange said that gives him and his team time to step behind the pharmacy counter and interact with customers face-to-face, answering questions, providing advice, performing health tests or administering vaccines. 

That kind of attention can make all the difference for a patient.  

For example, Gange recalls stepping away for five minutes to take a patient’s blood pressure despite being overwhelmed with tasks while working at a different Walgreens location several years ago. He ended up sending that person to the emergency room because their blood pressure was “off the charts.” 

That patient’s wife visited the pharmacy the next day to thank Gange, saying her husband “probably wouldn’t be here with us today” without that blood pressure test. 

“I shouldn’t have to question whether I have that five or 10 minutes to check a blood pressure for a patient,” Gange said. “Micro-fulfillment and centralized services are really what are going to allow us to be able to do that, to have that time.” 

“That really allows us to provide better care for them,” he added.

Epic Games said on Friday that it submitted Fortnite to Apple’s App Store, the month after a judge ruled in favor of the game maker in a contempt ruling.

Fortnite was booted from iPhones and Apple’s App Store in 2020, after Epic Games updated its software to link out to the company’s website and avoid Apple’s commissions. The move drew Apple’s anger, and kicked off a legal battle that has lasted for years.

Last month’s ruling, a victory for Epic Games, said Apple was not allowed to charge a commission on link-outs or dictate if the links look like buttons, paving the way for Fortnite’s return.

Apple could still reject Fortnite’s submission. An Apple representative did not respond to CNBC’s request for comment. Apple is appealing last month’s contempt ruling.

The announcement by Epic Games is the latest salvo in the battle between it and Apple, which has taken place in courts and with regulators around the world since 2020. Epic Games also sued Google, which operates the Play Store for Android phones.

Last month’s ruling has already shifted the economics of app development for iPhones.

Apple takes between 15% and 30% of purchases made using its in-app payment system. Linking to the web avoids those fees. Apple briefly allowed link-outs under its system but would charge a 27% commission, before last month’s ruling.

Developers including Amazon and Spotify have already updated their apps to avoid Apple’s commissions and direct customers to their own websites for payment.

Before last month, Amazon’s Kindle app told users they could not purchase a book in the iPhone app. After a recent update, the app now shows an orange “Get Book” button that links to Amazon’s website.

Fortnite has been available for iPhones in Europe since last year through Epic Games’ store. Third-party app stores are allowed in Europe under the Digital Markets Act. Users have also been able to play Fortnite on iPhones and iPads through cloud gaming services.