Robert Spingarn: Thanks. Good morning. Horacio, we talk about AI all the time. It’s already come up a bit on this call. How are you using AI internally to improve the cost structure or wherever else you can apply it at Booz?
Horacio Rozanski: I appreciate that question. And this has been an actual — a fair amount of discussion internally because it’s important to us. Our clients ask us the same question. And so we are looking for the highest opportunity areas where AI would have the most leverage to our business. And the obvious one is talent acquisition. And so we began by using a somebody else’s tool that we purpose into our environment to go through all of our requisitions and make sure that it essentially read all the requisitions for bias language for things that we didn’t want to have in there and to make us be the right kind of face to the market. And we’ve now moved into another phase, which is for matching. As you know, we have thousands of open requisitions at all times.
They change all the time. We have hundreds of thousands of resumes coming in. We have 32,000 people internally who want to expand what they know in their career. And AI is an extraordinary tool to do that. We have something in prototype that is showing tremendous upside. And I think it’s going to be really the next wave of our value proposition to really help our people understand this is where I want my career to go, what kinds of opportunities are out there that get me there? What kind of training do I need to have to connect into those opportunities and be qualified to do it that there’s a ton of upside there. And then beyond that, as you can imagine, every aspect of our business, we need to think through. And again, we’re prioritizing high leverage areas first.
Robert Spingarn: Thank you. That’s helpful. And then just in terms of the award environment as we look out through the year, I think you talked about Intel coming down. But are there any major recompetes that we should be aware of that might point you to the low end or the high end of your range and at the same time, any big opportunities that we should be on the lookout for?
Horacio Rozanski: It’s the answer I guess would be yes on both sides of it. Our portfolio, as you’ve known us for a long time, it used to be so many small contracts and very few large ones. And now the portfolio has still a lot of small contracts and a lot of small task orders into the thousands and a significant share of really large programs. On the large program side, we – those when they get recompeted, each – any one of those can move the needle some. What we’re seeing there is that recompetes come in generally a larger scope and even larger ceiling than the original programs. So that’s obviously a source of upside, and it’s a source of increased competition because they attract more attention. And our pipeline is rich. We have a good number of recompetes over the next 12 to 18 months. We have a very good number of things were going at that are either new or potential takeaways. And all in all, we’re optimistic about where we are and how we’re positioned.
Robert Spingarn: Something specifically…
Horacio Rozanski: In addition to what we’re seeing from a book-to-bill perspective, we’re seeing significant demand from inside existing contracts, particularly in our Civil business. So that’s a dynamic that as we produce a tremendous value for clients, we’re seeing additional tasking on existing contracts at a pace, quite frankly, we haven’t seen in the past.
Robert Spingarn: Okay. So there’s nothing specific either of you would call out, though?
