[Jeroen van der Brugge]

I’m curious what your ideas are coping with a board of directors regarding the process of PMI. For instance, when a board has build up a reference, by doing multiple acquisitions, they tend to handle PMI in the exact same way as they did before. When they are faced with facts that the acquisition did not completely matched their expectations, they are more likely to adjust their expectations instead of adjusting their PMI process. What are your thoughts on how to deal with issues like this?

[Author]

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