it was interesting on the call, david pyott was asked, where are you going to make acquisitions? kind of strategic set, there really aren't opportunities. we're going to have to do a deal that's outside of the core. and we're going to have to find a new, you know, kind of area of competency to go pursue. first of all, those kind of acquisitions, allergan does not have a track record making major acquisitions outside its core discipline as opposed to adding on to something in, let's say, relevant to botox, for example. because they've got a lot of market share in their particular segment. so they can't do a synergistic acquisition. valeant is one of the most i've seen. it's a canadian company, has a much lower tax rate, and allergan as a standalone business can achieve that tax rate. you know, benefit. it's valeant light on the cost side, and it's strategically a tax efficiently, you know, weak otherwise. >> let me ask you one more question on this particular case. and then we can move on to herbalife. we have this complaint by valeant both u.s. and canadian regulators about what