Mario Harik

Are you going to get 100,000 a year?

So that's a very important measure for every initiative where we are deploying capital within the company, is it going to give you a higher return?

When you think M&A and how we deploy capital in M&A,

The key is there are multiple levers for that.

One is how does a company fit the overall strategic vision of the company?

How can you, does it give you a new set of customers?

Does it give you a new product, a new capability?

Does it help you build scale, as an example?

But in M&A, when you acquire that company,

and you apply your systems and know-how and process, and you get where one plus one equals to more than two, what would be the return you're going to get on that particular M&A investment that you have done?

Is it a creative?

Is it going to create shareholder value or detract from shareholder value would be the second level of how you deploy capital.

Then you get into the uses of cash in a company where does it make sense to what kind of leverage you want to keep?

Does it make sense to pay down debt?

Or does it make sense to buy back your shares if you believe

where you are today, your profitability is at this level, and it's going to get to that particular level in a few years.

Well, ultimately, if you buy back your shares today, you are buying them for cheap.

And then effectively, it's going to create more alpha and more return for shareholders.

So ultimately, capital allocation, I personally think is a very structured, should be very objective on ultimately, what's going to create the highest return for your shareholders.

And whatever that answer is, is where you got to deploy your capital.