 I want to maybe now take a slight shift into the business but more on the one activity for which Thermo Fisher is quite well known which is their inorganic expansion. Tell us more about that again from a leadership standpoint. So I think first of all Thermo Fisher's had a fairly active pipeline of M&A and we've been executing over the years probably about a hundred plus companies that have been acquired over the past decade. So there are a couple of thoughts on successful integrations and why we have succeeded. So range one is to be very very clear about the strategic intent of what this business will really bring to us and in businesses which have been directly additive to our existing portfolio we've integrated them very rapidly. In businesses which are more adjacent we have been very thoughtful about the pace of integration. As we have acquired organizations we have very thoughtfully built those connections and bridges horizontally across the organization so that when we go to our customers we are able to offer a unique value proposition or really offer workflow solutions to our customers. So at a strategic level that's been the real mantra for success which is to do something which will truly be additive and a creative to our customers which will help our customers become more successful. From an individual perspective one of the things that I hold myself and our team accountable for when we integrate and acquire new companies is to ensure that we have absolutely an impeccable track record of retaining talent. I think that's been anything motivating, inspiring, creating a sense of belonging and comfort in a new organization. Those are super important as we look at retaining and really providing great opportunities for growth in the long run for the talent that comes on board.