{
  "version": 3,
  "sources": ["ssg:https://framerusercontent.com/modules/rtaadqdPcTMoBJQgxp4d/hwya8jXJ59pldVBScwzG/zfTfCrpYh-2.js"],
  "sourcesContent": ["import{jsx as e,jsxs as t}from\"react/jsx-runtime\";import{ComponentPresetsConsumer as a}from\"framer\";import*as n from\"react\";import{Youtube as i}from\"https://framerusercontent.com/modules/NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js\";export const richText=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/pdvfxsZ56h558q29qR1CTODddD4.png\",srcSet:\"https://framerusercontent.com/images/pdvfxsZ56h558q29qR1CTODddD4.png?scale-down-to=512 512w,https://framerusercontent.com/images/pdvfxsZ56h558q29qR1CTODddD4.png?scale-down-to=1024 1024w,https://framerusercontent.com/images/pdvfxsZ56h558q29qR1CTODddD4.png 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"})});export const richText1=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak: \"}),\"Hi, welcome everyone to a panel discussion titled transforming finance and accounting through multi-agent collaboration. My name is Deepak, and\\xa0 John Silverstein, Brian Kalish, and Rajiv Patak are our panelists. I will moderate and anchor the session. This will be a 60-minute session, including 45 minutes of discussion and a 15-minute Q&A session at the end. Please feel free to drop your questions in the comments as we progress through the session. Let me start by introducing our panelists. , John Silverstein is the VP of FP&A at XR Extreme Reach. With over twenty years in Fortune 500 companies and startups, John is known for his data-driven approach and transformative impact on financial processes. Welcome, John. And it's great to have you. Thank you. Next is Brian. Brian is a financial planning and analysis expert with thirty-plus years of experience in financial leadership, consulting, and analysis. He combines extensive industry expertise with a passion for using technology to enhance financial decision-making. He loves engaging with extensive networks to provide relevant insights, tailored training, and custom tools and solutions that have a true bottom-line impact. Welcome, Brian. And lastly, we have Rajiv Pathak, CEO and co-founder at Hyperbots, with over thirty years of experience in building technology products and businesses for global markets. Rajiv has managed technology business for Wipro as GM and vertical head handling a business of over a hundred million dollars. Welcome, Rajiv.Thank you. So great. Let's get started. Good morning, John and Brian. Good evening, Rajiv. Hello, everyone in the audience. In the next hour, we will discover how cutting-edge agentic AI systems are reshaping the finance and accounting landscape through collaborative multi-agent frameworks. This comprehensive webinar explores examples of how multiple AI agents collaborate to handle a complex business task in F&A. We will organize our discussion into three sections.\"]}),/*#__PURE__*/e(\"p\",{children:\"In the first section, we will discuss a few use cases for AI agents in different F&A functions.\"}),/*#__PURE__*/e(\"p\",{children:\"In section two, we will talk about why these agents need to talk to each other and elaborate on the methods of collaboration between these agents.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"In the third section, we will discuss the mechanisms for humans to control these multi-agent networks, and we will close this session with time for questions and comments.\"}),/*#__PURE__*/e(\"p\",{children:\"All right, so let's start with our first question, which is for Rajiv.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak: \"}),\"Rajiv, can you elaborate on what an AI agent is? How different is it from a normal software component?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Rajiv:\"}),\" Sure. Thank you so much, Deepak. First of all, I would like to welcome the entire audience for this webinar. I would also like to welcome Brian and John as co-panelists and thank you, Deepak, for hosting us. Your question is very interesting because software-led actions, especially in finance and accounting, have been in existence for the last fifty years. So, the first obvious question that comes up, as you rightly asked, is what an AI agent is and how different it is from software. I would say it is different from normal software in four dimensions. The first one is intelligence and autonomy. What this means is that an AI agent can act on its own in a fairly autonomous manner with virtually negligible need for a human in the loop, unlike software. Just to give you an example, if you are a person working in finance and accounting and you receive a clarification email from a customer on an invoice, a normal email software requires a han to open and respond to it. An autonomous email agent will understand the context of what the customer is asking and navigate through the data associated with that customer query. It will be able to auto-generate the response and send it to the customer in an autonomous manner without any human touch. That is an example of an autonomous email agent responding to a customer DSO query, compared to a normal email client where a human has to read, interpret, and respond manually. So, autonomy and intelligence are key elements of an AI agent.\\xa0\"]}),/*#__PURE__*/e(\"p\",{children:\"The second is learnability. As I said, intelligence encapsulates learnability. These agents are self-learning. They learn through han feedback in the loop, which is an essential ingredient of any machine-learning-based system.\"}),/*#__PURE__*/e(\"p\",{children:\"The third and most recent advancement is reasoning. When an agent takes an action, it should be able to outline the reason for doing so. For example, an AI agent responding to a customer's email query on a DSO clarification should be able to explain not only to the customer but also to a controller or orchestrator why it is responding in a particular way.\"}),/*#__PURE__*/e(\"p\",{children:\"Finally, the fourth element is that it has to be action-oriented. You could have an autonomous, highly intelligent model, but if it does not result in any action, then it is not an agent. For example, if an AI system can understand and interpret a customer's email but does not take action by responding appropriately, then it cannot be considered an agent.\"}),/*#__PURE__*/e(\"p\",{children:\"To summarize, autonomy, learnability, reasoning, and the ability to take action are the four elements that differentiate an AI agent from a traditional software component.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak:\"}),\" Understood. Thanks. But can you give an example of an agent and a non-agent to help clarify?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Rajiv: \"}),\"Yes. I just gave an example of an AI agent in the context of a DSO email being responded to. I'll give another example. In Hyperbots, we have a series of agents that together form a super agent, which we call an invoice processing copilot. This agent can read emails automatically, understand their content, determine which emails contain invoices, parse those invoices, match them, and take action by posting them into the general ledger. This is an example of an AI agent in the context of Procure-to-Pay. Now, for an example of a non-agent: earlier, I mentioned a basic email client. From a finance and accounting perspective, let's take payroll processing as another example. While some specific elements may involve AI, the overall use case of payroll is not well-suited for AI agentic applications. Payroll processing is fixed\u2014employee salaries, deduction rules, and processing logic are all predetermined. Since input, output, and logic are all fixed, a rule-based software solution is sufficient. That makes payroll processing a non-agentic function, unlike invoice processing, which can benefit from AI agents. I hope this answers your question, Deepak.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak:\"}),\" Indeed, that does clarify the difference between agents and non-agents. Moving on, our next question is for John. John, can you break down some of the tasks in FP&A that humans do in detail? Which of these tasks could be good use cases for agents?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John:\"}),\" Sure. Thanks, Deepak, and welcome, everybody. I'll break it down into three areas:\"]}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/t(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/t(\"strong\",{children:[\"Data Gathering and Consolidation\",/*#__PURE__*/e(\"br\",{})]})}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Pulling data from multiple systems (ERP, CRM, spreadsheets, external databases, etc.)\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Manually validating and cleansing the data\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Consolidating data from different systems into a presentable format\"})})]})]}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"AI Agent Potential:\"}),\" AI can automate integration, continuously monitor sources, detect inconsistencies, and clean data instantly.\"]})}),/*#__PURE__*/t(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/t(\"strong\",{children:[\"Data Cleansing and Transformation\",/*#__PURE__*/e(\"br\",{})]})}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Manually cleaning raw data (removing errors, mapping fields)\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Ensuring different naming conventions align (vendor codes, financial metrics)\"})})]})]}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"AI Agent Potential:\"}),\" AI can recognize patterns, perform adaptive mapping, and continuously validate data for accuracy.\"]})}),/*#__PURE__*/t(\"li\",{\"data-preset-tag\":\"p\",children:[/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/t(\"strong\",{children:[\"Budgeting and Forecasting\",/*#__PURE__*/e(\"br\",{})]})}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Manually analyzing revenue, expenses, and cash flow\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Updating assumptions and running scenarios\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Ensuring financial reports are aligned\"})})]})]}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"AI Agent Potential:\"}),\" AI can run scenario analyses, detect anomalies, and automate forecast updates.\"]})})]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak: \"}),\"Thanks, John. That\u2019s a very in-depth and helpful response. Brian, can you outline some human tasks in reporting and visualization, specifically variance analysis, and potential AI agents for the same?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian: \"}),\"Absolutely. It's a pleasure to be with everyone here today. When we think about reporting and visualization, human tasks involve generating reports, analyzing trends, and identifying variances. Many still rely on spreadsheets or BI tools. We're also creating dashboards and charts for management and the board, really whoever the concern of our analytics is. Then we're interpreting the results, adding on to what John and Rajiv have said. That\u2019s where the action takes place. We shouldn\u2019t be doing any analysis that isn\u2019t driving an action at the end of the day. We're interpreting our results, highlighting key events, and focusing on what\u2019s important. Then we go to a very manual task\u2014manually drafting the commentary.\\xa0\"]}),/*#__PURE__*/e(\"p\",{children:\"As someone well-versed in AI and agentic AI, I see tremendous opportunities. We have a wonderful way of collaboration, leveraging what Humans are good at and what AI excels at. Consider automated report generation\u2014AI can compile large amounts of data into standard or customized formats without manual intervention. I\u2019m a big believer in IBCS (International Business Communication Standards), which provides tremendous opportunities by setting rules for our reporting.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:'We want to shift finance and accounting professionals away from focusing on aesthetics and instead concentrate on strategic business partnerships. Standardization and optimization of reporting can improve both speed and depth of insights. We need to maximize the effectiveness and efficiency of both human and AI resources. It\u2019s a collaborative endeavor. A line I often use is: \"AI isn\u2019t going to replace people. People who use AI are going to replace people who don\u2019t.\" I truly believe that.'}),/*#__PURE__*/e(\"p\",{children:'Then, we get into narratives\u2014narrative insights are key. In finance, you want to be a quant who tells great stories. With natural language generation (NLG), AI agents can now produce truly data-driven commentary. For example, \"Revenue increased by 10% due to product X performing better in region Y.\" This isn\u2019t science fiction\u2014it\u2019s reality.'}),/*#__PURE__*/e(\"p\",{children:\"This is what we have today. So I've been a longtime believer in this even before we really've had the takeoff in AI. I always believed that you could automate the process of creating the M DNA. So the management discussion and analysis, , the idea is we're just going to move to a world where finance is much less the author. And much more the editor, right? Because humans are fantastic at finding trends they're looking for and absolutely terrible, however you want to describe it. At spotting those, they aren't. And then when you just bring in the idea that we're dealing now with Bronto bites, ten to the 27th power of data, the AI, the junk AI can help us minimize the biases that Human possesses. Right. And then. If you get to kind of to real-time dashboards, and that's what everyone wants to move to, right? We just live in this world of extremely high, what I call Volca, V-U-C-A, volatility, uncertainty, complexity, and ambiguity. The AI can trigger, you know, anytime there's a noticeable change so that humans can really focus on the strategic decision-making rather than spending our time doing, you know, just general reporting tasks. So, you know, the quickness with which we are to identify changes gives us the ability to maximize those opportunities faster, but also minimize when there's a threat or a challenge to what we are expecting to happen in the business. So I'll stop with that.\\xa0\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak: \"}),\"Great. Thanks. Brian, that's a great answer. We'll move on to the next section. It's about multi-agent communication and collaboration. So, we have so far familiarized ourselves with important use cases for multi-agent deployment in FP and AA processes. In our next session, we'll discuss why these agents need to communicate and collaborate. So Rajiv, back to you. Elaborate on how agents can talk to each other.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak: \"}),\"Thanks for that answer, Rajiv. We have a question. The next one is from Devendra. His question is, He understands correctly, AI agent can bring two efficiencies, accuracy and speed. However, are there any reporting statistics stating that, due to AI, the reporting timeline has been reduced?\\xa0\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Rajiv: \"}),\"I can jp in. I mean, so for example, yes, they're the nice thing is the technology has been around long enough that we're beginning to see it. So, I know the London School of Economics has put out a number of papers. Very, very broadly, we're seeing the implementation of energetic AI, you know, showing ROI of between thirty and 200%. You know, again, I think part of it is, I think everyone on the panel would agree, please feel free to disagree, is it's kind of faith-based. You just realize that, you know, in any process, if we take the hands out, it goes faster. So you can see a, you know, a, you know, you know, in order to pay transaction that takes thirty days, we can bring in AI agents and down to five days because it doesn't sit on somebody's desk. It does. It's not waiting for somebody else to show up. , so that's what I've seen, but I to my other panelists, if there's other, , places we can point people to, please share. Yeah, rightly said. I mean, there are a lot of, you know, for example,\\xa0 from Hyperbot's perspective, the customers, wherein these agents have been implemented, there is very clear evidence of up to 80% productivity enhancements in various tasks, including analytics.\\xa0\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak: \"}),\"Great. Thanks for that. I will take one last question. There are a couple more, but I think we have time for one Question. I'll pick Rajiv Thakur's question, the attendees. Are AI agents more like background tasks without any UI or do we have to build UI tools on top of it?\\xa0\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Rajiv:\"}),\" Yeah. So maybe I will begin and then I will request John to add. So there will be some agents who will be background tasks, but as we said today, the entire focus of discussion was. , agentic network and the collaboration between agents and collaboration with humans. Right. John answered that question that when humans. Need to collaborate and control these agents. They need to have dashboards. They need to have alerts. They need to have notifications. So all of that is through AI, right? Agents do certain tasks that require a user interface, right? And there are certain tasks which can be done fully in the background, But the humans need to know what happened. That might be through some notifications and emails. So, depending on the nature of the agent and the task that agent is performing, the need for a user interface and the need and the model of communication between the agent and the human need to be decided. Yeah, I would agree with that, that it requires, , it's in the background. There are tools, and I think there are two avenues, though, on whether you have to actually build the UI on top of it, whether in. If it already exists, because there can be agents that are in the background that are using the tools that are already in your native to your ERP or other, , Your BI tools and things like that that might actually already be presenting and giving you the dashboards and giving you the UI so you may not necessarily have to build something new versus attach AI agent in the background.\\xa0\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak:\"}),\" Great. Hope that answers your question, Rajiv. Let's attempt one last question. I think we have a few more minutes left. So,\\xa0 I'll take this question through here. AI can hallucinate or make mistakes. Especially in a multi-agent setting where this effect may compound. As a CFO, what would help you trust an AI agent's output? John, Brian, any input on that?\\xa0\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John: \"}),\"What I think it's, you know, I think the second part of the question it's trust, but verify. Right. Is like any time we see a new process, you know, it, it, it just takes a while to see the output and make sure. So again, As a finance person talking about technology, the solids can be a little dangerous, but it's the concept of you're just running things in parallel, right? You just become comfortable with the performance. I mean, again, go ahead. Yeah, I would say it's that it's Humans can hallucinate too, which is part of the problem, which we see all the time, and you get how many times you get data back from an analyst, and it's missing data, or they pulled it incorrectly, or they're. , or they pulled the wrong period or did certain things where it made a bad assption, or it had a bad formula or those types of things. So I think you have the same thing. From the han element, but then you have the verifications in finance, and it's already embedded in our, in our DNA as finance professionals, to have audits, have checks, have all the balances and things like that. So it's actually in a lot of ways when explained, and you go in, and you see the same trust in this, you're having the same processes in place to verify Humans as you do AI. Then as a CFO, you should be able to trust it the same as a han in some cases, and them working together just makes you stronger.\\xa0\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian: \"}),\"Yeah. I mean, for example, if one agent is producing an output, which is based on, , wherein there is a possibility of hallucination, then you build another agent, which is a validation agent. This verifies the output of this, right? So, therefore, if it is going through audit and validation, which to some extent is being done even by other AI agents themselves, so there is a lot of prevention of Such risks is being done by another set of AI agent and eventually it goes to han, right? So, the han is in the loop wherever necessary. So therefore, the risks get minimized, you know, as John said. I mean, there is always risk; even Humans do that, right? As long as you have mechanisms of verification, validation, and audit, either through other AI agents or through Humans, that risk is mitigated.\\xa0\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Deepak:\"}),\" Correct. Great. I think we are on time right now. And so, thanks for a very engaging discussion, Rajiv, John, and Brian. And thanks to everyone in the audience for participating and asking some great questions. So really appreciate that. We'll continue to do this in the future, get together, and discuss AI, agentic AI. As always, it was in-depth. So yeah, thanks again, everyone. Thank\"]})]});export const richText2=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://youtu.be/hMdJkIzQ0eA?si=WCkG0rpfd7WzjO4H\"})})})});export const richText3=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Hello, and welcome to all our viewers on CFO Insights. I am Sherry, a financial technology consultant at Hyperbots, and I'm very excited to have Michael Van Paten here with me, who is a seasoned executive with expertise in strategic planning, M&A, and financial optimization, driving business growth through innovative solutions and effective leadership. Thank you so much for joining us today, Michael.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Thank you for having me.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Today we'll be talking about best practices for GL posting net versus gross payment values and discount headings. And to get us started, Michael, what is the key difference between posting transactions based on the gross invoice value versus the net payment after discounts?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Well, posting based on gross invoice values means recording the full amount before any early discount is applied, whereas posting the net basis will help you with the actual cash flow after discounts. The choice affects how expenses are recognized and impacts financial reporting and analysis. For example, an invoice for $100,000 with a 2% early discount\u2014gross posting would be 100,000, while net would be 98,000. What's nice about doing the gross first is that you can see what you actually spent. But the 2% discount is something that you've earned by doing something\u2014paying early, or whatever the rules of the engagement are.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And should companies maintain separate GL expense heads for the discount versus the gross invoice amount?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Yes, best practices suggest maintaining separate GL accounts\u2014one for the gross invoice expense and another for recording the discounts received. This separation enhances transparency, allows for detailed tracking of discount benefits, and supports more accurate financial analysis. For instance, you might have a cost of goods sold, which is the gross, and then a purchase discounts account that reconciles the net payment. This helps with tracking purposes, ensuring that discounts are recorded as a positive adjustment on the expense P&L.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"And how do various companies typically handle GL postings for early payment discounts?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Companies adopt different approaches. Some post the full invoice value and then record the discount as a separate credit entry, while others directly post the net payment and separately track the discounts in a contra-expense account. Large organizations often maintain detailed sub-ledgers for tracking discounts to improve audit trails and financial analysis. The key is consistency and clarity in financial reporting. Again, it\u2019s easier for audits to review the discounts taken from the gross amount of the invoice.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And what are the benefits of posting the net amount versus the gross invoice amount in the general ledger?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Posting net payments simplifies cash flow reporting and reflects the actual cash outflow, making it easier to analyze operational efficiencies. However, posting the gross amount along with a separate discount entry provides more transparency, allowing management to see both overall expenses and the savings achieved by accepting discounts. For example, a CFO can evaluate supplier performance by reviewing the discount account separately, ensuring that vendors or suppliers are helping to reduce costs by offering early payment discounts.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And in your experience, what is considered best practice for GL posting when early payment discounts are involved?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten: \"}),\"Best practices typically involve recording the gross invoice amount in one GL account and the discount received in a separate contra-expense account. This method maintains the full cost context while clearly showing the savings. It enables more detailed financial analysis, supports accurate cost tracking and auditing, and ensures that the net expense reflects true cash outflow after discounts. This also allows management to track AP objectives to save money.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And how does Hyperbots Payments AI Copilot assist with GL postings related to early payment discounts?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Hyperbots Payments AI Copilot automates the extraction of invoice data and discount terms from documents. It then matches these against the approved payment schedule and ensures that transactions are recorded accurately in the GL. The system posts the gross invoice amount and automatically creates the corresponding credit entry for the discount received, aligning with best practices. This automation reduces manual errors and streamlines financial reporting.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And how would you ensure consistency in GL postings for discounts across different departments and vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" We enforce a standardized chart of accounts and robust internal controls that mandate the use of designated GL codes for gross expenses and discount entries. Regular audits and reconciliation processes, along with an integrated ERP system, help ensure that all transactions are consistently posted according to established policies.\"]}),/*#__PURE__*/e(\"p\",{children:\"This consistency is crucial for accurate financial analysis and effective decision-making. Again, department objectives to reduce costs can be tracked.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" What impact does proper GL posting have on overall financial reporting and decision-making?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Proper GL posting provides a clear picture of both total expenditures and the benefits gained from early payment discounts. This transparency enables more accurate cost management, better cash flow forecasting, and enhanced vendor performance analysis. By understanding the true net cost of purchases, decision-makers can optimize payment strategies and negotiate better terms with vendors, ultimately supporting strategic financial planning. This process can also improve accuracy by avoiding human coding errors.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Thank you so much for joining us today, Michael. We had such an insightful discussion, and I look forward to the next one.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Michael VanPatten:\"}),\" Thank you. I appreciate you having me. Have a nice day.\"]})]});export const richText4=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://youtu.be/RO9FydqRp0Q?si=yO5GUjop0AYLN4KF\"})})})});export const richText5=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Hello, and welcome to all our viewers on CFO Insights. I am Sherry, a financial technology consultant at Hyperbots, and I'm very excited to have Leon Deckter here with me, who is an experienced operations and finance leader, with a track record of driving growth, optimizing processes, and leading successful exits and mergers. Thank you so much for being here with us, Leon. Today we'll be talking about quantifying vendor relationships and criticality for optimized payment decisions. To get us started, Leon, how do you define vendor relationship criticality? Why is it important to make payment timing decisions?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leon Degtar:\"}),\" Sure. Thanks, Sherry. I take a look at vendor relationships in a few different ways. There are quantitative and qualitative aspects to determining that relationship. To quantify, you can look at things like transaction volume, historical relationships, longevity, and criticality to the business. How much does it drive operations, and how critical is that vendor? Beyond that, there are also relationship dynamics that may exist\u2014external qualitative relationships that are meaningful between that vendor and the company working with them. All of those factors help determine vendor priorities.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And what factors do you consider when quantifying vendor relationships?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leon Degtar:\"}),\" Factors are really about criticality to the business. What is that vendor providing? If that vendor were to go on pause, would it have a meaningful impact on business operations? Then there\u2019s the relationship itself\u2014are there additional factors at play? Is that vendor potentially a business driver beyond the direct service they provide? Ultimately, you have to ask: In times of cash crunch, is this a vendor that can be turned off, or is it a must-have service or product? Those are the key considerations.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And these factors that you talked about\u2014how do you integrate them into a vendor relationship score using AI?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leon Degtar:\"}),\" When you can pull all that data into a system and not have to manually map it, you don\u2019t have to wait until there\u2019s an urgent need to evaluate vendor relationships. Traditionally, you\u2019d have to manually gather data in Excel or from different sources. With AI, this process is always on and tracked in real time. When we\u2019ve worked with Hyperbots, for example, we could see vendor relationships dynamically, weighing risks and making determinations regarding payment terms, payment timing, and vendor criticality. Some of these insights might otherwise be overlooked in daily operations, but having them at your fingertips in real-time adds immense value.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And how does this vendor relationship score influence your decision on payment timing?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leon Degtar:\"}),\" It\u2019s a critical factor in payment timing. Especially during cash crunch situations, making informed payment decisions is essential. You don\u2019t want to put the business at risk or damage vendor relationships. Having this information allows you to gauge where you have flexibility and where you don\u2019t. It saves time because you\u2019re making executive decisions based on real-time data rather than crunching numbers manually.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And to help us visualize all of this better, can you provide an example of how vendor relationship metrics have influenced payment decisions?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leon Degtar:\"}),\" Absolutely. Vendor relationship metrics can help determine when to pay vendors based on discount terms or when to negotiate extended terms. This can reduce reliance on external financing and improve cash flow management. For instance, we\u2019ve used these metrics to take advantage of early payment discounts when cash flow allows. Conversely, in tighter situations, we\u2019ve proactively adjusted payment schedules without jeopardizing key vendor relationships. The key is having foresight\u2014you don\u2019t want to push delays too far and risk damaging partnerships, but with clear data, you can make informed adjustments.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And what data sources are essential for modeling vendor relationships in your AI system?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leon Degtar:\"}),\" The core data sources always include accounting and finance platforms. Many companies use tools like Ramp or Bill.com for vendor management. Additionally, vendor data might be stored in external portals, internal procurement systems, or intranets. As long as the data can be pulled together and normalized, AI can work across multiple sources. That\u2019s what\u2019s great about tools like Hyperbots\u2014they can integrate existing vendor relationship data, providing a unified view.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Thank you so much for being with us today, Leon. It\u2019s always such an insightful conversation when you\u2019re around.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leon Degtar:\"}),\" Thank you so much, Sherry. Appreciate it.\"]})]});export const richText6=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://youtu.be/c-uM_vDALrA?si=7d-hB1sAxecL5Y2p\"})})})});export const richText7=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Hello, everyone! My name is Srishti Rajvir, and I am a digital transformation consultant at Hyperbots today. I'm delighted to have Claudia Mejia as my guest. Thank you so much for taking the time, Claudia.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Hi, Srishti, thank you. Good to see you again.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"Absolutely. It's an absolute pleasure to always have you here, and I love having these conversations with you. So just a little bit about Claudia for the audience\u2014she is the managing director at Ikigai Edge, and today we'll be discussing the topic of payment terms rationalization across vendors. Whenever you're ready, Claudia, we can get started.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" You're right. Let's go.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"Alright. To start off with, what is payment term rationalization? And why is it important for businesses?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"Payment terms rationalization is the standardization and alignment of payment conditions across vendors. We usually do this when we consolidate categories. That way, it's easier to standardize these practices. What it helps with is reducing complexity, improving cash flow forecasting, and ensuring consistency. At the end of the day, it's about financial efficiency and vendor relationships, and all these things help to achieve that.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"Understood. Which payment terms can be rationalized among vendors in a similar class of purchases?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" There are a couple of things that can be rationalized. For example, the net days. Sometimes companies use net 30, net 45, or even net 60, depending on the vendor category. Early payment discounts can also be standardized, such as 2% if paid within 10 days, or defaulting to net 30 otherwise. Late payment penalties are important to set up in contracts as well. Lastly, payment methods should be considered, as they may come with additional fees or conditions.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. Moving on to the next question\u2014how can rationalizing payment terms benefit a company?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Ideally, we want to improve cash flow. When we have consistency and standardized payment terms, we can better plan cash management. Operational efficiency is another benefit, as it reduces complexity in payment administration, helping us allocate resources better.\"]}),/*#__PURE__*/e(\"p\",{children:\"Vendor management also improves because standardization enhances negotiations and allows us to leverage terms across multiple vendors. At the end of the day, it's about cost savings. Efficient cash management ensures we are directing payments optimally.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"That's very interesting. Thank you for sharing your insights on that. Now, onto the next question. Can you explain the steps involved in rationalizing payment terms across similar vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" We usually start by collecting data from all vendors. We categorize them based on the type of services or purchases. Then, we benchmark the payment terms against industry standards and best practices. Next, we engage with business units, procurement teams, and finance to align on potential changes to payment terms. After that, we negotiate with vendors. Some negotiations are straightforward when we have data-backed insights, but others can be more complex, especially with long-term contracts. Once agreements are reached, we implement changes. This involves updating contracts, and internal systems, and ensuring a smooth change management process. Finally, we monitor performance to ensure vendors adhere to the new standardized terms.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"That is extremely helpful. Now, moving on\u2014what challenges might arise when standardizing payment terms, and how can they be addressed?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"One challenge is vendor resistance. If a vendor has been working with a company for a long time under specific terms, they may be reluctant to change. However, providing data-driven justifications and clear communication can help mitigate this. Contractual limitations can also pose challenges, especially when dealing with long-term agreements. Flexibility and phase transitions can help address this issue. Ultimately, to mitigate these challenges, we need to be flexible, communicate effectively, and collaborate closely with vendors.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"That's very interesting. What role does AI play in identifying rationalization opportunities for payment terms?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" AI can spot inconsistencies. If a company has multiple vendors with unstandardized terms, AI can identify discrepancies across similar service categories. It can also benchmark these terms against industry standards, helping companies make data-driven decisions. Additionally, AI can predict the financial impact of changes by modeling different scenarios and their effects on cash flow. By automating data collection and analysis, AI can recommend optimal payment term adjustments, improving efficiency and financial planning.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"That's really helpful. Thank you for sharing your insights on that. Now, onto the last question\u2014can you provide an example of how Hyperbots' Payment AI Copilot has helped rationalize payment terms?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"Hyperbots' AI collects data, identifies discrepancies in terms and discounting, and provides actionable recommendations. For example, if a company has vendors offering net 45 terms but industry benchmarks suggest net 30 with early payment discounts, the AI will flag this and recommend adjustments. By aligning terms across similar vendors, companies can optimize cash flow, reduce administrative complexity, and improve financial planning.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"Thank you so much for sharing that. We have come to the end of today's discussion. Thank you for joining us, Claudia. It is always lovely to have you here, and a big thanks to our viewers. I'll see you around. Have a good one. Goodbye.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"Thank you.\"]})]});export const richText8=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://youtu.be/T8_251-4QCE?si=GvMIrI_qSamLXYuz\"})})})});export const richText9=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Hello, and welcome to all our viewers on CFO Insights. I am Sherry, a financial technology consultant at Hyperbots, and I'm very excited to have Shaun Walker here with me, who is a seasoned internal audit leader with a wealth of experience in driving risk management, compliance, and governance initiatives across diverse industries. Thank you so much for joining us today, Shaun. Today we'll be discussing leveraging AI to capture missed early payment discounts. To get us started, why is it challenging for companies to manually monitor early payment discounts?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Tracking early payment discounts is difficult because vendors offer varied discount terms across hundreds or even thousands of invoices. Reviewing each invoice, purchase order, and vendor record to compute discount values, compare them to the cost of capital, and make timely decisions is highly time-consuming and prone to error.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" What types of discount terms typically vary among vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Discount terms vary in both percentage and timing. For example, one vendor might offer a 2% discount if paid within 10 days, while another may offer a 1% discount if paid within 15 days. These differences require careful interpretation to determine which discount offers the best financial benefit.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" How do missed early payment discounts impact a company's financial performance?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Missing early payment discounts can result in significant savings. For instance, if a company misses a 2% discount on a $500,000 invoice, it loses $10,000. Over time, these missed opportunities can negatively affect cash flow and reduce overall profitability.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" In continuation of that, what analytical challenges are involved in evaluating discount opportunities?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Evaluating discount opportunities requires complex analytics, extracting discount terms from invoices and POs, computing potential savings, and comparing these with the company's cost of capital. This process demands integration of data from multiple sources and precise calculations, which can be tedious and error-prone when done manually.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" To avoid everything we just talked about, how does Hyperbots\u2019 Payment AI Copilot address these challenges?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Hyperbots automate the entire process. It reads, understands, and interprets discount terms from invoices, POs, and vendor records. It creates a comprehensive schedule and real-time recommendations. This automation ensures that every discount opportunity is captured and evaluated, reduces manual errors, and frees up valuable time for strategic decision-making.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" How does this AI continuously update its recommendations for discount opportunities?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" It continuously analyzes incoming data from updated invoices, POs, and vendor records in real-time. It also compares new information with historical trends and the cost of capital to refine its recommendations.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" What overall benefits have you seen from automating the monitoring of early payment discount opportunities?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Automating discount monitoring streamlines payment processes, reduces manual errors, and ensures no discount opportunities are missed. This leads to significant cost savings, improved cash flow management, and enhanced vendor relationships.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Thank you so much for joining us today, Shaun. It's always an insightful conversation when you are on CFO Insights with us.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Absolutely, thanks for having me.\"]})]});export const richText10=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=FqXoFGDKJJQ\"})})})});export const richText11=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Hello, everyone! My name is Srishti Rajvir, and I am a digital transformation consultant at Hyperbots. I'm delighted to have Jon Naseath as my guest. Thank you so much for taking the time, Jon; it's so good to have you.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" My pleasure, thanks.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" A little bit about Jon for our viewers. He is the CFO at Cantu Capital, and today we'll be discussing the topic of identifying anomalies in payment terms for vendors. So, without further ado, let's get started with the first question. What are payment term anomalies, and why are they significant for a company's financial health?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Sure. Payment term anomalies can really be any deviation from what was agreed upon with the vendor\u2014unexpected deadline changes, inconsistent discounts, and discrepancies between the contract and the invoice terms. But really, it's important to realize that this is sometimes intentional. For example, an accounts payable team might take a strategy of stretching the payments or making payments faster to take advantage of discounts. There\u2019s what the contract defines, and then there\u2019s how the payments are actually made based on whatever strategies are being applied.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti\"}),\" \",/*#__PURE__*/e(\"strong\",{children:\": \"}),\"Understood, that makes sense. What are some common examples of payment term anomalies that CFOs should watch out for?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" The common one is vendors shifting from net 30 to net 45\u2014or however long they can stretch that payment until you call out and complain. Inconsistent discounts are another one, where vendors apply discounts they shouldn\u2019t have been able to and assume they\u2019ll get away with it. Another example is contract and invoice discrepancies. I helped build a whole practice at KPMG called Contract Compliance Services, which was based on ensuring alignment between contracts and vendor actions. Usually, we\u2019d step in when there was a disconnect\u2014not necessarily fraud, but a failure to fulfill contractual obligations. There are also cases where vendors introduce new fees, change payment structures, or simply develop a different interpretation of the contract over time, leading to payment term variations.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti\"}),\" Yeah, and I think that is extremely interesting. Thank you for sharing that. That brings me to the next question. How can CFOs effectively detect anomalies in payment terms using technology?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Different financial software and ERP systems can compare expected payments versus actual payments. The challenge is that there can be many variances, and not all of them matter. The real issue is distinguishing which ones do. False positives can be a problem. Using data analytics and machine learning can help spot patterns, which is valuable from a data forensics perspective. Identifying individual vendor dashboards can also be useful\u2014like a quarterly business review (QBR) approach\u2014tracking vendor performance over time. It also helps to treat vendors more like customers in a CRM, managing them strategically rather than just processing payments.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" What role does regular auditing play in identifying payment term anomalies, and how should it be conducted?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" This is exactly the kind of business we built out at KPMG\u2014helping companies implement controls and conduct periodic audits, whether internally or with a third party. One of the biggest companies I worked with was Microsoft. While at KPMG, I worked with their procurement department to build an auditing program that saved them $10 million annually without changing contracts\u2014just by tightening up processes. Regular reviews, cross-verifying contract terms, data sampling, and identifying major variances are key. The focus should be on the biggest discrepancies and having direct discussions with vendors about them. Large companies work with many vendors, so prioritizing key relationships is critical.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That is extremely helpful. How can CFOs utilize vendor feedback to identify and address payment term anomalies?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" It really comes down to the type of relationship you want with vendors. Some vendors seek a trusted partnership, but CFOs have to decide how tightly to control negotiations. If you push vendors too hard, they will often find ways to recover the money, slipping in small charges or making subtle changes over time. I\u2019ve seen this firsthand. When I was VP of Finance, the CFO I worked under negotiated extremely hard between Google and Microsoft for cloud services, getting a fantastic deal. But over time, the vendor found ways to claw back costs in small increments. The key is to manage vendor relationships carefully\u2014whether they\u2019re purely transactional or strategic, you need to structure them accordingly.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti\"}),\" \",/*#__PURE__*/e(\"strong\",{children:\": \"}),\"Absolutely. And I think it's all about fostering collaboration and relationships. That brings me to the next question. What strategies can CFOs implement to prevent payment term anomalies from occurring?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Standardized payment policies are key. If you\u2019re a big enough company, you can dictate terms\u2014like insisting on net 30 payments and avoiding pay-on-delivery. Over time, strong vendor relationships lead to better terms. Contractual agreements, automated processes, and regular vendor reviews help maintain control. That said, vendors can still push back. At Amazon, for example, I saw a case where one vendor manager had negotiated certain concessions for a client. When that person left, Amazon conducted an audit, rejected all those concessions, and demanded back payments. They even withheld the next payment to offset the balance. Having proper documentation is critical. Even an email confirming an agreement can make a big difference in disputes.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"No, absolutely. I think it is about maintaining transparent communication to avoid situations like that. The objective is to create a predictable payment environment.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),' Exactly. Always get agreements in writing, even if it\u2019s just an email saying, \"Per our discussion, this is what we agreed to.\" That can be a lifesaver later.']}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti\"}),\" \",/*#__PURE__*/e(\"strong\",{children:\": \"}),\"Absolutely. That is an extremely insightful tip. How can Hyperbot\u2019s Payment AI Copilot help in anomaly detection and correction?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Hyperbot\u2019s AI Copilot can monitor all of these things in real time. Catching anomalies as they happen is much easier than dealing with them after the fact. Since vendors often try to stretch payments, the AI can send alerts and responses when anomalies occur. It can also act as a recommendation engine for repeat offenders and facilitate continuous learning and real-time notifications.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti: \"}),\"Understood, that is extremely helpful. That brings me to the last question. How can addressing payment term anomalies enhance vendor relationships and overall business performance?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Back at KPMG, we eventually moved from just conducting audits to fostering better vendor relationships. Instead of constantly chasing vendors for money, companies should focus on establishing good controls and ensuring transparency. When vendors and clients trust each other, they don\u2019t need frequent audits. They can set up periodic reporting instead, which makes things smoother for both sides. At the end of the day, businesses want to make money together. Many times, I found audit findings that could have resulted in a big refund for my client. Instead, senior executives would negotiate a deal where the issue was set aside in exchange for a future business opportunity. So, while identifying and addressing anomalies is crucial, it\u2019s also about managing vendor relationships strategically rather than treating every issue as a battle.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti\"}),\" \",/*#__PURE__*/e(\"strong\",{children:\": \"}),\"That is a great perspective. Thank you so much, Jon, for sharing your insights today. It has been a fantastic discussion, and I\u2019m sure our audience will find this extremely valuable.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" My pleasure. Thanks for having me.\"]})]});export const richText12=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/A83zu0l2aCmsI27yCn1NeaG1o.svg\",srcSet:\"https://framerusercontent.com/images/A83zu0l2aCmsI27yCn1NeaG1o.svg?scale-down-to=512 512w,https://framerusercontent.com/images/A83zu0l2aCmsI27yCn1NeaG1o.svg?scale-down-to=1024 1024w,https://framerusercontent.com/images/A83zu0l2aCmsI27yCn1NeaG1o.svg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"})});export const richText13=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"ProcureCon Indirect West 2025 is one of the premier events for professionals in procurement, sourcing, and supply chain management. It\u2019s the place where thought leaders, innovators, and key decision-makers come together to discuss the latest trends, tools, and technologies shaping the future of the industry.\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"384\",src:\"https://framerusercontent.com/images/Nl5iTjuYjHKzxGkdnDPQtsbWrI.jpg?scale-down-to=512\",style:{aspectRatio:\"1024 / 768\"},width:\"512\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"960\",src:\"https://framerusercontent.com/images/MWdt20udwvs6BfIJVkgh3nvzk0s.jpg?scale-down-to=512\",style:{aspectRatio:\"2560 / 1920\"},width:\"1280\"}),/*#__PURE__*/e(\"p\",{children:\"Day 2 of ProcureCon was nothing short of incredible. The energy at our booth was electric, and we had the chance to connect with many F&A professionals who visited our booth. It was inspiring to hear their thoughts on the future of finance AI and share how Hyperbots was at the forefront of transforming the Finance & Accounting (F&A) domain.\"}),/*#__PURE__*/e(\"p\",{children:\"The conversations we had about Agentic AI and how it was revolutionizing finance processes were super engaging!\"}),/*#__PURE__*/e(\"p\",{children:\"Celebrating our lucky draw winners:\"}),/*#__PURE__*/e(\"p\",{children:\"- Julian Edwards\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"- Shone Richardson\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"- Matt Widdoes\\xa0\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"- Amanda Morrison\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Niyati\u2019s podcast appearance: A glimpse into Hyperbots' journey\"})}),/*#__PURE__*/e(\"p\",{children:\"We were also thrilled that our co-founder, Niyati, had the chance to make a guest appearance on the Procurement Says No podcast. During this episode, she shared the story of how Hyperbots came to be, our mission to reshape finance processes with Agentic AI, and the exciting journey ahead. It is a must-listen for anyone curious about the impact AI could have on the procurement and F&A landscape!\"}),/*#__PURE__*/e(\"p\",{children:\"We had an amazing time at ProcureCon, and we are excited to keep the momentum going.\\xa0\"})]});export const richText14=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=NTxSVt0MGNo\"})})})});export const richText15=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Hello, and welcome to all our viewers on CFO insights. I am Sherry, a financial technology consultant at Hyperbots, and I'm very excited to have John Silverstein here with me,\\xa0who is a seasoned finance executive with over 2 decades of experience in leadership roles with expertise across both Fortune 500 companies and high-growth startups. Thank you so much for having us today, John. Today, we'll be talking about optimizing late payment decisions to incur penalties or not. To start us off, what are the key considerations when deciding whether to incur a late payment penalty?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"Yeah, so it's always complex. And you don't want to mess up your relationship or have relationship issues with your vendors. So I'd start out. It is just to ensure that you're not impacting the business in a way that you can't do business anymore. So that's, you know, number one, and then late payments. Ideally. It depends on the business, the industry, and things like that, whether you incur them or have to pay them or things like that as well. So, I'd make sure that you are with the standard or that you negotiate or try not to pay them in cases and have the right relationship with your vendors upfront. So the key is that you can grow with your vendors. Your vendors need to be more like partners than you can. You can grow and sell more items if you have the right financing on the right terms, and sometimes you need special terms for an agreement that might be larger or things like that. So the goal is obviously to avoid and reduce and make sure that you're not having increased money costs because of late payments and things like that. But there are times where you need to conserve cash, and you need to reduce risk, or you might need to make covenants or things like that on your debt side, if you have those as well, so you can also look at the other options that are out there that some of the vendors have for vendor financing-type programs and things like that. You can look at your cash flow availability and try to change. Look at your cost of capital and revolvers and things like that that you might already have, or the actual structure of your company, before you have to impact those relationships. The penalty cost is often lower or similar, and it depends on how long and how late you're going to pay and things. But it could be lower than your return on your alternative investment or alternative funding. So you need to look out for that and try to stay on top of it from a relationship standpoint as well.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And how do these late payment penalties typically affect a company's cash flow and financial planning?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"Yeah, so they're hard to predict if you're not doing it. Because typically you're not expecting it in your AP and things, you're not putting it in accounts payable to pay late payments. So on your cash flow, it's generally just an incremental cost of capital to you. So it's not ideal to have them. It's also you don't. It's hard to remember. And often the systems don't tell you, you know, which ones are going to incur late payments or not incur, and things, and it's harder to track because it's added on to the next invoice or to a statement and things like that. And then you end up wasting time, too, and negotiating or trying to figure out what the extra fees are, why things don't match what the current statements are in bills, so it can have a significant impact on your cash flow by increasing unexpected expenses. You don't expect to make late payments. Normally, I would say your cost of purchases goes up. So if your margin and your sale were actually at a specific margin, you just might have affected your sale by 2% on your margin as well, so that can cause bigger impacts and also for future sales or future relationships. As I spoke to in the beginning, that can impact where they might make you prepay, and you may not even have the option to have a late payment in the future. If you're not on top of it. So it's critical that on a 2%, on a large invoice, it can erode those savings, and your companies must plan to avoid these penalties as much as possible. Again, it's better to negotiate and make sure that you have the terms and predict and forecast your cash flow. So you understand if you can actually complete within terms, and you can generally; vendors want to grow, and they want the sale, too. So it's not just you're in it together.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And when might it be strategically advantageous to delay payments and incur a penalty? And can you provide an example of the same?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"Yeah, it might be strategically advantageous to delay a payment if there are other things, or there might be an opportunity where you can. It's impacting the cash, and it might be the penalties lower than the opportunity of cost or using the cash immediately, or you might be able. Maybe it would stop you from doing a different sale, too, if you had another sale in line. So maybe there's a negotiation. If you can use the same vendor. Increased volumes, too. If a vendor charges a point 3% monthly penalty, it's also that's monthly it's going to incur. So you have to watch that. And your cost of capital is 10% delaying. You're better off. You could invest that cash at a higher return elsewhere. So you have to look at the full picture again. A strategic decision on whether to conserve cash or incur a small penalty is worthwhile or not.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" What criteria should CFOs use to determine whether to pay on time or delay payment with a penalty?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"CFOs should look at the cost of the penalty versus the investment. Return and look at the pipeline sales relationship the cash flow needs. Do you really need it? The risk of not having the cash or paying it out? The historical performance? And you know again you try to avoid it. So if you're going to get a late penalty of 3% per month or something, that's 36%, you're not going to want to pay those high levels, most likely.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And how do companies typically structure their authority matrix for late payment decisions?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"Most companies have a multi-tiered authority matrix. So the department's main managers might approve a minor deviation, while higher-value items and things might need to go up to senior management. A CFO signs off on the CEO. So a centralized approach obviously ensures that there's consistency. So it's not different, and the vendors and things know who to talk to and things like that as well.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"And how can leveraging technology such as Hyperbots' Payments AI Copilot improve the decision-making process regarding late payments?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"Hyperbots' Payments AI Copilot. It automates the tracking of these payment deadlines and also monitors the cash flow projections and things. So you can make that decision informed versus just looking at your bank account and being like, I don't know that I can or can't, or what's happening. So that's key is the monitoring. You know what the impact was in the past and what the actual contract terms are as well, so it can simulate various scenarios to make sure that the penalty costs against the investment returns make sense for the finance team. If the AI detects delaying the payment, it would incur the 0.3% penalty but free up cash for a high yield opportunity. It will flag this as a potential strategic move. And you can again. If you see this information upfront, too, it gives you. It allows you to have the conversation with the vendors earlier on, too. So you're not; you may be able to avoid the payment. To begin with.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"And how do you balance maintaining vendor relationships with the strategic decision to delay payments?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"Yeah, you want to make sure again that you have that relationship with the vendor. So you can make these decisions and ideally not incur any penalties. Talk about the approach and have those open conversations. So it's a collaborative approach with the vendor because, again, both companies want the sale. At the end of the day, you should inform the vendors in advance. If your delays are happening, you should have that relationship so you can do that. You can tell them you know the nature, or have that conversation to, you know, on where it is you could change terms where you pay and maybe change the terms going forward and things where it's a win-win for the vendor as well, because you're getting a sale that allows you to actually improve going forward. Being proactive allows you to manage and keep those relationships open. And you can then you'll be able to make these decisions going forward, and you won't be required to like prepay or other things, because just because you're making a vendor late payment or something like that, they could actually change your terms and your credit ratings as well. So you need to be very careful about doing that. Discuss just the short-term extension with reasons and things your vendor might also want The long-term relationship is important because you could take your business elsewhere as well. So it's strategic on both sides, and you need to be aware of it and all the facts.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"Thank you so much for being here today, John. I always learn so much and have such insightful conversations when you're with us at CFO Insights.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein: \"}),\"No problem. Happy to be here.\"]})]});export const richText16=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/FELgJSzmmF5YCT7NSVWMJm8FU.svg\",srcSet:\"https://framerusercontent.com/images/FELgJSzmmF5YCT7NSVWMJm8FU.svg?scale-down-to=512 512w,https://framerusercontent.com/images/FELgJSzmmF5YCT7NSVWMJm8FU.svg?scale-down-to=1024 1024w,https://framerusercontent.com/images/FELgJSzmmF5YCT7NSVWMJm8FU.svg 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"})});export const richText17=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"ProcureCon Indirect West 2025 is an event bringing together procurement and finance leaders to explore the latest trends, challenges and innovations in indirect procurement. With a focus on digital transformation, cost optimization and procurement strategies, the event is designed to equip professionals with the tools and insights needed to drive business success.\"}),/*#__PURE__*/e(\"p\",{children:\"As a sponsor of ProcureCon Indirect West 2025, Hyperbots is thrilled to be a part of this event.\\xa0\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"384\",src:\"https://framerusercontent.com/images/VnLlGxFFZX8CrrnUDGQiPHgjgBg.jpg\",style:{aspectRatio:\"1024 / 768\"},width:\"512\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"512\",src:\"https://framerusercontent.com/images/rdMN0DvEhDf0oTTlh2pcCwusd8.jpg\",style:{aspectRatio:\"768 / 1024\"},width:\"384\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"384\",src:\"https://framerusercontent.com/images/ZTvxs0AsJsXgNWsrXkHBRXolk.jpg\",style:{aspectRatio:\"1024 / 768\"},width:\"512\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"370\",src:\"https://framerusercontent.com/images/ukIBcaPiuAMtvhHK9dBU88o3kX4.jpg\",style:{aspectRatio:\"1024 / 740\"},width:\"512\"}),/*#__PURE__*/e(\"p\",{children:\"Day 1 was packed with energy, innovation, and valuable connections. Over 50 amazing visitors stopped by our booth, and we couldn\u2019t be more thrilled with the turnout.\"}),/*#__PURE__*/e(\"p\",{children:\"We had hands-on demos, thought-provoking discussions about the future of finance AI, and gave everyone a sneak peek into how Hyperbots is transforming the Finance & Accounting landscape. The excitement was palpable as we shared insights into our cutting-edge technology, and the buzz around our Agentic AI platform was a highlight of the day.\"}),/*#__PURE__*/e(\"p\",{children:\"Big shoutout to our Day 1\"}),/*#__PURE__*/e(\"p\",{children:\"- David Jensen\"}),/*#__PURE__*/e(\"p\",{children:\"- Elsie Noguez\"}),/*#__PURE__*/e(\"p\",{children:\"- Crystal Kisley\"}),/*#__PURE__*/e(\"p\",{children:\"- Nate Carbrey\"}),/*#__PURE__*/e(\"p\",{children:\"Congratulations to all of you, and thanks for stopping by!\"}),/*#__PURE__*/e(\"p\",{children:\"Stay tuned for what\u2019s next!\uD83D\uDE80\"})]});export const richText18=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=Qfww9TONt1E\"})})})});export const richText19=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Hello, everyone! My name is Srishti Rajveer, and I am a digital transformation consultant at Hyperbots today. I'm delighted to have Claudia Mejia as my guest. So thank you so much for taking the time, Claudia.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" And thank you for having me.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" It is absolutely a pleasure having you, and just a little bit about Claudia for the audience. She is the managing director at Ikigai Edge, and today we'll be discussing the topic of strategic management of vendor relationships during cash crunches. So let's get started to begin with. Can you help us understand what challenges companies typically face when managing vendor relationships during cash crunch situations?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Well. What I have noticed is that when certain companies are in a crunch from a financial point of view, they tend to keep those situations in-house and try to manage them internally. However, you really do best when you are proactive, and if you know that you're gonna be delayed with your vendors. It's better just to open the communication and be very clear about the expectations. That way. You can prioritize payments and also see which vendors are able to be more flexible with your payments.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer: \"}),\"That absolutely makes sense. So that brings me to the next question: how important is open and transparent communication with vendors during financial hardships? And how can companies implement it effectively?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" So, like I said, it's very important to be very proactive with communications. I have been involved on both sides of the equation, and I have seen that vendors are always willing to work with you as long as you provide the information and you are clear about why you are in these situations, and financial crunches are usually temporary. And when you explain those situations and how you're mitigating those situations, vendors most of the time are very willing to work with you.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" And that's fair. So can you explain how prioritizing critical vendors can help in cash conservation during cash crunches?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"Well, it's very important to keep the operations going, right? So when you have those vendors that are critical for your operations, you want to prioritize those vendors. However, you cannot neglect all the other vendors. You have to be fair with all your vendors across your portfolio, but if there are vendors that are definitely, you cannot operate with them. You're gonna want to make sure that that relationship is very clear, and you have some expectations of payments, or maybe deferring payments. Things like that, to make sure that your operations stay on hold.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer: \"}),\"Absolutely. And that's extremely helpful. What strategies can companies employ to negotiate flexible payment terms with vendors during cash tranches?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"Well, there are different types of strategies. For example, you want to extend the payment deadlines, and maybe the terms are 30 days, and you can negotiate to go to 45, 60 days, or even longer, depending on the relationship that you have with your vendors. and you can defer payments for a certain amount of time, and you can also see discounts and settlements. So very well. If I pay you this amount here, would you give me a discount as I said? Vendors are usually very willing to work with you if they know the situation and how they can be part of the solution and not be part of the problem. So it's just a matter of good communication, and that creates actual trust for a longer relationship.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Understood, and that completely makes sense. How effective are partial payments or structured payment plans in making and maintaining these vendor relationships during financial constraints?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" So these partial payments or structured payments are very important because they provide goodwill. It shows the commitment that the company wants to fulfill its obligations. So, despite the situation that can be temporary, if you can make partial payments that offer some stability to the vendors and get a long-term relationship, that maintains the trust. and also it can reduce the accumulation of penalties. Right? If you have in your terms that you have penalties. If you don't pay, let's say, within 45 days. Then you're going to accumulate penalties. Some vendors might just say, If you pay us within this time, I can extend you to 60 days. However, if you pay us within that time. I forgo the penalties. So that's why it's very important to make sure that you have a clear payment plan of how you're gonna go about it.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer: \"}),\"That's extremely helpful.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Yeah.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Can you shed some light? In what ways can maintaining strong relationships and trust with vendors, benefit a company during financial constraints?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" So when you have a strong relationship with your vendors, they are more willing to be flexible. Obviously that also depends on the situation of the vendor. If the situation. If the vendor is also going through a financial crunch, then those relationships can become a little strained. But it's a matter of. If you can, for example, go to partial payments, you help each other out through those situations. This type of conversation will be very important for the long-term relationship and for the stability and growth of both companies in the future.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer: \"}),\"That absolutely makes sense. So how does leveraging technology and financial tools, such as hyperbots, payment, and AI copilot, assist in managing vendor relationships during cash crunches?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"So a copilot like hyperbots will be able to automate the tracking of the payments, and it will provide insights into the better, or optimal, payment schedules. So when you have those types of insights in real-time to optimize your cash flow, that is basically very insightful and very great to have. I will say that by helping identify the risk or having delays or something, knowing it before time, then you'll be able to proactively have a plan going forward. So that's the beauty of these tools. These tools can give you insights that you will probably be a little bit late. To react here. You have the recommendations earlier in time to put together a more thoughtful action plan to communicate and put together with your vendors. So it's about supporting strategic decision-making during any financial constraints that you may have.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" That is extremely helpful, Claudia. Thank you so much for sharing those concerns. And with that, we come to an end for today's discussion. So thank you so much for joining us and sharing your input here also. Big thanks to our viewers. I will see you around. Goodbye and have a very good day.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia: \"}),\"Thank you.\"]})]});export const richText20=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=BjR-2xPbV6Y\"})})})});export const richText21=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Hello, everyone! My name is Srishti Rajvir, and I am a digital transformation consultant at Hyperbots. Today, I'm delighted to have Brian Kalish as my guest. Thank you so much for taking the time, Brian. It is always lovely to have you.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" Oh, truly, it was my pleasure to be with you today.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" A little bit about Brian\u2014he is a global subject matter expert in finance with 25+ years of experience. Today, we'll be discussing negotiating for early payment discounts: ignorance versus opportunity. Whenever you're ready, Brian, we can get started.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" Okay, let's go ahead.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Starting off with the first question, can you explain the concept of early payment discounts and how they can impact a company's finances?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),' Very happy too. Early payment discounts are incentives offered by vendors to encourage customers to pay their invoices ahead of the standard payment terms. Typically, these discounts range from 1% to 2% off the invoice total if the payment is made within a certain period, such as 10 or 15 days, instead of the usual 30. In contracts, you often see this represented as \"2/10, net 30,\" meaning buyers can take a 2% discount if the invoice is paid within 10 days; otherwise, the full amount is due within 30 days. When aggregated across thousands of transactions, these seemingly small discounts can accumulate substantial savings\u2014sometimes tens or even hundreds of thousands of dollars annually. This not only improves the bottom line but also enhances cash flow management.']}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood, and that absolutely makes sense. Why do you think these discounts often go unnegotiated or are not included in master terms with vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" I think it's part of a bigger challenge\u2014what I call the \\\"silo effect\\\" in many organizations. There are a few reasons for what I consider an oversight. First, procurement and finance teams may lack awareness of the potential savings, viewing discounts as a peripheral issue rather than an integral part of negotiations. Vendor onboarding tends to focus on pricing, delivery terms, and service levels, leaving discounts on the back burner. There's also a misconception that negotiating discounts is time-consuming and not worth the effort. Without a clear understanding of the benefits, these opportunities are often overlooked. Lastly, inconsistent processes across departments lead to missed opportunities. If we standardize these processes, it becomes much easier to take advantage of discounts.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" I see, and that absolutely makes sense. In your experience, should procurement or finance take the lead in negotiating discount terms during vendor engagement and onboarding?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" That's a great question. Ideally, it's a collaborative effort between procurement and finance. Procurement typically handles vendor relations and negotiations, focusing on securing favorable pricing and terms. Finance brings a critical perspective on the financial implications and cash flow benefits of early payment discounts. By working together from the onset, these two teams can ensure that discount terms are integrated into master agreements, maximizing savings and optimizing financial strategies.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That is extremely helpful. How can companies identify when there is an opportunity to negotiate better discount terms with vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" The first step is comprehensive data analytics. By examining payment patterns and comparing terms across similar vendors, companies can identify discrepancies and opportunities for improvement. For example, if one vendor offers a 2% discount for early payment while another does not, that presents a clear opportunity for negotiation. Regularly reviewing vendor agreements and staying informed about market standards can help businesses recognize when their current terms are suboptimal and ripe for renegotiation.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" What strategies can finance teams employ to ensure they are not missing out on these discount opportunities?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" Finance teams should integrate discount analysis into their regular financial reviews. This includes updating available discounts, assessing the cost-benefit ratio of taking discounts versus maintaining cash reserves, and setting clear policies on payment practices. Additionally, leveraging financial software that flags eligible discounts and automates the payment process can streamline the utilization of discounts. Technology has revolutionized how we handle financial transactions, allowing us to identify and act on opportunities much faster and more efficiently. Educating teams on long-term savings and incorporating these metrics into performance KPIs can also drive proactive behavior.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That is extremely helpful. How does Hyperbot's Payment AI Copilot assist in assessing and negotiating better early payment discounts from vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" Hyperbots Payment AI Copilot is a game changer in this area. It leverages advanced machine learning algorithms to analyze payment data in real-time, identifying patterns and opportunities for early payment discounts that might otherwise go unnoticed. Humans are great at spotting trends they are looking for but not so great at identifying trends they aren't actively searching for. By leveraging AI, we can uncover hidden opportunities for savings. Copilot also compares discounts offered by similar vendors and provides recommendations on when and how to negotiate better terms.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That is extremely insightful. How do you balance the benefits of early payment discounts with the need to maintain a healthy cash flow?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" This is a great question because it highlights the importance of working capital management\u2014a challenge that organizations around the world face. Balancing discounts with cash flow requires a strategic approach. Companies should assess cash flow projections to determine their ability to take advantage of discounts without jeopardizing liquidity. Prioritizing discounts with the highest ROI and scheduling payments accordingly is key. Maintaining a buffer in cash reserves ensures that companies can capitalize on discounts while still meeting their financial obligations. It\u2019s all about optimizing both savings and cash flow to support the company's financial health.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That\u2019s an excellent point. What advice would you give to CFOs looking to capitalize on early payment discount opportunities within their organizations?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" My advice is to foster collaboration between procurement and finance teams to identify and negotiate discount opportunities effectively. Having the right people, processes, technology, and culture is critical. Investing in robust financial systems that track and analyze payment data can uncover potential savings. From my experience, leveraging technology has the biggest return on investment. We\u2019ve always had smart people, and our processes and culture are improving, but it\u2019s technology that truly moves the needle. Educating and empowering teams to understand the value of early payment discounts and incorporating these into financial strategies is essential. Companies should also regularly review and renegotiate vendor terms to ensure they remain competitive and aligned with financial goals. Finally, CFOs should view these discounts not just as cost-saving measures but as a strategic tool that enhances overall financial performance and supports long-term organizational objectives.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That is something I completely resonate with. With that, we have come to the end of today's discussion. Thank you so much, Brian, for joining us and sharing your insights. Also, a big thanks to our viewers. I will see you around. Have a good one. Goodbye.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Brian Kalish:\"}),\" Be well.\"]})]});export const richText22=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=WE7wCoMdE-A\"})})})});export const richText23=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Hello, everyone! My name is Srishti Rajveer, and I'm a digital transformation consultant at Hyperbots. Today, I'm delighted to have Claudia Mejia as my guest. Thank you so much for taking the time, Claudia. It's great to have you today.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Hi! Srishti, it's nice to be here with you.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Definitely. A little bit about Claudia for the audience\u2014she is the managing director at Ikigai Edge, and today we'll be discussing negotiating payment terms. So let's get started. To start off, can you provide examples of the payment terms that should be negotiated with vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Well, there are several terms that can be negotiated. Let's start with the period. You can negotiate 30, 45, or 60 days. Those are some typical terms you see in contracts. Also, early payment discounts\u2014an example is a 2% discount if you pay within 15 or 20 days. There are also terms regarding installment payment options. Some contracts allow payments in installments. Another term would be payment methods\u2014paying by check differs from paying electronically or by credit card, and those terms can include different types of fees. Another commonly negotiated term is volume. This helps foster long-term relationships, and depending on the volume, vendors may have tiered structures where you can move up or down. By addressing all these terms, you ensure steady relationships, making sure both the supplier and the vendor have a long-term engagement.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Understood, and that is extremely important. Now, can you outline the key factors that companies should consider when negotiating payment terms with vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" I would say an important factor is understanding your organization's cash flow. Knowing this helps you set certain terms. It's also important to understand the financial stability of the vendor and how they can sustain the relationship throughout the contract period. Industry standards are another key consideration. Benchmarking your contract terms against industry norms ensures competitiveness. Lastly, think of these as long-term relationships. Stability for both the supplier and the vendor is crucial. At the end of the day, it's about meeting business goals on both sides.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Absolutely. What are some best practices for negotiating favorable payment terms?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" I would say it's important to do due diligence. Research and ensure you understand benchmarks and industry standards before entering negotiations. Understand your bargaining power. More importantly, approach negotiations with a win-win mindset. Make sure conversations are collaborative, aiming for mutual benefits. Favorable terms lead to longer relationships, which is essential. Documentation is also crucial\u2014ensuring everything is documented means both parties always know where they stand and what expectations have been set.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Absolutely, that makes sense. This is extremely helpful. Can you provide examples of favorable versus non-favorable payment terms for different types of payment increments?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Sure. Let's talk about payment periods. For example, a favorable term could be a 2% discount if you pay within 10-20 days, also known as 2/20 net 60\u2014if you pay within 20 days, you get a 2% discount. A more standard term, not necessarily unfavorable, would be net 30, where there is no discount for early payment, but it is fair and common regarding installment payments and flexibility matters. If you go past a certain threshold, you may incur additional interest or penalties. Penalties are another consideration\u2014if a business misses an installment payment, it may accrue interest plus penalties. These factors impact cash flow, so it's important to evaluate how these terms affect overall financial management.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Definitely something to keep in mind. How does Hyperbot\u2019s Payment AI Co-Pilot assist in analyzing and optimizing payment terms across multiple vendors?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" The beauty of Hyperbot\u2019s AI agent is its ability to analyze payments across all vendors. By doing so, it identifies patterns, benchmarks those patterns against industry standards, and provides insights into the best terms for each vendor. It also empowers companies to negotiate better terms. When you understand how vendors are operating, you gain leverage in negotiations. Additionally, predictive analytics allows the system to anticipate vendor behavior, helping businesses create proactive strategies. The AI agent provides real-time insights, ensuring businesses have the right data at their fingertips.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Understand, that is extremely helpful. How do you balance the need for favorable payment terms while maintaining strong vendor relationships?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" It all comes down to communication. If, for any reason, a company cannot meet the established payment terms, open communication with the vendor is key. Explaining the situation and providing a timeline for payment can make a significant difference. Rather than defaulting on penalties, proactive discussion ensures mutual benefit and fosters trust between both parties. At the end of the day, these agreements exist to protect financial health and build strong, trustworthy relationships.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Definitely. The key takeaway here is that communication is crucial. That brings me to the last question\u2014what advice would you give to CFOs looking to enhance their payment terms negotiation strategies using AI tools like Hyperbot\u2019s Payment AI Co-Pilot?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" I would say now is the time for CFOs to embrace AI tools. Specifically, hyperbots can integrate with financial systems, providing real-time insights into payment data, vendor behavior, and overall payment analysis. With this visibility, CFOs can make better-informed decisions, benchmark against industry trends, and improve negotiations. At the end of the day, when you have tools that provide real-time insights and benchmarking capabilities, you can negotiate more effectively and strengthen vendor relationships. So, my advice is to start embracing AI tools, integrate data, and experience the benefits firsthand.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Absolutely! This has been extremely insightful. With that, we\u2019ve come to the end of today's discussion. Thank you so much for joining us! A big thanks to our viewers as well. I'll see you around\u2014have a great day! Goodbye.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Claudia Mejia:\"}),\" Thank you!\"]})]});export const richText24=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=jUDP_hMgXG8\"})})})});export const richText25=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry\"}),\": Hello, and welcome to all our viewers on CFO Insights. I am Sherry, a financial technology consultant at Hyperbots, and I'm very excited to have Shaun Walker here with me, who is a seasoned internal audit leader with a wealth of experience in driving risk management, compliance, and governance initiatives across diverse industries. Thank you so much for joining us today, Shaun. Today we'll be talking about strategic management of late payment penalties for optimal cash conservation. To get us started, can you explain what late payment penalties are and why they are important for businesses?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Certainly. Late payment penalties are fees imposed by vendors when invoices are not paid within the agreed-upon payment terms. These penalties serve as a deterrent against delayed payments, ensuring that vendors maintain their cash flow and financial stability.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" And how do companies compute the cash conserved by avoiding late payment penalties?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" To compute the cash conserved by avoiding late penalties, companies need to calculate the potential penalties they would incur if payments are delayed and compare this to their cost of capital. The key formula used is the annualized penalty rate, which helps determine whether it's financially beneficial to pay on time or conserve cash by delaying the payments.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"Can you provide an example where the annualized penalty rate is higher than the cost of capital?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Sure. One scenario would be a 1.5% penalty after 30 days every month, with an 8% cost of capital. If the penalty percentage is 1.5% per month and the penalty period is 30 days, the annualized penalty rate comes out to 18%, while the cost of capital is 8%. In this case, it\u2019s financially detrimental to incur the penalty, so paying on time is preferable to avoid higher penalty costs.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"And can you also provide an example where the annualized penalty rate is lower than the cost of capital?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Yes. For example, let\u2019s say the penalty rate is 0.3% after 25 days, with a 10% cost of capital. If the penalty rate is 0.3% per month, the annualized penalty rate is 3.6%, while the cost of capital is 10%. Since 3.6% is less than 10%, incurring the penalty is advantageous. By delaying the payments, the company conserves cash that can be invested elsewhere at a higher return than the penalty cost.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"How does the cost of capital influence the decision to incur late payment penalties?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker: \"}),\"The cost of capital represents the company\u2019s required return on its investments or the cost of borrowing funds. If the annualized penalty rate is greater than the cost of capital, incurring the penalty is financially detrimental. If the annualized penalty rate is lower than the cost of capital, incurring the penalty can be financially advantageous. Understanding this relationship helps CFOs make informed decisions about whether to pay early or delay payments to optimize cash flow.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" What strategies can companies use to minimize the impact of late payment penalties?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Companies can implement several strategies, including:\"]}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"A robust accounts payable process\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Automated reminders and alerts\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Effective cash flow management\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Negotiating better terms with vendors\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Prioritizing payments\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Maintaining open communication with vendors\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Utilizing technology\"})})]}),/*#__PURE__*/e(\"p\",{children:\"Leveraging tools like Hyperbots' Payment AI Copilot helps analyze payment data, identify potential delays early, and recommend corrective actions.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"How does Hyperbots' Payment AI Copilot assist in optimizing late payment penalties and cash conservation?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" It offers multiple features, including:\"]}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Automated tracking of payment schedules\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Data-driven insights for decision-making\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"A recommendation engine to optimize payments\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Scenario analysis for different payment strategies\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Alerts and reminders to prevent missed deadlines\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Integration with financial systems for a unified view of payment data\"})})]}),/*#__PURE__*/e(\"p\",{children:\"These features enhance efficiency and accuracy in payment management.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" In what scenarios might a company choose to incur late payment penalties, and why?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Companies may choose to incur late payment penalties in several situations, such as:\"]}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Cash flow constraints\"}),\": When cash is needed for critical operations, delaying payments can help conserve liquidity.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Higher return on investments\"}),\": If a company can invest the cash at a higher return than the penalty cost, it may opt to pay late.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Strategic cash management\"}),\": Some businesses prioritize cash for other strategic initiatives.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Negotiated terms\"}),\": Companies may have agreements allowing them to delay payments with minimal impact.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Noncritical vendor relationships\"}),\": If penalties are minor and vendor relationships are not at risk, delaying payments might be a viable option.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Economic uncertainty\"}),\": Companies may prioritize liquidity over maintaining perfect payment records, accepting minor penalties in exchange for financial stability.\"]})})]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry: \"}),\"What advice would you give to other CFOs regarding the management of late payment penalties and cash conservation?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" My advice would be:\"]}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Understand your financial metrics and assess penalty costs versus cash flow needs.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Leverage technology to automate and optimize payment processes.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Maintain strong vendor relationships and negotiate favorable terms.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Implement robust accounts payable processes to minimize late payments.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Regularly review payment policies and educate your team.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Plan for cash flow variability to avoid financial strain.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Analyze payment data to make informed decisions.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Balance cash conservation with financial health to optimize both liquidity and vendor relationships.\"})})]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Sherry:\"}),\" Thank you so much for joining us today, Shaun, and for such an insightful conversation.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker: \"}),\"Absolutely, thanks for having me.\"]})]});export const richText26=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=7oWOPrfNp3w\"})})})});export const richText27=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Hello, everyone! My name is Srishti Rajveer, and I'm a digital transformation consultant here at Hyperbots. Today, I'm delighted to have John as my guest. Thank you so much for taking the time, John.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" No problem. Happy to be here.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Definitely, and it's always so great to host you. Just a little bit about John for our viewers\u2014he is the VP of FP&A at Extreme Reach. Today, we'll be discussing various late payment terms and leveraging AI for optimal financial management. So let's begin. John, let's start with a very basic question. Can you explain the different types of late payment terms and how they impact a buyer's financial strategy?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" Yeah, sure. Late payment terms define the consequences of not adhering to the agreed-upon payment schedule. These terms can include penalties such as fixed fees, percentage-based interest charges, and more. A fixed fee might be $50 for every overdue invoice. The specifics depend on the industry and standard practices. A percentage-based fee could be 1.5% of the invoice amount, applied when payments are late. Interest charges accumulate over time, similar to a loan, which can add up but provides flexibility. These terms impact a buyer\u2019s financial strategy by incentivizing timely payments. Adhering to payment terms can prevent disruptions, such as work stoppages, which may arise if vendors are not paid on time.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Understood. That makes sense. How do fixed fees as late payment penalties compare to percentage-based fees for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" Fixed fees are straightforward\u2014you know exactly what you\u2019ll pay, regardless of invoice size. For example, a $50 late fee applies to both small and large invoices, making it disproportionately high for smaller ones. On the other hand, percentage-based fees scale with the invoice amount. A 1.5% monthly charge on a large overdue invoice can become a significant penalty and impact cash flow. This type of penalty accumulates quickly, increasing overall costs. Buyers must weigh the predictability of fixed fees against the escalating costs of percentage-based charges when making payment decisions.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" I see. That\u2019s something to keep in mind. What role do interest charges play in late payment terms, and how should buyers approach them?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" Interest charges on overdue payments serve as a deterrent against late payments. They increase the amount owed over time, typically calculated daily. For example, a 12% annual interest rate translates to a 1% monthly charge. Negotiating lower interest rates or setting caps on maximum charges can be an effective strategy. This prevents excessive costs from accumulating. Buyers should also be aware of jurisdictional differences, as laws governing interest rates and penalties vary, especially in international transactions.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" That makes sense. Can you describe how grace periods work in late payment terms and their benefits for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" A grace period is a buffer after the payment due date during which buyers can make payments without incurring penalties. For example, a 10-day grace period on a net 30-year term allows additional time for processing payments, which helps manage cash flow issues and administrative delays. However, buyers should use grace periods wisely to avoid habitual late payments, which can strain vendor relationships. Vendors factor in expected payment timelines when setting pricing, so frequent delays can increase costs for both parties.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" I see. How can service stoppages or suspensions as a consequence of late payments affect a buyer's operations?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" Service stoppages can severely disrupt business operations. If payments are overdue, vendors may halt the supply of goods or services, leading to production delays, revenue loss, and customer dissatisfaction. Additionally, habitual late payments may result in vendors changing payment terms, requiring prepayment or stricter conditions. This can strain cash flow further. For critical services, such as software subscriptions, access suspensions could bring business operations to a standstill. Buyers should prioritize payments for essential vendors and maintain clear communication to avoid disruptions. Vendors also track which clients consistently pay on time, which can influence future business relationships and credit terms.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Absolutely. What are the implications of collections and legal action for buyers facing persistent late payments?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" If late payments persist, vendors may escalate to collection agencies or legal action to recover the amounts owed. This impacts not just the overdue invoice but also includes penalties and legal costs. Collections can damage a buyer\u2019s credit score, making it harder to secure financing or favorable payment terms in the future. Industry reputation also suffers, as other vendors may become hesitant to do business with a buyer known for late payments. Legal fees add to financial burdens, and failure to resolve disputes could even lead to bankruptcy in extreme cases. Proactively managing payment issues through communication with vendors is essential to avoid these consequences.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" That\u2019s a serious impact. How do negative credit reporting and future credit term restrictions influence a buyer\u2019s approach to late payments?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" When late payments are reported to credit bureaus, they lower the buyer\u2019s credit score. This affects borrowing ability and may result in reduced credit limits from vendors.\"]}),/*#__PURE__*/e(\"p\",{children:\"Buyers with a history of late payments might face shorter payment periods, higher penalties, or even cash-on-delivery requirements. This can significantly strain cash flow, making it difficult to operate smoothly. In extreme cases, it can lead to financial instability and business closure.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" That\u2019s a huge impact. What strategies can buyers employ to mitigate additional charges and costs associated with late payments?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" Open communication and negotiation with vendors are key. Buyers should align vendor payment terms with their own customer payment cycles to prevent cash flow mismatches. Monitoring due dates, negotiating lower penalties, and setting caps on additional charges can also help reduce financial strain. Proactively addressing potential delays with vendors may lead to more flexible terms, avoiding unnecessary fees.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Absolutely. How can incentives for early or on-time payments benefit buyers in managing late payment terms?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),' Early payment incentives can improve cash flow and profitability. For example, a \"2/10 net 30\" term provides a 2% discount if payment is made within 10 days. While these discounts improve margins, buyers must assess whether taking advantage of them aligns with their cash flow situation. Loyalty programs and rewards for on-time payments can also enhance vendor relationships and improve future credit terms.']}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Understood. What are flexible payment arrangements, and how can they serve as alternatives to strict payment penalties?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" Flexible payment arrangements include structured payment plans, temporary extensions, or installment payments. Instead of requiring full payment upfront, vendors may accept partial payments over time. These arrangements benefit both parties\u2014buyers gain financial flexibility while vendors receive consistent cash flow. Negotiating these terms in advance prevents financial strain and maintains business relationships.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" Very interesting. How does Hyperbots' Payment AI Copilot assist in identifying and optimizing late payment plans for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" Hyperbots' Payment AI Copilot leverages machine learning to analyze payment patterns and industry benchmarks in real time. It identifies frequent late payments, suggests optimal payment strategies, and helps negotiate better terms with vendors. By proactively managing payment schedules and offering insights into cost-saving opportunities, the AI Copilot empowers buyers to minimize penalties, improve cash flow, and enhance vendor relationships.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti Rajveer:\"}),\" That\u2019s incredible! Thank you, John, for sharing these valuable insights.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"John Silverstein:\"}),\" My pleasure. Happy to be here!\"]})]});export const richText28=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=j8pUvhttlqw&t=11s\"})})})});export const richText29=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Hello everyone. My name is Srishti Rajwer, and I am a digital transformation consultant at Hyperbots. Today I'm delighted to have John Naseath as my guest. Thank you so much for taking out the time, Jon.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" My pleasure. Nice to be here.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Of course, and a little bit about Jon. He is the CFO at Cantu Capital, and today we'll be discussing Texas state sales tax and use tax. So with that said, let me know whenever you're ready, and we can get started.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Yeah, problem.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" So to begin with, could you provide an overview of Texas state sales tax rules for goods and services?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" So Texas has a pretty standard sales and use tax model. They have their state-level tax, and there are also local jurisdictions that add additional taxes in different scenarios. There are variations, but compared to other states, it's pretty standard for a state from a sales tax perspective. A lot of people think about Texas being low on taxes, and around income tax, there are certainly different rules. Property taxes are also a big deal in Texas, but here we're just talking about sales and use tax specifically. Just to give context, Texas charges a sales tax of 6.25% on most taxable items and services. Local jurisdictions can also impose additional sales tax, bringing the tax rate up to 8.25% in some areas. There are differences in what is taxed\u2014goods such as clothing, electronics, and even some services are taxable.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. Can you also give some examples where certain items might be exempt from sales tax?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Sure. Texas applies sales tax to several services, including amusement services, personal services, laundry, and cleaning. Some exemptions include unprepared groceries like fruits and vegetables, prescription drugs, and sales to government agencies or nonprofit organizations. The government doesn\u2019t want to pay taxes on these items, so they are exempt.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That's definitely helpful. That brings me to my next question. How do sales tax rates differ across Texas? And can you explain how jurisdictions impact tax rates?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Sure. There\u2019s the state-level tax, and then different local jurisdictions can impose their own taxes. For example, the state sales tax is 6.25%, but cities like Houston and Dallas have added an additional 1% or 2%, bringing the total tax rate to 8.25% in those areas.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. Are there exemptions to the Texas sales tax? And could you give some examples of these exempt items?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" Yeah. Again, unprepared groceries like fruits and vegetables are exempt from promoting healthy eating. Prescription drugs are also exempt to ease the financial burden on people with fixed incomes. Government and nonprofit organizations are also exempt because the state wants to support them. Taxes are often used as a tool to influence behavior and reward certain activities. Even Texas uses taxes to incentivize specific behaviors.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. That definitely makes sense and is very useful. How has Texas' tax treatment of SaaS, or software as a service, evolved?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Jon Naseath:\"}),\" By now, it's pretty common for states to apply taxes to SaaS, online e-commerce, and digital services. Texas treats SaaS as a taxable service, including cloud-based applications where customers access the software remotely and manage their data through a SaaS platform. In Texas, providers must collect sales tax on these transactions, which can be challenging given the complexity of the digital landscape.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood.\"]})]});export const richText30=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=mbUYkrV6QFY\"})})})});export const richText31=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Hello, everyone! My name is Srishti Rashvier, and I'm a digital transformation consultant at Hyperbots today. I'm delighted to have Shaun Walker as my guest. Thank you so much for taking the time, Shaun.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Absolutely, thanks for having me.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Of course, here's a little bit about Shaun. So he is the Sox compliance manager at Norfolk, Southern, and today we will be discussing exploring various types of payment terms. So whenever you're ready, we can get started.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Alright! Let's go.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Begin with, how does net 60 compare to net 30 payment terms? And in what scenarios might one be more favorable than the other? To buy Ops.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Sure. So net 60 extends the payment period to 60 days, whereas net 30, the payment has to be done within 30 days. So a favorable scenario for net 60 is when a company needs more time to allocate funds effectively to enhance their liquidity without immediate cash outflow. So net 60 benefits buyers needing extended payment periods.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Makes sense. Can you compare net 30 payment terms with cash on delivery terms and explain why each might be more advantageous for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Yeah. So net 30 allows the buyer to pay within 30 days, whereas cash on delivery requires immediate payment upon the receipt of goods. So in nearly all cases, net 30 benefits most buyers compared to COD, as it helps in cash conversion.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" I see. And how does net 30 compare to cash in advance terms, and under what circumstances might each term be preferable for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" So, yeah, so net 30 is a 30-day payment period, whereas cash in advance requires the buyer to pay before the goods are shipped or services are rendered. Therefore, net 30 is ideal in most cases because it helps to conserve the cash.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood, and what are early payment discounts such as 2/10, net 30? And can you provide examples of when they are beneficial or detrimental for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Yeah. So an early payment discount like 2/10 net 30 offers a 2% discount if an invoice is paid within 30 days; otherwise, the full amount is due. So essentially, the later you pay with a discount, the later you pay without a discount is more favorable, related to terms leading to early payments.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. And can you explain installment payment terms and provide examples of both favorable and unfavorable increments for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" So installment payment terms allow the buyer to pay the total amount due in smaller scheduled payments over a set period. A favorable example is an agreement that offers flexible payment schedules without interest, enabling the buyer to manage the expenses more effectively. For instance, paying in 3 equal installments over 3 months can help maintain steady cash flow.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That makes sense. How do different payment methods, such as electronic transfers versus checks, impact payment terms? And can you please provide favorable and not favorable examples for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Yeah, payment methods have a significant impact. So electronic transfers are generally faster and more secure, allowing companies to take advantage of early payment discounts more easily. A favorable example would be using ACH or wire transfers to promptly pay invoices, enabling the company to secure a discount, like the 2/10, net 30 that was mentioned before, which enhances savings. A non-favorable example would be relying on paper checks that can be slower and more prone to errors or delays, making it difficult to meet payment deadlines and miss out on available discounts.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That's really interesting. The right? That's right.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Yeah, sorry, go ahead.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" I was just saying that choosing the right payment method aligns with the company's operational efficiency and financial strategy.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Absolutely, that makes sense. Can you explain the role of late payment penalties in payment terms and provide examples of both favorable and not favorable implementations for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Yeah. So a reasonable penalty, such as a one-and-a-half percent monthly late fee after the due date, encourages timely payments without over-stressing the buyer. A non-favorable implementation would be excessively high fees, such as a flat fee that's disproportionate to the invoice amount or escalating penalties, which can create financial strain for the buyer, making it difficult to manage cash flow effectively and potentially leading to budgetary issues.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" I see. And can you explain what are payment upon receipt terms? And when are they considered favorable or unfavorable for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Yeah. So payment upon receipt, also known as PUR, requires the buyer to pay for goods and services immediately upon delivery. PUR is favorable when the buyer has strong liquidity, and it's non-favorable if a buyer has limited cash flow or they need time to verify the quality and quantity of goods before making the payment.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That's fair. And how do milestone-based payment terms work? And can you provide examples of their favorable and not favorable use for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Yeah. So milestone-based payment terms tie payments to the completion of specific project stages or deliverables. In a software development contract, payments are made upon reaching key milestones, such as completing the initial design, development, and testing phases. A non-favorable example will be when milestones are poorly defined or subject to subjective interpretation; it can lead to disputes and delays in payments.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. Can you describe letters of credit as a payment term and provide examples of when they are advantageous or disadvantageous for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" So letters of credit, also known as LC, are financial instruments issued by a bank guaranteeing that a buyer's payment to a seller will be received on time and for the correct amount. A favorable example in international trade, an LC reduces the risk for a buyer by ensuring that the payment is only made once the seller fulfills the contract terms, therefore providing security and facilitating trust between trading partners. A non-favorable example would be for smaller transactions or domestic deals. The complexity and associated costs, such as bank fees and stringent documentation requirements, can make LCs disadvantageous, potentially outweighing their benefits.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" That makes sense? What are open account payment terms, and when might they be favorable or unfavorable for buyers?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" So an open account term involves goods being shipped and delivered before payment is due, typically within 30, 60, or 90 days. A favorable example for buyers is that open account terms improve cash flow and reduce the need for upfront capital, whereas a non-favorable example would be if the buyer faces unforeseen financial difficulties. Open account terms can lead to cash flow strain due to the extended payment period, making it challenging to meet financial obligations on time.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. And that brings me to my last question: how does Hyperbot's payment AI co-pilot play a role in identifying and optimizing various payment terms across your vendor base?\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Shaun Walker:\"}),\" Sure. So Hyperbot's payment AI co-pilot is instrumental in managing and optimizing our payment terms. It leverages advanced machine learning algorithms to analyze payment data in real time, identifying patterns and opportunities for more favorable terms. The AI co-pilot also compares our current payment terms against industry benchmarks and similar vendors. It highlights areas where we can negotiate improvements; it provides actionable insights and recommendations, such as suggesting optimal payment schedules or identifying opportunities for early payment discounts. Also, the AI co-pilot generates comprehensive analytics reports. It enables our finance and procurement teams to make data-driven decisions that enhance cash flow and maximize cost efficiencies. So in conclusion, by automating the analysis and negotiation process, Hyperbots ensures that we consistently secure the best possible payment terms, supporting our overall financial strategy.\"]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Srishti:\"}),\" Understood. This is really helpful, and with that, we have come to an end for today's discussion. Thank you so much for joining us and sharing your insights; also, big thanks to our viewers. So I'll see you around. Have a good one. Goodbye.\"]})]});export const richText32=/*#__PURE__*/e(n.Fragment,{children:/*#__PURE__*/e(\"div\",{className:\"framer-text-module\",style:{\"--aspect-ratio\":\"560 / 315\",aspectRatio:\"560 / 315\",height:\"auto\",width:\"100%\"},children:/*#__PURE__*/e(a,{componentIdentifier:\"module:NEd4VmDdsxM3StIUbddO/8aCGinfRQO68tQ3QF42d/YouTube.js:Youtube\",children:t=>/*#__PURE__*/e(i,{...t,play:\"Off\",shouldMute:!0,thumbnail:\"High Quality\",url:\"https://www.youtube.com/watch?v=ng_Pe9UdEsg\"})})})});\nexport const __FramerMetadata__ = {\"exports\":{\"richText28\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText30\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText2\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText24\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText12\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText14\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText21\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText25\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText5\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText1\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText8\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText26\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText29\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText27\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText3\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText17\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText22\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText11\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText20\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText16\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText31\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText13\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText19\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText23\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText10\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText6\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText4\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText32\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText9\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText7\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText15\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText18\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"__FramerMetadata__\":{\"type\":\"variable\"}}}"],
  "mappings": "mMAAwP,IAAMA,EAAsBC,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,uEAAuE,OAAO,uQAAuQ,MAAM,CAAC,YAAY,aAAa,EAAE,MAAM,KAAK,CAAC,CAAC,CAAC,EAAeE,EAAuBC,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,y8DAAy8D,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,iGAAiG,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wJAAwJ,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6KAA6K,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,wGAAwG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,QAAQ,CAAC,EAAE,49CAA49C,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oOAAoO,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uWAAuW,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uWAAuW,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6KAA6K,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,+FAA+F,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,ipCAA4oC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,0PAA0P,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,OAAO,CAAC,EAAE,qFAAqF,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAS,CAAcH,EAAE,IAAI,CAAC,SAAsBG,EAAE,SAAS,CAAC,SAAS,CAAC,mCAAgDH,EAAE,KAAK,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcH,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uFAAuF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,4CAA4C,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,qEAAqE,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,+GAA+G,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAS,CAAcH,EAAE,IAAI,CAAC,SAAsBG,EAAE,SAAS,CAAC,SAAS,CAAC,oCAAiDH,EAAE,KAAK,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcH,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8DAA8D,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,+EAA+E,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,oGAAoG,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAS,CAAcH,EAAE,IAAI,CAAC,SAAsBG,EAAE,SAAS,CAAC,SAAS,CAAC,4BAAyCH,EAAE,KAAK,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcH,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,qDAAqD,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,4CAA4C,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wCAAwC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,iFAAiF,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,+MAA0M,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,gvBAAutB,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oeAA0d,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6fAA8e,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2WAAuV,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,u4CAAu4C,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,+ZAA+Z,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,ySAAyS,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,gsCAAgsC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,wRAAwR,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,QAAQ,CAAC,EAAE,o/CAAo/C,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,gXAAgX,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,QAAQ,CAAC,EAAE,i3CAAi3C,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,wyBAAwyB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,sYAAsY,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeI,EAAuBJ,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,kDAAkD,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeE,EAAuBL,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,sZAAsZ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,2BAA2B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,qRAAqR,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,koBAAwnB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,4GAA4G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,oiBAA+hB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,wFAAwF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,8gBAAygB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,6GAA6G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,8hBAA8hB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,qHAAqH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,gdAAgd,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,yGAAyG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,gdAAgd,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,8GAA8G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,+UAA+U,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yJAAyJ,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,8FAA8F,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,qgBAAqgB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,6HAA6H,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,0DAA0D,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeS,EAAuBT,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,kDAAkD,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeI,EAAuBP,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,2mBAA2mB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,0lBAAqlB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,0EAA0E,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,ygBAA+f,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,oHAA+G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,oqBAAgpB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,yFAAyF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,ybAAqa,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,gJAAgJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,unBAAmmB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,2FAA2F,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,weAAyd,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,6HAAmH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,4CAA4C,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeW,EAAuBX,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,kDAAkD,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeM,EAAuBT,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,gNAAgN,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,iDAAiD,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,mWAA8V,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,0BAA0B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,2GAA2G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,qbAAqb,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,oGAAoG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,8cAA8c,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,yGAAoG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,2QAA2Q,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,+PAA+P,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,8LAA8L,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,wuBAAwuB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,6IAAwI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,2hBAA2hB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,iHAAiH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,khBAAkhB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,4MAAuM,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,0bAA0b,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,6OAA6O,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,YAAY,CAAC,CAAC,CAAC,CAAC,CAAC,EAAea,EAAuBb,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,kDAAkD,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeQ,EAAuBX,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,sjBAAsjB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,6UAA6U,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,6DAA6D,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,6SAA6S,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,kFAAkF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,sQAAsQ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,yGAAyG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,wVAAwV,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,kHAA6G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,6WAA6W,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,uFAAuF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,qNAAqN,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,8GAA8G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,mPAAmP,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,8HAA8H,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,oCAAoC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAee,EAAwBf,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeU,EAAwBb,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,8NAA8N,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,uBAAuB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,6UAA6U,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,ykBAA0jB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,IAAiBA,EAAE,SAAS,CAAC,SAAS,IAAI,CAAC,EAAE,uHAAuH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,wzBAA+xB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,iMAAiM,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,ypBAA+oB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,8GAA8G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,4sBAAksB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,kHAAkH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,utBAAwsB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,IAAiBA,EAAE,SAAS,CAAC,SAAS,IAAI,CAAC,EAAE,6MAA6M,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,2vBAAivB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,wKAAwK,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,qKAAgK,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,IAAiBA,EAAE,SAAS,CAAC,SAAS,IAAI,CAAC,EAAE,uIAAkI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,2YAAsY,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,sLAAsL,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,u1BAA60B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,IAAiBA,EAAE,SAAS,CAAC,SAAS,IAAI,CAAC,EAAE,6LAAwL,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,qCAAqC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeiB,EAAwBjB,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,qEAAqE,OAAO,iQAAiQ,MAAM,CAAC,YAAY,aAAa,EAAE,MAAM,KAAK,CAAC,CAAC,CAAC,EAAekB,EAAwBf,EAAIF,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,4TAAuT,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,wFAAwF,MAAM,CAAC,YAAY,YAAY,EAAE,MAAM,KAAK,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,yFAAyF,MAAM,CAAC,YAAY,aAAa,EAAE,MAAM,MAAM,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wVAAwV,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,iHAAiH,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,qCAAqC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sBAAsB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wBAAwB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wBAAwB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,mBAAmB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAsBA,EAAE,SAAS,CAAC,SAAS,qEAAgE,CAAC,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,+YAA+Y,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,0FAA0F,CAAC,CAAC,CAAC,CAAC,EAAemB,EAAwBnB,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAec,EAAwBjB,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,0kBAA0kB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,q5DAAq5D,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,yGAAyG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,uuDAAuuD,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,qIAAqI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,40BAA40B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,qGAAqG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,4aAA4a,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,8FAA8F,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,6YAA6Y,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,uIAAuI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,w6BAAw6B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,wGAAwG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,45CAA45C,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,kJAAkJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,+BAA+B,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeqB,EAAwBrB,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,qEAAqE,OAAO,iQAAiQ,MAAM,CAAC,YAAY,aAAa,EAAE,MAAM,KAAK,CAAC,CAAC,CAAC,EAAesB,EAAwBnB,EAAIF,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,gXAAgX,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sGAAsG,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,uEAAuE,MAAM,CAAC,YAAY,YAAY,EAAE,MAAM,KAAK,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,sEAAsE,MAAM,CAAC,YAAY,YAAY,EAAE,MAAM,KAAK,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,qEAAqE,MAAM,CAAC,YAAY,YAAY,EAAE,MAAM,KAAK,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,uEAAuE,MAAM,CAAC,YAAY,YAAY,EAAE,MAAM,KAAK,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,4KAAuK,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wVAAwV,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2BAA2B,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gBAAgB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gBAAgB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kBAAkB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gBAAgB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,4DAA4D,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2CAA+B,CAAC,CAAC,CAAC,CAAC,EAAeuB,EAAwBvB,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAekB,EAAwBrB,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,oNAAoN,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,+BAA+B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,qaAAqa,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,qfAAqf,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,mNAAmN,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,keAAke,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,4HAA4H,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,4jBAA4jB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,uJAAuJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,6rBAA6rB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,iMAAiM,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,4zBAA4zB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,2BAA2B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,QAAQ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,qJAAqJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,0iBAA0iB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,+LAA+L,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,u0BAAu0B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,uSAAuS,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,YAAY,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeyB,EAAwBzB,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeoB,EAAwBvB,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,+OAA+O,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,sDAAsD,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,kQAA6P,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,wBAAwB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,6IAA6I,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,6wBAAwwB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,wJAAwJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,oyBAAiyB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,iLAAiL,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,6fAA6f,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,sIAAsI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,qgBAAqgB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,+GAA+G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,2rBAA2rB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,qJAAqJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,ukBAAukB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,0IAA0I,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,0qBAAgqB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,+JAA0J,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,++BAAq+B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,kQAAkQ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,WAAW,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe2B,EAAwB3B,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAesB,EAAwBzB,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,+OAA+O,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,8CAA8C,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,+RAA0R,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,+1BAAq1B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,gKAAgK,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,ukBAAukB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,oFAAoF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,0hBAAqhB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,+KAA+K,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,stBAA4sB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,+JAA0J,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,ymBAAomB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,gJAAgJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,2eAA2e,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,yQAA+P,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,4mBAA4mB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,0OAAgO,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,aAAa,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe6B,EAAwB7B,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAewB,EAAwB3B,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,QAAQ,CAAC,EAAE,ylBAAylB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,wQAAwQ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,sFAAsF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,6WAA6W,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,kGAAkG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,uYAAkY,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,0GAA0G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,uZAAkZ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,sFAAsF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,4eAAue,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,sFAAsF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,yDAAyD,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcH,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mCAAmC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gCAAgC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gCAAgC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uCAAuC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uBAAuB,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,6CAA6C,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,sBAAsB,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oJAAoJ,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,2GAA2G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,0CAA0C,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcH,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,yCAAyC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,0CAA0C,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8CAA8C,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,oDAAoD,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kDAAkD,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uEAAuE,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uEAAuE,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,qFAAqF,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,uFAAuF,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcH,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,+FAA+F,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,8BAA8B,CAAC,EAAE,sGAAsG,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,2BAA2B,CAAC,EAAE,oEAAoE,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,sFAAsF,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kCAAkC,CAAC,EAAE,gHAAgH,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,sBAAsB,CAAC,EAAE,+IAA+I,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,oHAAoH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,sBAAsB,CAAC,CAAC,EAAeG,EAAE,KAAK,CAAC,SAAS,CAAcH,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,oFAAoF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,iEAAiE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,qEAAqE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,0DAA0D,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,2DAA2D,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kDAAkD,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,sGAAsG,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,0FAA0F,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,mCAAmC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe+B,EAAwB/B,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe0B,EAAwB7B,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,0MAA0M,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,gCAAgC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,iaAA4Z,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,stBAAitB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,yHAAyH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,kmBAAwlB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,+IAA0I,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,ghBAAghB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,iHAAiH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,shBAAshB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,iHAAiH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,+tBAA+tB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,oHAAoH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,irBAA4qB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,yJAA+I,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,oLAA+K,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oSAAoS,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,uIAAkI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,8ZAA8Z,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,8GAA8G,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,2ZAA2Z,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,0HAA0H,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,yaAAoa,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,+HAA+H,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,kcAAkc,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,gFAA2E,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,iCAAiC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeiC,EAAwBjC,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,mDAAmD,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe4B,EAAwB/B,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,8MAA8M,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,gCAAgC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,wNAAwN,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,iBAAiB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,yGAAyG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,q0BAAg0B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,kGAAkG,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,yWAAoW,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,qKAAqK,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,mRAA8Q,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,mHAAmH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,obAAob,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,uIAAuI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,0ZAA0Z,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,cAAc,CAAC,CAAC,CAAC,CAAC,CAAC,EAAemC,EAAwBnC,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe8B,EAAwBjC,EAAIF,EAAS,CAAC,SAAS,CAAcE,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,8MAA8M,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,oCAAoC,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,gOAAgO,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,qBAAqB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,6IAA6I,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,8UAA8U,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,4IAA4I,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,8OAA8O,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,sIAAsI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,2OAA2O,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,6JAA6J,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,2SAA2S,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,0IAA0I,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,oXAAoX,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,oMAAoM,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,wkBAAwkB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,sDAAsD,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,yBAAyB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,oIAAoI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,yLAAyL,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,+cAA+c,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,oIAAoI,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,uUAAuU,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,gJAAgJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,4aAA4a,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,qJAAqJ,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,kqBAAkqB,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,qHAAqH,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,seAAse,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,uLAAuL,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,k8BAAk8B,CAAC,CAAC,EAAeG,EAAE,IAAI,CAAC,SAAS,CAAcH,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,mPAAmP,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeqC,EAAwBrC,EAAIC,EAAS,CAAC,SAAsBD,EAAE,MAAM,CAAC,UAAU,qBAAqB,MAAM,CAAC,iBAAiB,YAAY,YAAY,YAAY,OAAO,OAAO,MAAM,MAAM,EAAE,SAAsBA,EAAEK,EAAE,CAAC,oBAAoB,sEAAsE,SAASC,GAAgBN,EAAEO,EAAE,CAAC,GAAGD,EAAE,KAAK,MAAM,WAAW,GAAG,UAAU,eAAe,IAAI,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAC9o1IgC,EAAqB,CAAC,QAAU,CAAC,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,SAAW,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,mBAAqB,CAAC,KAAO,UAAU,CAAC,CAAC",
  "names": ["richText", "p", "x", "richText1", "u", "richText2", "ComponentPresetsConsumer", "t", "Youtube", "richText3", "richText4", "richText5", "richText6", "richText7", "richText8", "richText9", "richText10", "richText11", "richText12", "richText13", "richText14", "richText15", "richText16", "richText17", "richText18", "richText19", "richText20", "richText21", "richText22", "richText23", "richText24", "richText25", "richText26", "richText27", "richText28", "richText29", "richText30", "richText31", "richText32", "__FramerMetadata__"]
}