infrastructure and that done well, it can be a really great product and really well resonate the sportsersnnels were not the driver of this transaction, but they are there. they are valuable assets, and we will try to evaluate how that it's into our long-run strategy. strategy we went with in this transaction was just to do the business better, so there are all sorts of upside that come from the scale we are acquiring in the assets we are acquiring, but we are not really ready to say how we are going to implement those opportunities. speaking about doing the business better, what about program costs? how will you approach content ? oviders differently now >> it is interesting as content is changing the way it is distributing it self. the new charter is going to have more than a $9 billion year programming bill, and on that same platform, the content industry sells $4 billion or $5 , so we are a significant of content. one of the biggest cost drivers of all of our product over the last 10 years has been the rise of content cost, so we hope to get that under control, but we also hope to work