• Audit prior transaction records to understand how workforce matters have been handled historically — what worked, what created risk, and where guidance was absent or inconsistent. • Rebuild and sharpen the existing guidance for standard corporate acquisitions, covering the full arc from initial due diligence through workforce onboarding and stabilization. • Build out a dedicated set of guidance for situations where the company being acquired has an existing commercial relationship with the buyer — a scenario where workforce classification and contractual status create layered, non-obvious risks. • Develop a separate workstream for transactions where workforce integration is intentionally deferred, requiring the acquirer to manage people who are not yet formally part of the organization. • Create a practical tool for evaluating how a target company has classified its workers, with a focus on identifying situations where the label applied does not match the nature of the work being performed. • Synthesize relevant trends in how technology sector deals are being structured, particularly as they affect non-employee workforce considerations. • Contribute strategic thinking to a workstream examining how internal compliance tools could be extended for use by parties outside the organization.