Gary Burnison: Organic constant currency. Sure. So last year, our third, I’m going right off the top of my head, so you’re going to have Bob and Gregg correct me. But I want to say last year, actual is 681. I think when you dial it back for constant currency, that 681 translates to something like 650, 645 in that kind of neighborhood. The midpoint of the guide is 675. So constant currency, that’s up 4%, 5%. And clearly, that is benefited from the investments that we have made in the interim business and it reflects moderation in our Perm Recruiting businesses.
Tobey Sommer: Okay. I’ll move on to a couple of other questions and maybe you can arrive at a number.
Bob Rozek: I said those — Gary’s numbers were pretty close to…
Tobey Sommer: I get it. So what was the — what’s the acquired revenue so that I could just get to the answer for organic?
Bob Rozek: Yes, I would take you back, Tobey to — you have to go back to the run rate when we acquired the companies. Because once we integrate them, we lose the ability to specifically identify and Lucas Group has been integrated for — since the beginning of the year. So I don’t have the ability to identify that. But if you go back to sort of the run rate that we said when we bought those companies, you’re talking somewhere in the $55 million to $60 million range.
Tobey Sommer: Okay. Could you give us some color about the 2 major RPO wins? I know you talked about it a little bit already but maybe in terms of number of annual hires, types of occupations, geographies and differentiators that might have prompted the client to choose you over the incumbents
Gary Burnison: Well, I’ll let Bob — we’re not going to reveal the client or the industries. But I think one of the key differentiators that we have is, number one, the success and the high-quality of referenceable clients now that it’s pretty incredible and success begets more success. So that’s number one, incredible team and process, number 2. And the three is the IP and the ability to integrate that solution with other things that, that particular client wants to achieve, whether that’s org strategy, whether if it’s compensation advice and so this integrated platform is also a major reason why we continue to enjoy success in that part of the business
Tobey Sommer: I think you described the — correct me if I’m wrong, the cost cut is sort of substantially smaller than a classic one you might have taken in the prior downturns. So it seems like you’re assuming some level of stability in demand headed into calendar ’23. How is the organization feeling? You’ve undergone a lot of volatility as the world has really with the roller coaster of ’20, where job cuts, furloughs, then rapid hiring and now sort of more measured realignment that you described. Could you just speak to that. I know that wasn’t a specific question but I think hopefully, you get.
Gary Burnison: Well, I think it reflects where the world is. In April and May 2020, I said that the COVID — it would be a couple-year journey then 2 years of a transitory period. In a transitory period from a whole different — a whole range of aspects from how people are entertained to how they consume, to how they produce to where they were. And when you go back, 3 years ago, it was scary. And even this morning, very early, you hear a story somebody that got COVID. If you had heard that story 2.5 years ago, you would have fallen over and wondered was that going to be you next. So I think that we’re in a very, very unique time as human beings. Now I think part of that answer is where you are in the world as well. I mean, I was on an account call a couple of nights ago in China, for example.
