. ▁Within ▁two ▁weeks , ▁the ▁deal ▁was ▁dropped ▁due ▁to ▁lack ▁of ▁share holder ▁support . ▁G 4 S ' s ▁chief , ▁Nick ▁Buck les , ▁rec ount ed ▁the ▁events ▁of ▁the ▁failed ▁ac quisition , ▁which ▁cost ▁the ▁company ▁tens ▁of ▁millions ▁of ▁dollars , ▁as ▁"... one ▁of ▁the ▁most ▁bru ising ▁experiences ▁of ▁my ▁life ". ▁A ▁combination ▁of ▁institution al ▁invest ors ▁who ▁led ▁the ▁response ▁and ▁the ▁minor ity ▁share hold ers ▁who ▁followed , ▁object ed ▁to ▁a ▁variety ▁of ▁factors , ▁not ▁the ▁least ▁of ▁which ▁was ▁the ▁additional ▁le verage ▁and ▁deb t ▁the ▁deal ▁would ▁introduce ▁to ▁G 4 S ' s ▁balance ▁sheet . ▁General ▁cons ensus ▁is ▁that ▁lack ▁of ▁planning ▁for ▁share holder ▁response ▁on ▁the ▁G 4 S ▁side ▁do omed ▁the ▁deal . ▁Furthermore , ▁many ▁invest ors ▁and ▁anal yst s ▁question ed ▁why ▁the ▁company ▁would ▁want ▁to ▁purchase ▁a ▁firm ▁so ▁far ▁removed ▁from ▁its ▁area ▁of ▁expert ise . ▁Alf ▁Duch - P ed ers en ▁res igned ▁as ▁G 4 S ▁chairman ▁after ▁the ▁failure ▁of ▁this ▁ac quisition ▁and ▁was ▁replaced ▁by ▁John ▁Con n olly . ▁ ▁Management ▁and ▁other ▁changes ▁In ▁March ▁ 2 0 1 2 , ▁G 4 S ▁announced ▁that ▁it ▁would ▁sell ▁the ▁" stru gg ling " ▁G 4 S ▁Government ▁Sol utions ▁business ▁( the ▁former ▁W ack en h ut ▁( W SI ) ▁and ▁All ▁Star ▁business ) ▁to ▁exit