of corral the groups and go back to the drawing board and fne-tune some things that they need to do internally for their organization so that they can come out the other side even stronger.
Jamie Claire Kiser [26:21] Absolutely. And, you know, the last point on this one that I think is important to make is that there can be absolutely no relation whatsoever between somebody's ownership concentration and their importance to the organization. And that is not going to work in M&A, you know, buying a company from the people that own it. And it really ties the hands of a buyer when the person who owns the company isn't the one that we need to incentivize right to continue growing to do the work. The one that's actually adding that the longer-term value post-closing may not be the one who owns the company or the group of folks that own the company. And that disconnect if there's not a good overlap in leadership and ownership and kind of the cultural piece to right, like the heart of the company that can cause a real challenge. Randy Wilburn [27:02] So as we wind up here, I certainly wanted to ask you because as I get the emails, and I look at a lot of the posts on LinkedIn when you guys are congratulating frms that have come together in a holy merger, matrimony, are there any examples that you can point to, and I'm using air quotes here, a good M&A transaction that serves the model that you guys are trying to implement at Zweig Group that you guys are really excited to talk about, that you can’t talk about at least? Jamie Claire Kiser [27:35] I’m about to get a bunch of emails that were talking about me. But you know, off we go. One example, I guess, a really cool transaction that I just love the way that it came together was a company that had a family ownership group. The parents and actually one of their children were the owners of the company, and the parents were ready to exit and that was really the driver of the external sale and, the son obviously had a different timeline for the exit strategy. Through the transaction through the courtship process, getting the son in front of the prospective buyer early on, and building that relationship, now has this person who is going to be very likely a successor to the CEO of a company that's 10, 20 times the size they were when they sold. It is a really cool story of somebody's ability to change their career trajectory by selling which is counterintuitive. We think about it being an exit and an ending, but just watching this company continue to grow, and like the clear, I guess,
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