The remaining improvement came from discipline spending across travel, occupancy, and professional services.

Apr 8, 2026 / receipt, needs a key / Jen Rue, CFO | earnings call 2026-04-08 | transcript 2c37e84e-fd22-40dd-8df9-7d1bd0d9573f | chars 12880-12988 | segment 13

The remainder of the year-over-year improvement in SG&A is attributable to lower variable compensation and reduced SG&A spend, including travel, occupancy, and professional services.

Jan 7, 2026 / receipt, needs a key / Janet, CFO | earnings call 2026-01-07 | transcript 5bc1a36c-5d47-4bd8-ba92-4e63b81a6661 | chars 14146-14328 | segment 14

We continue to identify opportunities to streamline our cost structure, including aligning resource levels to the demand environment reducing travel, occupancy costs, and other discretionary spend.

Oct 4, 2023 / receipt, needs a key / Jeniffer (Jen) Wilson, CFO | earnings call 2023-10-04 | transcript 830d7260-0744-411b-9f98-6c3012d8df83 | chars 11803-12000 | segment 12

LASTLY, WE WILL REMAIN DISAPPOINTED WITH THE LEVEL OF BUSINESS TRAVEL AND EXPECT TO SUSTAIN THE COST REDUCTION ACHIEVED IN THE PREVIOUS FISCAL YEAR.

Oct 5, 2022 / receipt, needs a key / Jen, CFO | earnings call 2022-10-05 | transcript aab0f425-6cdc-44a7-ae49-2a27905c6484 | chars 19040-19188 | segment 19

Majority of the travel that we are doing, I mean, we are really focused on go-to-market activities and, you know, client-facing activities as opposed to internal travel. So typically we try to keep our travel to, you know, no more than 60 basis points of revenue. That's kind of where the target is, which is about half of what, you know, a little less than half of what we used to spend pre-pandemic.

Oct 5, 2022 / receipt, needs a key / Mark Riddick, other | earnings call 2022-10-05 | transcript aab0f425-6cdc-44a7-ae49-2a27905c6484 | chars 34397-34798 | segment 35

We understand the importance of in-person meetings and will not shy away from face-to-face interaction. However, the lessons learned during the last 18 months stay with us as we transition into a new normal. To that end, we will continue to sell, deliver, and operate in a more hybrid fashion, look for opportunities to reduce real estate, and utilize technology to extend and strengthen the experience of our clients and consultants in our quest to increase shareholder value.

Oct 6, 2021 / receipt, needs a key / Kate, CEO | earnings call 2021-10-06 | transcript c858e1eb-fe3f-430a-a74d-09e3c6c954c9 | chars 15900-16377 | segment 16

We are laser focused on strategic growth and expansion, and we are also concentrating heavily on operating leverage. Executing in a more borderless fashion, continued migration to a more agile footprint, and consistent focus on expense management has yielded improvement in operational leverage and a reduction in SG&A.

Apr 7, 2021 / receipt, needs a key / Tim, CEO | earnings call 2021-04-07 | transcript 51861f98-f2aa-4ea4-ad5d-16be66071a2c | chars 13146-13465 | segment 13

General business expense also continued to improve, down $1.6 million compared to Q3 of fiscal 20 due to reduced travel and reduced discretionary spend.

Apr 7, 2021 / receipt, needs a key / Jen, CFO | earnings call 2021-04-07 | transcript 51861f98-f2aa-4ea4-ad5d-16be66071a2c | chars 17169-17321 | segment 17

And with respect to SG&A, I mean, I think, you know, beginning in FY22, you know, some of the SG&A favorability this year was really attributable to about six, expected to be six million to be attributable to the reduced travel costs. And I expect that, you know, going forward in FY22 as the economy and the world opens up, you know, we would give back some of that savings. I would expect we would give back maybe in the range of 50% of that savings that, you know, that you're seeing in this fiscal year.

Apr 7, 2021 / receipt, needs a key / Jen, CFO | earnings call 2021-04-07 | transcript 51861f98-f2aa-4ea4-ad5d-16be66071a2c | chars 33013-33520 | segment 33

Longer term, we expect to continue to rationalize our real estate footprint beyond what's planned under restructuring and continue to control our discretionary and travel spend by taking a blended approach between traditional and virtual methods of client engagement and delivery.

Jan 6, 2021 / receipt, needs a key / Jen, CFO | earnings call 2021-01-06 | transcript 11c90957-01ef-40d7-92aa-e43f7d77ad3e | chars 18874-19154 | segment 19

General business expense also improved, down $1.8 million due to reduced travel and reduced discretionary spend.

Jan 6, 2021 / receipt, needs a key / Jen, CFO | earnings call 2021-01-06 | transcript 11c90957-01ef-40d7-92aa-e43f7d77ad3e | chars 17048-17160 | segment 17

General business expenses were down 3.3 million due to reduced travel, reduced discretionary spend, and the recovery of 1 million of legal fees in connection with a receivable collection case.

Oct 7, 2020 / receipt, needs a key / Jen, CFO | earnings call 2020-10-07 | transcript b77f32da-3748-4d73-982e-623c5f9ce409 | chars 18027-18219 | segment 18

recycled materials when practical, and reducing waste produced by our business, (3) reduce our impact on global climate change and pollution by reducing our GHG emissions through reduced commuting and business travel by our employees and smarter electricity usage, (4) improve our energy conservation and efficiency practices through improved technologies and employee education, and (5) sustainably use natural resource

filing / Sep 10, 2026 / receipt

While demand for professional services remains resilient, clients are increasingly selective, prioritizing projects with near-term, measurable returns on investment, with some focus on AI, digital transformation, and cost optimization, which has resulted in some variability in demand across service offerings.

filing / Sep 10, 2026 / receipt

To promote employee wellbeing and collaboration, we continued to offer a hybrid work policy, where employees are invited to work collaboratively with colleagues in the office and are permitted to work remotely as desired.

filing / Sep 10, 2026 / receipt

The actions we have taken, and continue to take, to reduce our environmental footprint and be environmentally responsible include: (1) reducing our global real estate footprint by approximately 30,000 square feet during fiscal 2026 by utilizing shared workspaces, designating virtual offices, and expanding our use of technology to allow more employees to work virtually and (2) minimizing our Company’s carbon emissions

filing / Sep 10, 2026 / receipt

which may permit our clients to, among other things, terminate the contracts partially or completely at any time prior to completion, our ability to realize the level of benefit that we expect from our restructuring initiatives, risks that our digital expansion and technology transformation efforts may not be successful, our ability to use artificial intelligence ("AI") and machine learning in our business, our abili

filing / Sep 10, 2026 / receipt

Michael W. Lane has served as President, On-Demand Talent of the Company since June 2024.

filing / Sep 10, 2026 / receipt

David P. White, who resigned from our Board on August 3, 2025

filing / Sep 10, 2026 / receipt

Anthony Cherbak and Neil Dimick, who retired from the Board in October 2025

filing / Sep 10, 2026 / receipt

enhanced tech stack will drive efficiency and scale for profitable growth

ir_statement / Sep 17, 2026 / receipt

Our variable cost structure helps us stay nimble by flexing expenses with revenue.

ir_statement / Sep 17, 2026 / receipt

we continue to realize the impact of cost efficiencies

ir_statement / Sep 17, 2026 / receipt

Go-To-Market Clarity: By refreshing our brand architecture and GTM strategy, we’re establishing clarity that makes our service offerings easier to sell and easier to buy

ir_statement / Sep 17, 2026 / receipt