Our talented employees were frustrated and had poor morale; our shareholders had given up on the company; our partners and customers told me all sorts of things that led me to think that business as usual wouldn't cut it. In my view, the inefficiencies were driven by the fact that we were a company whose strategy was acquisitions. I was on the board and participated in multiple board meetings where it was clear to me and the other board members that the company didn't have a strategy. When you don't have a strategy it's hard to make decisions on a day-to-day basis. I think we were run in a way that was focused on making quarterly financial results. I think it's a big transition for us to go from focused on making quarterly financial results to focused on how we can leverage all the great technologies that we have.