CAR SEAT SUPPLIER LOVES CHINA!

It's kind of a half and half. There's a split between the domestic Chinese and the legacy OEMs that are in China. But I think what we've seen is the legacy OEMs' market share decrease significantly. And we've done a really nice job building relationships with a great team on the ground working with the domestic Chinese, and so we've grown with BYD, Xiaomi, Geely. We've done a really nice job of growing our business in both e-systems and seating. And it is a different mindset too. I mean, much quicker to market, much more focused right now on innovation, even pushing innovation both on the manufacturing and the product side. And so I think that's why we've been extremely successful, especially at the higher end, the more luxury end vehicles, because we have that product offering, because of our vertical integration, we have the ability to really go in and show them modular solutions, innovation, and technology that's different, that's not on the market today. So I think that's going to continue to be a story that's going to play itself out, but we've done a nice job of balancing our book of business. And a lot of the business that we have, we manufacture for China in China, so we don't have a lot of components that get exported out of China.

Yeah, I think blowing up the paradigms of what you think had to happen. I think the integration, the modular concepts and modular designs, and sometimes just clean sheeting designs that you think traditionally were the way it is, and taking a different look at it. It opened my eyes to saying you got to kind of flip things upside down and you got to look at it differently. I think the time, the ability to get either technology or manufacturing or engineering design where you used to have a standard window of 'here's the time, here's what you do, here's the gates' — looking at that completely different and running in parallel, and pushing yourself. I was post-COVID when I went over to China, blown away by how quickly they moved to really high quality, very efficient from a cost standpoint, innovative products. It changed overnight. And you ask yourself how? I mean, they don't think they ever set a barrier up to say, 'Well, no, it takes three years.' No, I think they thought in terms, you know, it takes eight months. And I think their competitive nature where there's well over 100 OEMs, maybe 200 OEMs at one time, they knew the strongest would survive. So it's a survival race. And so when you have that mentality that if I don't move faster, if I don't get better, if I'm not running smarter, I'll be out of business. And so that's how they run. I mean, we'll have dinner with certain individuals and they go back to work. They're working six, seven days a week. And I think the thing is, I don't know if that's sustainable. I don't know where this story will eventually end up, but they're in a race to win and they're pushing everything they can. They push us every time I walk in there. I'm thinking we're doing a bang-up job and they're like, 'No, you need to do more.' And so it gets you out of that paradigm thinking of 'this is how it's been' and you say, 'I don't care how it works. I have to think completely different on everything.' And that's the mentality they have. And it's a survival mode that they think that if they don't beat everybody down, they'll be out of business. That's a good mentality to have. You very paranoid. I'm paranoid. I think everyone's beating us, don't I? I think you got to have that mentality. So yeah, I think we've learned a lot. But I don't think that story's told, John. I think we got to see where this goes. I mean, there's a lot of excess capacity now. There's a lot of innovation being pushed. There's going to be scrutiny around some of the technology. I think the story needs to be told and I think there's more to be told.