Bob Mauch

big decisions.

So I'll just give you one example, Drew.

And we did the second largest acquisition that we've ever done at Sankora in the first month of my CEO tenure.

And I knew Sankora

It was the right thing to do on a lot of levels.

And I also thought, boy, this is really not good timing for a new CEO.

But I had come to really believe, and again, this was with work, Drew, with you and your team all throughout my transition, that it was pretty clear to me that this was a really important bold move.

that had to happen.

Without the right guiding, without the right framework, you might decide, you know what, I'm going to take a pause.

We'll reassess this in six months, which of course it would be gone at that point.

But the team is another area where I made some big changes early on, both in digital and strategy, just based on the real desire to have the team that I needed right on day one.

It comes back to capabilities because capabilities are strength.

And strength, the way I'm describing it here is back to that ability to understand opportunities and risk and monitor those and act quickly, right?

And you have the capabilities to do that.

If I look back on my tenure, when it ends, whenever that is, and

Sankora remains a purpose-driven organization that we're united in our responsibility to create healthier futures, that we've continued to expand our capabilities and leadership in the specialty marketplace, including the most advanced therapies that are coming.

And a level below that or within it is I believe we will be a world-class digital organization in AI and analytics.

We will be a top destination for talent where people can come and make a career.

We will be really good at driving continuous improvement and continuous efficiency for productivity.

And we're a healthcare company.