Will Bachman: Hello Nitin, it’s great to have you on the show.
Nitin Rohatgi: Hi Will. How you doing?
Will Bachman: I’m doing fantastic. I’m really, really psyched Nitin that we finally get a chance to sit down together. We’re here in New York City together on one of your trips to the US to hear about your firm Enroute. I’ve been really, really impressed by the quality of work product that your firm does and it’s a great resource for independent professionals who need some support. I’ve had multiple [inaudible 00:00:34] members telling me that you guys do great work, so looking forward to it. Tell me a little bit about Enroute and how you started the firm.
Nitin Rohatgi: Sure. Thanks Will first of all, thank you so much for having me here. As far as Enroute is concerned, okay, so the journey started in 2015. It’s been three years, three successful years and I must say, and Enroute branched off from ex McKinsey pipal research team, where the co-founders of Enroute, that is myself and my colleague Kartik. We spend about more than a decade providing business research and intelligence and analytic services to global corporates and professional services firms, and then in 2010 we started thinking that, hey, we must do something ourselves. We must do something of our own. It took us a while, a couple of more years. Finally in 2015, we took the plunge and founded Enroute with a similar ethos of providing high quality business intelligence and research services to global professional services firms and corporate.
Will Bachman: Great. McKinsey has a knowledge center, McKinsey Knowledge Center in India that serves McKinsey consultants when ever they have some question, they want to do some basic research done, they’ll send it to that group, and my understanding is the founder of that group started a firm where you worked and you got trained and then so you sort of have that McKinsey kind of DNA that you brought to Enroute.
Nitin Rohatgi: Absolutely. Myself, my colleague Kartik and all the analysts in our team, the senior analyst, all of us have similar McKinsey DNA, so McKinsey/Pipal DNA, if I may call it that. The global head of research services at McKinsey along with a couple of colleagues at McKinsey who will McKinsey Consultants, they founded this firm back in early 2000 and then we all were trained in similar formats and templates and the frameworks that McKinsey consultants worldwide use today in their work.
Will Bachman: Fantastic. What I hope to do in the show today is talk number one, we can kind of quickly go through your different engagement models of how you work with consultants and then we can do a kind of high level overview of the types of services you provide. Then I think we’re going to do a deep dive just to give an example on one type of, how do you identify targets for either an acquisition or for partnership, right. Before we jump into all that, my understanding is you primarily, or one of your main sources of clients around the world is independent consultants, is that right? Tell us about that a little bit.
Nitin Rohatgi: Sure. As I said professional services firms, and when I say professional services firms, we sort of divided into two categories largely, one would be these consultants, so these would be independent consultants, boutique consultancies, the smaller consulting firms. They could be strategy consulting firms, they could be a sales and marketing consulting firms, they could be innovation consultancies that we work with. Then the other group is the law firms or the legal advisory firms. Those are the two sweet spots for us and largely these independent consultants and smaller consultancies utilize our services maximum.
Will Bachman: Yeah. I never even thought of a law firm as being a potential client. What are the kind of things that law firms need research help on?
Nitin Rohatgi: Sure. Primarily where law firms use our kind of services is in their business development support. When a typical partner or a senior partner at a law firm, a corporate lawyer for example, goes out and pitches to a large corporate for deal activity or for their role in deal activity for the corporate, they will just shout back to us saying that, “Hey, I’m going to pitch to XYZ next week, why don’t you give me a complete blow up on the company, the person I’m meeting and the kind of deals they have done in the past three years, all deals including privately held ones, including smaller, privately held companies that they’ve acquired in the last three years.” We turn it around as quickly as a 24 hour basis for them.
Will Bachman: Wow, that’s amazing. Now let’s go through your different engagement models. I think there’s a few different ways that people can engage your firm. Can you talk about that?
Nitin Rohatgi: Sure. Broadly three engagement models. The first one is the ad hoc project model where you say, Hey, I’m looking at analyzing this particular industry or sector. Could you give me a deep dive on this sector and tell me all the nuances of the sector, the trends, the competitive landscape, who’s who in the sector, what are the future opportunities, what’s the analyst’s opinion about the sector, et cetera. We produced this deep dive sector report for you. That would be a typical one time ad hoc project engagement.
The second engagement model is a short term retainer, which would typically be quantified, one/three/six month kind of an arrangement where the client defines that, “Hey, I will need these many analysts days or hours of work over the next 30/60/90 days and you quote me a price accordingly.” This engagement model would typically be slightly more discounted than the ad hoc project model.
The third project, the engagement model is the FTE or the full term equivalent retainer model, which is a minimum of an annual contract. It could be anywhere between one/three/ two /three years, and that’s a dedicated analyst team for the client doing the entire research work, solely dedicated to that particular client.
Will Bachman: Beyond just the public resources on the internet, what types of research services do you subscribe to, to be able to get additional information for your clients?
Nitin Rohatgi: Sure, so that’s a good question. Most of our analyst team, they are adept in calling out information from more than 150 information sources. These could be proprietary paid information sources, some export, very, very niche and specific information sources which are provided to us either by the client. Some of the genetic ones are the ones that we subscribe to, stuff like LexisNexis, Factiva, D&B Hoovers, Avention, et cetera, and there could be some specific ones like a Thomson Factset that we will use for a law firm, for example, in which there could be these tripartite agreements that we have with the database provider, the client and our team who is dedicated to using that database for this particular client. The analysts are using these plethora of information sources in their daily work, journaling out deliverables for clients.
Will Bachman: Great. Let’s talk about at a high level, go around looking at a page with you of the different high level services you provide. I’ll just read them out and then we can go through them. We have a number one industry analysis, number two, economic research. Number three, competitive intelligence. Number four, key account management. Number five, formatting or graphic presentation support PowerPoint, was that one, two, three, four, five, six quantitative analysis and seven strategy support. Maybe we can quickly go through each one of these and you can give us some example of what would be an example project in that space. Industry analysis, what would that be? Can you give a sanitized example?
Nitin Rohatgi: Sure. Industry analysis is something, a specific area which the client wants us to sort of explore and take a deep dive into. For example, and this could be very, very niche, for example, recently we did an analysis on the fiber cement boards market in India, and then we did an analysis on the rains screen [inaudible 00:08:56] market in Germany. We did an analysis on the non-woven PPE industry in the US. Those are kind of niche industry areas or sectors that clients typically come to us for deep dives into and this would include looking at the trends within the industry, looking at the competitive landscape, who are the major players in the industry, looking at the future outlook of the industry, looking at the drivers of the industry, deploying specific frameworks like porters or structure conduct performance model or a sort, et cetera for the industry and in the future outlook in terms of what’s the analyst opinion about all the analyst coverage for the industry.
Will Bachman: A client would be typically thinking about investing in the sector or just trying to understand it and they would come to you and say, “Hey, I’m not interested in the protective personal equipment sector in the United States, do an industry analysis for me.”
Nitin Rohatgi: Absolutely. Typically the client’s objective here would be, as you said, to sort of extend their market into a new geography and understand the industry in that particular geography for example. Within the industry, he could have a geo-focus, right. The client could also be looking at acquiring some players in that industry too, for inorganic growth. The objectives could be multiple.
Will Bachman: Great. Economic research. Tell me an example there.
Nitin Rohatgi: Economic research, a great example would be something that in the past we have done for McKinsey where we were analyzing the indicators and the trends from the fallout of the global economic crisis of 2008. There we were looking at various variables across economies and countries which were impacting the economies. That could be a typical economic research exercise.
Will Bachman: Okay. Competitive intelligence. Can you give an example or two there?
Nitin Rohatgi: Sure. We take pride in considering ourselves as competitive intelligence specialists or experts, and a couple of folks on our team are experts on various expert groups globally as far as competitive intelligence and knowledge services is concerned. Competitive intelligence would typically involve stuff like peer comparison, so what are my peers doing in the industry. Competitive intelligence could also involve ongoing continuous competitive activity being recorded and transmitted back to the client that, hey, this is what your competitor is doing in XYZ geography, so there could be a dedicated team who is scanning competition across the globe for a particular client, giving the client snippets and developments of what’s happening at the competition now.
Will Bachman: That’s interesting. That would be kind of a somewhat of a retainer model where they might be saying they’d get some number of hours just every month on an ongoing basis to keep renewing that and saying what like here’s five competitors or 10 or however many you want the client. You would say, here’s all executive moves, or here’s like acquisitions or new products or like what would the things be that you would be tracking for them?
Nitin Rohatgi: Absolutely. You rightly pointed out that works better in a retainer model, at least a short term, three month to six month reading memorial, but ideally in a larger annual retainer contract where we provide the client with intelligence on new product development, on the company’s overall strategy, what are the do doing in terms of mergers, acquisitions, alliances, partnerships, JVs, et cetera. The company’s expansion plans, how are they planning to grow the market? Then typically on the executive movements, the internal as well as external, so who has been promoted internally, who has been hired from outside, from where, for what kinds of specific activity. Those are the kind of developments which we keep informing the strategy of our client as far as competition is concerned.
Will Bachman: Wow, okay. I could totally see how that would be useful just to kind of get that ongoing feed, get a pulse of what’s happening in the industry. Do you sort of have a menu of things that the client would choose from or do they just get everything? Some clients say, hey, I really care about executive movements and new products and someone else might say, you know, I really care about like, I don’t know, new sites that they’ve opened up, or new store locations, or they might sort of have specific requests.
Nitin Rohatgi: Sure. The research and intelligence services that we deliver are totally customized. We call it custom research. That is where we are different from the syndicated research providers like the data monitors of the world, where we provide custom research services or custom intelligence to solve your particular business problems. In case of competitive intelligence or in another service offering called key account management, which is again continuous ongoing exercise of opportunities mapping in your key accounts, how to maximize your sort of share in your key accounts, in these two services, it’s a continuous ongoing exercise where it is totally customizable.
The client comes to us saying that, “Hey, here are our top five competitors or top five key accounts who we want you to track on an annual basis for one, two, three, four, five, parameters.” It could be executive movements, it could be a new product development, it could be their expansion strategy, it could be their overall growth or the geo strategy that they’re looking at. Those could be, they could be any number of parameters and we in agreement with the client, in fact, we also at times are, advise is the client that, “Hey, this company, this particular parameter will be very important to watch out for,” and then an agreement with the client in our discussion, we freeze on those parameters to be tracked across the year.
Will Bachman: A few questions on that. I’m curious on the how as well, so, executive movements, how do you practically do that? Is it like based on press releases or do you sort of monitor LinkedIn or monitor their website to look at what executives are listed? How would you do executive movements?
Nitin Rohatgi: Sure. As you said that the first couple of sources that instantly come to mind as far as executive movements are concern are the usual press releases, the company pressroom, the company websites, the LinkedIns and the other social media, but besides that, we also do a deeper dive with sources like corporate affiliation, zoom info, zing opportunity, I could go on and on and on. The executive movement, the analyst team is adept at handling some n number of information sources from there they sniff out who’s going where, who’s doing what. They also sort of capture the rumored stage before the executives moving, we can say that, “Hey, in the next couple of months this guy is going to move from here and here are the potential places he may join.”
Will Bachman: Wow. What about a new product development? How do you can attract that on an ongoing basis?
Nitin Rohatgi: New product development on an ongoing basis, there’s a lot of R&D that is published around a new product being developed. Especially this is true for the pharma sector where we look at the drug pipeline, right from the drug discovery stage and so on and so forth, where these firms typically want us to track the entire drug development pipeline from generic to the final stage one, two, three. We track that using various sources, these clinical development sources and the farmer generals and associations, and we deliver this information to the client.
Will Bachman: Awesome. Let’s talk about key account management. How is that different and can you give us an example there?
Nitin Rohatgi: Sure. Quick example, a large European telecom giant looking at 20 of their key accounts, the Pareto Principle, 20 of those guys are delivering, 80% of their business came to us saying that, “Hey, we want to grow our share in these 20 accounts, we want to grow that business and we want to capture a larger pie from those 20 accounts. The kind of intelligence delivered the key account management, it involved not just executive movement, but it involved identifying influencers and decision makers along with the executives and the different roles that they were doing. For this kind of an opportunity, here is an influencer and here is the decision maker, so here is the circle of people you should be talking to the sales guy, the account manager, you should be talking to not just the guy directly responsible for it, but the overall decision maker up the chain as well as influencers for that particular deal.
Will Bachman: Wow, that’s amazing. How in the world would you identify from the outside who are the influencers at one of their key accounts?
Nitin Rohatgi: Sure. Again, that’s a deeper dive into the organization structure. Who’s doing who, who’s reporting to what, what are the roles? There could be a spark for the account manager, but then the the spark’s universe from LinkedIn, from the company website, from the forums that he’s participating in, from what he’s talking about, who are the leading people in the company talking about the same topic. Those are the kinds of places where you can sniff out the influencers and decision makers.
Will Bachman: When you say talking about, talking about where at conferences on Twitter, like what?
Nitin Rohatgi: Absolutely. These could be the various social media platforms. These could be these conferences and seminars and company off sites, investor meets, et cetera. Those are the kinds of sort of places where we’re analysts scout that information from.
Will Bachman: Wow, how would they even know who’s going to meet with, like in investor meetings or who’s going to what conference, how would she know that?
Nitin Rohatgi: Typically in case of key accounts, these key accounts would typically be large accounts, these typically would be large companies. They typically will be having their, all their company filings, quarterly earning reports, their investor presentations, their investor meets and everything publicly available. That’s the place to begin with, and then the analysts take the keywords and leads out of there and then they do deeper dives within information sources and within deeper genetic searches to collect that information.
Will Bachman: Wow. It’s really kind of a more for the serving as sales force and helping them get much better information about their customers, so you can figure out where the opportunities might be to grow.
Nitin Rohatgi: Absolutely, and while you mention sales force, a beauty of the key account management program is that the information that you provide to the sales folks can be integrated, automated and integrated into their CRM systems.
Will Bachman: Oh wow, okay.
Nitin Rohatgi: A CRM system is as good as the information, the input that the sales guys put into it, but we as a backup for the sales guys, we sort of directly feed in this information, we can automate an integrate it into their CRM systems.
Will Bachman: Wow, awesome. Let’s go actually to strategy support. Give me an example of strategy support.
Nitin Rohatgi: Strategy could typically be these detailed market studies including the demand and supply analysis, including regulations, the competitive scenario in the market. These could be strategic assessments including a gap analyses, including these surveys and scans of what’s happening as far as the firm is concerned in a particular market, in a particular geography. Then there will be a lot of investment decision support, for example, going the firms way as to hey, if you’re looking at investing in x, y, z companies in this particular sector, in this particular geo, here’s what you should look out for.
Will Bachman: That’s amazing. You mentioned like supply and demand analysis, can you give us some industry example that, that you’ve done? Maybe it sanitized, but like analyzing what the suppliers in a given industry and what the demand is.
Nitin Rohatgi: Sure. Interestingly last year, we did an assignment for a leading British law firm where they were looking at a newer concept for them and for the industry, which was contract legal market where they were looking at hiring lawyers on contract basis, reducing costs, and they were exploring this market in six geographies globally. That’s typically where they were trying to analyze the demand and supply scenario as to what is happening in these six countries. What is happening in the law firm community in these countries? What is the demand for contract legal services? Are they actually players who are supplying those services there in those markets and what’s the overall scene as far as the law firm or the legal advisory industry or market is concerned in that particular country.
Will Bachman: Are you doing most of this work with secondary sources? The databases that you mentioned that you subscribed to and in other searches online, or how much of the work would be interviews with industry experts or potentially surveys?
Nitin Rohatgi: That’s an interesting point that you brought up. Our USP is, we augment the secondary research. Yes, largely the secondary research, but we augment it by a primary and by adding expert opinion. It’s not just plain manila research services offered to the client. It is a comprehensive deliverable to the client solving his particular business problem with the help of secondary, plus the buck stop somewhere as far as secondary is concerned. You can only big as much as the information available on the public domain, even on the proprietary domain. But then there are some nuggets that you need to pull out from primary, so you go as far as we can with secondary, but in most of our reports we need to do some primary research as well. We need to talk to folks who are experts in the industry. Then for this we also have, at Enroute, a panel of experts. We have empaneled experts across sectors who are advisors on that particular sector, on that particular market for which we are doing the report and we provide their expert opinion into the client deliverable as well.
Will Bachman: Cool. Quantitative analysis, so tell me about that a little bit.
Nitin Rohatgi: Sure. That’s largely analytics, where we do a lot of predictive analytics, we do a lot of forecasting, we do a lot of segmentation for companies that, what are my target segments as far as my customers that are concerned, we do that.
Will Bachman: Give me an example of that to make it real. Pick an industry, pick some kind of segmentation analysis.
Nitin Rohatgi: Sure. The industry being IT software, segmentation analytics would be year on year when the company, a large IT corporate, a global IT major, they’re doing their segmentation exercise, that is, they are bucketing their clients into these segments, and here are my enterprise clients, which are the large corporates. Here are my SMB clients which are small and medium businesses and here are my institutional clients which are my government sort of institutions and organizations. Last year across these three segments, this was the bifurcation of my sales, my revenues, my costs, blah, blah, blah, I need to up or change those numbers to x%. How should I distribute those clients now in these three buckets, which bucket should I grow? Which bucket should I focus on? All that is part of the segmentation analysis that we do for clients.
Will Bachman: Great. Then close it off, you also have PowerPoint support, so like the McKinsey model, what some firms do is you just do the hand drawn picture and say … Just kind of take a scan of that or you have an existing chart and you can hand draw on it, do this. Is that kind of what you do? Do you also just creates charts from scratch from a verbal description or how do you go? What kind of graphic presentation support you provide?
Nitin Rohatgi: Sure. Just to give you a quick example, a client called early in the morning, this is a UK client that, “Hey, I’m getting on a flight to Switzerland to meet this pharma major,” and last night in a call, here is what he sort of gave to me on the call, here are the pointers that I have scribbled on my notepad. I have scanned it and sent it to you by mail. Converted into a nice looking snazzy PowerPoint document for the client meeting. Four hours while he was on the flight, we turned around the deliverable, the bullet scribbled notes, converted into a nice looking 12 page PowerPoint document with snazzy graphics and some dynamic content.
Will Bachman: You make me scared here man, that like you can tell again … All my workers going be off shored to you guys. That sounds pretty amazing. I would like to be able to do that. Okay, so that’s fantastic. We kind of went around the horn and there’s some more pages here and we’re going to put this online, right. On the show notes you can download this capabilities document of Enroute and now I wanted to do a little bit more of a deep dive and we’re going to talk about the process that you go through and I think we can make this available too, right?
Nitin Rohatgi: Absolutely.
Will Bachman: All right, so this document will be available in the show notes. There’ll be a link to download it. This is for a target screening process that you might do either for looking for an acquisition or for a partner in this space, and it kind of walks through the methodology. Let’s start with step one and two. You have a page in here called creating the universe. Describe this page for me and what we’re doing on these two steps of the seven step process.
Nitin Rohatgi: Sure. This is a fairly simplistic process, looks kind of complex, but we are sort of simplified it where we’re looking at this target screening exercise for companies looking at acquiring smaller players in a particular geography or partnering with the smaller players. For example, a large IT major partnering with these small system integrators in a particular geography to sort of augment their capabilities. Or it could be a large restaurant chain looking at acquiring smaller players in a newer geography where they want to expand.
Will Bachman: Sure, sure.
Nitin Rohatgi: For that we typically follow a couple of our seven step process, which involves largely creating a universe of these smaller entities in that particular geography. How do we do that? The analysts scan through various information sources local to that particular geography to come out with larger universe of players in that particular industry or in that particular business.
Will Bachman: Yeah, and I’ll just describe this slider here a little bit. Listener, you can download this and check it out yourself, but we have a nice page that set up that way you’d say, okay. serial number, name of the company, financials, the number or the growth rate, the footprint, like what’s the geography, the amount spent by customers on their most recent ordered items. Then, a couple of other specific categories for that specific ones. You’d pull together like a spreadsheet basically of here’s all the companies that we could find.
Nitin Rohatgi: Yeah, it’s basically a universe of those companies, and when we sort of captured the information, we captured along some particular parameters, basic parameters like the ones you just mentioned.
Will Bachman: What are, I guess you mentioned some of them already, like Dun & Bradstreet, Hoover’s, just searching on the internet, but what would some other tools be that you use to find this new information?
Nitin Rohatgi: The basic common tools that you just mentioned would involve the Dun & Bradstreet’s, the Hoovers, the Aventions, the One Sources, et cetera, but just give you specifics, so for a European company, we were once looking at Chinese players. We were developing a universe of Chinese players, which was a tough exercise, but for that we went into a database called Bureau van Dijk, which is a European database, but then Bureau van Dijk or Orbis within itself, it had acquired a smaller entity in China called Zing, so the Zing database had information of 300,000 Chinese companies.
Will Bachman: Wow. Awesome. Okay, cool. Sometimes you can find the company names, but then getting like how many locations do they have or more specific, it really takes a lot of digging. You identified the universe, and then let’s go to slide three, so we have here this beautiful kind of a color coded slide with basically the same information filled in, but now for each category, for each column, they’re sort of red, yellow, green, orange to show which ones are like the most attractive, right?
Nitin Rohatgi: Sure. That’s a heat map for our client. He can, it can see from basically the red, amber and green, so he can see that which particular parameter for which particular companies more important and that helps us or enables us to rank the grid of those companies in order of importance for the client. That’s what’s done here.
Will Bachman: Great. You do this big heat map and then you can also do like a Harvey balls, [inaudible 00:32:06], and then step four, so we have a bit of a kind of a funnel here. Talk to me about this, a shortlist-
Nitin Rohatgi: Sure. Once we sort of develop that grid in the heat map analysis or the Harvey Ball or moon chart analysis, after that there is this funnel approach where all the short listed companies from the largest set of universe are put into this funnel where it is identified that, hey, these one, two, three, four, five parameters are of the most critical importance to the client and which are the companies or which are the particular outcome of that heat map or that Harvey Ball ranked players who are fitting into this funnel and the top and the next and the next and the next layer. Finally zeroing down those shortlisted companies into two or three more relevant ones.
Will Bachman: Great. Then step five would be develop individual company snapshots, sort of one pagers on each one of the shortlisted companies.
Nitin Rohatgi: Sure The next step involves the shortlist arrived at from the previous funnel analysis. We look at developing these quick company snapshots, to give the client more idea and more inputs on what these companies are about. This snapshot would typically contain some details on the company, like it’s financials, like it’s people, the revenue, the number of, sort of employees, a quick framework like a SWOT and the company’s products, their business segments, et cetera, to give the client a next level of detail on those shortlisted companies.
Will Bachman: Right. You get this kind of one pager with kind of company overview, core products and services, SWOT, strategic priorities, mission, maybe financials if it’s available. A one page kind of quick overview of it, and then let’s see what comes next, that’s step five. Then so you get like your 10 and then step six and seven. Then you really start going in and doing a deeper dive on those companies, and you have some example pages in here of what that would look like.
Nitin Rohatgi: At this stage, this deeper dive is now we’re now looking at the final two, three, four most relevant targets for our client now, and these deeper dives would include larger bits on their org. structure, their operating model, what are their USP’s, core strengths, competencies, et cetera, et cetera, for the client to take a final view as to, hey, out of these two, three, four, this one or these two could be the final targets for me.
Will Bachman: We have a business overview. I mean that’s just an example, I suppose you customize it. We have a financial news, so kind of grilling into revenue and profit and number of employees and then the org. structure and an operating model with, you know, like what’s their, how they split up and so forth. I’m really kind of getting into, so I guess for a handful of those companies, you do this deep dive.
Nitin Rohatgi: Yep.
Will Bachman: What MNA have they done recently? What deals have they done? Where the locations are, whatever’s relevant.
Nitin Rohatgi: Absolutely.
Will Bachman: What’s the kind of timeline typically to do an exercise like that, is that sort of a one day, one week, one month? What does that typically look like?
Nitin Rohatgi: It depends on the client specific requirement and entire target’s been exercise as described here, all the steps, if we were to do go from step one to step seven, could take anywhere between six to eight weeks. At times the client says that he only give me the larger grid of universe, run along some basic parameters.
Will Bachman: Yeah, I can totally see, I mean, I’ve definitely done projects where we’re, where we did this work, right. Where this kind of effort would have been hugely helpful to have someone helping to push this along.
Nitin Rohatgi: Sure. As I said, a complete target screen exercise would take anywhere up to two to three months, but at times the client would say, “Hey, just stop at the one pager snapshot stage, beyond that we do ourselves or just give me the quick universe, or get me to the final three, four major players. And then from there on I will do myself.” It could be totally customizable.
Will Bachman: Very impressive. Like I said, these two documents will have it in the show notes, so you can download them and take a look and then, and what’s the best way for people to contact you? Do you want to give out your website? Do you want to give email address, whatever contact info you want to provide?
Nitin Rohatgi: Sure. It’ll be easy if they could log onto our website, which is enroutellp.com or they could also reach out to us at firstname.lastname@example.org, or they could reach out to me at Nitin@enroutellp.com, or my colleague Kartik@enroutellp.com
Will Bachman: Great. Fantastic. Well I want to thank you for being on the show today. This was awesome. I can totally see how this would be a really useful resource for independent consultants who can take a piece or chunk of a project and really get you, your team involved. It’s kind of like having a super power, so thank you for being on the show.
Nitin Rohatgi: Thank you Will. Thanks for having me here.