Prabu Natarajan: Yes. I appreciate the question. Look, I think Nazzic and I spend a fair amount of time looking at the quality of the pipeline, but also the depth of the pipeline. In order to consistently grow this business, let’s call it, 3% at the midpoint, what is the quality that we want to see inside of the pipeline and are we targeting the kinds of work that would be relevant to our future 3 years to 5 years from now. To me, that’s an important Venn diagram that we draw inside the company to make sure that we are committed to growing this business consistently, profitably over time. And so to me, that’s the way we think about it. We have internal dashboards that we take a hard look at. We share those, obviously, as part of our governance with our Board.
And the reality is we are fixated almost on improving the quality of what we bid, quality of the pipeline and making sure that this business €“ our business today is chasing the kind of work that we want to be in 3 years or 5 years’ stock. To me, that’s a very important longer term perspective of this, and we are happy to do that because to us, that’s what brings balance between growth rates, margin expansion and cash generation, and we are truly trying to thread the needle there between those three metrics.
Greg Konrad: Thank you.
Operator: Your next question comes from the line of Tobey Sommer from Truist Securities. Your line is open.
Tobey Sommer: Thanks. Kind of building on some recent questions. If you reflect back in recent years on the changes in incentive comp, have those changes produced the desired results? And going forward in the new fiscal year and beyond, do you see an opportunity to refine those? And if so, how to get sort of different outputs in the future?
Nazzic Keene: Yes. Tobey, Nazzic here. So, I would say the short answer is yes. So, if we think about the changes we have made, which is really to balance the incentive comp structure on the three components of the business that Prabu just highlighted, obviously, revenue growth, margin expansion and cash, we believe that all three of those are necessary for us to achieve our long-term strategy and to drive shareholder value creation. And when we drive shareholder value creation, we drive value for our employees, our senior leaders as well. So, we believe it’s the right mix. It’s the right balance. We don’t want to drive revenue at the expense of profit and cash, and we certainly don’t want to drive profit at the expense of the other two.
So, I think it’s very balanced. Our team understands it, and it also helps drive decision-making inside the company. And I will highlight that, as you have heard from our €“ this year’s guidance and you will hear next week, we look to drive improvement in all three of those dimensions across the next several years. And so having that backdrop reminds all of us of what’s important to the company, what’s going to ultimately drive shareholder value. And I am very pleased with €“ it’s kind of a simple model, if you think about it, just the balance, but it does drive the right behavior, the right incentives, and we are seeing that. We are seeing that in the results that we are talking about today, and we are seeing it as we €“ as you will see next week, when we share our future guidance.
Prabu, I know you did a lot of work to help us get to this point. So, anything you want to add?
