So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.
I'm very comfortable in having a strong team. I'm very comfortable in sharing the limelight with the team.
Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.
But the real focus should be on people who are buying today because the base is so big it will take a long time for any change materialize on an overall basis.
As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.
It didn't make a lot of sense for us to be doing Lotus Notes implementations.
