How did you see the business evolve, especially since some parts were sold off? When Brian came in, he emphasized focusing the business on the best opportunities. How did you witness these changes?

During that first wave, we focused on inorganic growth, acquiring companies like EDQ. The challenge was presenting acquisitions to Don and Brian Cassin, who was the CFO at the time. Brian would often ask if the juice was worth the squeeze, questioning if the returns justified the investment.

And is it quite frugal in terms of how it spends money? You mentioned potentially wasting lots of money on technology that they may not need in some instances. But you also say it's hard to get a cent out of Brian.

The level of expectation was unlike anything I've seen before or since. If you spent the $20 million, you would be accountable for it for at least 36 months. I'm not talking about just going into a boardroom and saying, "Yeah, it seems to be going pretty well." It was more about asking, "Where is the $20 million, and did you turn it into $60 million?" If you only managed to turn it into $30 million, then you failed because you said it was going to be $60 million. Don't ask me for $20 million again.