Moving on, were you apprehensive about the corporate culture at Clarivate when you joined? Were you excited about the opportunities you saw? How did you feel after spending a month or six weeks in your new role?

Initially, the plan was to operate under one Clarivate, selling all solutions across the board, but this was failing. It took me about 90 days to realize the extent of the problem and to understand where we were headed. After this period, I suggested that we needed to segment our offerings into separate life sciences, academia, and so on. I worked with other agencies, including McKinsey, to devise a go-to-market strategy.

Moving on, were you apprehensive about the corporate culture at Clarivate when you joined? Were you excited about the opportunities you saw? How did you feel after spending a month or six weeks in your new role?

After a two-week analysis, they agreed with my initial suggestion. They recognized that this is what the market and companies like IQVIA are doing. Given my background, we needed to focus on this approach. You can't expect your account managers to sell seven or eight different offerings. If someone comes from life sciences, they struggle when they have to sell academia and other parts of the business, and vice versa.