Ingersoll Rand Inc. (IR) Earnings Call Transcript & Summary

Good morning, and it's Wednesday at the JPMorgan Healthcare Conference here in San Francisco. My name is Ta-Von Wilson, an associate and Healthcare Group based in New York. I'm pleased to host and present or introduce the Ingersoll Rand team, starting with Vicente Reynal, who is the CEO; Vik Kini, who is the CFO; and Scott Watson, SVP and General Managers of the Life Science Technologies platform.

Thank you, Ta-Von, and thank you for the invitation to this prestigious conference. We're very excited to be here with you today, the first time for us to be presenting at the conference. And so what I'm going to do is first give you a quick overview of who we are at Ingersoll Rand. And then we're going to kind of double-click into our Life Science platform, and Scott Watson is going to provide you with that presentation. Forward-looking statements, please read them at your pleasure and your time. So feel free to ask our CFO any questions on this. So this is Ingersoll Rand today. I mean Ingersoll Rand today, we're a global company, $7.5 billion revenue company, generating 27% EBITDA margins and a free cash flow margin of roughly 17% market cap $34 billion. And we are kind of the new Ingersoll Rand. Our story really started back in 2017 when we launched the IPO of Gardner Denver. And later in 2020, we acquired Ingersoll Rand and therefore, kind of kept the name of Ingersoll Rand. And since 2017, our total shareholder return has been over 330%. You can see that we're a company that I believe in continue to growing. We have been able, despite some of the kind of headwinds in life sciences as well as industrials, where PMIs have been under 50 kind of now for the past 36 months. We've been able to grow a high single-digit CAGR over the past few years. And on top of that, being able to deliver double-digit CAGR on our EPS. We're a company that has a great blend between selling equipment and having a very good consumable franchise. 37% of our revenue is what we call kind of consumable aftermarket in nature and one that we see continued progress for us to expand. In terms of products and technologies, I mean, we're a market leader in mission-critical flow creation. The way to think about it is that we can create flow to move air, water, powder, matter, gases. And we best describe our company in 2 segments. We call the Industrial Technology Services, where -- or ITS, as we typically refer to, where we have a broad range of compressors, vacuums and blowers, as well as air treatment for treating the air or treating gases and obviously provide an incredible amount of solutions in multiple end markets. And then we have the Precision and Science Technology segment of PST, which is basically all about precision liquid gas, air and powder handling technologies for life sciences as well as industrial applications. And that is a segment where we have our Life Science tools and system platform that we're going to describe even further today. We're a pretty unique company in the sense of our culture. We're a company that we created our own operating system that we call IRX or Ingersoll Rand Execution Excellence process that gives us that ability to continuously improve. You saw how we've been able to improve our EPS at a double-digit CAGR. But in addition to that, our EBITDA margins have improved more than 600 basis points over the past 5 years. So we're continuously improving company and one that we still feel that we're at the early stages of our continued journey as a premier compounder of growth. That ability to continuously improve obviously gives us that cash generation that I talked about 17% free cash flow margin that we still also see plenty of room for us to improve. And what we do with that cash is then we have reinvested clearly organic but also inorganic. And you can see how inorganically, we have been able to acquire 76 companies and integrate them over the past 5 years. And that is pretty unique to us. Our M&A flywheel is one that -- it is 95% sole source, family-owned, founder-based companies that we continue to cultivate. And obviously, it provides us that ability to every year, acquire numerous companies. You can see how in 2025, we were able to acquire 16 companies, bolt-on in nature with a pre-synergy purchase multiple of about 9x. And typically, with our IRX and continuous improvement, we take that around 3 turns down. And so we think this is a compounding effect that we continue to drive for many, many years. Obviously, not only we've been able to acquire, but continue to improve our balance sheet. Our balance sheet continues to be very strong at less than 2x lever. And what is also very unique to us is our ownership mindset. All employees in our company have skin in the game because we provide them with a level of equity. Equity that is kind of unique to us. We tend to say that we think and act like owners, but our operators, our employees across the world, they are owners of Ingersoll Rand. Since 2017, we have given roughly $300 million of equity, and that equity has created a wealth value of roughly $800 million, and this is clearly excluding management equity participants. This is mainly equity that is given to hourly operators and across the world, where the operators are in South America, India, China, Europe, they feel and they know that they are owners of Ingersoll Rand. And then we teach them how to think and act like owners with tools like we have with IRX, the Ingersoll Rand execution excellence process. And then that combination of IRX and execution excellence, combined with this ownership mindset is what has given us that ability to outperform the market. So when you think about the TSR for Ingersoll Rand over the past -- since our IPO in 2017, 330%, which is obviously roughly 13,500 basis points better than the S&P. And you can see how also outperforming not only S&P, but our premium life science compounders as well as premium industrial compounders that we have kind of watched over the past few years. And that has led to roughly $30 billion of value creation. Part of our story has been that back in 2020, our Life Science exposure was roughly 4%. And at the end of 2024, it's roughly 18% and it is one that we continue to see improvement opportunities for us to penetrate even further. So I think with this, we're going to now double-click into the Life Science Technology tools. And for that, I'm going to have Scott Watson. Scott?

Thanks, Vicente, and good morning, everyone. Our Ingersoll Rand Life Science Technologies platform brings together a powerful portfolio of solutions that serve mission-critical material flow and material handling applications. Our brands such as ILC Dover and Flexan, Thomas and others listed here are recognized for the innovation and the reliability. These businesses have a diverse set of technologies and go-to-market channels. This allows us to target multiple life science value chain entry points and to participate in various growth trends wherever they may be. These entry points range from highly engineered equipment components to critical parts of a bill of materials for a medicine or a medical device. The business is further broken down into 3 areas of focus. First, Flow Control Solutions, which offers precision pumps and other fluid and control components to highly engineered equipment manufacturers and applications like wound therapy, in vitro diagnostic equipment and bioprocessing equipment. SES also provides lab automation solutions to some of these same customers. Biopharma and Pharma Solutions is the core of the legacy ILC Dover business, which is required by Ingersoll Rand back in June of 2024. It provides highly specified material handling and containment products to biopharma and pharma manufacturers and their contract manufacturers. Primarily, this is for powder containment and bulk intermediate product handling and production environments. And finally, Medical Device Solutions under the Flexan brand is a contract medical device manufacturer specializing in silicone micro molding for implantable devices and applications -- high-growth applications like neuromodulation, cardiac rhythm management and interventional and vascular access, catheter design and manufacturing. So together, these businesses position Ingersoll Rand Life Science Technologies across a broad range of very attractive markets with high-quality, sticky demand and optionality on the most favorable access points to those trends. The business is heavily weighted toward life science applications like large and small molecule pharmaceuticals, medical technology and diagnostics. And then within these segments, our solutions are tied to a variety of current growth trends such as weight loss therapies, oncology, which I'll show an example of later on, minimally invasive and interventional medical procedures and in vitro diagnostics, all of which have expected growth rates ranging in the high single digits to mid-teens. We also have a diversified global footprint with, as you can see here, scale in North America and Europe to support the significant investments announced in new capacity in those geographies, specifically of large molecule and small molecule pharma investments focused in the U.S., which we are absolutely participating in today. Leveraging our existing footprint, we're also growing in Asia as our global customers regionalize their supply chains, and they look to us as a trusted supplier to support them there. One of the most important features of our business is the high proportion of recurring in nature consumables revenue. Approximately 85% of our revenue mix is consumables today. And as I mentioned before, our products tend to be critical components of our customers' bill of materials. We're also very thoughtful about designing products and manufacturing processes that are -- that can support that configuration at scale and help us drive operating leverage. And as a result, our products tend to be highly configured and specified into our customers' applications. Just to kind of bring that to life a little bit for you, greater than 90% of our SKUs are 1:1 SKU to specific customer application. We're able to achieve that at scale with operating leverage. So as demand for our customers' product grows and we support the manufacturing scale up, so does durable demand for our consumable products. And as a result, we tend to view the business as stacking and compounding programmatic revenue streams over time. One of the hallmarks of Ingersoll Rand's compounding value creation engine over the past, really, almost decade has been disciplined tuck-in M&A. The acquisition of ILC Dover back in 2024 and the subsequent creation of the Life Science Technologies business established a focused platform for deploying that tuck-in M&A approach towards high-growth life science markets. So then we've been very focused and active in executing this strategy, completing acquisitions that deepen our participation in attractive segments like downstream bioprocessing, high-potency powder handling, drug development automation and advanced silicone molding. And we started 2026 hitting the ground running, announcing our fourth deal in the past year with Scinomix, and we're really excited about what these new teams bring to our business. Across these and future transactions we do, we've always been very consistent with Ingersoll Rand's historical disciplined capital deployment strategy, focused really on founder-led and family-owned businesses where, as Vicente mentioned, Ingersoll Rand's ownership works model is -- really resonates them. We're focused on strong strategic fit with our targeted high-growth life science end markets that we're prioritizing, looking for unique capabilities, sometimes niche capabilities and clear synergies with the rest of our portfolio. Vicente mentioned, we're targeting attractive EBITDA multiples. And across these 4 deals that we've done in the past year, we've been able to achieve an average EBITDA multiple of around 10x. And obviously, also a clear path to mid-teens return on invested capital within 3 years. So today, we have a very robust and active inorganic pipeline that we continue to pursue, and M&A will continue to be a core part of our growth plans going forward. Switching to organic growth. So an example of organic growth synergies between the new Life Science Technologies platform and then the broader Ingersoll Rand portfolio that Vicente described is in the growing small molecule API production setting. Here, we're showing a generalized example of those workflows and where Ingersoll Rand technologies apply. And as you can see, those technologies apply throughout every aspect of the workflow. We work with process engineers every day at ILC Dover, which is really well established across this workflow to solve material handling containment challenges from a material prep to chemical synthesis, crystallization, drying and packing steps. And based on ILC Dover's knowledge and experience in these workflows here, we've identified the relevant products from across Ingersoll Rand's portfolio that meet the very specific requirements for these applications. And we're starting to pull those products from the rest of the IR portfolio into the biopharma and pharma solutions channel to help our customers solve challenges that we couldn't solve before and address parts of RFPs that we couldn't address before. Now it's still early, though some of the examples of where we see opportunity include air-operated double diaphragm pumps, which has been in the Ingersoll Rand portfolio for many years for intermediate product transfer. And quite frankly, those pumps are applied all throughout the production workflow here. Metering pumps to support more controlled dosing of ingredients during chemical synthesis to help enable better yields as well as uptime from 85% less maintenance required relative to competing products. And vacuum pumps for deliquoring and drying process steps, which is particularly important for contained lyophilization of oral solid doses. Beyond the production flow, we're introducing customers to products like our peristaltic pumps that are used in their high-quality assurance labs as well as Ingersoll Rand's market-leading compressor products and related equipment that sits in the utility room like nitrogen generators and chillers. Given the need to staff the significant new capacity being built right now, we are having a lot of conversations with our pharma customers about the broader Ingersoll Rand portfolio. And those customers see a lot of value in the deep aftermarket service network of Ingersoll Rand to help them manage these new assets. We're maintaining full staffing even today is a challenge for them, where they're seeing some disciplines, 8% vacancy rates, and that challenge will continue to grow as they add new capacity in the U.S. Ingersoll Rand's CARE programs, which is its aftermarket service offering packages have proven successful in other industries in addressing these issues, and our customers and us believe that it will apply in pharma as well. This then creates additional touch points and pipeline development opportunities for us for future business. So in this example, to us, it's very clear to see the potential to support our pharma customers with a more integrated, comprehensive and powerful offering, leveraging the broader Ingersoll Rand portfolio and deepen our relationships with them along the way. We're really excited about the growth potential we'll be able to drive across Ingersoll Rand here in the years to come. I'll close by providing an example highlighting why we win with customers and high-growth outpatients for our products. Antibody drug conjugates combined monoclonal antibodies with highly potent toxins creating targeted therapies that are transforming cancer care. We expect the market here to grow in the mid-teens, driven by high clinical demand and a strong pipeline of molecules and the critical step of linking these highly toxic payloads. Customers rely on our products such as single-use isolators, product contact continuous liners and easy BioPac powder systems. Not only is eliminating cross batch contamination critical in this step, but customers need to maintain containment of 10 micrograms per cubic meter or less to protect operators from the highly toxic payloads. This is equivalent, just to put it in perspective, of 1 grain of salt relative to 6 Olympic swing pools in containment to protect operators. Clean-in-place technologies today require customers to have days of downtime while cleaning and releasing and production line. This was further exposure to operators during the step and high cost for chemicals and hazardous waste disposal. With our technology, we've seen customers save up to 90% in labor and equipment costs that's net of the consumable. They've reduced change over time by days and reduce hazardous waste usage from their old clean-in-place technology by at the very least minimum 200 liters per batch. Another reason customers choose our single-use systems is because of our industry standard proprietary powder films. These product contact films have been proven across the industry for decades with data that we've -- testing that we've done over the years as well as decades of field testing done by our customers. This enables our customers faster tech transfer and production scale-up and that's especially helpful when contract manufacturers are used, which tends to be the case in ADC production. Customers also trust the reliability of our quality systems, our redundant global supply base and proven containment performance, which is really unmatched by any alternative on the market today and validated through independent SME/PA testing. So as with the rest of our LST portfolio, we're very focused on the consistent themes that we continue to invest in for why we win and those being unique technologies and expertise, that customers need access to, the deep engineer-to-engineer partnership and relationships that we have with customers in developing unique solutions that are fit for their specific needs and reliable execution and performance backed up by testing, data and years of experience in the field. So before I turn it back over to Vicente, I just want to thank you for your interest this morning and learning more about this exciting diversified Life Science platform we're building at Ingersoll Rand. I also want to take a moment to thank our teams who work hard every day to innovate and deliver for our customers. With that, I'll turn it back over to Vicente.

Okay. So as we wrap up here before Q&A, just kind of some key takeaways. I think at Ingersoll Rand, we're proud and excited that to be able to deliver for shareholders, created over $30 billion of shareholder value creation in approximately 8 years. And we still believe that with the platform that we have today, we have continued room for expansion here as we're roughly $7.5 billion revenue company that plays in approximately $65 billion highly fragmented addressable market, where we believe that our flywheel on M&A and compounded results can definitely continue. We believe that we continue to differentiate Ingersoll Rand as an investment. We have a proven track record of being pretty agile that despite a lot of the headwinds that we have seen over the past few years, we've been able to deliver double-digit EPS growth compounded for the past few years. IRX is very unique to us. It's our execution excellence tool that we have that compounded with our ownership mindset where employees are owners and have skin in the game of Ingersoll Rand, we believe that this is a catalyst for continued delivering long-term value creation. So with that, we're going to pause here and go into Q&A.

Thank you, Vicente, and appreciate you and Scott for doing the presentation. We'll invite the audience if they have any questions as well, but I have a few prepared questions just to get us going here. So, Vicente, to start, I mean, I think seeing the stock price start there was pretty impressive, right? I think we saw over almost 10 years, 300% increase in stock price. That's amazing. So when you think about that, narrowing the focus more into the Life Science technology space, why do you think it's become such a strategic end market for Ingersoll Rand?

Yes. So thank you for that. So for us, it's all about how do we continue to improve the portfolio at Ingersoll Rand. And that basically means you can see that is not only been able to achieve growth on a top line perspective, but to be able to continue to improve our margin and therefore, deliver that double-digit EPS results. So part of that has been purposefully moving into end markets that have that kind of high-growth end market perspective, such as Life Sciences. And you see that also particularly others that we're highlighting. But yes, Life Sciences continues to be a good area of focus for us. Are we going to be 100% life science company? No. Are we going to go from that 20% to maybe 30% or maybe even 40%? Perhaps, yes, but we believe still to be highly diversified, not only diversified as a total company, as you have seen, but also diversified even in their life sciences, as Scott showed, how we're playing across a very fairly diversified life science end market perspective.

Sure. And Scott, for you, I know one of the key things I had seen here was just like the -- sort of like the flow of the Ingersoll Rand and ILC Dover. And so one thing that I'm curious about is just how are those commercial synergies playing out? And then maybe you could double-click on biopharma trends that matter most?

Yes. I think it's still early days as we're starting to map the Ingersoll Rand portfolio, the broader portfolio to pharma applications, but we're seeing a lot of opportunity there, both in technologies that Ingersoll Rand has in its portfolio that apply to customer requirements there. But also when we start to talk to customers about the solutions that Ingersoll Rand has, in particular, I mentioned in the aftermarket service space, there's a great deal of interest in how that can support them as they expand and have to deal with labor challenges as they drive that expansion. And there's markets like GLP-1s and ADCs, which I talked about which are driving a significant amount of that capacity expansion. And that we view as providing opportunities for the rest of the Ingersoll Rand portfolio to be spec-ed into customer's utility room or their production process.

Got it. And I guess as a double click on the GLP-1 piece, how do you think about that into the total end market of the portfolio?

Yes. So we are exposed to GLP-1s today. We're spec-ed into many of the production steps of current and future GLP-1s that are coming to market, including oral solid dose forms. It is a material part of our exposure today. It's not all of our exposure. We have attachment to other high-growth therapies. The tides in general seem to be kind of having a renaissance, and there's a great deal of investment and growth behind them, and we're exposed to a lot of those tides as well as other biologics.

Okay. I'll pause here for any questions from the audience. We have a few more to still go through, but invite the audience if they have anything to say.

Yes. So Life Science tools is itself a diverse group of industries. You've got several acquisitions of bioprocessing. You also did an acquisition then in silicon molding, which makes me wonder about your direction within life sciences. And as you've done 76 acquisitions, I think you said over the last 5 years, wondering if you can about within Life Science tools, what direction broadly speaking, those acquisitions might take?

Yes. I'll say few things and then Scott, please add on. So when we think about the Life Science platform that we have, we currently have about 100 companies in our funnel. So fairly active, fairly deep into it. What you saw is that we like to be diversified. So when you think about the Flow Control Solutions, the medical device and the biopharma, those are kind of very 3 distinct businesses that, in some cases, they kind of get together. But the Flow Control is not only about providing the pumps, the vacuums and things of the nature that we can provide components to a lot of the Tier 1 large diagnostics or 2 companies, but we're also able to combine unique solutions and create liquid handling automation for, call it, immunotherapies, research and things of that nature. To your question in terms of kind of the CDMO, the Medical component business, we think that, that is giving us great exposure to medtech in pretty much good areas of growth around cardiovascular, neurology. So it's all about getting that diverse exposure. And then biopharma is giving us also a very unique exposure into a different subsegment of the Life Sciences.

Yes. And across each one of those different businesses, they're targeting high-growth trends and ways in which they can serve their customers with complementary assets and capabilities. And so each one of those businesses is pursuing different growth vectors and M&A vectors that support the growth of each one of those individual businesses. And then there are certain cases where we find opportunities that cut across all of those businesses or multiple of those businesses and maybe even also the rest of the Ingersoll Rand portfolio. One of the things I think that's unique about how we think maybe about M&A that may be different from a pure-play acquirer in Life Sciences is we're not afraid of those targets that could have a mix of industrial applications in their portfolio because that fits with our Life Sciences platform, but it also can fit with the broader Ingersoll Rand portfolio. We tend to be able to -- that is sometimes a driver of the EBITDA multiples that we're able to get.

I guess a question for you, Vik, and more so thinking about more broadly, how should investors think about the long-term margin profile for the LST business?

Yes, for sure. So the LST business is a component of our broader PST segment. The PST segment is made up of our Precision Technologies business, which is kind of niche precision pumping technology as well as the LST business, which Scott kind of presented today. So while we don't necessarily report margins at that kind of subsegment level, what I will say is the PST segment business, you saw in Q3, operates around 30% EBITDA margins, both components, both Precision Technologies and Life Sciences, both healthy margin businesses. And I think the way we think about it is, I'd say even in the medium term, the prospect of getting to that mid-30s EBITDA margin profile, we think it's very attainable, particularly given the growth trends that Scott and Vicente both highlighted and the fact that they come through what I will say, healthy incremental with that growth. So I think really excited about the prospects we see going forward here from a lot of the kind of key drivers and secular trends in the market.

Yes. This is a kind of a follow-on of the prior question. I mean you've done a lot of acquisitions, I mean, in life science or life science-related targets. But is there an ideal end state you guys have, right? Is that you wanted to be more in certain components, certain manufacturing process, certain therapeutic modality? Is there a kind of envision on the final, I mean, state? Or is that whatever critical to, I mean, life science manufacturing?

Yes. I think for us, it's -- on the pharma and biopharma side, it's anywhere from -- anything from drug development through to scale production. And the diversity of our solutions there allow us to play across multiple different trending molecules and growing molecules trending now and are expected to continue to grow like ADCs, like cell therapies, like gene therapy as well as monoclonal antibodies, and we're seeing a bit of a resurgence around small molecule as well. And we're able to participate across all of those trends. And we'll continue to look for technologies that really help us enable customers to enable flow and contain flow on multiple parts of their drug development steps and make that more efficient for our customers. Scinomix is an example of that. But then also as they scale up that production. And then on the medical device side, we're really focused there on implantable medical devices really for high-growth trending market applications like neuromodulation, like cardiac rhythm management and then vascular access, which is also a growing market in medical devices. And we have capabilities to service our customers there. Sheridan was a great example of enhancing that capability to bring more technical expertise to our customers and help them solve problems that we couldn't help them solve before.

Scott, I actually have a sort of a follow-up question on the M&A piece there. And I appreciate you sort of laying out the vision. Maybe thinking more about 2026, calendar 2026 and 2027, what do you see as the pipeline look like or the funnel from an M&A perspective? And then even as like a double-click into that, I think what I've taken away from this presentation is that a lot of the M&A that you've done is very disciplined and very focused, right? It's very, very clear as to like why you are doing the acquisitions that you are. Could you maybe speak about the culture behind that and why that's such a big focus?

Yes. Well, the culture is very important. I mean it's been part of Ingersoll Rand's DNA for almost a decade. And that very disciplined approach, we bring that to the life sciences applications as well. And that's what's allowed us to find and execute on the 4 acquisitions that we've done in the past year and at very attractive multiples with very clear value creation plans to get that return on invested capital profile that we target. So we'll continue to do that. Generally speaking, we are tracking about 100 companies and have active conversations with about 10 at any given time. And like I said, that is true today as it has been over the past year, and we'll continue to develop and cultivate that.

And I guess another question for you, and this is more of like a global headwinds and maybe it's both for Scott and Vik as well. But when we think about the margin profile, but also sort of the growth in the business, there are larger market, right? Like I know there's an idea that you're thinking about getting more into the Asia market and things like that. Like how do you look at global trends and yet still having a robust outlook on to expanding margin profile?

Yes. I'll start and I'll let Scott and Vicente kind of add on. I think, first and foremost, there's always going to be some degree of headwinds and tailwinds. I think the beauty of the portfolio and kind of what both Vicente and Scott laid out is that we do have a very diversified portfolio, right? And so yes, there may be certain headwinds that we're facing no different than years past, but there also are nice secular tailwinds that we're able to kind of offset that with. And so when you think about even over the course of the last 4 to 5 years, we've had parts of this portfolio, particularly the Flow Control Solutions business as an example. That was probably the biggest beneficiary that we saw as a portfolio during COVID. It also probably was the one with the biggest headwinds. But despite that, the overall segment from point to point back from 2021 until last quarter, still maintained 30% EBITDA margins. So I think you've seen that the business is able to kind of offset known headwinds, still drive margin expansion. And then the other part here is the M&A. So the bolt-on M&A, very prudently done, brought in at healthy margins, but there's always that, I'd say, a little bit recurring tailwind beneath the surface of integrating those assets. And when you're able to drive 3 to 4 turns of multiple reduction, that mid-teens ROIC profile, that obviously comes along with the ride with margin expansion. And that's done based on what we consider to be controllable synergies. So every deal that we do is underwritten based on things that we kind of feel within our control, largely cost oriented. We don't underwrite based on, let's call it, market growth or things that we don't kind of necessarily feel within our control. That hopefully is extra, if you will. So I think the team has shown that ability, and I don't expect that to be any different going forward.

Okay. Great. And I guess, Scott, double clicking into that as well as just how has customer sentiment been? We've seen funding has been curtailed in a lot of academic and biopharma spaces. Like how do you think that plays out from the customer lens?

Yes. On the academic and government side, our exposure there is very limited. Customer sentiment has been one of we need to move fast because there is a great deal of opportunity. They're really focused on speed to market for their molecules or their medical devices. And so customer sentiment has been one of really seeking us out to help them enable speed to market for their devices or for their molecules. And we've proven that we've been able to do that and support customers for decades, and they continue to look to us to help them there.

Great. I'll open to the audience. Any other questions you'd like to ask? Okay. Vicente, did you want to maybe say any key things, any outlook for 2026, specifically that you're looking forward to?

Yes. Yes. No, I mean, so we'll -- we're going to be reporting our earnings, and that's when we provide our guidance for 2026. But needless to say, we're very excited with where we're heading, excited into the journey so far as to what you have seen that we've been able to accomplish. We sincerely say it. I mean, we believe that we have now created a platform that can continue to compound the momentum that we have. We're very global in nature. We're very in region for region, and that gives us a great ability to acquire the company in one country and then take that technology and expand it across. I mean one example that I was thinking about that before to your question is that we acquired a company in India that has a very particular very unique application in APIs in India, for India that we're now taking and reconstructing that and being able to expand that in other countries and regions. So again, very excited. We thank our employees, as we always do because they also have skin in the game, as we like to say, are owners of Ingersoll Rand, as you have seen. And we look forward to coming back again next year and telling you how we've been able to outperform in the market.

Awesome. Well, great. With that, thank you all for your time. Thank you, Vicente, Scott, Vik. I appreciate your time. And have the rest of your day, everyone.

Thank you.