From the buyer’s side, the function was organized by our executive team. Revenue of the company we were looking to acquire was $17 million, employing 15 employees in a foreign country to ours. The acquisition opportunity came about due to a history of crossing paths and originally approached by our CEO to their President in a more casual conversation. Once the acquiree began to entertain the idea, we began involving additional senior management. The efforts by all were mixed in with their other job responsibilities. Not much was done in the way of reviewing the landscape, although having not been part of the initial conversations, I cannot determine why. Having had the opportunity to participate in the process earlier on, I would have suggested more resources dedicated to the due diligence process. Although successful, I believe this transaction was an exception to the norm in situations like these.