The main success then comes down to execution and also on how you manage the board because all acquisitions are not successful. You know you do the acquisition, something goes wrong, sometimes founders want to stay, but they don’t stay for a longer time.
So, your board also has to back you up. Not for only one or two acquisitions but as a strategy, they have to back you up. It is not that you do one, and you make a mistake, and then you stop. The board’s role also is very important.