The major challenges are related to the corporate strategy aligning with the with the bigger entity. Once that is set, the rest of the things can align properly. Even though we got acquired in 2014 we kept it as a separate growing business for a while to rebrand ourselves. That’s where most of the business initiatives came into place. What is the best way we can do this without affecting the core business? Other than that, once the rebrand timeline is there and we merge the different corporate entities over the IT department, HR department and some of the engineering functions and remove some of the common redundancies, we have to create a cohesive team.