i was blessed and fortunate to get mentored by jack welsch, if you look at the market cap he was abilityve, he created this collegiate competitiveness, as i said earlier. we would work hard, we would compete, but never at the expense of one of the other portfolios if i was off, jim would jump in. we all went through cycles, right? but jack continually drove us to continually improve upon everything that we do, both personally and within or businesses he had the confidence and the support to reach just a bit further. every employee in the company -- and i was blessed to have the best, right? -- shared that vision of competing, wanting to be number one and stay number one. the way you stay number one is you innovate or evaporate and never was more true than in today's marketplace from the outside looking at a conglomerate, for a while now, the market hasn't gives it a very good multiple is it possible that thatmodel is really not the right model to have anymore, and should ge break up into disparate businesses. >> i think, karen, what you're framing for us is that was the magic of jack wel