Brendan Foley

Well, the important part is how you plan integration.

So we have a very detailed integration plan that we have underway.

And we have a lot of experience in doing this.

Of course, not necessarily at this size and this scale.

But when you look at an integration, it's important to define the complexity that you're dealing with.

And in this one, think about first you have to separate

And then you have to integrate.

And right now, the separation, I think 80% of the sales of Unilever's food business is already separated.

It's standalone.

Think about the sales organization, manufacturing, R&D.

Those are things that kind of come together and kind of reduce execution risk.

But also think about market overlap.

Now we're talking about the combining aspect of this.

And so we see a lot of overlap opportunities where we're lifting and shifting great Unilever talent and ways of operating into a combined business.

This is a global business, and we need people globally.

It's the quality and the flavor of our products.

So you think about the hot sauce category.

Those are flavors that can't be replicated.

And so people are really loyal to them.

Think about Cholula or Frank's Red Hot.