 My very first challenge was when I was given the opportunity to turn around the MacTec business in China. At that time, I was the managing director for Singapore MacTec. Singapore being a smaller market and also much more developed and systematic. When you get into the shores of China, a business that's not only large complex, the scale of the things are very different, but more significantly, at that time we had a business that was crashing. We had 30% of people leaving and the message at that time I come into the chair for me was, you know, we believe you can figure it out. If you feel that this business is not going anywhere, we also want you to recommend a plan B. And the question would then be, how do you spend your first 90 days? Would I go out to the market to speak with the customers to find out what's the problem and where to focus? Or should I spend time visiting my team two, three levels down, you know, sales rep in the field in each of the provinces to hear from their point of view what is not right? What are the things they feel that, you know, the leadership fix and what are the good things that's happening that I should preserve? So I think it's a real problem in 90 days. You can only do so much with time to do both. It's just impossible. So I have to pick one and I picked the latter, which is really to go to the team. I cannot say that was there a right or wrong answer, but I think the lesson learned there in those challenging and time pressing moment, you have to make a decision without wavering.