As you mentioned, health care was very strong double digits, feminine care, oral care, fabric care, hair care, grooming, all high single digits, baby and family care in the mid-single digits, and skin and personal care in the single digits. So this strategy and our innovation efforts, our brand building efforts, our customer support efforts are working across the portfolio. You asked for examples.

A couple of examples, one, Dawn Powerwash, which has grown the Dawn business 50% since it was launched. Dawn has accounted for 90% of the category growth, which is a great bonus for our retail partners. And we've built a significant share, about 10 points, over the last three years.

So that's just one example. Another example would be Ariel PODS, the four-chamber pods in Europe, combined with the EcoClick package, which led to 25% growth in a very mature category, fabric care, in the last quarter.

BRIAN SOZZI: Do you not see consumers struggling, Jon? I've been talking to a lot of the food players and, of course, another consumer staple like P&G, but of course, they're selling food. And they're seeing consumers focus more on value and lower price points and private label brands. I mean, realistically, from your lens, how stressed is the US consumer?

JON MOELLER: Well, I can only really speak intelligently to their behavior within the categories in which we compete. And they're continuing to buy our products. Our market share in the quarter that we just completed, for example, in the US was up 50 basis points just from a value standpoint, 60 basis points on a volume standpoint. Our global aggregate share was up 40 basis points.

And if you look at private label shares as a measure of trade-down in the US-- though it's really only relevant in the US and Europe. In the US, 16% market share pre-pandemic. Today, it's 16%. Very little movement while we've been building share.

And why is that? How does that happen? It happens through the value that's created for consumers with superior-performing products in categories where performance drives brand choice.

BRIAN SOZZI: From an economic perspective, is there, you know, a series of data that you watch that would suggest the economy is OK? For example, we just had a much better-than-expected jobs report. Is that a good indicator of how people are able to spend a little bit more on P&G products?

JON MOELLER: It is. You know, we obviously look at retail sales and overall GDP. It's been a little bit of a mixed picture across the globe. But overall, again, when it comes to buying P&G products, the consumer continues to be very loyal.

BRIAN SOZZI: You're also calling out in terms of guidance or reaffirming your earnings outlook for the fiscal year, but calling out what, $800-million benefit from commodities. But oil is back on the rise. I mean, do you think you can hit that number? How confident are you?

JON MOELLER: Well, we've provided for a range for general volatility and a range of outcomes within our guidance range. That's why we have a range. And, well, commodities have been a help. Foreign exchange has been a hurt, exceeding the amount of help from commodities.

Interest rates are a hurt. And it's why with a strong quarter, we're continuing to hold our guidance range on both the top and bottom line because there is a certain degree of volatility and uncertainty in the world that we live in. But we are acknowledging that the first quarter was very strong. Puts us on a very solid path to deliver against those guidance ranges, potentially at the higher end.

BRIAN SOZZI: Within your guidance, look, you've appeared to have continued success with higher prices. Are there more price increases planned?

JON MOELLER: I really can't comment from a legal standpoint on future pricing plans. What I will tell you is that our volumes continue to hold up. If we look at the last quarter, plus 3% in the US, plus 2% in Europe.

Some of our big enterprise markets, Mexico, Brazil, India, strong volume progress. So we're happy with where we sit currently.

BRIAN SOZZI: Better-than-expected growth results out of China, Jon, here this morning. Do you see those results being reflected in yours? It looked like you called out some weakness in the SK-II line. I believe that plays in China. But what are you seeing there?

JON MOELLER: You know, we're seeing kind of a choppy market in China. There are some good signs, but generally, the market hasn't grown out of COVID like people had assumed it would. We were pretty clear that we didn't see a linear path forward.

And then specifically on SK-II, purchase in China has been affected in the short term by the dynamics associated with the Fukushima wastewater release in Japan because SK-II is produced in Japan. But overall, we continue to be very encouraged by the prospects in China. Despite the choppy market there, you've seen the aggregate global results, which are absolutely fantastic.

And that's true, by the way, not just on the top line, but the bottom line, 17% quarter earnings per share growth plus 21%, excluding currency. And that's all while significantly increasing the investments in our brands.

BRIAN SOZZI: Jon, of course, you lead a very visible global company. And compared to three months ago when I last talked to you, it's an increasingly risky world in light of what is happening in Israel between Israel and Hamas. What has been your message to employees the past week while this has been unfolding? And then does this change how you lead a company like P&G for the next couple of years?

JON MOELLER: Well, first and very importantly, we condemn violence in any form. When crises exist, we have a clear set of actions that we take that we're following in this situation. And that is first and foremost supporting the health, safety, and well-being needs of our employees and their families, working hard to ensure that product continues to flow into the market in these daily-use, essential categories, and supporting humanitarian efforts, both with donations of products and other resources, as needed.

So we're focused on what we can do on the ground to make the situation better, doing the things that we know how to do.

BRAD SMITH: And now, thanks to Brian Sozzi for that interview with Procter & Gamble CEO Jon Moeller.