Nick Bardo

Just to build on Rich's point, I think we both have long histories and deep leadership within the organizations.

And I think both leadership teams, both boards are forward thinking.

And really, we'll talk a little bit more about this, but I think we all see change coming in the industry.

And I think both boards and both management teams were...

Wanting to stay ahead of any changes that were coming at us.

And obviously this has proved to be fortuitous as we've now been together for a year and continue to operate in our current environment.

That scale, I think, allows you to also attract talent.

It allows you to attract clinical talent.

It allows you to attract talent in your shared service areas, finance, managed care, supply chain.

People want to play for a winning team.

And I think that scale and the commitment to being around for the next hundred years and the next generation, I think, creates a great platform to attract talent.

And Rich said it, but I'd reiterate it.

You know, the long-term stability of the organization is important for patients, right?

If you're investing your time and effort in creating relationships with the healthcare organization, I think knowing it's going to be there for you and your family for years to come is important.

Messaging is important as you go into this, and it is one of the challenges, right?

Setting out the expectation of why you're doing something, maybe why it's not clear to others within the organization of why this is the right time.

So I think communicating that incorrectly can create a challenge.

So we were very clear with folks about why we were doing this and why we were doing it now.

And going back to Richard's point about the clinical, being clear with our clinical leaders that...

It's not to say we will never have clinical integration, but it needs to be bottom-up.