Ladies and gentlemen, please welcome, Vice President Investor Relations, Helyn Corcos.

Thank you so much and welcome. We are very excited to have you here join -- Thank you so much. It's wonderful to have you all here to join us today for the strategic direction and third quarter announcement. I'm going to be really quick here. I am just going to do some housekeeping comments and then move on. What we'll do is we'll start with the agenda. We will cover earnings very briefly with guidance, and then we'll move onto the strategic direction and the operational plan discussion. And then we'll have a Q&A session. The event is actually being recorded. We'll also have the presentation on our website right after the event. In addition, as you know, we will have a lot of comments here today about products and financial statements that are forward-looking. So we do encourage you to please check our risks and uncertainties statements in our filings. And in addition, we also talk about GAAP and non-GAAP financial information, and there's reconciliation comments at the -- on the website that you can also refer to. And I think that's really it for me today. So I am going to turn it over to our CFO, Mr. James Beer, and he'll kick it off with the earnings.

Thank you very much, Helyn. Good afternoon, everyone. In our December quarter, we were very pleased with the 5% revenue growth rate that we've recorded on a constant-currency basis, and that equates to 4% of organic revenue growth. That's, in fact, the highest percentage growth rate we've seen organically in over 4 years now. These results is very much driven by strength in our Europe, Middle East, Africa region, as well as our Trust Services business and our Information Management business. That's the backup and archiving part of our business. And that area particularly helped us build our license revenue growth at 8% year-over-year. Maintenance grew 5% year-over-year, and our enterprise subscriptions business grew 12% year-over-year. In terms of our beat the EPS line, it was very much a balance of both revenue, overperformance and, on the expense side, beating there as well. So about a 2/3 revenue, 1/3 expense balance that drove the EPS performance. Looking at some of the details of the revenue performance across the business units reflecting growth across our portfolio, on the Consumer side, continued growth as we upsell our customers to our premium suites, as well as continue to grow our emerging businesses, including our mobile business there. In terms of the Security and Compliance business unit, in addition to Trust Services, we saw a nice growth from our Managed Security Services and encryption businesses. And in terms of Storage and Server Management, we saw growth on both sides of this business. So first of all, on the back half and archiving side, a very strong performance, 12% growth driven by our NetBackup products. Capital. So, in terms of Storage Management, we saw 1% growth there year-over-year. So that's the second consecutive quarter of growth for that business as we saw more of our…

All right, we're stopping at 61%. I'm not quite sure why, but welcome to the unveiling of Symantec 4.0. Before we start today, what I'd like to do is first personally thank all of our employees for delivering just another very, very great quarter. I'd be remiss if I didn't start with that. We've produced better-than-expected results in a time where we've been going through quite a bit of transition as a company and there's lots of uncertainty for our employees. I'd also like to start, before we get into forum, by introducing -- we just announced today the creation of an Office of the CEO at Symantec. You see the other 3 members with me here today. Stephen Gillett, who joined us recently; Francis de Souza; and you've already know or met James Beer. So let me start by saying when I took this job in July, I said we're going to start with a clean sheet of paper. We were going to evaluate all of the options on the best way to create shareholder value. We commissioned an outside firm to help us, a reputable firm and we looked at a bunch of different scenarios. And I think we have 3 of our board members, in addition to me, are here today. And I think we participated in multiple discussions, looking at all sorts of different portfolio analysis. And at the same time, we commissioned a separate firm to help us put together a transformation strategy to evaluate at full potential or at a reasonable potential how could we best create shareholder value, so we'd be able to compare that against all the other options. We had a board that what I would call the 5 and 30 plan, because that's what we had been messaging. We had…

Thank you, Steve. I think it was Confucius that once said, "May you live in interesting times." And if I put my voice-of-a-customer hat on, which is what I'm going to take you on a little bit of a journey with, I would be hard-pressed not to say that the information and the security and the data world that we live in today is probably, if not the top, definitely one of the top 3 areas to be in for the -- and frontiers to be working on over the next decade. And I've seen this from multiple hats, multiple angles, and I want to share with you a little bit of that at the voice of the customer. So a little bit about this presentation. I want to make sure we talk about, which is what is it like to be on the other side of Symantec? What is it like to have been a customer for 15-plus years of our company? And on that journey, I want to share with you some of those insights and some of the learnings about what's happening out there in the world. When you talk to CIOs and you talk to leaders across the industry, you find now there's actually a convergence of themes that tend to emerge. Yes, you hear about economic uncertainty. You hear about the changes in the EU. You hear about Greece and the financial crisis. You hear about the U.S. and the debt. You hear about all these different things that are top of mind for business executives across the country and, frankly, across the world. And it's important to note that as this global concern is emerging with economic uncertainty, coupled closely to that is the concern of information security. With all the new ways people…

Thank you, Stephen. Thank you. Well, the trends that Stephen talked about are having profound impacts, as you can imagine, in how we think about protection as an industry. One powerful idea is that the industries we participate in are all interconnected. Recently, we were tracking and investigating an incident where a businessman had his personal smartphone compromised as he went through the security line in a foreign airport. Now what happened is the attackers then compromised the corporate credentials he stored on his personal smartphone, and they used those credentials to compromise his company. And from his company, they then staged an attack on a government agency. And so what started out as a consumer hack became a corporate compromise, became a national cyber attack, right? So it's all interconnected. Next, as we think about the world today, it's very clear that we, as an industry, need a new model for protection. So as we think about how the protection model evolved, it really started as being very compute-centric. What that meant though was that for consumers, for example, as an industry we focused on protecting the PC. We focused on securing the PC, on backing up the PC, on performance-tuning it, but it was really all about the PC. And in the enterprise, similarly, it was really about the big 3. It was about protect the endpoints, protect the data center and protect the corporate network. That's what we did as an industry. But as you heard, the digital landscape is changing, right? With the addition of mobile devices, bring your own devices, web services, the Internet of Things, personal health devices, web platforms and in emerging software-defined data center, you've seen the digital landscape expand enormously both for consumers and for enterprises. And because in security we're…

Before we get into the go-to-market, I wanted to just take some thoughts and share how we're thinking about the portfolio. Francis, now, gave you a sense for how we were thinking differently about applying technology to solve our most important customer problems. So as part of our 4.0 strategy process, we looked at everything in our portfolio, every product, every technology. And we use a 2-key criteria that you can see on the slide, as a standalone or something that we could integrate, like file systems, into an offering that will solve new and important customer problems. We put everything through there, and we have nothing to announce today. This process is going to be ongoing, and we'll deal with anything that doesn't fit. This is where we are today. It's an ongoing process. But what I really wanted to share, and you'd expect this, as we continue to look at all the business and things we've done. But one of the reasons I picked 4.0 is because with the new version, sometimes we all have to change our software and think differently than we did in the past. Our leadership team and our employees are going through some of that now, as we roll out 4.0 thinking in the company. I would also say that we're going to have to communicate in different ways with you as we go forward. For instance, we don't have a Consumer business anymore in Symantec. And I'd like to thank Janice for all the things she did over 10 years to build a great solid asset for the company. As we talk about the new structure, and I'll get into this, but my need to functionalize the company so that we could move faster on the things as opposed to through the…

Thank you, Steve. I'll clip along through this session just to make sure we've got time for your questions. But we'll need to spend a moment on where we're going to be looking to invest to drive the organic growth that we plan for here. I look at it both from sources, users perspective, how we're actually going to be able to pay for the investments, how we are going to be able to drive margins up as well. So when you look at the opportunity side of the equation, I say there are 3 key drivers here. We've grown obviously through acquisition, down through the years. And we've only partially integrated many of those acquisitions. And so that fact, combined with the traditional business unit organizational structure that we have had, has really created a lot of silos. And with that comes a lot of redundancy. Add a lot of management and what we've got is a situation with significant duplication of activity, of structures, of applications, as well as the complexity that is, frankly, getting in the way of building the products and selling the products. More specifically, in the area that Francis will be running, so the product development and support area he alluded to is a large pool of spending now, around $1.8 billion per year. And with that overall look, we believe in combination with a zero-based budgeting approach, we'll be able to make good on the areas of duplication that we have today. We've just got a couple of examples up here, Steve mentioning the rather large number of Cloud services platforms that we have, 54 data center locations. There are other opportunities besides. Francis talked about his Centers of Excellence that he's going to be putting into place. That's another way in which…

I didn't mind putting this slide up so you can think about this a little bit when James was talking. Here's directionally where we see the company going in terms of resource allocation. Over the next few years, we would expect in, say, fiscal year '17 to be at the upper end of R&D as a percentage of revenue. We would expect marketing and sales to move from where we are today, which is in the 41%, down to 27%. So pretty significant reallocation, more efficient, more effective. We talked about how we're going to do that. I think we'll be better marketing and selling. And we'll also be much more efficient as we fix the system. G&A, we expect to be in the neighborhood of 5% or 6%, or 5% and 6%. At the same time, we expect to deliver a bunch of this money we're going to free up to investors. So let me shift gears to talk about our thinking, looking forward here. Look, we're committed to greater than 5% CAGR in the fiscal year '15 through '17 period and 30%-plus operating margins. The 5% and 30% plan, I committed to the board, and I'll commit to investors. That's what our team is focused on delivering. We've got a lot of execution to make that happen, but that's what we see happening. And frankly, that would still be share loss. So I'm not sure if I'd be happy at this. It might be -- you might view this is a big lift. So we're going to try and be better than this. But this is what we're committed to the board and what the management team is saying to investors. We have a goal of 30% operating margin in fiscal year '15. That's our goal. So that's…

So we have mic runners. If you guys go ahead and just raise your hands, we'll get a mic to you so everyone can hear. We also have Q&A over the phone line. And so I'm going to let Gwen [ph] give that instructions so we can also go to the phone line after a few in the room questions. Thank you. Philip Winslow - Crédit Suisse AG, Research Division: It's Philip Winslow of Credit Suisse. I just want to focus on the go-to-market strategy, the 2 components. First, breaking off the renewals team. I definitely applaud that decision. But also, I just wanted to get your thought process on sort of a general sales force with specialist overlays versus a fully specialized sales force. Just what was the thought process as you went kind of through these 2 decisions?

Yes. I think we were very complicated in our go-to market, both on how we define the market and all the overlays. And what I would tell you, without boring everybody well of details, is we're going to have self-contained teams focused on the strategy now of end point information and security information management. And they're going to be in North America, in the U.S. They're going to be -- we're going to have a dedicated commercial team that's self-contained, and we're going to have a dedicated enterprise team. And we're going to have leaders that run those self-contained teams. So I think part of the problem is all these layers and stacking and everything were confusing to our customers and to organization. And I think we're going to streamline and simplify all of that stuff. So I think it's a major change. I actually took it out of here, because I thought it was too hard to explain in a simple way. But we're going to radically change the whole structure of the sales force. We're going to change the incentives over time. We're going to change the structure, and we're going to focus people on new business as opposed to -- so it's a lot of moving parts over time. And as soon as we're ready to announce that -- you can imagine that salespeople are hearing this for the first time today. So we're going to be thoughtful in the transition. And that's where I'd leave it for now. Lots of work to do.

Steve, Brent Thill of UBS. On the margin structure, then those [ph] leverages going to come from the sales and marketing line, and I think you talked a little bit about this. But where do you see the biggest cost savings, to expand on Phil's question? I had a question for James, just on -- big deals in the quarter fell dramatically. Is that just deals that got pushed to Q4? Or how should we think about that just tactically?

Go ahead.

Okay. Let me just address the second part of the question there. Yes, you're right. The big deals were down in the quarter year-over-year. But that wasn't consistent with the overall activity that we were seeing across the business. So we're quite comfortable with where bookings and billings grew to. So no, I wouldn't say that the big deal statistics were illustrative of the overall result.

I think -- again, this is a hard thing to make simple. I think our system is just broken. I think our sales people spend less than 50% of their time selling. They spend a lot of time internally negotiating. They have all these different products they try to sell, and they have different terms and conditions. And they -- I just think we have to streamline and simplify and focus the whole thing, get the right incentives and separate the roles to do the renewals thing. I think we can be better at renewals more cost effectively. And over time, I think we change the mix of our sales force, and we'll have more telesales and e-commerce capability. One of the things that I didn't mention, because I was pushing the time a little bit, think about Francis' products that he announced, our products that Francis is going to build and his team are going to build. Think about a day when a customer could buy a soft -- integrated solution with 10 different software functionality capabilities, and they only need the 3. Okay, they shipped all 10. They decided they needed to add 3 more capabilities, and how do they do that? Oh, they turn it on in the software. That's the best cross and upsell thing that we could ever do, shipping integrated suites that you could unlock, like we've been doing in Norton, like we did in QuickBooks. And customers like that. You could -- think about your cross and upsell, what would your cost be for cross-sell and upsell if that was the offering that was compelling where you could just unlock it? So I think there's some big fundamental change in our system, in how we do our offerings, in how we simplify things, that we could take our talented field resources and focus them and just produce much more -- much better outcomes, much more cost effectively. I'm actually very comfortable in the numbers, based on what I've learned that we could -- the 41 to 27. It will be happening over time, and we're not going to try and do it all in 1 month. Yes?

Steve, it's Adam from Morgan Stanley. I had -- actually, I've 2 questions. One, in the quarter, your storage and server management business had a real acceleration. Could you maybe talk a little bit about what happened there and what the outlook is going forward? And then I have a question on the longer-term model.

Well, 2 stories really there. First of all, the greater absolute growth coming from the NetBackup business. We've talked about our appliances business for several quarters now, and we're pleased with the traction that, that continues to garner in the marketplace. And then secondarily, the storage management business growing for the second quarter in a row. That was important as well. So you put those 2 things together, and you arrive at the storage and server management growth rate that you saw.

And then just a follow-up on the longer-term model, you just mentioned you've got comfort with that sales and marketing number getting down to 25%. It kind of looks -- it looks like, if my math is right, you're calling for high-30s margins by fiscal '17, which would actually be an acceleration of margins after fiscal '15, is that an -- I mean, that's quite a bit of expansion from current levels. Is that an aspirational goal? Or is that kind of your base case? And maybe walk us through how you think about that.

I did -- I -- it's 27% versus 25%. Don't give me 2 extra points of -- I don't know where you're -- James, can you help me on that one because -- look, at the end of the day, I'm not that far out on the model on kind of what the margin could be. I think we said our goal is 30% in 2 years, in fiscal -- I think if we can continue to get momentum on organic growth -- and I am thrilled with the new thinking on the offering, solving higher-level jobs and being more efficient and taking those to market. If we can accelerate market organic growth more than the 5%, we said greater than 5% CAGR, we'll get volume leverage. We'll get volume. And we won't find enough 15% IRR investments that we can execute on. So we'll create more cash that we'll end up returning. So I haven't thought about an upper limit on that. I'm really focused on organic growth. And in the past, I found that if you delivered that, everything else worked out great. So let's stay focused on making the 30% in '15, and then we'll invest wisely to see the balance between reinvestment and returning to shareholders.

Walter Pritchard from Citi here. James, just 2 quick financial questions. I think where Adam was going is, is if you throw an 85% gross margin into the fiscal '17 numbers, you get the -- you get 37% margin. So maybe just a question on where do you see gross margins trending. And then, Steve, for you, just on organizational structure. I think, just having covered Symantec for a long time, the Consumer business has been probably the most consistently performing business over the last decade. And part of that's been it's had vertically everything it needed to operate. And I'm just wondering how you thought about the structure you laid out here versus maybe doing something that was consumer SMB and enterprise and following the model that had been successful there.

Yes, a couple of thoughts. Let me actually take both of those. I think that as the world changes and mixes, customers are buying software now more on appliances. And so the margin profile may change over time from straight license. So I think you got to be careful to project kind of the mix today based on how people. And the SaaS margins may be -- so I think the dynamic, as Francis talked about how people want to buy in the next 3, 4, 5 years, is going to change a lot so -- from where we are today. That's my view. And so I'm going to be careful to kind of model based on the as is versus the to be. I think that's an important kind of thing. We're wrestling with what is it going to be. But we shift -- see it shifting away. What was your question for me, now that I answered James', again?

[indiscernible]

Yes. At the risk of being a little bit controversial, I think that relative to enterprise, our Consumer business was well run. But the margins in TurboTax are a hell of a lot better than the margins are for Norton. And so it just depends on how you define success. And I think we can do way better in Consumer. I think the new structure -- we can do a better job in consumer. I think Janice was and the team have performed well. But they were constrained by short-term financial metrics. And I'm going to free up money by making hard decisions to invest. I think we can grow Consumer by solving new problems faster. I don't think she was ever able to do that because the structure got in the -- I don't think it was a structure -- I think it's about how we run the company to maximize how we invest our resources to deliver value for customers. And I think to get to where we need to and execute effectively and minimize risk, we had to functionalize the company. I think we'll have the teamwork and the collaboration that it takes to keep the focus on small businesses and consumers. But that's part of why the whole structure is built around collaboration and teamwork. And time will tell if that was the right call. But I'm pretty comfortable we'll be able to make that work and be better. See, I think this will be better for consumers because the other changes we're making, even though in theory, if you have a self-contained team, it sounds like you'd be better. We'll see.

Steve, let's go to the line, please, and take a couple of calls there.

And we'll take our first question from John DiFucci with JPMorgan. John S. DiFucci - JP Morgan Chase & Co, Research Division: My question is for Francis. Francis, we've actually heard Symantec talked about integrating products for a few years now, and you've been a big part of that. And to Steve's point earlier, I believe customers are generally pleased with what you've done. So I guess, my question is, what are you going to do incrementally here that you haven't really done to come up with these integrated solutions? Is it more about packaging? Or is there something else going on here?

Sure, sure. So the difference is, I think, historically, what we've done is taken 1-to-1 integrations. So for example, we took the file system and we integrated it with DLP. And that was sort of a one product integrating with another. We're taking a pretty different approach here, starting with the big customer job that we're trying to solve and then looking at what would it take to solve that problem. And if you look at the 10 offerings that we're looking at, you'll see that each offering is truly a combination of at least half a dozen capabilities that we offer. And so the scale of what we're doing is, frankly, quite different from anything that we've undertaken before. Does that make sense? John S. DiFucci - JP Morgan Chase & Co, Research Division: Yes. So it's more comprehensive solutions. Is that correct?

That's exactly right, addressing a higher level of need that the customer has.

Our customers have been -- John, our -- my view on this, and I met with a bunch of customers that all said the same thing, is that they are forced to spend tens, depending on their size, millions and millions of dollars doing the integration. They get no scale and leverage from doing that. Over time, we should be able to do that for them, and we're in position to be able to do that. But it is much broader and deeper. And that's why we have to stay and make our existing offerings better and better and more competitive. And then we have to integrate them in ways that deliver more value for customers. And so over time, that's the theory of the case. And the good news is we'll have some of these come to the market the next 6 months, and some will take a little bit longer. And there's going to be a lot of heavy lifting to make that work. But I think we'll have -- I think we have a big opportunity if we can get it right. And we don't have to get all 10 of them right. So we don't have to get all 10 of them right. They don't have to be -- we just have to make progress here. Yes? If we get all 10 of them right, John, we'll be a lot faster than 5% growth, trust me. John S. DiFucci - JP Morgan Chase & Co, Research Division: Okay, great. If I could, just a quick follow-up for James. James, you said you're going to return 50% of free cash flow to investors, and Steve mentioned that several times. Can you remind us how much of your current cash generation is generated domestically? You told us how much of your current cash is domestic. But I know I'm going to get -- we're all going to get -- does that -- does it -- can you do that? And that's what I'm just trying to work out here. How much of your generation is domestic?

Yes. I'll just say that, obviously, the preponderance of our expenses tend to be in the U.S. And so the proportion of the overall free cash flow that we generate is going to be lesser onshore than it is offshore. And you've seen that as the offshore balances continue to rise very steadily over recent years. John S. DiFucci - JP Morgan Chase & Co, Research Division: Give us a general range of how much is onshore.

Well, you've got something in the neighborhood of around 1/3 of the overall equation. But obviously, that's going to vary as time goes by, as the balance of the business changes, both on the revenue side of the equation and on the spending side.

Can we have one more question in the room, please? Aaron Schwartz - Jefferies & Company, Inc., Research Division: I had a question -- Aaron Schwartz from Jefferies. I had a question on the product front. You talked about a lot of innovation right now, having that startups and presumably, it's a road you don't want to go down and having to acquire these. If we talk to customers, sometimes the perception is that Symantec is not sort of leading as an innovator. So 1, how do you change that perception? And then 2, if we look at the product roadmap which you talked about, it seems like that first step is a lot of integration of existing products. So maybe that doesn't fall in that innovation bucket. So again, how do you sort of communicate that with product to investors to lead that innovation wave?

Yes. I think innovation -- I define the innovation differently. I think we can integrate existing capabilities to solve higher-order customer problems. I think that's innovation. I think it's doing new things or solving existing problems in new ways. So I think a lot of what Francis talked about is solving big customer problems in new ways. To me, that's less of a leap of faith than starting brand-new things. So we'll see. But I think the focus is not on innovation. It's on solving customers' most important problems that we are in position to solve better than anybody else, based on our assets and combining these capabilities. And so I think we've thought big about this, and we thought hard. We've tested. We met with over 50 different customers in the process. And frankly, the feedback we got is, "If you could do this, if you can execute on what you're saying, we think that would be outstanding." So it comes down to focus, functional execution on technology and product development, streamlining the go-to market. But at the end of the day, if we have more compelling offerings that are must-have for customers because they solve that problem better than anybody else, our sales and marketing -- we'll get much more efficiency because the products will help us a lot. So we'll see. That's the best thought we have. And we may do some more R&D. Francis talked about advanced technology. So I think we'll do some of both. But in the next window we're talking about, it's going to be taking what we have, creating some new stuff, working it together. Longer term, we'll see how it evolves. Anybody else?

One last question.

Steve, Kash Rangan at Merrill Lynch. I had a question. You've spent the last 6 months working through the plans. I guess you've gone public today. And I guess the harder part of implementing it is communicating with the employees. And how are you going to be managing through what could be short-term disruption? And second for you, James, if I could, by my rough math, maybe I'm off. But I get about 15% upper revenue growth between now and fiscal '17, and that would mean that you have to cut sales and marketing by maybe 1/3, 30%, 35%. It seems like a pretty tight combination there. Just wondering what your thoughts are behind those assumptions.

Do you want to go first? Go ahead.

Well, I mean I wouldn't try to foot the numbers for you precisely. But I mean, as we've discussed this afternoon, I mean, we feel as though we have plenty of opportunity to rethink the way both the sales and the marketing side of our business operate, the system, if you will, that Steve has referred to a couple of times. And so if we execute as we will on the organic revenue growth, that will be the engine for us to be able to drive to those types of expense-to-revenue ratios, while at the same time, we take the right moves to address structural change about both sales and marketing, structural changes that we've talked about in forums like this for some years now. And so I think it's the right time to step up and make these moves. We will -- we have to do it, obviously, very carefully, with very much our customers in the forefront of our minds. But we're very focused -- we -- again, as I said, at the end of my remarks, very focused on how we execute on all of these operational changes. And it's going to drive value for the organization overall. So yes, there are some important goals. They're not straightforward goals, but we very much have a plan to do it.

I think the other question is a really thoughtful one about -- and part of the reason I went to every facility in the world with over 400 employees is to talk directly with our frontline employees. And that's where I spent most of the time. In the past, what we were doing, and I mentioned is, is we continued -- when we had reductions -- we did peanut butter reductions, and we eliminated frontline employees, which has left us with a management structure as a company, James shared the data, average spans of 4. I've never seen anything like that in the history of my career. And so there's all sorts of implications to that. But that's why we're taking on this organizational simplification. So I think we're going to have a rigorous process. We're going to go through it in detail with our employees in 0.5 hour. It's going to be hard. It's going to be the hardest thing I've ever done. But we have to do it. We have to do it because the business consequences for our employees, for our customers and our investors are bad if not taking this on. And so rather than having continual death by a thousand cuts, let's just do it right. Let's do it strategically. Let's take our medicine, get through it quickly and with dignity, treat people fair, which we're going to do -- be more than fair. And from this, let's not think about just the pain side, the gain side, how we can make faster decisions. We can promote our best and brightest in the bigger jobs. If you look at what's happened with the staff, we've had a lot of new people that I took -- Fran Rosch is going to run mobile. It's a big new job for him. And most of the people on my staff have bigger, new jobs. So we're going to have bigger, better jobs for fewer people. And I think that's the positive for our best and brightest. But we're going to have a simplified and streamlined structure. And we're going to have to transition to get there. But we'll be way ahead of where we are today after we go through it. Okay, that's it? That's what that means? I thought that meant circle the wagons. Well, thanks for joining us either live or on the web. This is a plan that we're quite confident in but has some execution risk. But we didn't go in -- all-in on the numbers we shared with you. That would not be a prudent thing to do. If we can execute, and we're going to focus hard on execution, this will just be the start of transitioning this company to make it a very, very exciting and much more relevant company in 5 or 10 years from now. Thanks for coming in. We look forward to the quarterly updates as we go forward.