not at ge, but danaher where you sold the biopharma business to 2001 with 9/11, 2007 to 2009, these are, people say, a crisis is a terrible thing to waste, then i see them waste it what have you learned from previous to be able to deal with power, which was a problem, be able to deal with pension, be able to deal with balance sheets, be able to deal now with aerospace? i've got to tell you something, larry. this is kind of a job-like hand you've got here. >> jim, there are many, many, many blessings attached to having an opportunity to be a public company c.e.o. at a young age. in my first year i led a company dealing, as we all were, with the aftermath of 9/11, and then again a different type of crisis in '08 with the financial situation. for me it really starts with making sure we're getting ahead of the reality in situations like this, regardless of how challenging things are, the tendency is to think, well, it can't get worse. or as we've seen over the last month, things can happen you need to think, as one of michael finney colleagues at ge says, about the unthinkable. then i think