First of all, let me talk about channel conflict. First of all, we consider it -- one of our expertise is the ability to manage omni-channel strategy throughout the world and have been doing it for a number of years. If you look at the most recent acquisition before this Dreams as kind of a maybe a beta test, Dreams is obviously a large retailer in the UK. We're obviously in the UK and we did not have any problems with channel conflict in that acquisition. And we've been working on this, at least this has been in the marketplace where people have thought about this for years, probably five or six years. I doubt there's anybody in bedding that is surprised with this transaction. And if you move over to the States, we're in retail stores. We've got our Sleep Outfitters operation, which is a direct competitor to Mattress Firm in the marketplace and we've got our Tempur stores. And although years ago, and I'm going to say what, four or five years ago, Bhaskar, yes, there used to be a little bit of noise in the system. I think once retailers saw how we operate our stores that I'm going say we're a good retailer and we're not really trying to steal share from anybody, it hasn't been a problem. Additionally, over the years we have discussed this concept with various of our -- various customers, large and small, and I think we have a good understanding of what their expectations are. And it's, look, it's going to depend on us having quality product, quality service, quality advertising and servicing them correctly, and making sure that they are not put at a competitive disadvantage. And so I'm not expecting any significant channel conflict as long as we deliver quality product at the right price with the proper support around it. You asked about kind of logistics, and I assume you're kind of moving towards synergies. You know, look, they're both very large companies. We've put a $100 million down on a piece of paper. The kind of stuff you should be thinking about is warehousing and logistics. There are cities where we literally have warehouses within five miles of each other. And on a Tempur product, we would make the product in our plant, put it on a truck, take it to our warehouse, take it off the truck, put it in the rack where it would sit and wait for an order from Mattress Firm. And then we would get another truck, take it down from the rack, put it on the truck, and we would take it to their warehouse. Then they would take it off the truck, put it in their rack, and they would wait for a customer order, of which then they'd get another truck, take it down from the rack, put it in, and take it to the customer's house. I mean that's just the way the systems work. We've never been able to get the two companies to figure out how to clean up some of the logistics. So we think there's good synergies in logistics and warehousing. The other thing that may not be as evident to the people who aren't in the business is on the manufacturing side and this would be on the Tempur side of the house, not the Mattress side of the house. I think everybody knows we're ordered to delivery on Sealy. And so that means we don't know what beds we're going to make until we get an order from somebody. And I'd generally call it three, four days. And these are in Sealy operations as you know, these are manual manufacturing. So we whipsaw the workforce. There are some days they show up at work and we've got lots of orders and we expect or would like for them to work overtime. Some days they show up at work and we don't have enough orders, and they only get to work four hours. At most plants we decide on Friday afternoon if they're going to work the weekend and of course there's overtime involved in some of these swings, but it's also just a quality of workforce and be able to hire people because the hours are variable. If we had real committed orders, I and had certainty of distribution, we could pre-build and level out the manufacturing. So on the days that we don't have specific orders, if we knew for sure we were going to get some orders, we could go ahead and build some product and level it out. And I think that's a big quality improvement for us. It's a workforce issue and there's also, I believe, significant cost savings. We, of course, would have the normal insurance savings we call a little bit of overhead here, kind of savings. I think the other thing that may not be obvious that we're really thrilled about, it's one thing COVID kind of really, really highlighted was the supply chain around the world is not very robust. Okay? And if you stop and think about it, the reason it's not very robust is a little bit of what I just said. Nobody down in the supply chain knows for sure what their orders are. So everybody's working kind of just in time. And being able to have, we'll call it fully committed distribution, I think will allow us to fortify the supply chain by giving suppliers more certainty and being able to sign long-term contracts, which I think will also have quite frankly, some synergies. The last one I'll kind of throw up, there's a laundry list here, but we've got your first question is, I think one of the other things that the combination does is, we have very sophisticated labs that test the quality of product. It is the core of Tempur, it is the core of Sealy, best-in-class ability to analyze foam, springs, durability. And so one thing we can do that would help a retailer is we can make sure the products that are put on their floor are the quality that they're supposed to be and continuously test to make sure that we're getting what we're paying for. I think that will make the product sharper at Mattress Firm. I think that's good for the customer, and I suspect we'll find some opportunities from a cost standpoint, once you do the really hard analytics and test the product.