How did Actavis transition from a small, struggling domestic generic pharmaceutical manufacturer in 1999 to becoming a major global player with 11,000 employees and operations in 40 countries by the end of 2007? Could you elaborate on the firm-specific advantages (FSA) that Actavis leveraged, and how did it strategically utilize location-based advantages (LBA) in its global expansion during this rapid transformation? How did Wessman's leadership style and personal attributes play a role in shaping the company's success during this period