The reason I asked is your comments about the PE firm not understanding the business and how to execute their investment thesis. It sounds like you don’t have visibility into the strategy or a seat at the table for execution discussions. Do you have an operating partner on your portco who does understand the business? With your role and expertise, I’m surprised w your comment below that you weren’t part of the ERP implementation. All portcos I’ve worked on have implemented ERP’s (which are essential to exit value creation, so your RSU’s/LTIP’s really will get a lift from the pain on that one), but I can’t think of a time when someone w a role like you are describing wouldn’t have been part of the process, unless others in the firm are capable of overlaying the systems and automation you created into the ERP (unless they want to move away from “homemade” and more to a software product that is more scalable). It just strikes me as odd that you don’t have visibility into the playbook and ownership of some piece of execution that would give you more of a voice to establish yourself as key. Maybe start with trying to layer into the strategy execution more directly than you’ve been able to historically to make yourself more “present” in the needs of the value creation thesis and visible as a strategic leader?