Mark Douglas

I think this is probably the most important thing you do, and it's got to be super clear.

And I'll be talking to you about the how or the way you do it.

And then your cornerstone is your culture that will develop all this.

Our why statement is empowering people to build better communities.

And how that works out is it's really external and internal.

I believe you have to have it both inward facing for your employees and external towards your clients.

It's how we base the premise of all our decisions.

So is it something, are we helping a community?

Are we helping better families?

Are we helping an individual?

It's our guidepost for everything.

The Ritz-Carlton why is we are, ladies and gentlemen, serving, ladies and gentlemen.

And what they believe is the workers, the maids, everybody, they believe that there are ladies and gentlemen that are serving the people coming into their hotel as ladies and gentlemen.

So it's an external and an internal why.

It's very effective.

See, our software helps our clients hire Americans into a construction career, into apprenticeship programs, into a carpentry job, into a plumber's job.

And often these are disenfranchised workers.

They're formerly incarcerated or foster care.

Our clients often have targeted work groups where they want to hire a big group of people.

A project, LAX is a $14 billion project we have, and they're targeting about 1,000 people to be hired from formerly incarcerated or foster care or in poverty in those areas.