2 - big and we have had some small surprises develop even in our earlier acquisition experience so that was of some concern. Q. What were the surprises? A. As an example in the acquisition of LVO, that company had a significant number of receivables. Putting a value on those was most difficult, and one of the investigation's biggest problems was that it took a great deal of management time. For a much larger acquisition, we had to wonder what kind of surprises might affect us and how much management and staff time might be required. Q. What did you think of the possibility of this merger in your first meeting? How did you react to the idea of a merger with GE? A. At the first meeting I didn't know if much would come of it and considered it one of a number of courses that we might follow. However, with each subsequent meeting, I considered the chances to be greater that it would go forward. Q. Why is that? A. I felt that GE showed an increasing amount of interest with each meeting. Al Way & I met almost weekly until the first week of December, and we talked about all the types of things that one should be talking about in evaluating a merger -- accounting, benefit programs, etc. Q. Did the differences in corporate structure come in? A. Yes. Utah is of course a very capital intensive company and GE is people intensive. We discussed how important it was for Utah to maintain its mode of operation. Keeping the benefit programs intact is an example of that because it obviously gave our employees comfort to know that we would maintain these benefits. Q. You and Al Way had this series of meetings, then what happened? A. Reg Jones & EWL met in Washington. I believe it was the first week in December & at that point they concluded they were prepared to go to their respective boards with a recommendation. However, before going to the board they consulted with their respective investment bankers.