What's, uh, what's happening at FDH in a very chaotic aerospace environment right now?

Yeah, no, I-- there's, there's obviously a lot happening, uh, in the industry and certainly, um, reflective of FDH.

The company has, um, as you mentioned, a really powerful, uh, pedigree.

And what I mean by that is, um, over the last ten plus years, FDH was created as a culmination of, um, a roll-up of, of many call it premium aerospace defense distribution companies.

And over that timeframe, the company, as you just mentioned, has merged into this, um, quite frankly, the largest single independent supply chain provider in the world, predominantly on electronics and, and hardware components.

And independent, um, because we are owned by private equity.

Audax is our partners, and they're wonderful partners.

Talk about the difference between coming up through the OEM and, and, and, and a great OEM Textron is to w- Yeah, to, to running a billion-dollar business at FDH.

So how did you think about that transition?

transition?I'll answer it, Matt, in two ways.

From an experienced perspective, having been a CEO several times, first as a division CEO at Textron, reporting in to our chairman, and as a chairman, president, and CEO of a public aerospace defense company, and now as a CEO of a private equity-owned company.

What I've always found, and it goes right back to the roots of military training, and it's, it's standard for me going into a new role, certainly as a big role as this, I, I go into what I call a listen-and-learn mode, meaning you can know or think you know everything about something, and every business is different.

Every business is in a different cycle.

Every team has different dynamics and strengths and weaknesses.

It's super important, certainly as a CEO in a position of authority and accountability, where you want to affect change, you want positive change.

Yeah