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Executive Assessment

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Executive SelectionSample Report

This report describes the personality, competencies, abilities and organizational fit of Sam Sample, andis based upon responses to a series of assessments and a behavioral interview. For many of theassessments, responses have been compared against those of a large relevant comparison group togive a profile of the individual’s preferences for different ways of behaving at work. These are groupedinto three main areas: Relationships with People, Thinking Style, and Feelings and Emotions.

Assessment of:Sam Sample

Prepared for:Ellen Example, DirectorSuccessful Company, Inc.February 8, 2010

2310 Parklake Drive, Suite 500, Atlanta, GA 30345, 770.270.1723, Fax 770.270.9940, www.turknett.com

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Turknett Executive Selection Process and Sample Report

Why get help in making hiring decisions at the executive level? Many companies make expensive hiring mistakes. Research in the area of selectionand hiring has shown that most in-company interviews produce relatively poor results interms of predicting a candidate's later performance on the job. In fact, the ability topredict an executive's management abilities in such cases is little better than chance.Research from industry sources also indicates that 30-35% of all executives entering anew position fail and 40% are no longer in the position after 18 months.

Making mistakes in hiring at the executive level is extremely costly. A poor hiringdecision can cost as much as a million dollars or more considering search fees,relocation costs, signing bonus, and loss of team productivity, not to mentionoutplacement costs and legal fees. Industry experts cite replacement costs for an

executive at roughly 150% of the departing executive’s salary. Clearly, hiring the rightperson for a key management position can make a big difference in productivity andprofit.

The Turknett Advantage Turknett Leadership Group has extensive experience in executive selection, and worksto validly and accurately assess a candidate's personal characteristics, social andcommunication style, decision-making ability, management and leadership capabilities,and to assess a candidate's fit with the position and the organizational culture. A

comprehensive battery of tools is used, and may include assessments that measurepersonality, values and character, judgment and reasoning, and potential executivederailment.

Assessment through testing is followed by structured behavioral interviews, in whichindividuals are evaluated on competencies related to the position. While no assessmentmethodology is fool-proof, our process can help you make a much more informed hiringdecision. As an added value, the information we give you on your new hire can helpensure a faster transition, aid in their development, and increase the likelihood ofsuccess.

The Turknett Process o Job Analysis to determine key competencies for the positiono Leadership Evaluation, which may include online assessments of personality,

values and character, work styles, judgment and reasoning, and potentialderailers

o Structured Behavioral Interview linked to the competencies of the positiono Feedback to the hiring manager, including suggested follow up interview

questions for the internal selection team.




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Introduction

This report should be treated confidentially. It describes Mr. Sample’s preferredwork behaviors and makes links between various approaches to work activities.When considering the results, it is important to recognize that some of the results

are based upon Mr. Sample’s own view and represent the way he sees his ownbehavior rather than how his behavior might be described by another person. Theaccuracy of this report depends on the frankness and honesty with which thequestionnaire was completed, as well as his self-awareness. The comments madehere should therefore be seen as tentative rather than infallible. Nevertheless,this self-report can provide important indicators of Mr. Sample’s style at work, andit is likely to predict a good deal about his behavior in different situations.

Note that the report describes Mr. Sample’s preferred style of behaving as well ashis competence, abilities, and cultural fit. The report gives a broad picture of hiscurrent style. The greatest value can be gained by considering the implications ofthis information against his current or future role, and the results of a job analysis

for Manager of Department XYZ have been taken into consideration.

The shelf-life of the information contained in the report is considered to be 18-24months depending on Mr. Sample’s work role and personal circumstances. Ifthere have been major changes in his life or there is a significant change in role,he should complete the questionnaire again.

If you have any concerns regarding the content of this report, please contactTurknett Leadership Group.

Executive Summary

Mr. Sample has several notable strengths. He is very conscientious and strives to do agood job according to policies and procedures. He will be a very loyal employee andeager to please his superiors and organization as a whole. He is calm under pressureand enjoys problem solving. He thinks a matter through carefully before proceeding andis generally thoughtful. He is a person of high integrity.

Mr. Sample’s strengths could also be his challenges. His high standards at times maymake him inflexible. He may also struggle with making quick decisions. Hiscommunication skills are adequate but not dynamic. He also scored out of range onmany values deemed representative of the Successful Company Inc. culture.

Despite Mr. Sample’s challenges, overall he appears to be well suited to the job and

likely will be a good performer.




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SUMMARY OF POTENTIAL – Sam Sample

The table below provides a summary of Mr. Sample’s potential performance on twenty competencies, his numeric andverbal reasoning ability, and an overall summary of his cultural fit with the organization. The final column ‘Critical forSuccess?’ indicates which competencies are considered key for success in the position being considered (Manager ofDepartment XYZ), based on a job analysis of the position.

Competency 1 2 3 4 5Critical for

Success?

Leading and Deciding

1.1 Deciding and Initiating Action X1.2 Leading and Supervising XSupporting and Cooperating

2.1 Working with People

2.2 Adhering to Principles and Values X

Interacting and Presenting

3.1 Relating and Networking

3.2 Persuading and Influencing

3.3 Presenting and Communicating Information

XAnalyzing and Interpreting

4.1 Writing and Reporting

4.2 Applying Expertise and Technology X

4.3 Analyzing X

Creating and Conceptualizing

5.1 Learning and Researching X

5.2 Creating and Innovating

5.3 Formulating Strategies and Concepts

Organizing and Executing

6.1 Planning and Organizing X6.2 Delivering Results and Meeting Customer Expectations X6.3 Following Instructions and Procedures

XAdapting and Coping

7.1 Adapting and Responding to Change

7.2 Coping with Pressures and Setbacks XEnterprising and Performing

8.1 Achieving Personal Work Goals and Objectives X8.2 Entrepreneurial and Commercial Thinking

Cognitive Ability Results Percentile Interpretation

Verbal 45 Average

Numeric 72 Above Average

Cultural Fit

30%

70%

In Range Out of Range




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PERSONALITY RESULTS

Relationships with People

Influence

Mr. Sample is fairly moderate when it comes to his influencing style. If called upon totake charge, negotiate or sell an idea, he emerges as similar to others. Mr. Sample is aswilling as most to follow an unpopular line and go his own way when others disagree, butwill do so only in special circumstances, preferring mostly to follow the decisions of thegroup.

A separate assessment of potential risk factors reveals that Mr. Sample is at moderaterisk of at times struggling with acting indpendently vs. going with the group, due to hishigh desire to be agreeable, cooperative and an overall team player. This is not a causefor concern per se but is a potential area for future development.

Sociability

Mr. Sample likely comes across as quite and somewhat private.. He enjoys being aroundothers as much as most people but is less lively and talkative than everyone else. Hedoes not express confidence when meeting strangers for the first time, scoring slightlylower than average. He is more comfortable in less formal situations and can feelawkward when first meeting people.

Empathy

Mr. Sample dislikes talking about his own achievements and would generally prefer toshare credit. He supports group decision making but also recognizes the need at timesto make decisions without consultation. He has about as much concern for others asmost, and is generally considerate. He is as likely as most to help people with what heconsiders to be relatively serious problems or concerns.




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Thinking Style

Analysis

Overall, Mr. Sample’s interest in analytical thinking is typical, with no particular

preferences for one focus over another. In particular, he seems as interested as most inworking with numerical or statistical information, with a similar level of interest inanalyzing people issues. Across both of these areas he is likely to undertake a certainamount of critical analysis, but, overall, analytical thinking is likely to be a moderaterather than outstanding aspect of his approach.

Creativity and Change

Overall, Mr. Sample describes himself as fairly balanced in terms of his approach tocreativity and change. He tends to prefer a conventional approach to problem solving inmost situations, and to use well-established work methods. He feels able to generateideas about as often as his peers. His thinking style is as theoretical and abstract as that

of his peers, and his ideas are likely to challenge the established ways of doing things tosome degree. He will, therefore, have some creative contribution to make, but this isunlikely to be highly radical or prolific.

Mr. Sample reports a level of in terest in variety in his work which is about the same asmost of his peers. When he is faced with change, he recognizes, to a moderate degree,the need to adapt his behavior to meet the perceived changing demands of the situationor people. Overall, his approach to changing situations may be described as fairlytypical.

His willingness to work with established methods, and a reasonable tolerance of routineand repetitive work supports his view that it is important to meet deadlines and complete

work on time.

Structure

When planning and setting goals, Mr. Sample is likely to balance a strategic viewwith a focus on immediate issues. He couples this with a level of concern for orderand detail which is a similar to most of his peers. Thus, he is balanced in tactical vs.strategic thinking, and is as has attention to detail similar to most.

It is important to Mr. Sample to see tasks through to completion. He also seems tohave an strong desire to stick closely to rules and regulations. Together, these mayindicate a lack of flexibility in his approach, but a high degree of reliability whendeadlines and highly prescribed work methods are set down. Overall, he may best fit

in an environment which requires a conscientious approach to following strictguidelines.

A separate assessment of potential risk factors revealed that Mr. Sample, becausehe is so conscientious, may at times be overly perfectionistic. He likely has andexpects high standards of performance. He also may not like dealing with ambiguityor be very flexible, especially when pressured. He may also be tempted to fix thingshimself rather than delegate, again during times of stress or pressure. These areconsisdered “moderate risks” for Mr. Sample and not overly troublesome, but ratherareas for personal development.




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Mr. Sample approach when managing others and taking control of situations is likelyto be moderately strategic with a degree of focus upon longer term issues and goals.His balanced view on longer term issues and immediate goals is likely to have beendeveloped with the benefit of a moderate amount of consultation with others and islikely to have taken this at least partly into account. When he is setting long termgoals, he will place some emphasis on gaterhing relevant factual information as wellas conversing with others if deemed necessary. In addition, he is as likely as most toincorporate a critical analysis of this information into his planning process, and theresulting plans are likely to be reasonably well thought out and evaluated. Thestrategic or longer term plans that he sets are likely to reflect his positive view of thefuture and likely outcomes. His optimism, however, is tempered such that he willlikely set goals that are realistic. Mr. Burn's strong focus upon meeting deadlines andseeing jobs through to the end is likely to be apparent when he is managing andcontrolling the work of others. He will emphasize the importance of this to otherswhen issuing work instructions or providing others with priorities. When managingand controlling the work of others, he will look to enforce rules and regulationswhenever possible.

Feelings and Emotions

Emotion

Mr. Sample’s anxiety levels are low. He considers himself less anxious than mostpeople. Similarly, when it comes to important events, he is slightly less likely than mostto get nervous. Mr. Sample is fairly trusting of others, taking people at face value andtending to assume that all are straightforward and honest in their dealings with others.This could lead to a certain amount of gullibility on his part, which may be furtherreinforced by his tendency to take a more optimistic than pessimistic approach. In termsof his own sensitivity to criticism, he is likely to be slightly less sensitive than most, andso this is unlikely to have a major effect upon his overall mood in the longer term. Mr.Sample is a fairly tough-minded individual who can be both firm and fair.

He describes himself as someone who almost always keeps his emotions and feelings tohimself. He may only very rarely give an indication to others as to how he feels aboutthings, and may appear uninvolved or unemotional. This may be of benefit when hisemotions are particularly negative or unconstructive but not when they might otherwisehave communicated enthusiasm. When consulting with others and listening to theirviews, he will place a some degree of trust in what he is told. Others will, therefore, feelthat their views are genuinely listened to. He may sometimes fail to sufficiently questionother’s intentions when providing information, but not too often.




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Dynamism

Mr. Sample values progression and promotion at work, since he reports himself ashaving fairly high career ambition. However, he dislikes competing with others andexhibits less energy and need for activity than most people, preferring instead a steadypace without excessive demand. When summing up a situation and making a decision,he seems to be cautious, preferring to make decisions carefully after thinking themthrough. Although in most situations this is an asset, he may need more time than most

during situations where a quick decision is needed.




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COMPETENCIES AND ABILITIES

This report summarizes how Mr. Sample’s preferred style or typical way of behaving is likely toinfluence his potential performance on twenty universal management competencies.

The format of the personality questionnaire that he completed asked him to rate himself on a

series of different statements. His responses have been compared against the responses givenby a broad range of other people. The profile below therefore represents how his own view ofhis style is likely to impact his potential on each competency, compared with how others viewthemselves. Results from a Structured Behavioral Interview with Mr. Sample for certain keycompetencies are also described where appropriate.

When considering the description of Mr. Sample’s personality, it is important to recognize that itis based on the answers he gave and represents the way he sees his own behavior, rather thanhow his personality might be described by another person. This self-report can neverthelessgive important clues to understanding the way Mr. Sample sees his style at work and it is likelyto enable us to predict a good deal about his behavior in different situations. This report links theinformation from the personality questionnaire to the 20 universal competencies.

A job analysis was conducted for the Manager of Department XYZ position that considers whichof the 20 universal competencies measured are most relevant to successful performance in the

job. Details are provided where appropriate in the descriptions below.

Report Key

The ticks, crosses and circles indicate which aspects of Mr. Sample’s style are likely tocontribute positively or more negatively to each competency.

Symbol Short Description Definition

Key Limitation Strongly likely to have a negative impact

Likely Limitation Likely to have a negative impact

Moderate Likely to have neither a positive nor a negative impact

Likely Strength Likely to have a positive impact

Key Strength Strongly likely to have a positive impact

The overall likelihood of Mr. Sample displaying strength in each competency is shown in the bargraphs on the right-hand side of the report.

1 2 3 4 5

Unlikely to be astrength

Less likely tobe a strength

Moderately likely to be a strength

Quite likely to be astrength

Very likely to be astrength




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Relationships with People

1. Leading and Deciding 1 2 3 4 5

1.1 Deciding and Initiating Action

Places quite a high emphasis on achieving difficult targets.

Is prepared and as comfortable as most to take charge of situations when required.

Will feel moderately comfortable with acting independently when required.

Is likely to be cautious and slow when making decisions.

1.2 Leading and Supervising

Is inclined to trust, and thus empower, others.

Is as prepared and as comfortable as most to lead a group when required.

Is as comfortable as most using a moderate degree of persuasion when motivating others.

As likely as most to understand what motivates others.

Additional information:

Mr Sample did well in an interview that measured his Leading and Deciding capabilities. He scored 4out of 5 in both areas. Leading & Deciding are both critical competencies for Manager of DepartmentXYZ.

2. Supporting and Cooperating 1 2 3 4 5

2.1 Working w ith People

Values cooperation much more than competition.

Is as prepared and as comfortable as most others to seek contributions from others in order to make a decision.

Is likely to provide a moderate degree of support and sympathy to colleagues.

Occasionally seeks to understand the reasons for others' behavior.

Is as comfortable as most others to spend time with others.

2.2 Adhering to Principles and Values

Is highly likely to follow rules and regulations.

Is as likely as others to seek a diverse range of views.


Mr Sample did very well in an interview that measured his Adherence to Principles and Values, scoring5 out of 5. This is a critical competency for Manager of Department XYZ. He scored 4 out of 5 inWorking with People – an important competency for Manager of Department XYZ.




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3. Interacting and P resenting 1 2 3 4 5

3.1 Relating and Networki ng

May show as much preparedness to adapt personal style when relating to others as most.

Is as likely as most to seek to understand what motivates others.

May not consistently feel confident in formal business situations.

Is much more likely than most to be quiet and reserved in groups.

3.2 Persuading and Influencing

Is reasonably interested in selling and negotiating.

May occasionally seek to understand other people’s needs and motives.

May not consistently feel confident when influencing others, especially strangers.

Is very unlikely to promote own credentials.

Is likely to be very reserved in group situations.

3.3 Presenting and Communicating Information

May usually feel calm before important occasions.

May sometimes use persuasion when putting forward an argument.

Is as comfortable as most to adapt his own style and approach to the needs of the audience.

May not consistently feel confident when formally presenting.


Mr. Sample did average in an interview that measured his ability to Present and Communicateinformation, scoring 3 out of 5. This is a critical competency for Manager of Department XYZ.




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Thinking Style

4. Analyzing and Interpreting 1 2 3 4 5

4.1 Writing and Reporting

Moderately likely to critically evaluate the content of written information.

Is as likely as most others to see the relevance of abstract concepts in written work.

Is as likely as most others to produce reasonably structured documents.

Is as inclined as most others to understand the needs of an audience.

4.2 Applying Expertise and Technology

Will be as comfortable as most with theory and abstract concepts.

May critically evaluate technical information in some situations.

Is as comfortable as most when working with numerical data.

4.3 Analyzing

Will probe information for potential errors in analysis.

Is as likely as most to enjoy dealing with abstract concepts.

Is as comfortable as most others when analyzing numerical information.


Mr. Sample did well in an interview that measured his past experience with Applying Expertise andTechnology, as well as Analyzing, scoring 4 out of 5 on both competencies. These competencies areboth considered critical to the job of Manager of Department XYZ.




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5. Creating and Conceptualizing 1 2 3 4 5

5.1 Learning and Researching

May give some thought to potential limitations when reviewing new information.

Is moderately interested in learning about abstract concepts.

Is likely to be moderately comfortable when required to work with numerical data.

Is quite likely to follow conventional approaches when learning new tasks.

5.2 Creating and I nnovating

Sees himself as creative as most others.

Likes a small amount of change in work routine and appreciates stability.

Sees some relevance in applying theories to problem solving.

Is quite likely to favor traditional methods.

5.3 Formulating Strategies and Concepts

As likely as peers to take a longer term view when developing strategy.

Is as likely as most to see the relevance of thinking conceptually when developing strategy.

Tends to balance details with the broader picture.

Is fairly likely to follow traditional approaches when establishing the vision.


Mr. Sample did well in an interview that measured his experience with Learning and Researching,scoring 4 out of 5. This is an important competency for Manager of Department XYZ.




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6. Organizing and Executing 1 2 3 4 5

6.1 Planning and Organizing

Places a fairly high priority on completing plans to deadline.

Is as likely as most to display a strategic approach.

Is as comfortable as most managing others when required.

Pays as much attention to detail when planning as others.

6.2 Delivering Results and Meeting Customer Expectations

Places a fairly high priority on completing tasks in line with expectations.

Is very likely to adhere to rules, regulations and set procedures.

Is quite likely to set ambitious goals for himself or others.

Is as likely as most to adopt a methodical and organized approach.

6.3 Follow ing Instructions and Procedures

Is very likely to follow rules and procedures.

Tends to place a relatively high priority on keeping to agreed schedules.

Is as likely as most to follow instructions from others.


Mr. Sample did fairly well in an interview that measured his ability to Deliver Results and FollowInstructions/Procedures, scoring 4 out of 5, on both competencies respectively. These are criticalcompetencies for Manager of Department XYZ. Mr. Sample scored as sufficient on Planning andOrganizing, earning 3 out of 5. These are all critical competencies for Manager of Department XYZ.




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Feelings and Emotions

7. Adapting and Coping 1 2 3 4 5

7.1 Adapting and Responding to Change

Is as prepared as most to adapt an interpersonal style across situations.

Likes some variety and new experiences balanced with an appreciation of routine.

Is as likely as most to seek to understand differences in motives and behaviors of others.

Is quite likely to prefer well-established work methods.

7.2 Coping w ith Pressure and Setbacks

Is likely to take a degree of criticism without dwelling on it.

May find it fairly easy to switch off from work pressures.

Tends to keep a firm hold over the expression of emotions.

Maintains an outlook that balances positives and negatives.


Mr. Sample did very well in an interview that measured his ability to Cope with Pressure, scoring 5 outof 5. Coping with pressure is a critical competency for Manager of Department XYZ.

8. Enterprising and Performing 1 2 3 4 5

8.1 Achieving Personal Work Goals and Objectives

Is quite likely to be driven to progress his career.

May pursue a balance between a strategic and short term view when identifying his own development needs.

May rarely enjoy a busy schedule.

Is highly likely to dislike competitive situations.

8.2 Entrepreneurial and Commercial Thinking

Is quite likely to be motivated by ambitious financial targets.

Is as comfortable as most working with financial information.

Is likely to dislike the competitive aspect in commercial situations.


Mr. Sample did very well in an interview that measured his ability to Achieve Personal Work Goals,scoring 5 out of 5. This is a critical competency for Manager of Department XYZ.

Summary:

Mr. Sample did well on many competencies deemed critical for success as a Manager of DepartmentXYZ. While there are areas for future development, relative to what is critical for effectiveness in theposition, there are no scores that are a cause for concern.




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CULTURAL FIT

These results give an indication of a person’s core values and his/her relative fit to those valuesof an organization. The information reported here is derived from the Leadership Values Profileof Hogan Assessments. The results of this report are based on a sample of over 4,000executives and managers, based on research conducted over the last 10 years.

People prefer to work with others who share their values, dislike those who do not, and arehappiest working in environments that are consistent with their values. Conversely, people find itstressful to have to act contrary to their values.

The values measured by the Leadership Values Profile are:

Recognition: A desire to be known, seen, visible, and famous and lifestyle guided by a searchfor opportunities to be noticed and dreams of fame and high achievement, whether or not theyare fulfilled.

Power: A desire to succeed, make things happen, make a difference and outperform one's

competition.

Hedonism: The pursuit of fun, excitement, pleasure, and a lifestyle organized around eating,drinking, and entertaining.

Altruistic: A desire to help others, a concern for the welfare of the less fortunate in life, and alifestyle organized around public service and the betterment of humanity.

Affiliation: Concerns needing and enjoying frequent and varied social contact, and a lifestyleorganized around social interaction.

Tradition: A belief in and dedication to values such as family, church, thrift, hard work,

appropriate social behavior, and a lifestyle that reflects these themes.

Security: A need for predictability and structure, and efforts to avoid risk and uncertainty—especially in the employment area—and a lifestyle organized around minimizing errors andmistakes.

Commerce: An interest in earning money, realizing profits, finding new business opportunities,and a lifestyle organized around investments and financial planning.

Aesthetics: A need for self-expression, a dedication to quality, an interest in how things look,feel, and sound, and close attention to the appearance of work products.

Science Concerns being interested in science, comfortable with technology, and preferringdata-based—as opposed to intuitive—decisions, and wanting to know how things work.




The graph above shows Mr. Sample’s results plotted against the ideal ranges for SuccessfulCompany Inc., shown by the clear rectangles. Mr. Sample scores in the ideal range on 3 of the10 values. Specific feedback is provided below:

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Recognition: Out of range (low)

Mr. Sample appreciates it when others notice his achievements, but because he is a modest person, hewill be happy working in organizations that assume good work is what is normally expected. Heappreciates but does not feel a need to work in an organization that makes a point of celebratingindividual accomplishments in public. But he likely won’t mind it either.

Power: Out of range (low)

Mr. Sample doesn’t need to prove himself to others and may prefer to work in organizations thatvalue teamwork and collaboration more than individual achievement. Being in an organizationthat trusts, respects, and supports him may be more important than having lots of opportunitiesfor upward career mobility.

Hedonism: Out of range (low)

Because Mr. Sample is a serious person who prefers to put business before pleasure, he will bemost happy working in an organization that are business-like, professional, and focused, thathave clearly defined rules and procedures, and that take a no nonsense approach to work.

Altruistic: Out of range (low)

Mr. Sample is a task-oriented person who prefers to focus more on results and outcomes thanpersonal feelings. Consequently, he may not like working in organizations that are moreconcerned with promoting individual and community welfare than with goal-oriented objectiveslike quality, customer service and profitability.

Affiliation: In range

Mr. Sample will probably be most satisfied working in organizations where there areopportunities to work both alone and as part of a team, and where there are opportunities tointeract with people outside the work group and organization. Mr. Sample seems equally

comfortable working as an individual contributor and as part of a collaborative effort.

Tradition: In range

Mr. Sample will be most satisfied working in organizations that emphasize honesty, integrity,and respect for authority, tradition, and family values. Such cultures are characterized byorganizational loyalty, self-discipline, and that observe a traditional work ethic. Mr. Sample willbe less comfortable working in organizations that value diversity, experimentation, radicalinnovation, and disregard for traditional values.

Security: Out of range (high)

Mr. Sample will be most satisfied working in organizations that emphasize planning, carefuldecision-making, and risk analysis, and that develop and follow well-considered policies andprocedures. Mr. Sample will be most comfortable participating in organizations with a history ofstability, financial responsibility, and a veteran management team. Mr. Sample will be lesscomfortable working in organizations devoted to risk-taking or innovative financial practices.




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Commerce: In range

Although Mr. Sample understands the value of money as a motivator and a reward, he also hashis priorities in order, and knows some things are more important than profit. This suggests thathe should be most comfortable working in organizations that know how to maintain aperspective on financial and people related issues.

Aesthetics: Out of range (low)

Mr. Sample will be most comfortable working for organizations that value function over form andthat let others worry about stylistic considerations. For Mr. Sample, reliable technology andfinances are more important than matters of creativity, style, or culture.

Science: Out of range (low)

Mr. Sample seems to understand the trade-off between rational, data-driven decision making on theone hand, and rapid decision making based on instinct and experience on the other. As a result, heshould prefer working in organizations that value analytical decision-making, but also have a sense ofurgency in the process.

Sample Mar Web

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