Good morning. If we could have everyone take their seats, we'll get started. My name is Mary Waggoner, I'm Senior Vice President of Investor Relations for FIS. I'd like to welcome all of you who have gathered with us in Orlando this morning. Thank you for making the trip. We'd also like to welcome, and thank those of you who are participating via webcast. We've modified the format of this year's event in a couple of ways. First, we are hosting FIS Investor Day 2012 in conjunction with our Global Leadership Summit. So in addition to our guests from the investment community, we are joined by more than 300 of our leaders from around the world. We're very excited to have all you with us and hope that you will find today's presentation insightful and informative. Second, we will begin the day with a discussion of fourth quarter and full year 2011 results. The earnings press release and supplemental slide presentation have been posted on our website at fisglobal.com. The 2012 presentation will be posted on the website in approximately 30 or 40 minutes, and we'll make copies available in the room at that time. Joining me on stage are Frank Martire, Chief Executive Officer; Gary Norcross, Chief Operating Officer; and Mike Hayford, Chief Financial Officer. The next 30 minutes or so will include prepared remarks read by Frank, Mike and Gary on our -- covering our 2011 operating and financial results. Then we will transition to the 2012 strategy discussion and financial outlook. There will be a 30-minute Q&A session for the investment community at the end of both presentations, and we ask that you hold your questions until that time. We'll take questions from the leadership team later this afternoon and tomorrow. And we will conclude today's -- this morning's event with a topic table reception, where members of the investment community will have an opportunity to interact with several additional members of our leadership team. And that will be in the Crystal Ballroom, just immediately across the hall, where you all were for breakfast this morning. Now I'd like to direct your attention to Slide 4 for the Safe Harbor commentary. Please note that today's discussion will contain forward-looking statements. The statements are subject to risk and uncertainties as described in our filings with the SEC. FIS undertakes no obligation to update any forward-looking statements, whether as a result of new information, future or otherwise, except as required by law. In addition, today's discussion will include comments and references to non-GAAP financial results in order to provide you with more meaningful comparisons for the periods presented. Reconciliations of GAAP to non-GAAP results are available in the earnings press release, which is located on the tables in front of you, and are also posted on our website, fisglobal.com. Now, I'll turn the presentation over to our CEO, Frank Martire. Frank?

Thank you, Mary. Sorry, I didn’t leave time for the applause there. Thanks, Mary. Good morning. I'd like to welcome you to the event, the investment community to Orlando. Thank you for being here. Those on the webcast, all the FIS global leaders out there, welcome. We hope you find it to be, as Mary said, very informative and insightful. We're pretty excited about our company and our future, and we hope you will be too. I will begin the presentation with a quick overview of our financial results and business highlights for 2011. Gary will follow with the operations report, and Mike will provide additional insight into our fourth quarter and full year results. 2011 was another strong year for FIS, and I'm pleased with the progress we are making to execute our global business strategy. We continue to build global scale, finishing the year with more than $5.7 billion in revenue and $1.7 billion in EBITDA. We generated adjusted net earnings of $698 million and $1.2 billion in operating cash. The team is doing a nice job executing our business plan, as evidenced by 5% organic top line growth and 12% growth in earnings per share in 2011. Organic growth has steadily improved since 2009, led by strong results within our international business. International revenue increased to $1.2 billion in 2011, and grew 22% organically for the year driven by strong performance in both the FIS and Capco businesses. Our international business continues to play a key role in our growth strategy, and we are excited to have surpassed the $1 billion milestone. Importantly, we maintained our focus, generating new sales and expanding existing client relationships. We are very pleased to announce our new agreement with the Royal Bank of Canada to establish this new direct bank in…

Thanks, Frank, and thanks to everyone for being with us today. We have a lot of material to cover, so I'll provide a brief overview of the fourth quarter operating highlights in order to spend more time discussing our business strategies in the next presentation. Overall buying decisions strengthened in the fourth quarter both on a sequential and year-over-year basis. We continue to experience solid demand for outsourced processing, back office support and professional services as clients seek to leverage our scale and broad service capabilities. As we discussed during last year's investor update and all throughout the year, we think we have a great opportunity to gain more share in the large financial institution market space. We experienced strong sales growth within this market in the fourth quarter on a year-over-year and sequential basis, which points that the investments in our sales force for this market are paying off. We continue to be the provider of choice for direct banks in North America. Barclays Bank, one of our large outsourced clients in the U.K., will use our core solution for their new direct bank in the U.S. And as Frank mentioned earlier, we are very pleased to announce that FIS and Capco were selected by RBC to assist in establishing its new direct bank to serve its cross-border clients in the U.S. The project scope, which included defining the targeted operating model, building interfaces between multiple internal and external systems and operating the core banking platform on an outsourced basis, demonstrates our ability to deliver transformation in the market and clearly differentiates FIS from other technology providers and large-scale system integrators. Both RBC and Barclays are great examples of the power of our global go-to-market strategy. The investments we had made to integrate our solutions continue to provide FIS…

Thanks very much, Mike, and good morning, everybody. Mike just asked us to spend a few minutes talking about what leadership means for FIS and particularly, I think it's important in the context that the meeting this morning, which we’ve just had, which is about our earnings results, and of course, the meeting we've got coming up right now, which is about our strategy, are just 2 meetings in a series of meetings we're having this week. Right after we finish this meeting, we have our annual leadership conference, which is a conference we have every year, where we assemble the top 300 people in the company, who really set the tone and direction for the organization overall. And putting 300 people together in an event such as this from literally all around the world, from Brazil, London, Singapore, Australia is a real big investment in terms of time but it shows really, how seriously we take leadership as an organization. And our conference this year actually has 3 themes. And these 3 themes are out of our guiding principles, which really drive everything that we do. The first one we're going to be talking about -- the first theme, which we're going to take is about our strategy and the execution of our strategy, and you'll be hearing more about that in the next presentation. Secondly, we're also going be talking about some of the operational things that we're doing as an organization to further improve the quality of service and the quality of the products that we offer to our clients. And the final thing is, we're actually going to be talking about our focus on clients. And we're actually going to be hearing some of our clients and sharing their opinions and views about us, how we can actually continue to improve those relationships that we have with our clients going forward. So it's a very exciting time for us. And as part of that agenda, we actually are really looking forward to sharing our ideas and our thoughts and actually driving the strategy of the business as we go forward. After the leadership conference, we're then moving on. And we actually have a sales conference, which is our Global Sales Conference, where we get together all the people who are involved in sales for the company and we plan for next year as well as celebrate, of course, the success of 2011. So with that, could I ask Jim to go through comments about his views on leadership.

Thank you, Mark. My name is Jim Susoreny, I'm an Executive Vice President. I manage the sales and client management function here at FIS. So as Mark just referenced, this is a big week for us here, all week long. But now that we've been ranked #1 on the annual FinTech 100 list as a company, we continue to become the company that our clients and prospects come to and look for, for not only the IT solutions but for strategic thought leadership. So these companies from the standpoint of an institution size, all institutions, from de novos to the largest global institutions. They can be confident with our leadership position that the projects that we engage with them will have a successful completion, and these are projects from transformational-type industry projects to company transformation projects, all the way through to department transformation within a company. Being the leader really does one thing for us. It gives us access, so that as a sales and client management force, we can get access to the decision-makers, to the executives, not only of our current client base but of our new account opportunities. As you all know, a significant amount of our business comes from our current client base and cross-sell. So I'll tell you, the key for us though, is once a prospect becomes a client, it's to nurture the relationship and nurture the relationship not only around solutions and service but more importantly around people and strategic thinking. And one way we do that is in a meeting like this, as Mark mentioned. But in the sales meeting following, what we do is educate. We train and we arm our sales and client management force with the tools necessary for them to not only complete their annual plans but to work on the strategic multiyear plan with their clients. All meant to meet our clients’ business objectives. I want to personally thank you all for your time today, and I want to turn it over to my colleague, Rob Heyvaert.

Good morning. My name is Rob Heyvaert, I'm the Chairman and CEO of Capco, and it's a real pleasure to be here. I joined the family about a year ago. And they've asked me to make a few comments on leadership and actually mainly leadership looking into the future. What does the future hold for banks, and what does the future hold for a company like ours and how important is it to be a leader and how important it is to have scaled size global reach to get there. In order to understand that, I think we need to have a backdrop. And the backdrop is the financial services institutions are, really, today in an area they've never been before. The margins are compressing. There's huge regulation coming from every side. There's actually, I would even argue, a tremendous amount of confusion for what's going on in the industry. The return on equity is going down dramatically, and it's really not sustainable. Often people think that a recovery will make and fix everything. This time around, for financial institutions, it's a very different story. It's a story about cost takeouts, but it's also a story about keeping up to hyper-connectivity and social media. As a result of that, a company like ours have never been more relevant than today. There is tremendous transformation going on. You could probably argue, you could compare it to the manufacturing industry, where financial institutions have stopped doing everything the same like bank A, like bank B and like bank C is doing for the very simple reason that they cannot afford it. It's unaffordable. As a result of that, a company like ours, who gets in very early with the Capco acquisition, having a conversation at the top of the house with a C level executive going all the way to the execution of operations and technology. That full stack is what we call leadership. That full stack implemented at a local level in Canada, in the U.S. but at a global level in Asia or Europe. As a result of that, I would argue that this company is better positioned than anybody else to be a trusted partner and have the scale to work with financial institutions. As a result of that, institutions will stop doing a lot of stuff themselves. They will rely on FIS, its ability to run in a secure way operations and technology businesses for the clients. We will have a difficult market for banks in the future, but FIS will profit tremendously, we believe, from that difficulty. And we will help financial institutions to take out roughly $500 billion of costs because that's what it takes to get back to return on equity. We feel very bullish about the future. It's a pleasure to have you, and I hope my colleagues will give you an interesting morning about the future of FIS. Thank you.

Okay. We're now ready to move into the 2012 strategy discussion and financial outlook. I'm going to stall for just a moment because the 8-K has not yet been filed with the 2012 presentation. As soon as that is up and available, we'll pass out the books. But we can go ahead and get started with the beginning portion of the presentation. We will -- Frank will lead off with a strategy discussion followed by Gary Norcross. And Mike Hayford will come up again to talk about business strategy, growth strategy and financial outlook. Then we will have an executive panel to handle Q&A for about 30 minutes, and then proceed on over to the Crystal Ballroom for the topic table discussions. For the investment community, there are surveys for you to fill out. We would really appreciate you're doing that, we value your input. Anything we can do in terms of timing flow, format, information that we provide for next year's Investor Day, we would welcome your input. So if you would fill those out as we go throughout the day, Laurie [ph] and team will pick those up and will summarize those results and use that for feedback for the next event. So with that, I'll ask Frank Martire to come back up to the stage.

Thank you, Mary. Good morning, again. Thanks again, Mark, Rob and Jim. Very nice job of talking about leadership and our company and our future. So I thought I'd give you an update on our key strengths in the company and our strategy and our focus, always a focus on our performance. I'll start with our key strengths. The question always asked, why? Why invest in FIS? Our market leadership position. Jim talked about it a little bit a few moments ago. Our clients know who we are. Even ones who aren't our clients know who we are, they respect us. They know us, they know we'll deliver and we get references from our clients every day. That is so powerful to us in the marketplace. We have high recurring revenue. Over 80% of our revenue is recurring. Stable growth, consistent stable growth in a company. And we know that will continue because we have the confidence in our company and the confidence in our clients. Strong EPS growth. We do mid-teens EPS growth historically. We don't talk about the future and what it's going to be. We talk about our history and what we've done because that gives credibility when we do talk about the future. Very strong cash generation. We generate cash, strong cash flow, and value-enhancing capital allocation. Our $1 billion share repurchase announcement and agreement and authorization, $1 billion. And we increased our dividends from $0.20 to $0.80 a year. Commitment to our shareholders, commitment to add value. So where is FIS today? Our revenues, $5.7 billion. EBITDA, top line’s growing, bottom line growing. EBITDA, $1.7 billion. Very strong operating cash flow, $1.2 billion. Over 14,000 loyal clients in over 100 countries worldwide and 33,000 of the best employees in the world. Our leadership position has…

Well, good morning. I'm really looking forward to spending the morning with you. As you guys might know, my name is Gary Norcross, Chief Operating Officer. I've been with the company 23 years. And before I get into the presentation, I'm kind of just cut to the punchline. When you look at our position in markets, as many of the people have talked about, when you look at our solutions set, when you look at what's going on in the economy and how everything is driving in our direction of this company we built out, I've never been more excited in my career to be part of a company. And I think if you look around at more than -- our more than 300 leaders, it clearly defines the results that Frank talked about earlier, has been brought by these people in this room. We've got the finest leadership group in the industry, bar none. I'll put them up against anybody. And so the outlook is very, very bright for FIS, and we're very excited about where we're going. But that being said, I do want to talk about a number of areas for us. I want to talk about market and market positioning. I think it's important to understand, there are different markets in the financial institution place, in the financial institution marketplace. And a lot of people talk about their desire to go in international markets or go into LFI. You can't understand how much time that takes and how much commitment that takes. Some of these markets take years or decades to break into. And I want to talk about our positioning in those. I also want to talk about our strategic execution. Frank laid out at a high level our strategy, but how do we implement…

Good morning. I'm David Togut with Evercore Partners. Two questions. First related to margins. You highlighted the rapid growth of the services business, which includes some lower margin, more labor-intensive businesses like Capco. How do you reconcile the fast growth in that business with your desire to achieve 30 basis points of margin expansion annually?

It's a good question. You have to understand why we did Capco. So at the end of the day, when you look at Capco's presence in Europe and you look at Capco's presence in North America, and you look at the strategic relationships they have in that LFI community, what we're driving with Capco is really large transformational deals. RBC would be a great example of that. So there's an example where we brought in solution -- Capco brought in solution expertise, helped define the problem in the transformation, we were actually able to come in to that engagement and provide a breadth of services at very nice margins for us. So it's back to the majority of our Services business. At the end of the day, Capco is $300 million out of a $5.7 billion-odd company. So at the end of the day, the services that we're bringing wrapped around our products are coming in at much higher margins. And it's that differentiation, bringing that intellectual property to bear that allows us to do that. So really, they’re getting their foot in the door that actually allows us to build that higher gross services business.

Just a second question on competition. Total System Services has indicated that they intend to make an aggressive push in the community bank and credit union market in terms of card issuer services. They also want to expand their footprint in Brazil from Carrefour on the private label side into more of general-purpose credit card issuer services. So have you seen them enter those 2 markets yet? And what sort of countermeasures do you have in mind?

We see all of our competitors. But in fairness, we've not seen them in a material way in those 2 markets yet. I mean, the reality is, you have to understand what you're saying, it's back to that market positioning. So if you want to get into the credit card processing business and community markets, you're dealing with institutions that are on average are going to issue less than 10,000 cards, right? You're also going to deal with institutions that are going to need a full-service platform. What I mean by that is the ability to underwrite those things, board those cards, deal with cardholder concerns, 24/7. It gets very difficult to build a business model out on that one customer at a time. Today, we have almost 3,800 clients in that market space. So we're able to do that and serve that market back to our scale, because we look at that as a unified portfolio. So I would tell you, that's a very difficult market in community markets to enter if you don't have scale or unless you’re really prepared to go for a very long time and through organic growth one at a time, pick up 500 cards here, 8,000 cards there. Very difficult to build a business. When you look at Brazil, we're very comfortable with our position there. We're the largest third-party processor in Brazil. We've got long-term engagements with our partners. We recently extended some of our back-office work we're doing for Santander as well. So we feel very comfortable in our positions. Obviously, everybody is very focused on Brazil, right? I mean, it's a hot economy, it's a hot market. I always like to laugh and say, we were in Brazil for 15 years. So I mean, if that's good timing, I guess we'll take it. But the reality is, it took us a long time to build out that market. But we see competition across all of our industries. And we're going to be prepared to compete very hard on the service we provide, on taking care of our clients, and I think that's -- you see that bear out in our growth, and you see that bear out in our retention of our clients.

And you can see we're not stopping, right, we keep building on our scale, on our size and our reputation. David J. Koning - Robert W. Baird & Co. Incorporated, Research Division: Dave Koning at Baird. So I guess first just to focus on some of the big clients, I think BofA and Bradesco reach about 5% of revs, M&I's maybe 2%. When we look out longer-term, do you expect these to continue to grow within your guidance? And then maybe you can talk about how long these are locked up for and any risks, I guess just thinking about over the next couple of years.

Well, BofA is not that large of a client for us. Obviously, Bradesco JV is large. Our relationship we have down there, it's a very unique relationship, I think we're very confident in terms of the agreement we have, not just as a commercial relationship, but also the partnership in the JV. And M&I/Harris/BMO, we've talked about that in the past, it's a combination of M&I and Harris. If you think about 1 plus 1 equals 2, it will not equal 2 for us, it will be less than 2. Somewhere between 1 and 2. We'll be handling revenue stream. We continue to work with them. Anyway, we have a great relationship, we have a great relationship at a senior level, and they've got a path they're going to go on to snag. We've got products on both sides. So with core, they're going to end up in our core, you're going to have on a core platform, a single core platform versus historically they had split that between the 2 institutions, Harrison and M&I. But that's something we don't -- the timetable for that is going to be towards the very end of '12. We don't expect much impact in '12 from that consolidation of M&I and Harris. When we go into '13, there's going to be some revenue impact, but with our contract and our term fees, we think we'll be able to preserve all of the earnings from that relationship going into '13, and so now you're back into '14. We knew about this at the end of '10. So our expectation is we will have grown through the impacts by the time we get to '14.

Yes. I mean, and that contract's got a number of years left on it, but you have to understand the strategic relationship there. One, as I shared with you in some of my prepared remarks, the largest single payment implementation in Brazilian history went on there, leveraging onto our platform, the efficiencies they were able to gain, then if you get into the labor issue around unions in Brazil, the ability to outsource that function is very beneficial to us. So it's very, very strategic. They were able to increase their growth in credit card deployment, they were able to lower their overall cost and we were able to provide a superior end-to-end service. So we, and what also people seem to forget, when you look at our JV, we've got a number of other clients on that joint venture as well that are true commercial clients. So very strategic relationship, several years left on that contract. Here. Right here.

It's Ashwin Shirvaikar from Citi. I heard a comment, I think you said that you don't have conversations about licensing software anymore. So could you sort of give us the background on what has licensed software been as a percent of revenues, historically, what's been the revenue growth in margin profile? And as you go more from just selling software in that I guess, 5%, 6%, 7%, 10% of your business to wrapping services around it, how do you see the implementation and the accounting of it affecting the numbers?

Okay and just to clarify my comments and build on some of Mike's. What I was talking about was in the sales force, when you look at the buying habits as Mike said in that less than $10 billion market, very, very low software activity and typically, where we have software sales now it will be with a client that we formerly sold software to in the past. So our net new wins, our growth, is really all coming through that outsourcing side. And because of the economy and other things, we're seeing that trend come into the large FI and international markets where those larger institutions were typically biased to license and run it themselves. They're now asking themselves the question, what's the differentiator in me owning a data center, what's the differentiator in me leveraging it. So obviously, that, we're seeing most of our conversations in our sales engine going towards that deployment method.

Okay, understood. The second question I have is around M&A. And as you do mainly tuck-in acquisitions now, are there specific areas where you see a need to go acquire versus partner? What areas might those be?

Yes; I think honestly, we're not going to comment on what some of the gaps, what some of our perceived gaps are in the future. That don't make a lot of sense for us. I mean we, we're very comfortable when you start looking about some of the emerging technology, some of the innovation that’s going on with next-generation payments, some of the interesting channel deployments out there, there's also some interesting ways to drive benefits for our customers' financial institutions to retain clients so we're looking at a lot of different areas. But to Mike's point, we've been very strategic with our acquisitions, hopefully timing in, in time for the inflection point. Compliance Coach is a great example of that. We talked about that. We saw the pending regulatory change, we saw all the discussions, made the acquisition ahead of that curve and then rode through it and are riding through that regulatory curve. We're doing it also, when you start looking at some of the international mining movement, given our global presence and given that some of the things that are going on to more efficiently move money. And so you look at the GIFTS acquisition. Once again, small tuck-in, being able to deploy it across 650 institutions. So at the end of the day, those are the kind of things we're looking for. We're, when we're looking for acquisitions, we're looking out a year, 2, 3 years out of what we think, where we think the market's going to go and we want to time those acquisitions appropriately. As Mike shared with you, we prefer to build. So let's just be real clear about that. And we do a lot of internal building that we're very proud of. So if there are times when we aren't able to build it fast enough because we see the inflection point or what we think is going to be the inflection point, then we'll do a nice product acquisition and we'll look through the distribution channel appropriately.

Okay. One last quick modeling question on the buyback, the $1 billion buyback, is that, I see a share count number in here. Was that the average share count, or year-end share count for the 295 million? And is that the pace at which you might expect to do the buyback for the next couple of years?

'12 [indiscernible]. Barton B. Hooper - Wallace R. Weitz & Co.: It's Barton Hooper with the Weitz Funds. Just a question on your sales coverage. You’ve got, yes, I think you said 300 products, 600 sales people, 14,000 clients. Do you have enough coverage to get the wallet share that you want? I realize it's skewed by a lot of the community banking but for some reason, it seems light with 33,000 employees.

Actually, because of our -- it's a great question. Frankly, we've gotten a lot of efficiencies out of our distribution channel. If you look at, traditionally where our competitors will house those organizations, is they'll house them under the business lines, which is a very inefficient process. So what we've done is we've picked those sales resources up and put them across the enterprise of the entire company, and then we've invested heavily in our subject matter experts. So we're driving those people to get the doors open to then allow our subject matter experts to come through and sell appropriately. So it's a very efficient model. I have to warn people, it's a very time-consuming model to implement. We started this almost 8 years ago. And so we built that model every year building it out. So what you're seeing is the efficiencies that we gained through it as well. And I'd also point back to historically, every year, we've had record sales from the standpoint of new sales, net new revenue and data or existing customers or new clients. So we feel very comfortable with it. We continue to evaluate various markets, as I've shared with you. The LFI market, we saw back in late '10, we saw that there was going be a real opportunity as the economy started to recover and we needed to focus there so we moved resource into that, but as I said, we saw no degradation in the community sales engine as well. So we were very pleased with that result and that nimbleness is what allows us to be competitive with those number of resources.

And I think over the years, we've proven that we get the business units to work together with the sales force as one, and that takes a while. But that's working very well for us. Jim, we do have a couple of people been waiting a long time up here to ask a question. Tien-Tsin T. Huang - JP Morgan Chase & Co, Research Division: It's Tien-Tsin Huang from JPMorgan. Just wanted to ask about the payment services segment. I was a little surprised that the revenue growth will be a little bit down to the mid-, I guess, low-single digits for next year, what's driving that? Is it all check or is there another change in growth factors there? Maybe if you guys will give us an update on debit while you're at it?

And let me just add, I don't know if everybody fully understands. So our PSG, Payment Solutions Group segment, so if we look at last year is at 2% or about a 2% spread between reported, we got 2%, 2% to 3% between paper and reported. It's what it's been running. So low-single digits, add a couple of points to that, you're going to get close to mid-single on the electronics side. So the paper is kind of defined headwind that we've been sharing with you guys. Another thing to keep in mind if you look at our PSG compared to our closest competitor's PSG, and I've said this before, they stole the label but then they got the components wrong. So if we take out item processing, which is in our PSG, it's not in theirs, pushed it over to FSG, Anthony's going to love us for this, and then you take eBanking, which is in their PSG, not in ours, I think you're going to see what our numbers are going to be. I know Frank D'Angelo used to send me an e-mail every year showering that our numbers were better than their PSG numbers. I haven't done the math yet, but I suspect it will be the same this year. So you can't really compare those 2. Our payments for all the reasons we've talked about, we've done a great job of driving earnings and keeping the margins very solid, as Gary pointed out. But it's a different collection [indiscernible] everybody else out there. Okay. Here's the mike. Greg Smith - Sterne Agee & Leach Inc., Research Division: Greg Smith with Sterne Agee. Mike, just back to PSG though, the margin in 4Q stepped up quite a bit year-over-year. Was there anything unusual in that? Greg Smith - Sterne Agee & Leach Inc., Research Division: Okay. And then from all your comments, should we interpret it definitely as Misys is off the table, so it doesn't fit to where the...

What was that again?

And we are very prudent about that we do, you know that at the end of the day, and the last large one we did was Metavente. Greg Smith - Sterne Agee & Leach Inc., Research Division: And then just lastly when we look at that competitive landscape slide, the sort of, the elephant in the room to me is IBM, they're sort of missing in some key areas that you or another core processor could fill in. Do you expect IBM to make an acquisition of a core processor potentially?

We sort of like our future the way we are today, and we're very comfortable with what we're doing.

Kartik Mehta with NorthCoast Research. Gary, in your presentation, you said you're able to raise prices in certain areas. Could you talk about maybe what those areas are, and what percentage of the company that might be?

Yes. Well, we're starting to see so much demand in some of our professional services engagements. I mean it really is supply and demand. There's a lot of demand for high-end resources in these transformation services, many of which Capco delivers. But in the LFI space, we're seeing an increased demand for implementation services, transformation services, building out releases and product functionality and so yes, we're seeing where we have the ability and have increased some of our professional services fees in those areas. Because simply, the supply of that particular type knowledge is not enough to meet some of the demands. So we're actually investing in those areas. We're hiring more people in those areas, we're training people in those areas. That's primarily been professional services. All in all, I mean, it's a pretty small percentage of our business. But we do see continued growth in that area and the point being, when we're seeing that growth, that high, and we have the ability to implement price increases appropriately, and we've done that.

And then just the impact on your debit business, now that the Durbin Amendment's been implemented, what do you anticipate from your customers? And maybe what's happening now and what you anticipate going forward? Glenn Greene - Oppenheimer & Co. Inc., Research Division: Glenn Greene with Oppenheimer. I wanted to follow up on Greg Smith's question. Clearly a pretty big change in strategic focus here of going more to building as opposed to buying. Obviously, that's been the legacy of your company. You clearly looked at the Misys acquisition s sort of midyear so I just was sort of looking for a little bit more color on sort of what sort of happened in the change in thinking. You're obviously sort of setting a new tone for the company from a growth perspective going forward. So maybe little bit more background behind the thinking on that change.

Yes. To reinforce it, if you look at our products today globally, and you look at our distribution channels globally, we clearly do not have to do significant acquisitions anymore. And as Mike well put it, why would you pay up for acquisitions when you already have some of those things, and you spend the last 12 years or so doing that. And that's the position we're in.

Yes, and just to, just chime in as well. At the end of the day, we build our acquisition strategy off the people in this room and off our sales channels. And at the end of the day, the best acquisition is one generated out of the business lines because there's an identified need, or generated out of your distribution channel for identified need. There are going to be product acquisitions that are going to be identified that make sense. But paying up for a very large overlapping acquisition is not being driven out of our leadership team at the moment. And so as Frank mentioned, as I mentioned, Mike mentioned, we listen to the people in this room. This is who drives the company. And so at the end of the day, making sure that we give them the tools they need to compete is what's important for us. And so at the end of the day, we're very comfortable in the markets we serve today, which is important to understand the markets we serve. But in those markets we serve, very comfortable with our product suite and this team is not telling us at all that we lack the scale to compete, that we lack the product set to compete, when in growing the business. Glenn Greene - Oppenheimer & Co. Inc., Research Division: All right. And then, different direction, related to Capco. You obviously had the large client loss at the beginning of the year, how did Capco end up from a growth perspective in '11, and directionally, expectations for growth and margin expansions related to Capco for '12?

Yes. For growth, the U.S. was really got hit by that large client, the U.S. was a little bit slower. Europe was, I think 80% growth, 75% growth. Europe was very strong growth, combined I think, we're still on 30%, 25-ish percent organic growth versus where they ended up in '10, so they still had a very solid year, again with one client who got off, that cut the government financing, and so they kind of went out. But when we look at where they ended the year, again, we had that client kind of cut back right at the beginning of the year, made a decision that we thought we could redeploy fast enough to maintain margin. Well, that didn't work out. So we looked at the fourth quarter and where we’re operating, we feel pretty good about where it sets up for '12. I would add to that though, again, so Robin's team have to focus on running their business like every other business unit on our industry. And they all have a budget, they have a plan, they get paid to make their number. But with Capco, in addition to making their number, it's all about Frank and Gary have been involved in these deals where they walk into a CEO or a CIO or the head of an institution, and they're talking about a different operating model, different business. And it's led by, let's start with how you can think of the world differently. So obviously, it was a good start in that direction because it's totally different business model for them in the States. But the discussions and dialogue we've had continue to be positive from our perspective on how that sets up to getting some opportunities in the future.

And most of these large banks that we got to globally, Capco already has a relationship and a reputation, a very positive reputation which helps us and Capco. Glenn Greene - Oppenheimer & Co. Inc., Research Division: Great. Are you expecting double-digit revenue growth from Capco in ’12?

Absolutely. That would be correct.

Yes, absolutely. Yes they did a nice job in growing through the loss of their customer, as Mike said, ended up the year strong. We see margins returning to where we originally expected as part of the deal. Conversations between our go-to-market forces, have -- our distribution channel and our client management group, and theirs has never been stronger. So we're still very, very excited about the acquisition and why we did it.

And Robin and his senior leaders are very optimistic about the future.

We've got time for one more question.

Just a -- I know how this impacts you long-term, but it seems like in memory database, big data, those types of conversations, does it make it more difficult or easier for clients that do things in-house to keep that business in-house? Does the technology make it a harder sell for you?

I would -- of course you're talking to Mike and Gary who are the most technical executives in the industry, so we should [indiscernible] I would say, any new technological innovation that's going to hit the industry. So the very big guys, it's really not about buying the technology, buying the hardware anymore, it's about buying the people and the expertise. So the big guys will go out and do that. But where do the big guys stop? Is it after the top 4 or 5, is it after the top 10, there's a line there that becomes a pretty sharp demarcation. People can't go out and hire the expertise to do the latest greatest technology, and it gets -- the thing about [indiscernible] say, we can give you the benefit of having better data warehousing, better access, better information, better analytics and do it cheaper and I would focus on solving your business problem. It's hard -- we’re competing against the CEO trying to build out infrastructure, and I think we win those debates these days.

Okay. With that, I think Frank wants to make a few closing comments, and I'll follow with a few housekeeping items before we move onto the next portion.

Well, first of all, I want to thank the investment community for being here today. For those of you who made the trip, I really appreciate it, I know it's a lot of valuable time. I hope you find it valuable to you. The second, for the shareholders in the room, we thank you for your confidence in us. For those who are thinking of investing in us, hopefully, we gained a little bit more of your confidence today. But for those who cover us, thank you for the coverage on FIS, we really appreciate it. I think it's kind of an interesting experience when you have 3 people standing up there, talking with the confidence we do about a company that’s our size and saying things about the future and how we feel about it. We say with confidence for just simply one reason, we have 300 leaders behind us with the same confidence and passion that we do for this company and our clients. And they have 30,000 people behind them with the same passion and confidence. That makes us feel good, that makes us totally confident that we could deliver and we will continue to. We are very passionate, we are very excited about this company. We know we have a great future. We’d like you to be a part of it and have the same enthusiasm and passion that we do. Thank you for sharing your morning with us. We appreciate it. Thank you.

Just a reminder to our investors and analysts, please fill out the survey that is on the table in front of you. For those of you listening via webcast, we will e-mail that survey to you, and would appreciate your input on today's event as well. Now, I would ask most of our leadership team to remain seated so that we can escort our guests to the topic table reception. And the topic table facilitator should exit to the Crystal ballroom now as well. Thank you very much.