The recommendations that we give for a given engagement can really vary in format. For some, engagement are deliverable. What they're getting from us isn't something that's manifested physically at all. And so when you think of executive coaching, for example, it's a very interactive exercise that's focused on behavior, conversation, reflection, and not really being able to recite what's written on a sheet. For other exercises, like for organizational design, it's a highly physical one. Because you have to be able to model abstract concepts in a consumable and visually understandable, quickly digestible type of way. So for this engagement, our recommendation took a few different formats. It took candid profiles, as you've seen, for the six different possible candidates for CFO. It took cost benefit analysis via a spreadsheet. It took slide decks. It took a strategy, a review, and realignment. And so there were a few different documents that took different form, along with many conversations, many meetings, and many exercises and workshops interactively, that together, were representative of what was delivered from end to growth to our client. So to be effective, what a Powerpoint for a consulting engagement should do is try to emulate a research presentation, because ultimately we are outsiders. We are practitioners that are very familiar with industries and functions and doing our best to study a given organization, to understand their problem and to propose solutions. And so that process is quite scientific. And so a recommended structure for a PowerPoint might be first an observation of the problems, a restatement perhaps of the challenges at hand. Second to that, a report on findings. What are the different findings from your conversations? Or from what you've researched? Or from what you understand or know broadly about the industries or functions at play? And then finally, after thoroughly going through those findings, is the slate of recommendations. And those recommendations should be aligned to, should adduce the different findings that come before it and should be actionable. They should take the form of being simple and meaningful and actionable and relatable and transformational or smart, I think the last test is scalable, type of recommendations. So there's a paradigm that we follow called the SMARTS paradigm. And the idea there is that your recommendation should be simple, meaningful, actionable, relatable, transformational, and scalable. Now, take time to think through what those different words mean and how that should manifest. But above all, recognize that brevity, the ability to use concision and say what you mean in as few words as possible, is important. Your recommendation is going to a member of a board of directors or to a member of an executive team. And so you want to make sure that you're not wasting time, you're not using space or saying things that aren't necessary, and instead, you're saying, here was the problem, here are the findings, and here's what we recommend.