What was the number of new guests added to Wingstop's database in the months leading up to the pandemic 
 the U.S., but on a global scale. So three of our big strategies incorporate a global supply chain, which is a key focus, a global tech stack, which we've already started the investment in and making sure that we become one global brand as a company. And you're going to start to see this continue to evolve. Certainly, we want those international markets to open back up and gain more traction as we expected, but we've lost over the last 16 or so months. And then you'll see Wingstop really start to evolve into that global brand well on our way to being one of those top 10 global brands where systemwide revenues should be substantially greater than where they are today. So hopefully, that gives you some context on that.
Andrew Strelzik -- BMO Capital Markets Equity Research -- Restaurants Analyst
Very helpful, I appreciate it. Thank you very much
Operator
The next question will come from Michael Tamas with Oppenheimer & Company. Please go ahead.
Michael A. Tamas -- Oppenheimer & Co. Inc. -- Associate
Hi thanks. You guys talked about your digital evolution as you gain more customers and launching Thighstop virtually. So can you maybe first remind us where does your 25 million customer database stand compared to a year ago or maybe the beginning of this year? And then what's shifting in your data strategy? If you could highlight maybe some of those levers that you believe you have left to pull? Thanks
Charles R. Morrison -- Chairman, President & CEO
Yes, that database, I don't have a specific number, but I can tell you that even since the pandemic started back in March, April of last year, we were adding new guests at a rate of over one million a month. That's tapered a little bit over the course of the last few months. But nonetheless, it's been a substantial increase. And so it's growing very rapidly. I think the last report out, we had a little over $20 million. We're now up to 25 million. So you get a feel for -- and I think important to recognize, too, our digital mix has maintained and actually increased sequentially quarter-to-quarter, which we think is unique in the marketplace and worth discussion. So as we continue to evolve our approach, we're going to behave a little bit more in a platform manner, making sure that we bring guests closer to us that we spend more time one-to-one engaging with them. We've put a robust CRM system on top of this to make sure we understand a lot more about who they are and driving additional business in the future.
The way we can expand on that digitally is to identify their patterns, their preferences, understand more about those customers and bring solutions to them that are tailored specifically to them. So less perhaps of a promotional approach where we have to bring products to the table to demonstrate news and instead focus that attention one-to-one with each and every guest. And that's where the future will be for this brand as we continue to invest heavily in our technology.
Michael A. Tamas -- Oppenheimer & Co. Inc. -- Associate
Got you. And then just a follow-up. I think it was Jon's question on your New York City plan. Are there other markets similar to New York City where you're planning to do this strategy? And about how many units do you think annually that might be?
Charles R. Morrison -- Chairman, President & CEO
Hard to say on how many new units we get, but I think the demonstration of a partnership approach with some of the key ghost kitchen providers is going to be to our advantage. We fit beautifully into those models. We can obviously expand them very rapidly because it doesn't take very long. Once they've got the kitchen in place, we're in. And there -- yes, it takes us maybe six weeks to actually get a restaurant open. So we've really compressed the time line. We already have a lot of experience. London is a great example. What we've done in London to expand that market as rapidly as we have with both street side and ghost kitchens is a playbook that we're using here in Manhattan. Other markets with potential for that, Boston, Philly, San Francisco, we're already 
 the U.S., but on a global scale. So three of our big strategies incorporate a global supply chain, which is a key focus, a global tech stack, which we've already started the investment in and making sure that we become one global brand as a company. And you're going to start to see this continue to evolve. Certainly, we want those international markets to open back up and gain more traction as we expected, but we've lost over the last 16 or so months. And then you'll see Wingstop really start to evolve into that global brand well on our way to being one of those top 10 global brands where systemwide revenues should be substantially greater than where they are today. So hopefully, that gives you some context on that.
Andrew Strelzik -- BMO Capital Markets Equity Research -- Restaurants Analyst
Very helpful, I appreciate it. Thank you very much
Operator
The next question will come from Michael Tamas with Oppenheimer & Company. Please go ahead.
Michael A. Tamas -- Oppenheimer & Co. Inc. -- Associate
Hi thanks. You guys talked about your digital evolution as you gain more customers and launching Thighstop virtually. So can you maybe first remind us where does your 25 million customer database stand compared to a year ago or maybe the beginning of this year? And then what's shifting in your data strategy? If you could highlight maybe some of those levers that you believe you have left to pull? Thanks
Charles R. Morrison -- Chairman, President & CEO
 Yes, that database, I don't have a specific number, but I can tell you that even since the pandemic started back in March, April of last year, we were adding new guests at a rate of over one million a month. That's tapered a little bit over the course of the last few months. But nonetheless, it's been a substantial increase. And so it's growing very rapidly. I think the last report out, we had a little over $20 million. We're now up to 25 million. So you get a feel for -- and I think important to recognize, too, our digital mix has maintained and actually increased sequentially quarter-to-quarter, which we think is unique in the marketplace and worth discussion. So as we continue to evolve our approach, we're going to behave a little bit more in a platform manner, making sure that we bring guests closer to us that we spend more time one-to-one engaging with them. We've put a robust CRM system on top of this to make sure we understand a lot more about who they are and driving additional business in the future.
The way we can expand on that digitally is to identify their patterns, their preferences, understand more about those customers and bring solutions to them that are tailored specifically to them. So less perhaps of a promotional approach where we have to bring products to the table to demonstrate news and instead focus that attention one-to-one with each and every guest. And that's where the future will be for this brand as we continue to invest heavily in our technology.
Michael A. Tamas -- Oppenheimer & Co. Inc. -- Associate
Got you. And then just a follow-up. I think it was Jon's question on your New York City plan. Are there other markets similar to New York City where you're planning to do this strategy? And about how many units do you think annually that might be?
Charles R. Morrison -- Chairman, President & CEO
 Hard to say on how many new units we get, but I think the demonstration of a partnership approach with some of the key ghost kitchen providers is going to be to our advantage. We fit beautifully into those models. We can obviously expand them very rapidly because it doesn't take very long. Once they've got the kitchen in place, we're in. And there -- yes, it takes us maybe six weeks to actually get a restaurant open. So we've really compressed the time line. We already have a lot of experience. London is a great example. What we've done in London to expand that market as rapidly as we have with both street side and ghost kitchens is a playbook that we're using here in Manhattan. Other markets with potential for that, Boston, Philly, San Francisco, we're already 