Good afternoon, everyone. Up next, we have The Gorman-Rupp Company, traded on the NYSE under ticker GRC. On behalf of the company, we have Scott King, President and CEO, and Ronald Stoops, Vice President of Finance. Thank you. Good afternoon, everyone. Again, my name's Scott. I'm President and CEO of the company. I've been with Gorman-Rupp for 21 years, President and CEO since beginning of 2022. I do have Ron Stoops with me. Ron, as we've announced, has been appointed to the role of CFO starting on October 1st. Our current CFO, who is here with us at the conference today, will be retiring on October 1st. Jim Kerr's just walking in at the back of the room, so certainly appreciate all of Jim's contributions over the years. We'll make some forward-looking statements today. Take those into account as you please evaluate what we're saying. Gorman-Rupp is a pump company. It's all that we do, and we're known quite well for that in the industry. We make mission critical equipment that is in non-discretionary applications and markets. Our customers depend on this equipment every day to keep their operations and installations moving. We're in highly diverse end markets, so we make numerous different product types to move the different types of fluids that are necessary to be moved in those. And we make those diverse products can be applied across numerous markets, which really helps us in reducing cyclicality of some of those markets. We do have multiple growth levers that are driving the business at this point. Certainly, infrastructure investment has been a good tailwind for us in recent years. We're very well known in the water and wastewater markets that we serve. We've been gaining market share as we continue to treat customers extremely well. Gorman-Rupp has one of the best cultures in the pump industry. All we ask our employees to do is take care of customers. The customers are the ones with the money, and our employees know that when the customers share the money with us, that we share it with our employees through a great profit-sharing program. We have robust new product development pipelines that are helping customers solve problems. We're further growing our businesses internationally. We've been making disciplined acquisitions and plan to continue to do so. And we're benefiting from some applications where our products are used in data centers as we move forward. That's great. We do have some structural advantages, high-quality products, the culture I mentioned. We really lead engineering for the industry and some of the standard setting activities that go on through the Pump Industry Manufacturers Association called the Hydraulic Institute. One of our engineers actually leads technical affairs for HI, and numerous of our engineers participate in HI standards setting committees. Our distribution network is really the best within the industry. They are trained by us within the factories, and we protect the territories and markets that we have assigned to them and then hold them accountable to performing well in those territories. We have an extremely U.S.-centric supply chain that was useful to us before COVID, was useful to us during COVID, during inflationary periods, during tariffs, and continues to be so today, and will continue to be so in the future. We have a well-recognized group of brands within the company. They are across the bottom of the page that you see on screen now. Every one of those has a number one niche within a profitable portion of the pump industry. Our financial performance has been attractive in recent years. We have grown margins. We generate very consistent operating cash flows. We have been very disciplined in our capital allocation and have a solid record of returning capital to shareholders with 53 years of increased dividends to shareholders under our belt. As we reinvest in the business, which is our first priority, we have been doing a good job of expanding capacities and allowing margins to expand in our existing facilities by leveraging fixed growth or fixed costs, I am sorry. Continuing to reduce debt and with our leverage now below 2x EBITDA, we are turning our mindset back toward evaluating acquisitions in the pump industry. The last five years have been pretty good for Gorman-Rupp. In the third column, we are showing you our performance. We have had an average of 14.4% compound annual growth during those five years. It has continued to grow during 2026. Of that 14.4%, 5.7% of that came from the acquisition of Fill-Rite, which we bought in May of 2022 from The Tuthill Corporation. It has been an excellent acquisition. Legacy Gorman-Rupp has done a good job of growing organically during that period of time at an average of 8.6%. As a result of that solid organic growth, we have had a good success in further expanding our margins. First, Fill-Rite margins were higher than legacy Gorman-Rupp margins. Then as legacy Gorman-Rupp expanded its unitary volumes, we did a good job of leveraging our fixed costs and expanded margins well over 500 basis points over that five-year period of time. Margins in 2026 have been at record levels, and structurally, we think there is not anything unique so far in 2026 that would suggest those are not sustainable. As we continue to grow unitary volumes, we think there is a bit more opportunity to continue to grow. In addition, we have been able to grow our sales while growing our inventory at a slower pace than sales, so we have done a better job of managing our working capital as we have grown. There are some favorable external trends that are quite helpful to the company as we look forward about our future opportunities. Water and wastewater infrastructure in America and around the world is aging. We are very well-known in water and wastewater applications, and that will be a great tailwind for us as we continue to move forward. Making money off of catastrophic weather events is not anything that we have as part of our strategic plan or that we want to have happen. But we are uniquely suited to make products that can move 1 million gallons per minute of stormwater. As a municipality is interested in putting up some protections against, whether it be rising seawaters or other flooding events, we are pretty uniquely suited to that. We make pumps that help cool computers. That has been a very nice tailwind for us as data center construction is occurring. Supply chains are certainly in conditions of uncertainty within the industry. Our more U.S.-centric supply chain is less uncertain than what many of our competitors are navigating. It was that way, as I mentioned before, COVID. It continues to be so today. Whatever the next curveball that gets thrown at us from a supply chain standpoint, we think our supply chain will outperform. One other, I guess it has been a headwind in recent terms, we believe they are starting to bottom and will turn into a bit of a tailwind now, at least on a comparable basis, is that the agriculture and construction markets have been relatively weak. It appears now that irrigation is starting to pick up and the rental activity, the pumps that we sell to rental firms that rent equipment to contractors, is starting to pick up as well. So that should turn from what has been a headwind into a tailwind for us. It is hard to talk about Gorman-Rupp without talking about a little bit of its heritage, which is a great American entrepreneurial story. In 1933, J.C. Gorman and Herb Rupp were both unemployed. They had worked at another pump company in our hometown of Mansfield, Ohio, that went bust at the height of the Great Depression. They met on a street corner in downtown Mansfield, and Mr. Gorman said, "Gosh, Herb, what are you going to do?" Herb said, "Well, I have this idea about how to make a pump prime itself better." J.C. Gorman said, "Gosh, Herb, if you can make it, I can sell it." They borrowed $1,500 from a local family in Mansfield that was making trolley car parts at the time, and trolley car business was still pretty solid, so they had some money to lend. That is the only money that has ever been put into The Gorman-Rupp Company today. So we are today over $2 billion in market Cap off of that original $1,500 investment, which would be very hard to duplicate today, as you might imagine. The rest of the page talks about a series of acquisitions. I will call out in May of 2022, we bought Fill-Rite from the Tuthill Corporation, which has been a wonderful acquisition and really changed the growth profile of the company and allowed us to expand margins beyond what legacy Gorman-Rupp was doing. I should also note that in 2025, we reached 53 consecutive years of increased dividend payments to shareholders, which that is longer than I have been alive. So just to put it into context, pretty cool. You use our pumps every day. You have used them today, you just do not know it. If you flew on an airplane in the last few days, the fuel went through that. The HVAC system in this hotel could be supplemented with pumps circulating HVAC water. If you ate crops, we may have irrigated the crops. If you took a shower or flushed the toilet, your wastewater may have been conveyed with our products. If you're drinking potable water, that may have been pressurized by our products. There are numerous different applications that you touch every day. You just don't know that you touch them, and they're ours. The pump industry is pretty sizable. We think it's about an $80 billion industry. There are hundreds of pump companies in the world, so it's very fragmented. It started out that way as a result of just exactly the way Mr. Gorman and Mr. Rupp got into business. Somebody had a good idea about how they might be able to help move fluids and solve a customer's problem better, started a pump company. Many of them are still family-held. Some of them have been consolidated into larger competition. Despite the fact that we're only about maybe a little less than 1% of the world's pump market, we're probably one of the 20 largest on a consolidated basis out there, and our market share has been growing, which is great. That competition is really diverse. There are lots of opportunities within that competition for us to think of acquisition targets. That doesn't mean they're all available or immediately available when we might want them. That also means that there are some that we would have no interest in and that wouldn't fit our criteria. Having a mature industry means generally pricing is pretty stable. As material costs have increased, we've had good luck at being able to pass that into the market. Our customers are very loyal. Gorman-Rupp does a really good job of taking care of customers. The hardest customer to go find is one that you've lost and get back. They're going to be expensive to try and get back. From an operating model standpoint, we ask our employees only to take care of customers. As we view the competitive landscape, those strong brands, very high-quality products that probably aren't the least expensive in the market with a group of employees that answer the telephone, that are available when they need them to help customers ensures longstanding relationships. I mentioned we lead the industry in engineering expertise. Our design, test, and manufacturing capabilities are world-class, and we help set the standards by which the industry governs itself, and to the extent that we can certainly help make sure that those standards are in our favor or supportive of the ways we want to do business. Our supply chains outperform the rest of the industry by being U.S.-centric, by Gorman-Rupp treating them well, paying them on time. We get first priority when the industry gets into some constraints, and we have the best distributor network in the industry. They're trained on our criteria in our facilities. When distributors know your product and know they can make money with it, they sell it. We're extremely loyal to that distribution as well as they are loyal to Gorman-Rupp. The six brands across the bottom of this page are all world-class brands. They have a number one niche in some portion of that fragmented industry. The facilities that you see across the bottom of the page are all very well invested in. What that allows us to do is to continue to grow within the footprint that we have and lever our fixed cost to improve our margins as time goes. The mission statement on the top right, I think is motherhood and apple pie. J.C. Gorman and Herb Rupp wrote that in 1933, and it's to provide a quality product, competitively priced, delivered on time, backed by reliable service at a profit that provides an equitable return to our shareholders. Pretty remarkable to see that in a mission statement in 1933, as well as providing our employees with competitive wages and benefits. We're not going to change that. I think it's durable and will stand the test of time. All of the operations that you see on this page operate under that mission statement. I've mentioned philosophy and culture is really important to how we operate. The Gorman family over its 93 years of leadership of the organization, set out some very clear expectations for employees that we will operate by manufacturing high-quality products, by answering customers' questions, by helping customers learn, by having a high degree of product availability, because the pumps are generally sold into emergency applications, by investing in our people and being active in the communities where we operate because we want our employees to be in places where they want to live. So that's part and parcel to what we do. We ask our division leadership, our operating managers, to only do the things that are in blue at the bottom of this page. What that allows them to do is stay extremely nimble. When a customer has a need, they can respond to that need quickly because they aren't doing all the things that are up at the top of the page in green. They're not dealing with legal aspects or insurance management or as much fun as it is in investor relations. We leave that to folks at headquarters because it would distract the operating managers from interacting with customers. So when we buy a business, we work quickly to install this operating model and give those folks the freedom to stay focused on their customers. We're a very diverse company in our product makeup. We have lots of different products that we manufacture in numerous different facilities. You probably can imagine why the pump on the bottom right of the page, which will move 1 million gallons of stormwater a minute, isn't made in the same facility as the one on the bottom left of the page, which cools a computer. We couldn't manufacture all these products in the same facility. It wouldn't be smart, wise, or prudent. One of the virtues of that product diversity is many of these products can be sold across different markets. So our market diversity is really another one of our virtues. You'll notice that there isn't one of these that makes up half of our sales. The largest one there is maybe a little over 20% of sales, depending on the year we're talking about. And it's rare that all these markets are down at the same time. It's probably rare that they're all up at the same time, too. This really helps us level out cyclicality in some of those markets. There's some asterisks on this page. The asterisks are those markets that are associated with data centers today. If I take you back half a dozen years ago, this wasn't on our radar screen, wasn't something we were focused on. It certainly is something we're focused on today. We think right now about 10% of our revenues are related to data centers. We'll be a little over $700 million, I suppose, in revenues in 2026. What are the data center applications? There are five or six of them as we think of them. If you're going to put a data center in a municipality and put it on the outskirts of town, you're going to first need to get water to it and wastewater away from it. We certainly play a role in that with our municipal products. As the facility is being constructed, all the equipment they're going to use to construct it is going to need to be fueled. We have North America's number one share in fuel transfer for contractors. As the building is being built, they're going to need to put in ambient cooling systems for the ambient air. That's going to be done with chillers and chiller water. We're going to be moving the chiller water with our HVAC pumps. That's pretty important. As the sprinkler contractor gets to one of the last jobs in a facility that's constructed is to put the sprinkler systems in. They'll suss out how large that fire pump needs to be and select a fire pump and install it. Then, as the hyperscaler or the operator of the data center starts to install server racks, the server racks are going to include Coolant Distribution Units. The CDUs have small fractional horsepower pumps in them that would cool NVIDIA or Cerebras' chips as those server racks start. Then come around and start operating the data center, and you need to fuel the diesel generators that are the backup systems for them. Fast-forward a few years, probably the servers are going to need to be swapped out as they age out. That, in our minds, mean that the CDUs probably are going to be swapped out at that point in time, too. Go on to years maybe seven through 12, and you're going to start to see the HVAC pumps need some maintenance and potential replacement. Fire pumps very rarely need replacement parts. They don't run unless there's a fire, so they don't consume repair parts. 10- 15 years out, the municipal water and wastewater products are going to need some maintenance. As a data center goes, there's kind of a life cycle that we think is evolving or starting to become clear as they get constructed. Like I said, right now, we think it's about 10% of revenues. That percentage has been growing, and I expect it will probably continue to grow as a percentage of revenues gradually over time. I'll turn things over to Ron now for some comments on our financials. Thanks, Scott. As you mentioned, I'll go over a little bit of a financial overview and then talk a little bit about our capital allocation, and then I'll turn it back over to Scott to talk about some of our growth initiatives. We've had significant top-line and earnings growth over the last five years, driven by both the acquisition as well as organic growth. During that five-year time period, we actually grew sales by about 95%. About half of that was the acquisition of Fill-Rite, which Scott had mentioned earlier, and the other half was organic. On the acquisition side, in 2022, we acquired Fill-Rite, the manufacturer of fuel transfer pumps. It has been a great addition to the portfolio and a lot of things that we liked about it. Quality products, strong number one brand position, good margins, a strong history of growth, and it filled a niche in our product portfolio that we didn't have. So it's met all of our acquisition criteria, and it's been a very strong performer since we acquired them. On our 2025 results, we've actually increased sales over each of the last five years, including a 3.4% increase in 2025. Sales were actually up in 2025 across most of our markets, with the exception being construction. In 2025, we also achieved or maintained our record gross margin that we had achieved in 2024, despite some challenges from inflation and tariffs. With the increase in our top line, our EPS has actually improved significantly as we've been able to leverage our organic sales growth. Our 2025 EPS of $2.14 was a record, and that was a 22% increase over where we were in the prior year. We benefited by both operating income improvement, as I mentioned, on leverage from sales growth, and we also had benefit of decreased interest expense by continuing to pay down our debt. Adjusted EBITDA in terms of dollars and percent of sales have increased significantly with our sales growth. Our adjusted EBITDA in 2025 was a record at nearly $129 million, and that was about 19% of sales. Adjusted EBITDA since 2020 has actually increased about 2.5x, and about 60% of that is organic, and the other 40% was the acquisition of Fill-Rite. A little bit about our 2026 year-to-date results. 2026 so far has been off to a good start. Sales are up almost 6% year-to-date over the prior year. Sales have increased across most of our markets, highlighted by construction related to mining, as well as the sale of rental equipment, which I think Scott had mentioned earlier. We've also seen significant growth in Fill-Rite's various sales channels. Our gross margin has stayed strong, benefiting from both our increased sales volume, as well as our product mix. The positive operating results, combined with our continued reduction in interest expense, have actually led to a 33% increase in EPS year over year, and adjusted EBITDA came in at just over 20%. Overall, our incoming orders have remained elevated, and our backlog is pretty healthy. 2025 gross incoming orders were actually up 10% over the prior year, and they were up across all of our markets. 2026 year-to-date incoming orders are up 1.4%. With our backlog sitting at $240 million, we're well positioned for the remainder of 2026. A little bit our balance sheet and cash flow. Our working capital remains healthy. We continue to reduce our debt, and our capital allocation priorities remain the same. We're going to reinvest in the business, pay dividends, and then reduce our debt as well as look for acquisitions. A little bit on the leverage side. Prior to the acquisition of Fill-Rite, we were debt-free. We were able to use the strength of our balance sheet for the acquisition. As I noted earlier, we felt very strongly about Fill-Rite from what it brought, and we're confident in the return that it would provide to our shareholders, and we're confident in the cash flows generated from Fill-Rite as well as the legacy business that we were able to deleverage quickly, which you can see in the chart on the screen. We actually paid down debt of $45 million in 2024. Another $60 million was paid down in 2025, and we paid down $33 million year-to-date through Q2 of 2026. Our leverage has come down as planned, a little bit ahead of our schedule, and currently sits at 1.9x EBITDA. We expect that to continue to improve. I think overall this demonstrates the strength and consistency of our cash flows, both on a legacy standpoint as well as Fill-Rite's. On capital allocation, we've historically spent about $20 million in CapEx, primarily for machinery and equipment. A lot of times, we're replacing old equipment. When we do that, we're getting increased capacity and productivity. A lot of times, that gives us the ability to run unmanned machine time, which continues to help with our leverage. On a go-forward basis, we're going to continue to invest back in the business. Our facilities are in good shape, so there's no plan for facility expansion. The majority of our equipment is current. Based on our historical practices of spending about $20 million a year in CapEx and primarily on machinery and equipment. We're going to continue the dividend track record. I'll talk about more on that in the next slide. We're going to continue to delever using the cash that we're generating to pay down our debt. As I mentioned, we are down below 2x EBITDA, which we have mentioned in the past publicly, that when we get to that level, we will start to look for acquisitions. The timeline for our acquisitions is dependent upon the opportunities that are available in the market. As we mentioned a few times, we are a dividend-paying company, so we have a long history and 53 consecutive years of increased dividends. That actually puts us in the top 50 of all U.S. publicly traded companies, or also known as a Dividend King. I will give it to Scott to talk about our profitable growth. Thank you, Ron. Just a reminder on the third column of this slide. We have done, in recent years, a pretty good job with both organic and acquisition-related growth. We have done a nice job in expanding margins and EBITDA profitability, and done a nice job in managing our working capital. As we think forward about sales growth, it would be natural for us to think that price is part of our organic growth. On average, that would probably be about 3% of revenues incrementally on an annual basis, unless inflation pushed us to do something more than that, which we would then pass into the market. Incrementally, we should have unitary volume growth on top of that as we continue to take share. How are we doing that? All of the things that you see on the right-hand slide, new product development, new markets, growing our international sales, making ourselves easier to do business with, and taking advantage of some of the favorable trends I mentioned earlier. Incrementally past organic growth, we do see acquisitions as being part of our continued philosophy for growth. If we do grow in that way, especially with unitary volume growth, we do have opportunities for margin expansion. We will continue to invest in our business with capital equipment. We are diligent in our cost controls. We do not add costs when we do not need to. We will be efficient in the way we manage pricing. We have some benefits as we continue into 2026 from a site optimization we did in late 2025 related to National Pump and the conditions in the ag market. We did rationalize some facilities, and National Pump's revenue has not been negatively impacted by that as we get that under our belt. Of course, acquisitions, as we look at them, we would look to an acquisition that was at or further expanded our margin profile. As we continue to grow sales, our inventory does not need to grow at the same pace our sales will grow, and so we will be continuing to work on working capital improvements as we go moving forward. We have a number of opportunities to continue to drive profitable growth for the company. We have done a number of acquisitions in recent years. This is a recent history of that, and as Ron mentioned, we are on the hunt again. We certainly don't have anything to announce today, but the pump industry is very fragmented, and there'll be something at some point in time that meets our criteria. What are those criteria? Those criteria are pretty important. Fill-Rite met every one of those criteria to a T. Really confirmed that we're using the right ones. They will be pumps and pumping-related equipment that are complementary to our existing lines. As an example, Gorman-Rupp could have made a rotary vane fuel transfer pump with our existing technical knowledge. That would be the same thing as Fill-Rite's product line is today. Had we done so in May of 2022, there's no way we would have 65% of North America's market share in fuel transfer for farmers and contractors. It made more sense for us to buy that product than it did for us to innovate around it. We want to be in pumps and pumping equipment that are in markets we're familiar with. Those are all attractive to us at this point. I think we would assess them based on the conditions about what the business or businesses are that are available. I've talked about culture. Hopefully, I've done a good job in conveying that Gorman-Rupp does a really good job with this. That's very important to us in an acquisition. If you call Fill-Rite right now, you'll get a person on the telephone who wants to answer you and help solve whatever problem you have. That's important to us, and a lot of the industry does not operate that way. If we had our choice between a business in the U.S. and a business in Europe right now and everything else was equal between them, we'd pick the U.S. business over the European business. We would consider a European business as well, but probably U.S. businesses are our strong preference. We want to be in a leading position in a niche market within the pump industry that can still command margins. There are many of those that are attractive to us. We are not going to buy a business and think that we can put Gorman-Rupp's logo on it and automatically turn it around if it's a crummy business. We know that's not realistic and would be a hard slog. We certainly want the management to be interested in continuing on with us. As an example, in Fill-Rite, we have the majority of the management still with us now after four years of our ownership and are pleased that that's the case. They're good folks. We're starting to get to the point where we could do something of size again, now that our leverage is down to where it is. We would consider using equity if it were the right situation as we evaluate acquisition criteria. So we'll be extremely disciplined around a business fitting these criteria. That may not happen soon. It may take some time, and that's okay. In the interim, we'll continue to stick to our pretty disciplined capital allocation priorities that Ron told you about earlier. From a highlights standpoint, Gorman-Rupp is a pump company that is in market-leading positions. We serve a diverse group of markets with a really solid product line. We view ourselves as having opportunities for growth, and we think we're taking advantage of those. We're really leaning into our competitive advantages as we do so. We think we'll continue to perform well financially. We're set up to be able to do so and continue on with the track record we've demonstrated in recent years. We're certainly, from a capital standpoint, going to be putting the cash flow that we generate to good use to continue to grow the business, both organically and potentially inorganically as we go. With that, hopefully I've done a decent job of conveying some information about the company, and Ron and I'd be happy to take questions. Yeah. [audio distortion] The question was, when do we plan on fully paying off the Fill-Rite debt? I think you could follow out the trajectory of one of those slides earlier on leverage and come to a natural conclusion about that. We're ahead of our debt commitments by a number of quarters. I think it's mostly dependent on, do we find another acquisition in between now and that point, and would we lever back up as a result of buying something else that would prevent us from getting back to zero debt? I don't know that our board sees us as being a zero-debt company moving forward. We were that way for a very, very long time, and I think, one, the makeup of the board changed over some time, and I think they realized that we probably weren't putting our balance sheet to full use and leaving some opportunity on the table. Two, I think Fill-Rite really confirmed that putting it to use was a wise move. I don't know that I have a specific date in mind when we'd fully pay off the Fill-Rite debt. Actually, I guess what I hope is we buy something in the interim and need to refinance in order to do so. Yeah. Yes, sir. [audio distortion] Yeah. Question is, what percent of revenue is drop-in business that turns pretty quickly? As I go across the bottom of the page, anything branded Gorman-Rupp probably is going to be off the shelf, unless it's a custom-made wastewater or potable water lift station, which would be highly engineered, specified, factory tested, could take a year and 18 months to accomplish. A National Pump, ag irrigation pump is probably done within two weeks of when a well is drilled. That's kind of modular, put together as a kit once the well driller knows how deep the well is going to produce. Municipal water and whether that's groundwater or processed water, once it comes out of the treatment plant, are going to be specified and highly engineered as well, so those are going to take some time, have submittal processes to consulting engineers. Gorman-Rupp Industries makes OEM products. They're going to make the Coolant Distribution Units. They're going to make some medical waste pumps. Those are going to be designed in conjunction with the OEM, evaluated, and then put on blanket purchase orders from those OEMs. AMT is mostly an off-the-shelf type of product. You're going to buy them through catalog houses and e-commerce sites and things like Grainger, McMaster-Carr, those kind of things. So that's relatively quick. Patterson's fire pump business is initiated when a sprinkler contractor is nearing completion of the building. Patterson's fire pump lead time can be as short as four weeks for a simple fire pump, or it could be an entire building that's the size of this room that has multiple fire pumps in it, where we're responsible for the full content of the building. That could take a long time. So it varies. Patterson's HVAC pumps are probably more build to order, but build very quickly to order, so you're building from component stock. Patterson's very, very large custom stormwater infrastructure pumps and wastewater pumps are all specified and could take years in those cases. Fill-Rite is very much off the shelf. Fill-Rite lead times are probably 5-10 days, shipping to either their distribution network or retail, like Tractor Supply or Rural King, or e-commerce sites like Amazon or homedepot.com or those kind of things. So it really varies across the businesses. That's one of the reasons we keep those operational abilities very close to the six operating divisions, allow them to be pretty nimble. Long-winded answer, but I hope that conveys the breadth of it. John. [audio distortion] John is asking about M&A landscape in the pump industry. There are a couple of assets that have come to market recently that have been a little bigger than we could swallow. I do not know that we would have been solidly interested in them or would have been the winning bidder. Taco, one of them, Roper Cornell, another one. Those went for some pretty decent multiples, for what it is worth. There are a number of private equity held pump companies. I cannot say for sure that we are interested in any one of those. We may be. There are a number of them coming to market in the next six months to five years, numerous of them. As it goes, multiples are still reasonably lofty for a good asset. It is not out of the ordinary for something the size of Fill-Rite to still go for 12x, 13x, 14x EBITDA. We paid 13.2 for Fill-Rite, and I do not think we regret doing so at this stage. But for a good asset that meets our criteria, I think we are going to have to pay a fair price for it, but it better meet all of our criteria, if that makes sense. I do not know if that answers your question or not. We are probably running a little long on time. Anything else? Hey, folks, we really appreciate your interest. Good questions today. Thanks. Thanks so much for your time.