When we think about any leader coming in, there's a normal pattern of observing and building relationships. Think about those quick wins and those course corrections that are needed. That's a rinse and repeat process. It's worked well for any new CEO or any C-suite leader. My approach is pretty much similar, with adding in nuances as to what aligns with the company and the team. Operation excellence was a key focus for us. What the team needed was stability and ensuring that we had ways to recognize where we were brilliant and where we needed to get better with improved maturity and advanced automation. We also wanted to make sure that the team was feeling inspired, and we were placing the right questions in front of them. This means that they were asking the right questions and they were being asked the right ones as well. Lastly, we wanted to ensure that leadership across the board, all the way from senior leaders across to executing managers, had a shared vision of trust.