Hamed, that's a very good question. I think we have a lot of dynamics going on that are both regional and industry driven. So, as an example, if I pick up the off-highway part of our commercial vehicle industry, we are notably impacted by the fact that the construction around the world is going down. Therefore, construction equipments are selling less agricultural equipment as well. And, you know, where I'm pointing in term of customers. And therefore, as a consequence, the part of the off-highway business is down. Now, on the other part of the business in off-highway, when I'm looking at the very big turbo and the very big engines, back to what we are sharing on those engines that are serving for data center backup power, the sales are booming. One is not compensating for the other. And today it's not so much a problem of inventory in between, it's more of a problem of the end demand. For the rest, looking at the passenger vehicle industry, different dynamics around the world. In China, we see a slight recovery versus what we saw last year. But Japan and Korea are down significantly in Q1. Europe is down in terms of production, and North America is up. Now, when you play with the size of all these things, you see that we are facing different dynamics, not always linked to some kind of stocking or destocking dynamics everywhere. There is, overall, if you take a little bit of North America, a demand weakness that we are seeing and customers are adjusting to that. The rest of the commercial vehicle industry, we talked about off-highway, we could have a bit of the same on the on-highway side. On-highway is quite weak in Europe, which is a place where we are quite strong on our on-highway business. It's a bit better in the U.S., but our presence is probably relatively smaller than the one we're having in Europe and China. And in China, it's recovering progressively. There is a shift going on from diesel to natural gas trucks, but still it's a weak industry compared to what it was a few years back. So a lot of different dynamics. The key for us is to be able to have, obviously, a position that is the broadest possible, so that when there is something doing well, we are compensating for customers or verticals that are doing less well and adapt our cost all the time. Hence the strength of Garrett to have this very strong variable cost percentage as part of the total cost, which enables us to react. You've seen what we did in Q1. We have a bit of a weakness on top line, but at the same time, we are compensating with a higher margin, as we could execute on everything we had in mind to preserve the earning capability of the company.