Regarding the organization as a whole, they got some new management that changed things around. During your time there, can you speak more about the nature of the family culture, how it functioned, where it helped, and where it got in the way? I'm curious about your broad thoughts on that.

When we were purchased, Victor Senior was still in charge. At the end of 2016, in December, we were called into a meeting. Every month, except August, we traveled to Barcelona for our executive committee for diagnostics. We also had a meeting with all the executives to review the quarterly results. However, it was more of a show-and-tell exercise with little debate or discussion. The joke was that it was more important to socialize over lunch or dinner than to present, as they didn't grasp conceptual and abstract ideas. We had a talk track for presentations and another for social gatherings. This was how the US-based management team for the commercial side of the diagnostic division operated.

Regarding the organization as a whole, they got some new management that changed things around. During your time there, can you speak more about the nature of the family culture, how it functioned, where it helped, and where it got in the way? I'm curious about your broad thoughts on that.

At the end of 2016, Victor Senior announced his retirement, and his son Victor Junior, along with his younger brother Raymond, would take over. This raised alarm bells for me and others, but we gave them the benefit of the doubt. A year later, it was clear things were not going well. Raymond, who worked in the same legal company as Tomas, always traveled with him and David. Raymond was involved in all company deals but couldn't understand customer relations or operational issues. He always referred back to agreements rather than addressing customer concerns.