You mentioned that the family owners were also in talks with private equity. It's understandable to consider different types of investors, and you brought up the strategic fit. Would you say that for the sellers, there were reasons beyond just the financial aspect of the deal? Or would you say it was about the strategic fit that IDEX offered, which private equity couldn't match because they might not develop the business as IDEX could?

Yes, I will present this as we communicated with our employees and the market. The family was not interested in a private equity type acquisition. I worked at KPMG, and the company I primarily audited averaged over 15 acquisitions a year. As a senior manager, I handled purchase price accounting and saw projections and plans upfront, as well as post-acquisition outcomes. There was almost no desire for KZValve to be sold to private equity, as they didn't want to follow that typical path. The value IDEX brought was significant, having owned Banjo since 2006. They demonstrated their approach as an owner. Their goal is to buy organizations, focusing on acquiring people, technical staff, and maintaining a good brand with great people. They aim to retain individuals and grow the business. In full disclosure, I couldn't stay at KZValve because I also owned one of our vendors.