The first thing we do when we conduct a new search at Intergrowth is work with our client to co-create a position specification. We call that position spec. This includes the qualifications or requirements, the responsibilities and duties, really digs deep into what will this candidate be doing and what will they have to have done to be the best possible person for this role. So, we spend initial time working on the position spec. And once it's great and once we feel and our client feels it's really pointed toward making sure that we're recruiting the right type of person for this position, we then go out and look at the universe of possible candidates. At Integrowth we have an applicant tracking system called the portal, the entry portal which is an extensive pool of tens of thousands of executive that we've worked with before, that have submitted the resumes to us. And that is a great starting place when we look to sort of candidates. So, we can say, all right this is the possible universe of candidates altogether, here's how they are in our portal. We have some other contracted resources that we use, too, for search. And then we try to say, as broadly as possible, how wide is the possible pool of candidates that could fill this position. Now, by that I mean what are the different seniority levels? How many years of experience, or how many years of a particular type of experience? What are the functions that they can be coming from? What are the industries that the person filling this position can be coming from? So, we try to see as broadly as possible, who could possibly be the best next person for a position, and then we do a sampling. So we do what's called calibration, through a diverse sampling across that, that universe. So we get a few folks from some industries, from some different seniority levels, and try to represent what that universe looks like as diversely as possible. Once we've come up with a calibrated slate of candidates, we work with our client to evaluate that calibration slate. Some of those candidates will be good fits and will make it into the eventual pool of candidates that are recommended for possible selection for a given position. Other candidates might not be the best fit. But this helps us go beyond the words of a position spec and really get a deeper understanding of what, on a human spaces the perfect candidate for a position could look like. So, that's the initial part of an executive search. So, for this candidate pool we want to make sure we have diversity, as far as industry, function of experience, and then importantly thought. And so, what I mean by that third point diversity of thought? I mean we want to make sure that we have some folks that have lived through and taken approaches to problems within public organizations, and others who have worked in private organizations. We want to make sure that we have candidates who are able to help in acquisition if that's a direction our client wants to go into and buy up another organ of an organization because they've acquired before. Have some others that are sophisticated operators, and that from a financial basis, have experience leading large enterprises in a sophisticated way to be successful. And then, of course, we want people that have experience making private equity exits as part of an executive team, and making initial public offerings. So, we want to make sure that that whole pool of thinkers, people that have thought differently about different problems they have experienced. People that have experiences in their functions. So perhaps some MNA experts who come from a consulting world. Or some other high level accounting type officers and still yet other folks that have a banking background. We want to make sure that whole diverse potential pool of candidates is represented in the slate. Now, we'll find as we have conversations with our client, that that slate will be drilled down as we more narrowly approach what precisely they're looking for in the ideal candidate. And so, making sure that our search is aligned to a client's strategy is essential. Our portal is an important way for us to receive and search for different candidates for a position. We receive a lot of resume submissions and we've done a lot of work in the past, and so it really is an extensive database. But beyond that we have other contracted databases that we work with. And we also have people that have a good sense for the industries and the functions that we could be possibly searching for. So, even though it seems like it could be a huge pool, the viable number of people to lead a billion dollar transportation enterprise with certain types of backgrounds, might smaller than you think. And so, relying on our team of operators and leaders who have worked with people in this space who are aware of all the possible or many of the possible finance leaders in transportation. That's a really important resource for us that gives very quick and very deep understanding of who could fill this role. Before we even engage with a candidate, there's a lot of research that goes into it. And that research, as we talked about now, is about who could be in this possible universe and then what. Once we've identified that some we use our research team to understand what's their background? What companies have they worked on, and what's going on in those companies they've worked on? So, we really do value the effort that we've put in on the backend to make sure those people we haven't even engaged with yet are the right types of people that we should be engaging with. After we've done that diligence and we feel like the candidates that we're looking at are put chance that the right folks for it for this job we do screening rounds. So, screening rounds are shorter interviews that seek to assess a bunch of different variables. Those can range from specific clarifications on functional expertise, to ensuring that there's no active non-compete agreements because those things matter. And then we go through several rounds of interviewing. After several rounds of interviewing, we make sure that we've done a credit check on the person, a criminal background check on the person or the people, excuse me, that we're looking at. We make sure we've hard referenced and soft referenced the pool of potential candidates for position. And once we've gone through those rounds of verifying backgrounds and making sure that things are a-okay, we then submit a slate of potential candidates to our client and propose that this slate be interviewed for a given position. So, to get to this final slate of six, we worked with our client and worked to understand their strategy and realized that what they're really looking for is a financial leader that can position them for an exit. That exit may take the form of a private equity acquisition. It may take the form of an initial public offering. But making sure that we were identifying sophisticated finance leaders, who understood their functions throughly. Who had a variety of industrial experiences and functional experiences within the broad umbrella of finance, and who importantly could successfully serve a leaders toward and exit that was important. That was a core driver and that's how we arrived on this final slate of six candidates.
