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Yes, I wanted to discuss Malaysia. I think it's a fascinating case study, from business plan to investment conception to execution. The capacity isn't fully utilized yet, but it's certainly doing a lot of business now. Could you walk me through what that investment looked like? What type of equipment were you installing? Was it different from what was in the El Cajon facility, for example? Or was it just replicating a site elsewhere in the network?

The support from Safran and GE, specifically CFM, was crucial for establishing more blade repair capability on the CFM56 platform in Asia Pacific. The belief was that replicating what was already done in El Cajon would make airworthiness authorities more agreeable, which they were. It potentially streamlined the approval process. It was replication, but also investment. We assumed we could win LEAP blade repair and gear turbofan work, among other products. We invested in equipment for future volumes and repair capabilities that we weren't handling at that time. It was a significant investment in automation and technical capability, including machinery and inspection capability. It was a substantial upgrade of what they were doing in El Cajon.

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Is turnaround time an important factor in that business? Proximity to customers for the 50% of work El Cajon was doing for APAC is presumably important. How crucial is it?

The thing is, it's not unilateral across the repair business. Fan blades are the first things off and the last things on the engine. If your turn time is longer than the marshalling time, which is the engine marshalling time, it can affect the process. Stop me if I'm teaching you to suck eggs. The marshalling time of the engine is essentially the time off wing, from when they start the teardown to when it can be on the test rig for power tests. We used to say 60 days, for example. It's probably different now and varies per engine and shop.

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