Ann: Fluence Strategic Repositioning, Change in CEO, page-86

Let me add my 2cts worth. I met RI and RH many years when EMC was doing the road shows in 2016 to 2017. They were just about to enter China. RI & RH were a formidable sales team in that they were slightly exuberant with their promises then. They went into China on the premise that CGGC would deliver massive contracts. That didn't eventuate. CGGC was a mistake. But thankfully, RWL came into the picture and help to recapitalised the company and showed to the world that the Jewish corporates back each other up.

One of the local Chinese sales engineer then had a stroke of genius and broke the product to Hubei iTest and the breakthrough happened. Instead of relying on one entity, CGGC, the Chinese team pivoted and spread their marketing attention to the other regional SOEs and SE Asia. Henry was behind the Chinese team in those decisions. The whole Board gave a lot of autonomy to them and, thankfully, results showed. So credit should be given where it is due, to Henry, RI, RH and the rest of the Board of Directors.

In the intervening years, the Chinese team grew from strength to strength. Support came from the Israeli engineers who came out with Aspiral micro. So credit should also be given to the Israel's R&D as well. IMO, Henry's legacy was he managed to integrate disparate teams into one.

The Chinese market is a huge market to climb. After you surmount one peak, there is another peak behind. It's fraught with danger. But I think the Chinese leadership team has proven themselves hitherto and is up to the task. RI's management style is is not one to rein in a team but he empowers a team to flourish. For that, I think RI is the right man at the helm.