Rich Leichwig

They're actually extremely similar.

But that was the other thing we wanted to make sure that we didn't

sort of destroy or undermine the cultures within the organizations.

And actually, through the integration process, we have built on that, the commonality of our cultures.

But that's very important to pay attention to early in an integration.

We are about a, not quite a year and a half into the integration.

And to Nick's point, we set basically a three-year roadmap that had very clear deliverables and

mile markers along the way.

We end up discussing that, sharing that as a leadership team across the organization.

And at every board meeting, we update the board on how we are doing relative to the roadmap that we presented them on day one.

So far, so good.

Nick made a reference just a moment ago to the last question, the importance of communication.

As you're going through a process like this, there's no such thing as over-communicating.

You must constantly, in particular with the leadership team,

Make sure that you're discussing the value of such a transaction or an initiative.

It needs to be tied back to the purpose and the values of the organization.

If we didn't say it earlier, that was one of the first steps we did in the integration work was to align around a common set of values and a common purpose.

And so that becomes the true north, the home base that you tie all your messaging back to.

We referenced also earlier in our process about doing no harm.

We used those words.