MBS continues to operate with cultural patterns from previous ownership (Kincaid group) rather than fully embracing Beacon's operational approach. This manifests as resistance to changes and frequently hearing "we do this" when new processes are introduced. The cultural disconnect creates friction in integration efforts, slows adoption of new processes, and hinders full organizational cohesion. The "package deal" origin of the acquisition — where Beacon wanted DS Bus and had to take MBS — adds an unspoken layer of ambiguity about MBS's strategic standing within Beacon.