Dave Mortensen

It doesn't matter who's the bigger one, who's the smaller one.

One, they should be treated equally.

When the merger happens, because the IP that they have, the intellectual property, they're bringing to the table, the thing that made you passionate about it.

If you're not passionate about uncovering the values that you acquired or you purchased, you partnered with, and all you're doing is looking for their gaps, you'll never see its opportunity.

Yeah.

And that is a big mistake a lot of people do is they look to see where the holes are.

So it's almost telling you how smart I am.

You know what?

Oh, geez.

You know, the way they do their strategy, they don't even have a budget or strategy.

Well, you know what?

They did something right because they're pretty darn big.

So we should probably understand how they got there, not necessarily a process in which they did it in.

Yes.

Once you can show each other's values and you've earned that trust,

of those values then you can start uncovering areas of opportunity to improve together but if you don't do it together there's going to be an us versus them mentality and we want to we want to fix things too quickly rather than really get interested in learning what we've we've uh got involved in if you're able to answer what what was that about orange theory that said this is the right fit

A lot of different things with Orange Theory.

Technology, I would say, was when we looked at, this was truly a merger.

So this wasn't an acquisition.

This was a merger of two equals coming together.