I wasn't responsible for the day-to-day operations of SDTC. The management team was absolutely doing that. I had a good professional relationship with that management team.
I did not see the concerns that I heard about from the former employees. We did things as a board. It was the responsibility of the HR committee to undertake performance reviews. We reviewed succession plans and did all of the things that were appropriate for a board.
What happened in February, when we heard from these whistle-blowers.... We obviously took it very seriously. That's when we created that three-person committee. I was not involved in that, and neither was the CEO. That committee worked for three or four months to address those accusations and found that there was no real wrongdoing here. The MRAP discussion and study happened as well.
Again, I want to repeat that there were no wrongdoings and no misconduct. Are there areas that we can improve and that are improving? Absolutely. Boards always need to be refreshed. Boards always need to look at and improve on how they operate and their governance. I see this as a normal course of business.
I'm no longer chair, as you all know.