 So you've mentioned a lot of things about the differences between the European rotorcraft industry and the American ones. So can you tell us about some of the different challenges and opportunities that both of them face? You know, it's sort of an interesting situation. Both the European militaries and the American militaries, military air arms, were armed up considerably, especially in America, but also in Europe over the past decade. And both of them are now facing something of a hangover. Now if you were a believer in JMRTDFEL, you'd say, well, this might be an opportunity to take a trench break, sort of build out what we're building now, then take a halt, have a bit of a procurement holiday, and then reinvent the wheel. The Europeans, I think, they're sort of split. Eurocopter is saying, no, steady state, we're going to emphasize the civil business. Augusta Westlin, by contrast, they think that there's something different out there, a different way to fly. It might be more for the civil market for them or for paristatal markets, coast guards, what have you. But they are pursuing it, whether it's with their Project Zero, I believe, or their purchase of the AW609 tilt rotor concept. They believe there's something out there. I think Eurocopter did with the X-Cubed, but not aggressively enough to really make that a manufacturing program anytime soon. So you're looking at very different perspectives on the market. I tend to think if I were a U.S. prime right now, I'd say, got to focus on exports, think more about civil, especially for Bell. And most of all, think about industrial restructuring as probably three primes is the wrong answer given the market size. Can you tell us a little bit more specifically about how the U.S. Rotorcraft industrial base relates to its global competitors? You know, Europe long ago successfully rationalized it. It wasn't pretty, as they say, 10 mergers give the other two a bad name. It's Augusta, Westland, and of course Eurocopter happened all between 10 and 20 years ago. The U.S. still has three primes. Europe has two. Now, during the last decade, when you had such strong defense budgets, especially for Rotorcraft, especially with supplementals, OCOs and what have you, three was more than sustainable, but given the different expectations of aerospace companies for return on investment, I think you're going to see a shift towards two in the U.S. It's really just a question of what that looks like. Can you also tell us a little bit about the different relationship between the military and the civilian industrial bases for Rotorcraft and the dynamic? In Europe, they've always had different expectations for aerospace companies and probably the biggest that they're used to accepting a lower level of profitability and return on investment. As a result, they've been far more aggressive about getting into the civil market, about developing new civil products, and Eurocopter and Augusta, Westland, have maintained number one and number two status in that business for the past better part of the last decade. Bell has slipped to number three, of course. Now of course, Bell is realizing that the future can't continue to depend upon the Marines all of the time buying everything they build, so they've become a lot more aggressive about new civil product development with some decent promising results, but still it's going to be a long way back getting to where they were. And lastly, you talked about a key challenge, which is resuming military export, a market growth. So can you tell us a little bit about some new innovative platforms that might overcome these challenges? I think the key to understanding the military export market is that it's even more cost sensitive and value proposition oriented than the U.S. market. You start trying to sell them on a tilt rotor and, well, you'll get exactly the results we've gotten over the past 20 years trying to sell tilt rotors abroad. It doesn't work so good. Even Sikorsky, I think, has realized the future is actually with value pricing. When they made the transition from the Blackhawk, leave it to the Blackhawk mic, there was a four or five million dollar price increase, which a lot of customers said, I don't know, which is why they came up with the concept of the S70i, the international version. I guess long story short, the key is understanding customer needs in terms of pricing and coming up with a really good value for money product. Thank you so much for this interview. Pleasure. Thank you.