Casual discussions resulting from a former colleague's connection, spoke with various people in the practice, plus online form requiring responses on delegation and prioritization of work. The organization took a long time to make a decision, which turned out to be because leadership was changing hands and key people were leaving.

Three interviews consisting cultural fit, knowledge and problem solving, Cultural fit was conducted relatively informally with a panel of two similarly ranked members (akin t your applied role). Skills, knowledge and problem solving involved practical exercises conducted with two superiors not necessarily from a similar sector.