Orlando Bravo

Is it missing?

Are they good at customer service?

What's their retention?

How do they make decisions?

What we look for overall, because nobody's perfect, is to back what they're good at.

We love to do add-on acquisitions for our company.

So the reason we like to take out the cost ones is the rest is about bookings, growth, and add-ons.

We don't want to revisit margin too much.

We want profitable growth going forward.

Let's be done with that, and then let's go forward.

The leader can stand up in front of the entire employee base and say, we needed to do this.

This deal probably gave us the courage to do what we need to do.

Let's go.

Let's go build the business So but we look at a leader and we say if they're open-minded If they care about numbers and if they have the following of their employees and customers and really know the business That is something that we really really really try to work with with all the changes We make we've been pretty contrarian in the industry because we first try to make them with the existing people

And sometimes, you know, we make a mistake on that and they change their mind, but we try to do that.

All of that.

All of that.

Now, we've usually owned a competitor or a partner to the company as well.

And we've usually known them for a long time.

Like, we recently announced that we were doing the Dayforce deal for $12.5 billion.