Christie B. Kelly - Jones Lang LaSalle, Inc.
Management
Sure. Sure, Brandon. So from a productivity perspective, we have progressed smartly in terms of not only our investment in supply chain leadership together with our people and our JLL business services capabilities. And specifically, we've been driving productivity to substantially combat fee pressure in our business. No new news to anybody on the line. We all suffer from fee pressure, and with that, the demand to really drive productivity in our operations, which is very much part of the business case on our investment in our new ERP system. Specifically when you look at the front-end of our business, we talked a lot about revenue per head and what we were seeing in terms of productivity. We've continued to invest in great people around the world. We've driven overall, from a Capital Markets perspective, 4% to 5% revenue per head quarter-on-quarter, year-to-date on a trailing 12 basis in Capital Markets. And specifically, as it relates to our Leasing business, around the same with leaders specifically in our Capital Markets business being Americas and Asia-Pacific, as you can imagine. We'll see a nice pick-up in EMEA as a result of their rebound in the third quarter and their production post-Brexit. And then from a leasing perspective, really nice performance around the globe in the Americas, EMEA, as well as APAC. As we move forward, productivity is very much part of our agenda. That's very tied to our digitization strategy, and you can expect more of the same as we continue to drive client centricity, best-in-class services and the best operating platform in the business.
Brandon B. Dobell - William Blair & Co. LLC: And maybe as a follow on to that, I'm not sure this is for you Christie or Christian, but in the event that these productivity metrics continue to perform well which generates pretty high incremental margins, how should we think about the company reinvesting those, let's call it, margin upside, given the trajectory on some of the spending and the Integral pressures, et cetera? I could envision a scenario where you do have significant – these are incremental margins or incremental profitability because of productivity. Should we expect all that to be reinvested back in the business and given your comments early on about cash flow as well? Just trying to get a sense for how to balance some of these opposing forces like upside versus investment.