Bob Mauch

You know, anybody who tells you that is, they're not, you know, they don't know.

They obviously don't know, but could you talk about four or five things that could happen in the next five years?

Of course you can.

And then, you know, one of the pros and cons of each of those and,

And then for me, if I'm with the board, how are we going to react in any of those?

That's a reasonable conversation to have.

And I think that takes some pressure off the organization, especially when things are as complicated and complex as they are right now, because it's always really hard to know the answer.

It's impossible right now, actually.

Just a couple of examples, Drew, and you mentioned one.

If you go back to 2018,

2015-2016 is when the switch came in our market from a generic growth market to a brand or specialty growth market and actually generics really began to deflate pretty significantly and

The business model in the industry, because generics were growing to the extent that they were, was basically using the value in that product category to subsidize brand and specialty.

And when that switched, our pricing model broke.

So I had the opportunity to go through a really difficult time in the biggest job that I ever had.

And you learned to move fast, to stay calm.

I learned the value of a calm leader.

You know, Drew, somebody you and I both know well, but Steve Collis was the CEO at that time.

And, you know, I remember Steve being a very calm hand.

And this was tough, not just for us, but for the industry.

It was a big switch.