Yes. Thanks Ande. So a lot of cuts that you talked about are typically been with the multiple nationals. We do still see project activities with some of the state owned company around the world particularly in the Middle East. But to your point a portion of our business primarily in EPD is what you call late cycle. And as we talked about before and you started to see this happen in the middle part of 2014, they start to curtail their CapEx expenditures, you've seen this with the multinationals trying to protect their dividend. And the fact is as those things can go off the drawing board, get pushed a little bit and they don't come back real quick from -- primarily from the multinationals so they don't decide necessarily over night to bring it back online. But typically these are in their long-term plan. So this is part of the reason if you take a step back and looks why we primarily focused on our engineered business with some of these realignment activities. We've been looking at these for years. If you look at what is occurred over time and it's important that people understand this, we came through a strong cycle in 2008 and in 2009 we adjusted to market and they picked up relatively quickly. There were still quite a bit of activity in the Middle East. But more importantly what we did as we started setting up a lot of our SPO facilities in India, China, enhance the one we had in Mexico, built up more capabilities and our LPO/SPO strategy is designed to start to qualify these, so that ultimately we can move the product and work to those locations. So we had these things on the drawing board for a while. What this late cycle component does is gives us time to go ahead and execute the backlog that we've had for the last year, year and half and we still have backlog and there are projects that would still come into backlog but for the most part we execute that and then start moving those capabilities to these low cost regions of the world. If you look at around some of the pipeline and other activities, some of those are on some of our run rate business and that's not as late cycle. And a lot of that is we talked about earlier some brownfield activity. So there is still some good brown field activity because what happens is lot of these facilities continues to run and they still need repairing and upgrade. So it kind of walking through it what the market environment does allows to do and this is why we are doing it as it allows to plan and execute and accelerate some of our what we call transformational activities around restructuring primarily in our engineered segment.