Who is setting the strategy at AMETEK? Is it the president of Gatan, or is it more top-down driven?

When I was there, it was top-down. AMETEK was essentially saying, "You now belong to us, and we're going to teach you how to operate." However, they quickly backpedaled from that position when they realized how niche and differentiated the products and market that Gatan occupied were. Now, the individual strategies are set by the business unit managers. The president of Gatan sets his own strategy, which he then presents to AMETEK, who holds him accountable to it.

Would you say that under AMETEK, the pressure for everyone increased compared to when it was under Roper?

I think there is an expectation to deliver because AMETEK will hold you to your promise. If you say your EBITDA is going to go from A to B and it doesn't, there is individual accountability that they will enforce. There's a tacit understanding that AMETEK expects results. Under Roper, they had their own rules around gross margin. Their corporate strategy was different. They would buy profitable businesses, but they weren't turnaround or buy-and-build guys. They allowed individual businesses to operate relatively in isolation within the Roper group.