Yes, maybe I'll take them in reverse order. So, ARB is certainly some heavy lifting, but also, again, family-owned business for several generations. So, when you look at our scale, our U.S. manufacturing presence, our purchasing power, et cetera, I think we're going to be able to bring pretty quick synergies to that. That being said, going from the modest EBITDA margins that joins us to Process Industries'-type margins will certainly probably be more '25 before we get up to that level. But I would expect improvement -- significant improvement in the run rate by the second-half of this year, and then another step up in next year before we would get to that; a lot of synergies within that business for us. GGB, similar, it's been integrated into our bearing business. The early priority was standing up some of the carve out from EnPro, and that's largely done. And so, we're operating largely without them and weaning ourselves off the transition service agreements there. So, really focused now on integrating that, and a lot -- probably more emphasis so far on sales synergies than the operational side, but I think everything looks good there. And we have a good plan in place for that this year. And then Spinea, pretty light synergy case for Spinea, that was really about entering a new product technology in a growing market. So, certainly there are some synergies in selling our existing harmonic product along with their cycloidal product. But they are largely different technical solutions for different applications, and not an enormous amount of operational synergies there. So, all three, exciting, and particularly since we didn't have Nadella in the guide at all, I'll let Phil clarify the accretion comment.