 It was actually an integral part of our transformation. A key part of that transformation was to bring more predictability in our business, but of course also to leverage our skill and scale. And one of the ways that we could do this was to break silos by integrating our food expertise, our FM expertise, health and safety, supply management, and technology, ISNT, all into one integrated global organization that focused more on the process as opposed to individual functions responding to clients' needs. The upside to that, of course, was that we were able to, you know, manage our cost more effectively. So we weren't leaving things on the table. But more importantly, from a client point of view, we were creating more value. So it's a very important, and I think it's a fundamental key step to getting to a more digitalized supply chain. So if you're structured in a way that is fully integrated with the business and understands the needs of the clients, you're more likely to be more efficient in the creation of your digital supply chain. So I suppose that was one of the key aspects of my code.