What did you learn from your predecessor and your own path through your background, project engineering, technical operations, and global biologics that you've carried to this new role?

For my predecessor, Sanat Chattopadhyay, there are two things that continue to persist with me that I think about on a daily basis.

One is around talent management and the important part of thinking around talent management more as a generational life cycle.

And it's not enough to be planning for the things that are known, but the unknowns that exist out there relative to how you grow talent within an organization and make sure that as these new opportunities present themselves, you're not caught unaware and then reacting.

You're proactively thinking through the potential pathways our business could go down.

And that kind of goes into the second part, which is the agility of the supply chain.

And the traditional way of, I have a product, I build a building, the building makes that product, the lifecycle stops, and then I recapitalize, is not the responsive model that you need for the future of where this industry is going.

How was that transition, preparing for that, how was that reshaping the technical and operational mix of Merck's manufacturing network? And I was going to maybe on top of that, what capabilities does a biologics heavy sort of footprint demand that, as you've seen evolution, that small molecule plants didn't?