Interviewer: Let me ask you this. You have the occasion to review resumes from physicians looking to get into informatics or looking to work for your company, correct?

Interviewee: Yes, all the time.

Interviewer: Okay. What impresses you and doesn’t impress you on a resume? If you want to give some advice for some docs that might be looking to punch up their resume.

Interviewee: Yeah. Clear result statements that lead the resume, I think, is clearly the most effective style. You know, the job of the resume is to get you past the gatekeeper and to, you know, get you to have the first-round interview with the company. And I’ve got probably 20 resumes in my pile right now from the last two months, and we’re currently not hiring. But, you know, business plans and growth changes. It happens, certainly, every quarter. And we just happened to get a new CEO about six weeks ago. And I’m sure we’re gonna be doing new initiatives that we weren’t…that I wasn’t dreaming on. So, you know, having a network of physicians who are interested in knowing what their skills are, and knowing the results they’ve achieved is very, very valuable. And then you can follow it up with a phone interview and ask them how they achieved these results. And that’s the linkage that I expect the person I’m talking to be very, very crisp about the STAR methodology that was described yesterday during the conference, S-T-A-R. And they added L for learning. I don’t know if you saw that presentation. So, that’s absolutely critical because… And what I’m listening for is, I’m listening for what options that person considered in solving that problem, what they actually did, and the results they achieved. And, in hearing that, it will both let me know how capable they are to do the management and executive functions that I expect any physician to be able to do independent of where I bring them into the company because, you know, highly talented people working with other people have to be able to move into the role of facilitating a group meeting, or deciding what work needs to get done independent of what they’re asked to do.