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Speaker A Well, it's a similar kind of problem in that you're trying to match resources to meet strategic needs. Opportunity without the ability to execute is just risk in disguise. And so because our rep reputation is so important to us and we do sell a service, we look favors that are prepared. And so although it's a certain area of focus, the problem is a similar kind of problem. There's risk inherent in putting together a pool of resources and trying to make sure that those match the needs of the business. No one has a crystal ball, but careful planning can get you close. We've looked at our people in a very special way as an employee owned organization, we've taken to valuing them more as much as family as we have as numbers and cold resource targets. I think one of the reasons that I've had this opportunity is because it's critical that the HR function be able to see outside of itself. It's critical that it be able to see the business and understand its support role. We build things for a living, and our HR strategy needs to take into account what we do. The fact that those people are on the front line are who our owners and clients see. And everything about this place, everything about our matrix organization and our corporate initiatives needs to be about supporting those people and making sure that they come through for the client, because that's what turns into repeat work. We struggled off the start to understand project success and project failure, I think. And as we grew and the size of the project means the size of the gamble increases. And I think with your help and with the help of the system, I think we began to put together a pretty sound methodology for assessing project complexity, came to understand that it was much beyond volume, which was sort of an old metric. And project complexity can be driven by schedule, it can be driven by conditions, it can be driven by contractual issues, the complexity of working in joint ventures or multipartner pursuits. So all of those things that come together to drive project complexity, once you understand those or feel that you're comfortable in assessing the kind of complexity that work presents, now you can take the next step and try and ensure that the talent pool matches the complexity of those commitments. But more importantly, that the talent pool has the potential to match not only current commitments, but the commitments inherent in the company's strategy. So the company will inevitably grow over time and the nature of its commitments will grow in their complexity. The potential that's in your talent pool has to be able to follow that arc, you can mitigate that to some extent through learning and development initiatives. And from time to time you have to go to the markets and add external resources to fill gaps and whatever else. But in a commitment based organization like Graham as opposed to a control organization. We endeavor to grow from within as much as possible. And if we're careful about selective hiring we can make that happen. So we just have to make sure that we're matching the trajectory of the company and its strategy with the potential that the talent pool presents to us. Well, I just flat out reject the whole notion in a control based organization of the job of management being to stand at the end of the conveyor belt and monitor the output of widgets. Obviously we place high expectations on our teams but there's more to it than that. We give them an environment in which it's easy to become a committed member of the team. We're an employee owned company that drives a lot of that commitment but we lay out a strong slate of managerial accountabilities and that is kind of present throughout the employee lifecycle. Managerial accountability with respect to selection and selective hiring and participation in onboarding and development programs that happen in the initial stages of hire. But most importantly where the intensity is is through that process of providing the active feedback, the attention that an employee needs, the quality of performance reviews the most effective structure which includes the manager once removed and the subordinate once removed. So you have three active levels of people in a relationship as opposed to just two. It provides perspective to the supervising manager. It provides line of sight to the employee into the organization and where it's going. And it's a lot of work. It's a lot of work to manage people properly and we take that responsibility seriously. You can't simply put together an arm's length list of employee responsibilities and call it a day. You have to enable. You have to get in and help push. And I suppose the icing on the cake. That concept of transformational leadership means that you walk the talk means that you get in and bend down on a knee and pick someone up and dust them off and encourage them and find a way to help them recover from the bumps and scrapes that are inevitable in this business. So that requires a lot of energy. It requires a lot of commitment to people. It requires knowing something about them and their families and it's not a casual affair.