{
  "version": 3,
  "sources": ["ssg:https://framerusercontent.com/modules/hmMLSVoNa5KA8bevszIC/dmbrpZfxY2txOPeQ9c7g/u2CjmLQ01.js"],
  "sourcesContent": ["import { jsx as _jsx, jsxs as _jsxs } from \"react/jsx-runtime\";\nimport { addPropertyControls, ControlType, Link } from \"framer\";\nimport * as React from \"react\"; /**\n                                * @framerRecordIdKey id\n                                * @framerSlug kFQykwESe\n                                * @framerData\n                                */\nconst data = [{\n  BHK9ztmwC: \"\",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/hTzXlIHJyJviolliaDVNeHLrM.png\").href,\n    srcSet: `${new URL(\"https://framerusercontent.com/images/hTzXlIHJyJviolliaDVNeHLrM.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/hTzXlIHJyJviolliaDVNeHLrM.png?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/hTzXlIHJyJviolliaDVNeHLrM.png?scale-down-to=2048\").href} 2048w, ${new URL(\"https://framerusercontent.com/images/hTzXlIHJyJviolliaDVNeHLrM.png\").href} 2294w`\n  },\n  eLmQrnIKq: \"Four ways in which small and medium IT service organizations can transform their project delivery with Instazen \",\n  fKLfOHTWS: \"Pvwwq79PI\",\n  id: \"pP4oe7Jbl\",\n  kFQykwESe: \"four-ways-in-which-small-and-medium-it-service-organizations-can-transform-their-project-delivery-with-instazen\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"p\", {\n      children: \"Project delivery is the heart of any IT services company. It is like the engine of a car - that\u2019s what drives the car and that\u2019s what consumes most of the available fuel. In IT service organisations, project delivery is what generates the revenue and at the same time, it is also the biggest consumer of resources. What this means is, like engine refinement is crucial for generating more power with lesser fuel, optimising delivery is the key to boost the performance and minimise the costs; in other words, to maximise the profitability.\\xa0The core module of Instazen is its Delivery Module. Here are five ways in which Instazen can transform the project delivery of any IT services company.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsxs(\"h2\", {\n      children: [\"1.\", /*#__PURE__*/_jsx(\"strong\", {\n        children: \"Be Ready on Day One: \"\n      })]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Delivery leaders face their biggest challenge right at the beginning of the project - putting together a team and getting started as soon as the project goes live. Most of the times, when a lead get converted into a project, the delivery leaders are not ready with the team to deliver that project. Many times, the ideal team requires hiring and the HR team is intimated about the same after the project goes live. Not being ready on day 1 leads to revenue leakages and revenue losses which can be avoided with Instazen.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Using Instazen\u2019s Draft Project module, project leaders can create draft projects. They can map in detail what working roles and what is the required headcount for respective roles to deliver the project. Using Instazen, they can also see the utilisation of existing resources and allocate from available resources to the project. The draft project can be converted into a live project on a single click. All of this ensures that you have a well equipped team ready right on the day one of the project!\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"right team structure for IT projects\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,cDpqu3nsFU0DDvnJ5iv3iY6b5c.png?preferredSize=full\",\n      \"data-framer-height\": \"1530\",\n      \"data-framer-width\": \"2850\",\n      height: \"765\",\n      src: new URL(\"https://framerusercontent.com/images/cDpqu3nsFU0DDvnJ5iv3iY6b5c.png\").href,\n      style: {\n        aspectRatio: \"2850 / 1530\"\n      },\n      width: \"1425\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: /*#__PURE__*/_jsx(\"strong\", {\n        children: \"2. Build optimum team structure for profitability: \"\n      })\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"How will you ensure that you do not have more senior and costly resources on a project than required? Or how to ensure that you have enough entry level developers to deliver the project in time? Many times, teams are structured based on intuition and speculation. Such teams might not be necessarily ideal.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Instazen removes speculation from this process by providing pre-defined pyramid templates. When teams are built using these templates, they are more efficient and profitable. Instazen also shows if there is any deviation from ideal pyramid structure and areas where correction is required.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"Pyramid for IT project teams \",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,yKv3Qy8vZD737EYjV4ZKXkliT70.png?preferredSize=full\",\n      \"data-framer-height\": \"800\",\n      \"data-framer-width\": \"2674\",\n      height: \"400\",\n      src: new URL(\"https://framerusercontent.com/images/yKv3Qy8vZD737EYjV4ZKXkliT70.png\").href,\n      style: {\n        aspectRatio: \"2674 / 800\"\n      },\n      width: \"1337\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsxs(\"h2\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"3. Plug revenue leakages:\"\n      }), \" \"]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Revenue leakages badly affect the profitability of any project. Unfortunately, most of the IT services organisations suffer due to revenue leakages and yet, do nothing about it. Many times, this inaction is a result of lack of data.\\xa0\"\n    }), /*#__PURE__*/_jsxs(\"ul\", {\n      children: [/*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: \"How much are my projects bleeding in form of revenue leakages?\\xa0\"\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: \"What are the causes? \\xa0\"\n        })\n      }), /*#__PURE__*/_jsxs(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: [/*#__PURE__*/_jsx(\"p\", {\n          children: \"Can I do something at all to plug them?\\xa0\"\n        }), /*#__PURE__*/_jsx(\"p\", {\n          children: /*#__PURE__*/_jsx(\"br\", {\n            className: \"trailing-break\"\n          })\n        })]\n      })]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Lack of data and clarity results into the inaction and thus, the acceptance of revenue leakages. Instazen platform not only shows revenue leakages on monthly basis, is also allows you to drill down into its causes like unfilled timesheets or leaves.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"\\xa0\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"Seeing project net margins helps to improve them\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,lCKBOvg2yRIvz8P3ZrTKV86A.png?preferredSize=full\",\n      \"data-framer-height\": \"1340\",\n      \"data-framer-width\": \"2092\",\n      height: \"670\",\n      src: new URL(\"https://framerusercontent.com/images/lCKBOvg2yRIvz8P3ZrTKV86A.png\").href,\n      style: {\n        aspectRatio: \"2092 / 1340\"\n      },\n      width: \"1046\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"4. Timely and appropriate billing: \"\n      }), \"Has it ever happened that you realise only after months later that your billing has been much lower than expected? This happens due to multiple reasons like incomplete or rejected timesheets, un-captured expenses, lack of all the data required to raise an invoice etc. When you use Instazen to run your business on, all of this data is captured realtime and is available always. The data can be quickly extracted and fed in to the billing system so that you can raise correct invoice right on the last day of the month. This not only ensures a healthy cash flow but will give delivery leads a clear picture of actual resource utilisation, gaps that need attention etc.\\xa0\"]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [\"As we mentioned right at the beginning of this article, project delivery is the heart of any service organisation. Instazen allows you to fine-tune to an extent no other software or platform can. Please reach out to us at \", /*#__PURE__*/_jsx(Link, {\n        href: \"mailto:hello@instazen.com\",\n        openInNewTab: false,\n        smoothScroll: false,\n        children: /*#__PURE__*/_jsx(\"a\", {\n          children: \"hello@instazen.com\"\n        })\n      }), \" to schedule demo or know more!\"]\n    })]\n  }),\n  nrLVDlF6J: \"2023-04-26T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"Many IT Service companies consider 'Revenue Leakages' as one of the costs of doing business. That they are inevitable, and nothing can be done about them. But it is your own money. Why should you lose it, especially when there are some good tools out there to minimize revenue leakages? \",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/EGt5HPlPc0Sa5L3epMoMQweAxi8.jpg?scale-down-to=4096\").href,\n    srcSet: `${new URL(\"https://framerusercontent.com/images/EGt5HPlPc0Sa5L3epMoMQweAxi8.jpg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/EGt5HPlPc0Sa5L3epMoMQweAxi8.jpg?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/EGt5HPlPc0Sa5L3epMoMQweAxi8.jpg?scale-down-to=2048\").href} 2048w, ${new URL(\"https://framerusercontent.com/images/EGt5HPlPc0Sa5L3epMoMQweAxi8.jpg?scale-down-to=4096\").href} 4096w, ${new URL(\"https://framerusercontent.com/images/EGt5HPlPc0Sa5L3epMoMQweAxi8.jpg\").href} 4106w`\n  },\n  eLmQrnIKq: \"Why acting on revenue leakages is much easier than you think! \",\n  fKLfOHTWS: \"Pvwwq79PI\",\n  id: \"JGOn7ocK0\",\n  kFQykwESe: \"why-acting-on-revenue-leakages-is-much-easier-than-you-think\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"p\", {\n      children: \"Revenue leakages are common across all kinds of businesses. Let it be a brick-and-mortar business or an IT services organization, revenue leakages do exist, and they are a well-recognized problem. Leading consultants and business experts have spoken about revenue leakages. According to EY, organizations lose between 1-5% of EBITDA on account of revenue leakages.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"When we specifically talk about IT services companies, the quantum of revenue leakages is significantly higher. Our own secondary research shows that for IT services organizations, revenue leakages vary between 5% to as high as 15%.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Recession, layoffs, pay cuts are the words that are very closely associated with the IT services sector today. Just by glancing through the news, one can make out that all is not well. Globally, IT services organizations are feeling the pressure. During such times, one should leave no stone unturned. If you have not done it yet, this the right time to take a stalk of your revenue leakages and put a plug on them.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Many IT Service companies consider 'Revenue Leakages' as one of the costs of doing business. That they are inevitable, and nothing can be done about them. But it is your own money. Why should you lose it, especially when there are some good tools out there to minimize revenue leakages?\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Before we dig deeper into the topic, let's try understanding revenue leakages better from an IT services point of view.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"\\xa0What are revenue leakages?\\xa0\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Consider a scenario: you have business in hand, say for Rs.1000/- but you are unable to bill fully even after having the resources on-board- say you billed only Rs.900/-. This Rs.100 or 10% of your lost billing is termed as \u2018revenue leakage\u2019. In other words, revenue leakages happen every time you have business and people to deliver it but are unable to bill for it.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Revenue leakages can happen in multiple ways and in quantities that are often considered \u2018insignificant\u2019. You know what is even worse? Many times, you will not be even aware that you have revenue leakages until they have happened. In a typical IT organisation, there are a few spots where you can find revenues leaking quietly.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"\\xa0Common examples of revenue leakages in IT service organisations: \\xa0\"\n    }), /*#__PURE__*/_jsxs(\"h3\", {\n      children: [/*#__PURE__*/_jsx(\"br\", {}), \"Incomplete timesheets data\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [\" If plugging revenue leakages is on top of your priority list, timesheets is the place you should start with. For any organisation, having unfilled or client-rejected timesheets is very common. Unfortunately, companies do not have any mechanism in place that tells them the impact of these incomplete timesheets on their billing. Many times, the impact is realised much later when you have already billed much lesser than you should have! \\xa0\", /*#__PURE__*/_jsx(\"br\", {}), \"\\xa0\"]\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Lack of appropriate buffers\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \" Imagine you have a project going on in full swing and then some members from the project team are on leave and you do not have appropriate buffers to compensate. Result? Your billing goes down and you lose on the revenue.\\xa0\"\n    }), /*#__PURE__*/_jsxs(\"h3\", {\n      children: [/*#__PURE__*/_jsx(\"br\", {}), \"Unplanned leaves\"]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"If you have multiple people from the same team on leave at the same time and you realize it too late to do any adjustments, you will not be able to bill the client. Such a kind of situation can be easily avoided if the team leader has visibility into leave applications and their impact on the project billing.\\xa0\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Poor resource tracking \"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [\"Imagine you had people allocated to a project (perhaps near the end of the month) but not everyone was updated and hence not billed to the client. Failure to account such resources in the invoice is also a contributor to the revenue leakages.\\xa0\\xa0\\xa0\", /*#__PURE__*/_jsx(\"br\", {}), \"\\xa0\"]\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"How to avoid revenue leakages?\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"If we look at the above factors that contribute to revenue leakages, we realise that they are often known to us and it\u2019s just that we have no visibility into them. We often think that they are too small to give any attention and that\u2019s the common mistake which happens across the board.\\xa0 Optimizing these small pockets of losses is the secret ingredient of optimum financial performance and a healthy bottom line.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"We don't run out of petrol for our car usually, do we? The car fuel indicator keeps us updated about the situation all the time so that we can refuel on time. What we really need is a similar indicator for all our revenue leakages. That\u2019s what Instazen exactly does. \"\n    }), /*#__PURE__*/_jsxs(\"h3\", {\n      children: [\"Let\u2019s see how Instazen can help IT services companies get rid of their revenue leakages.\\xa0\\xa0\", /*#__PURE__*/_jsx(\"br\", {}), \"\\xa0\\xa0\", /*#__PURE__*/_jsx(\"br\", {}), \"\\xa0What you don\u2019t see, you can\u2019t move!\\xa0\"]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Instazen is designed to show CEOs and business leaders what they need to see. Instazen\u2019s dashboard makes revenue leakages visible to the leadership so that they can dig deeper and find out what is causing them. This ensures that a sudden increase in revenue leakages does not go unnoticed and appropriate action is taken well in time.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,1mBhYkp1tqid7ND4LtVG6IsQ5M.png\",\n      \"data-framer-height\": \"682\",\n      \"data-framer-width\": \"1222\",\n      height: \"341\",\n      src: new URL(\"https://framerusercontent.com/images/1mBhYkp1tqid7ND4LtVG6IsQ5M.png\").href,\n      style: {\n        aspectRatio: \"1222 / 682\"\n      },\n      width: \"611\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Using Instazen, CEOs can track project wise revenue leakages and revenue leakages over the time for every single project.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,xhyMjsepB9L55zSY1UctdbTdFds.png\",\n      \"data-framer-height\": \"757\",\n      \"data-framer-width\": \"704\",\n      height: \"378\",\n      src: new URL(\"https://framerusercontent.com/images/xhyMjsepB9L55zSY1UctdbTdFds.png\").href,\n      style: {\n        aspectRatio: \"704 / 757\"\n      },\n      width: \"352\"\n    }), /*#__PURE__*/_jsxs(\"h3\", {\n      children: [/*#__PURE__*/_jsx(\"br\", {}), \"\\xa0\", /*#__PURE__*/_jsx(\"br\", {}), \"Drilling down to the cause\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [\"Once the concerned person finds out that revenue leakages are higher for a particular month, with Instazen, she can actually drill down to the factors which are resulting in those leakages. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Instazen allows you to see how much of the revenue leakages is contributed by leaves and how much by incomplete timesheets. Not only that, Instazen shows you exactly which timesheets are adding to the revenue leakages and allows you to bulk fill and approve them.\\xa0\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,8qPiaIXrPBvRnCMEbNDUKWTflg.png\",\n      \"data-framer-height\": \"769\",\n      \"data-framer-width\": \"710\",\n      height: \"384\",\n      src: new URL(\"https://framerusercontent.com/images/8qPiaIXrPBvRnCMEbNDUKWTflg.png\").href,\n      style: {\n        aspectRatio: \"710 / 769\"\n      },\n      width: \"355\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Lead indicators to prevent revenue leakages\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \" Earlier in this article, we saw how leaves add to the revenue leakages. Instazen\u2019s leaves management module shows you at a glance the leave applications and you can see how they are going to affect the billing. This visibility allows you to propose adjustments to minimise the revenue leakages.\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,Ocbdo3PHkxlgDP9GaTnwJZROY.png\",\n      \"data-framer-height\": \"1073\",\n      \"data-framer-width\": \"1913\",\n      height: \"536\",\n      src: new URL(\"https://framerusercontent.com/images/Ocbdo3PHkxlgDP9GaTnwJZROY.png\").href,\n      style: {\n        aspectRatio: \"1913 / 1073\"\n      },\n      width: \"956\"\n    }), /*#__PURE__*/_jsx(\"h1\", {\n      children: /*#__PURE__*/_jsx(\"br\", {\n        className: \"trailing-break\"\n      })\n    }), /*#__PURE__*/_jsx(\"h1\", {\n      children: \"Why let go what belongs to you in the first place?\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"\\xa0Revenue leakages hurt badly because they make a dent in your hard-earned revenues. Getting business is becoming difficult every passing day and due to revenue leakages, you end up leaving your hard-earned money on the table. Why? Reach out to us today to put a full stop to your revenue leakages!\\xa0\\xa0\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [\"\\xa0\", /*#__PURE__*/_jsx(\"br\", {}), \"\\xa0\"]\n    })]\n  }),\n  nrLVDlF6J: \"2023-04-06T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"\",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/M0LqsfpNwIOREOPWGvbDXXnQHs.webp\").href\n  },\n  eLmQrnIKq: \"Why maximizing net margins matters more now than ever for IT services companies?\",\n  fKLfOHTWS: \"Pvwwq79PI\",\n  id: \"OIDpNjcUe\",\n  kFQykwESe: \"why-maximizing-net-margins-matters-more-now-than-ever-for-it-services-companies\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"em\", {\n        children: \"This article is the 1st among the series of 4 articles aimed at helping IT services companies increase their profitability.\"\n      })\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Remaining profitable is critical for any business. For IT services companies, the profitability is linked to optimum project net margins. Profitability is not just a concept. It reveals a lot about various facets - efficiency of internal processes, harmony within the different teams, alignment of every individual with the short and long term goals of the organization etc. Profitability of a company allows you to look through it and plays a big role in the valuation of any organization.\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,qcCALmxlVduB4gBefg1KHfTFZ8.png\",\n      \"data-framer-height\": \"761\",\n      \"data-framer-width\": \"1156\",\n      height: \"380\",\n      src: new URL(\"https://framerusercontent.com/images/qcCALmxlVduB4gBefg1KHfTFZ8.png\").href,\n      style: {\n        aspectRatio: \"1156 / 761\"\n      },\n      width: \"578\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Maximizing net margins should be the topmost priority of any IT services company in present times. Increasing volatility, increasing competition, complex cashflows are a few from the long list of parameters that pose existential threat to IT services companies. The bigger an organization grows, more susceptible it is to these threats.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Every organization has some mechanism to keep a track of its net margins. When the organization is small, a frugal solution like Excel is enough to keep the check on the things and course-correct. As the organization grows, so does the complexity of business. Instazen\u2019s study of IT services companies at various scales shows that as companies scale up, they find it difficult to reach their true profit potential. The number of parameters affecting the profitability increases exponentially and that\u2019s when organizations start looking beyond Excel to monitor and improve their profitability.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"In this series of four emailers, sent over next couple of weeks, we will be sharing information, tips and best practices which IT services companies can follow to improve their financial performance. The series with conclude with a webinar with Rahul Chaudhuri, co-founder of Instazen.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Here is the first article in this series where we talk about why maximizing profit potential should be the topmost priority of IT services companies.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Challenges faced by IT services companies today :\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Before we talk about the importance of net margins, it is important to understand challenges of the present and the near future. As our study indicates, when an IT services company achieves its full profit potential, it can tackle these challenges in a far better way.\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"Increasing cost to hire:\"\n      }), \" Finding and retaining talent is becoming challenging. Even growing, well known and highly recognized companies are finding it hard to get the talent that they need.\"]\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,Iurv7Dmg5ZD4JnFkHoKlyxa6gQ8.png\",\n      \"data-framer-height\": \"603\",\n      \"data-framer-width\": \"1107\",\n      height: \"301\",\n      src: new URL(\"https://framerusercontent.com/images/Iurv7Dmg5ZD4JnFkHoKlyxa6gQ8.png\").href,\n      style: {\n        aspectRatio: \"1107 / 603\"\n      },\n      width: \"553\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Securing and retaining talent is one of the biggest challenges that IT services companies face today\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"Increasing competition:\"\n      }), \" What was once a \u2018deep blue sea\u2019 has now started becoming a red sea. Increasing competition might not be sensed as a challenge today but in a few years, it will definitely be a point of concern.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"Barriers to scale up:\"\n      }), \" Unknowingly, what gets company till point A becomes a hindrance which prevents them from moving to point B. Systems, processes, tools which helped you get where you are will not necessarily take you to your next milestone; on other hand, they might prevent you from scaling up further. Getting rid of these barriers and finding the mechanisms that will help grow further is a big challenge that IT services companies face today.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"Volatility:\"\n      }), \" No one wants to see their pipeline dry suddenly due to volatility in the market. We are going through uncertain times and seems like this uncertainty is the only certain thing only for next few years. Withstanding a few cycles of rough weather can be a big challenge for IT services companies who are not well prepared.\"]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The list can grow much longer but that\u2019s not the point. The point is to sail ahead of these challenges.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Why net margins are very crucial for IT services companies?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"As we discussed earlier in this article, profitability is not just a number. It is the biggest advantage any company could have over its competition. Consider following pointers as against the challenges we discussed earlier :\"\n    }), /*#__PURE__*/_jsxs(\"ul\", {\n      children: [/*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: \"Being profitable allows you to attract the best talent by paying them well and creating better work culture.\"\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: \"Having more profits enables you to get equipped with better tools and processes which can help the organization deliver on time and win trust of its customers. Happy customers are very unlikely to leave; rather they might be wiling to pay a premium to stay.\"\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: \"Higher profitability over years means that the organization is weather proof and can sail through rough weather comfortably.\"\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: \"Increased profitability is an indicator of harmony within the organization. As the organization moves towards profitability, the processes become leaner and firefighting is eliminated. This dress up the time of leadership to focus on growth.\"\n        })\n      })]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [\"We hope you find this article helpful. Instazen believes that at the heart of a harmonious society is a successful enterprise. Please feel free to get in touch with me at \", /*#__PURE__*/_jsx(Link, {\n        href: \"mailto:abhijit.rao@instazen.com\",\n        openInNewTab: true,\n        smoothScroll: false,\n        children: /*#__PURE__*/_jsx(\"a\", {\n          children: \"abhijit.rao@instazen.com\"\n        })\n      }), \" to know more about increasing the profitability of your IT services company. I hope you will stay tuned for our next story!\"]\n    })]\n  }),\n  nrLVDlF6J: \"2023-03-11T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"\",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/BPV6FUrdbTvy72TWQN4kFz9MuUY.webp\").href\n  },\n  eLmQrnIKq: \"Is the financial performance of your IT services company optimum?\",\n  fKLfOHTWS: \"JI6I6oGIu\",\n  id: \"TkmbGq1en\",\n  kFQykwESe: \"is-the-financial-performance-of-your-it-services-company-optimum\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"em\", {\n        children: \"This article is the 2nd among the series of 4 articles aimed at helping IT services companies increase their profitability.\"\n      })\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"For an IT services company, or for any business, the bigger picture is always the financial performance. No matter how much efforts are put in serving the clients, it is worth the effort only if the financial outcome is optimum. Better financial performance translates into multiple advantages - from more resilience to increased valuation.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Every CEO or founder of an IT services company worth his salt will know finances in and out. But these parameters are often neglected in the grunt of day-to-day battles. The intention behind re-iterating these common sense points is to again draw your attention to them and to urge you to always have an eye on them no matter what.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"This is the second article on our series of four articles. In my last article, I spoke about why attaining the maximum profit potential is critical for IT services companies in today\u2019s times. In this article, I will talk about how IT services companies can optimize their financial performance.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"How much profit is \u2018enough\u2019?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The ultimate indicator of any company\u2019s financial performance is its profitability. The profitability is measured in terms of PAT - the profit after tax. We can get a fair idea of financial performance of any company if we know the PAT figure. Most of the IT services companies are generally net positive. Some companies register a PAT of 7-8% and are happy with it while there are some companies that have PAT as high as 20% and still trying to improve it. The question is - how do we define what is optimum PAT for an IT services company?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Answering this question is tricky because every company differs from the others on parameters like services they offer, scale on which they operate, clientele etc. As companies grow bigger, maintaining profitability becomes difficult as the complexity of the business increases.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Whenever a founder or a CEO of an IT services company asks this question to me, I give them the example of TCS. TCS is probably as big and complex as things can be and still, they make 20% PAT consistently, every year. While there is no defined optimum PAT number, one can always look at the best and aspire to attain that.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"How can IT services companies optimize their financial performance?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"As we discussed earlier, we can take PAT as the indicator of financial performance. PAT is calculated as :\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"strong\", {\n        children: \"PAT = Revenue \u2013 Operating Expenses \u2013 SG&A \u2013 Finance Cost - Taxes\"\n      })\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The most direct way of increasing profitability is increasing revenue and minimizing the operating expenses. By increasing its revenue and bringing down the operating expenses, it is possible for the IT services companies to improve their financial performance.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \" How can IT services companies improve their revenues?\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"a. Better sales process and conversion :\"\n      }), \" A company can increase its revenue substantially by optimizing its sales and conversion process. The sales process comprises of a large number of steps and at each step, leads drop out. Optimizing the entire sales process and minimizing losses at each step is crucial to increase the revenue.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"b. Excellent delivery :\"\n      }), \" If a company has a highly efficient delivery team, it will be able to handle more projects and thus generate more revenue. Often, delivery teams operate at low efficiencies and as a result, the organization is not able to reach its full revenue potential.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"c. Minimize revenue losses :\"\n      }), \" Imagine you have a project at hand but no team or bandwidth to deliver it. In such cases, the company will have to pass that project which leads to lost revenue. If the hiring team has clear visibility into the near future requirement and are able to hire in time, revenue losses can be minimized. Attrition also contributes to revenue losses and can be tackled with better pay, work culture, and growth opportunities.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"d. Revenue leakages :\"\n      }), \" Factors like leaves and unfilled or non-billable timesheets lead to revenue leakages. Revenue leakages might look small in size but add up to make a big impact on the financial performance of the organization. Revenue leakages happen at multiple sources and in small quantities and hence, putting a check on them becomes difficult.\"]\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"How IT services companies can bring down their operating expenses?\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"a. Optimizing project pyramids :\"\n      }), \" Optimized project pyramids mean you have correct team structure for your projects. Unbalanced project pyramids lead to higher expenses than required. A look at project pyramid can tell you where you are overspending and by optimizing the pyramid, you can immediately bring down that expense.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"b. Attrition and cost of replacement :\"\n      }), \" Attrition significantly increases the expenses of any IT services company. Finding, on-boarding and training new recruits and bringing them to a stage where they perform as expected have costs associated with them. Often, attrition leads to hiring people at above the market price and increases the expenses substantially.\"]\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,rYXnXUVEqherMMu5qb2j256LhV4.png\",\n      \"data-framer-height\": \"738\",\n      \"data-framer-width\": \"818\",\n      height: \"369\",\n      src: new URL(\"https://framerusercontent.com/images/rYXnXUVEqherMMu5qb2j256LhV4.png\").href,\n      style: {\n        aspectRatio: \"818 / 738\"\n      },\n      width: \"409\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"c. Bench optimization :\"\n      }), \" It is impossible to completely eliminate the bench but companies can certainly optimize their bench to minimize its impact on the financial performance. By looking at bench pyramid, companies can improve resource utilization, avoid hiring in excess or identify upscaling opportunities for better resource utilization. Visibility into the sales pipeline is important for bench optimization.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"d. In-house growth vs. lateral hires :\"\n      }), \" Lateral hiring increases expenses significantly. Training and grooming talent in-house is cost effective and gives better results.\"]\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,Val5MS9fsfh8fCS8FX9BXQdTgag.png\",\n      \"data-framer-height\": \"728\",\n      \"data-framer-width\": \"859\",\n      height: \"364\",\n      src: new URL(\"https://framerusercontent.com/images/Val5MS9fsfh8fCS8FX9BXQdTgag.png\").href,\n      style: {\n        aspectRatio: \"859 / 728\"\n      },\n      width: \"429\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Summary\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Increasing revenues and minimizing operational costs are two essential steps to optimize the financial performance of any IT services company. There are a number of best practices that companies will need to follow to accomplish these two tasks. At Instazen, we have developed a business operating platform which helps IT companies improve their profitability by helping them address these issues. Please get in touch with me at abhijit.rao@instazen.com to know more about improving the financial performance of your organization\"\n    })]\n  }),\n  nrLVDlF6J: \"2023-03-09T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"\",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/lZF0ZxZ6gfR8efOHjLuyBtyeg.webp\").href\n  },\n  eLmQrnIKq: \"Lead Indicators Vs. Lag Indicators\",\n  fKLfOHTWS: \"f34dUI0Bz\",\n  id: \"ZJSmUNO4r\",\n  kFQykwESe: \"lead-indicators-vs-lag-indicators\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"p\", {\n      children: \"IT services companies deploy their own reporting mechanisms to track costs, profitability, attrition and other relevant parameters. More often than not, these parameters are tracked in retrospect. For instance, we come to know the profitability of a project only after the project is completed. While this indicator is still a useful indicator, it cannot help you undo the damage that has been done. Typically, these indicators are called \u2018lag indicators\u2019. To put it simply, the indicator comes after the action has been done; not before or even when it is being done.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Almost all parameters that we track and monitor are lag indicators. Monthly and quarterly reviews are nothing but discussions based on lag indicators. We capture and analyze our expenses, revenues losses, revenue leakages as lag indicators.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Now let consider the example of fuel indicator of a car. The fuel indicator tells you the fuel level realtime. If we look at the fuel indicator of today\u2019s car, they show realtime mileage based on how aggressively the driver is driving. The fuel indicator tells driver how her driving style is going to affect the mileage. This is an example of a lead indicator. A lead indicator can anchor you to change your actions to attain favorable results. Another real world example of a lead indicator is the score card of a cricket match. The scorecard has value because it gets updated as you go on playing. You can use its data to change your strategy.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"If we stretch this analogy to an IT services company, imagine a project leader who wants to put together a team for a project. If the project leader has access to lead indicators, she can find out what will be the profit margins for that project with that particular team. He or she can optimize the team further to achieve maximum profitability.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Sounds exciting? Let\u2019s see how lead indicators from Instazen help IT services companies under different scenarios.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Optimizing project pyramid :\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"A project pyramid is the most logical way of putting together a team that maximizes the project profitability. Yet, most of the times, project managers find it difficult to put together optimum teams. Instazen has a draft project simulation utility using which project managers can simulate a project team. Instazen automatically generates a project pyramid and tells you the project profitability with that particular team.\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,HZTnMB8WgRtN8giMpW8O9V4Gam8.png\",\n      \"data-framer-height\": \"443\",\n      \"data-framer-width\": \"964\",\n      height: \"221\",\n      src: new URL(\"https://framerusercontent.com/images/HZTnMB8WgRtN8giMpW8O9V4Gam8.png\").href,\n      style: {\n        aspectRatio: \"964 / 443\"\n      },\n      width: \"482\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"All of this can be done even before the project is actually received. The moment you receive the project order, on a single click, the simulated project can be converted into a live project. This example demonstrates the power of lead indicators. Let us consider one more example.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Project profitability :\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"As we discussed earlier, project profitability is normally calculated after the project is completed. There are a number of factors that affect the overall profitability - revenue leakages, unaccounted costs etc. All of these factors are also generally looked at in a retrospect. Instazen allows you to track profitability realtime. You can also see which factors are making dent in the profitability when the project is on-going and course correct.\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,i4JqF7Vg4RCf8nuChuSqZu6tw4.png\",\n      \"data-framer-height\": \"469\",\n      \"data-framer-width\": \"894\",\n      height: \"234\",\n      src: new URL(\"https://framerusercontent.com/images/i4JqF7Vg4RCf8nuChuSqZu6tw4.png\").href,\n      style: {\n        aspectRatio: \"894 / 469\"\n      },\n      width: \"447\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Here is the third and very relatable example of a lead indicator:\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Leave Management :\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Normally, when a project manager gets a request to accept or reject a leave, he or she would purely do it without any concrete logic. The project manager will generally have no idea how approving that leave request is going to affect the net margins or project timelines. With Instazen, when a leave request is received, the project manager can actually see how the revenue and hence profitability will change if that request is approved. This kind of visibility helps to arrive at the right decision.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"When lead indicators are available, one should just stop relying on lag indicators! Reach out to us to know more about how lead indicators can help you boost your net margins.\"\n    })]\n  }),\n  nrLVDlF6J: \"2023-03-18T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"\",\n  eLmQrnIKq: \"How being profitable helps IT companies sail ahead of attrition\",\n  fKLfOHTWS: \"Pvwwq79PI\",\n  id: \"pH96CCDLe\",\n  kFQykwESe: \"how-being-profitable-helps-it-companies-sail-ahead-of-attrition\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"p\", {\n      children: \"IT industry\u2019s tussle with attrition is not new. Retaining talent has always been a tough job. While the problem exists for a long time, over the years, there are strong signals of it getting aggravated. As per data collected by LinkedIn from half a billion professionals, the attrition rates are highest in the IT industry at 13.2%. While these are averaged figures, the actual numbers vary widely for different organizations. In India, as per Business Standard, the attrition rate in the IT industry exceeded 25% for FY22. The problem is expected to get complicated further in the future. There are multiple factors that contribute to attrition.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"If you look at surveys and data churned out by researchers, they will blame it on factors like lack of growth opportunities, toxic work culture, work overload, availability of plenty of better paying opportunities etc. I feel all these factors are actually an outcome of a single underlying factor - declining profitability. Well, that might sound like a very bold statement but if we scratch a bit and look under the surface, it makes complete sense.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"To begin with, let us make a list of all the commonly accepted factors contributing to attrition. The list will look somewhat like this :\"\n    }), /*#__PURE__*/_jsxs(\"ol\", {\n      style: {\n        \"--framer-text-alignment\": \"start\",\n        \"--framer-text-color\": \"rgb(0, 0, 0)\",\n        \"--framer-text-transform\": \"none\"\n      },\n      children: [/*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        style: {\n          \"--framer-line-height\": \"1.5em\",\n          \"--framer-text-alignment\": \"left\"\n        },\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: /*#__PURE__*/_jsx(\"strong\", {\n            children: \"Work overload\"\n          })\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        style: {\n          \"--framer-line-height\": \"1.5em\",\n          \"--framer-text-alignment\": \"left\"\n        },\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: /*#__PURE__*/_jsx(\"strong\", {\n            children: \"Higher paying opportunities\"\n          })\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        style: {\n          \"--framer-line-height\": \"1.5em\",\n          \"--framer-text-alignment\": \"left\"\n        },\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: /*#__PURE__*/_jsx(\"strong\", {\n            children: \"Lack of a clear growth path\"\n          })\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        style: {\n          \"--framer-line-height\": \"1.5em\",\n          \"--framer-text-alignment\": \"left\"\n        },\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: /*#__PURE__*/_jsx(\"strong\", {\n            children: \"Lack of healthy work culture\"\n          })\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        style: {\n          \"--framer-line-height\": \"1.5em\",\n          \"--framer-text-alignment\": \"left\"\n        },\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: /*#__PURE__*/_jsx(\"strong\", {\n            children: \"Lack of training and learning\"\n          })\n        })\n      })]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"While these factors are very different and appear disconnected at the surface, almost each of them can be eased out if the company can make some extra profit. Let\u2019s go point by point.\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"1. Work overload:\"\n      }), \" Probably work load is the attrition factor that is very closely linked with the profitability. When a company is less profitable, hiring enough resources is always a challenge. This leads to limited resources being utilized on multiple projects. If a company is profitable, it can always hire the required talent to ensure that the projects teams are not burdened with excess of work.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"2. Higher paying opportunities:\"\n      }), \" The IT services industry if growing constantly at a high rate. While the number of colleges offering IT related skills has gone up, finding talented human resource is a challenge. This leads to more profitable or cash rich companies offering more lucrative figures to the talent. This in a way highlights the very close connection between being profitable and being able to retain the best talent. As the demand for talent becomes even more fierce, IT companies will have to find ways to remain profitable so that they can afford the best talent.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"3. Lack of clear growth path:\"\n      }), \" A large number of young and talented individuals are choosing IT as their career path because they see enormous growth potential in this industry. When a resource in unsure about its growth path in the organization, he or she will start looking for another employer who will offer that clarity and opportunity. Hiring talent is one part of the game but ensuring that everyone gets to grow as per their ambitions is even more challenging. This also indicated that fast growing organizations are better at retaining talent. It is not just a coincidence that most of the fast-growing companies are also the most profitable companies. To grow, companies have to experiment a lot. They have to try out new product ideas and venture on paths lesser known. Only profit rich companies can manage to grow at such a pace in the competitive industry.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"4. Lack of a healthy work culture: \"\n      }), \"Culture is of no use when it\u2019s only on the paper. Even though each and every company has a culture written, following it in day-to-day functioning is something very few manage to do. Even though work culture and profitability seem like to unrelated parameters, there is some interconnection. First and foremost, resource crunch always leads to poor work culture. It pushes people into a mode of panic which leads to unrealistic expectations from other team members.\"]\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,wTpSuOAmqpl0zmmBNNNBUmN1asg.png\",\n      \"data-framer-height\": \"994\",\n      \"data-framer-width\": \"1042\",\n      height: \"497\",\n      src: new URL(\"https://framerusercontent.com/images/wTpSuOAmqpl0zmmBNNNBUmN1asg.png\").href,\n      style: {\n        aspectRatio: \"1042 / 994\"\n      },\n      width: \"521\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"When a company is profitable, it can invest a good amount of money in deploying various mechanisms to foster the organizational culture. One more point - culture always has to be followed from the top. CEO, various department leaders are usually the drivers of the culture. They can take out time to ensure that culture is being followed only when their core challenges - profitability, optimum team performance etc. are taken care of.\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"5. Lack of learning and training opportunities:\"\n      }), \" Young talent looks at investment in their talent as investment in their future and growth. They always look forward to work opportunities that allow them to grow in their core or allied skills.\"]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"There are two factors that hinder their learning opportunities: work overload and lack of investment of resources from the company\u2019s side. As we saw earlier, work overload is directly linked to the low profitability of the company. For a company to invest in the learnings or their employees, it has to have a decent learning and training budgets which is again possible only for profitable companies.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The more connect the dots, the more it becomes clear that being profitable can be the best solution to tackle the increasing attrition. At Instazen, we have a solution that directly impacts your profitability. Get in touch with me to know more.\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,Val5MS9fsfh8fCS8FX9BXQdTgag.png\",\n      \"data-framer-height\": \"728\",\n      \"data-framer-width\": \"859\",\n      height: \"364\",\n      src: new URL(\"https://framerusercontent.com/images/Val5MS9fsfh8fCS8FX9BXQdTgag.png\").href,\n      style: {\n        aspectRatio: \"859 / 728\"\n      },\n      width: \"429\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"There are two factors that hinder their learning opportunities: work overload and lack of investment of resources from the company\u2019s side. As we saw earlier, work overload is directly linked to the low profitability of the company. For a company to invest in the learnings or their employees, it has to have a decent learning and training budgets which is again possible only for profitable companies.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The more connect the dots, the more it becomes clear that being profitable can be the best solution to tackle the increasing attrition. At Instazen, we have a solution that directly impacts your profitability. Get in touch with me to know more.\"\n    })]\n  }),\n  nrLVDlF6J: \"2023-03-01T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"\",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/pkpeIMbtjwVEC5Owxdct5s4l1Q.jpg?scale-down-to=4096\").href,\n    srcSet: `${new URL(\"https://framerusercontent.com/images/pkpeIMbtjwVEC5Owxdct5s4l1Q.jpg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/pkpeIMbtjwVEC5Owxdct5s4l1Q.jpg?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/pkpeIMbtjwVEC5Owxdct5s4l1Q.jpg?scale-down-to=2048\").href} 2048w, ${new URL(\"https://framerusercontent.com/images/pkpeIMbtjwVEC5Owxdct5s4l1Q.jpg?scale-down-to=4096\").href} 4096w, ${new URL(\"https://framerusercontent.com/images/pkpeIMbtjwVEC5Owxdct5s4l1Q.jpg\").href} 4979w`\n  },\n  eLmQrnIKq: \"From firefighting to growth driving How CEOs can achieve their full potential.\",\n  fKLfOHTWS: \"f34dUI0Bz\",\n  id: \"ijNxe2tfe\",\n  kFQykwESe: \"from-firefighting-to-growth-driving-how-ceos-can-achieve-their-full-potential\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"p\", {\n      children: \"The unwavering focus of the pilot of a plane is required in the cockpit. She cannot be pulled out of her hot seat to pacify a passenger or help the steward serve. That could pose a serious threat to the very existance of the aircraft.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The role of CEO in an IT services company is no less than that of a pilot. What altitude of growth the company hits depends on the vision, involvement and vigor of the CEO. And yet, in most IT services companies, more often than not the CEO is found to be missing from her cockpit and firefighting issues in the aisle. These day to day battles take away the focus from the CEO\u2019s primary job of being the growth driver and bringing prosperity and harmony to the organization. Keep reading to know more about how operational inefficiencies and firefighting prevent CEOs of IT services companies from doing their primary job well.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"How does a CEO contribute to the organization?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The CEO of any IT services company has a tough job - she is responsible not only for the present performance of the organization but also for crafting its future. The CEO adds value in numerous ways:\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Providing strategic direction: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"A company cannot survive on autopilot in this every changing world - it needs consistent strategic direction and guidance to succeed. The CEO, like a seasoned captain of a ship, comes with wisdom gained over years of sailing rough seas. She has a comprehensive understanding of the current landscape as well as an idea of what the future may hold. She knows the very pulse of the organisation. Her strategic guidance carries immense value and helps the organization move forward as a force.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Frictionless functioning: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"One of the key responsibilities of a CEO is ensuring the frictionless functioning of the organization. She has to identify the bottlenecks and constrains and work actively to eliminate them. Once in a while she has to intervene into escalations to resolve them.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Generating business: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"In IT service companies, the CEO is also the engine that drives business genera- tion. A CEO can expedite the sales cycle putting to use her effective selling skills, and deep knowledge of the offering. She can give confidence to the customer by answering the questions and concerns that are hindering them from making the decision. The CEO should be spending a good deal of time generating business for the organization.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Enabling the future growth:\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"A CEO has to continuously assess the risks posed by changing markets. This may lead to evaluation of the current offerings and research initiatives to explore new ones. A CEO also forges partnerships and alliances and decides which domains to invest in to ensure value generation in the future. The CEO has to watch financial health of the organization and ensure that they are ready to deal with the future.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Driving culture throughout the organization: A CEO embodies the values of the organizational and its culture. She is the biggest mascot of the organization. She is responsible for mentoring and inspiring the entire leadership team and the next generation to strengthen and nurture this culture. Innovation, character development, operational effieciency can thrive in an ethical and harmonious organisation. This requires consistant, long term focus and efforts and the CEO is the torch bearer.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Firefighting: How do CEOs get dragged into it?\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Failure of internal delivery mechanisms: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"For every IT services company their delivery teams are the core of their business. This is where the revenue is generated. The delivery teams are expected to perform optimally, but often, things drift away from that expectation. Sudden resignations of team members might put the project off the timelines. A faulty team configuration may risk successful delivery of the project. Unmanaged leaves and expenses may risk project profitability. Unexpected problems during delivery may leave the client unhappy and wanting to escalate the situation. Every time a failure like this takes place, CEO has to step in to intervene.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Lack of visibility leading to urgencies: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"We all know that a stitch in time saves nine; unfortunately, most of the IT services companies lack a dashboard where they can identify where these stitches are needed. This opacity leads to simple issues getting overlooked and ultimately piling up to form some critical urgency. When a situation like this arises, the CEO has to take charge.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"How to ensure that CEO does not get dragged into fire fighting?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The CEO is the most valuable asset of any organization. When a CEO gets deviated from her core job, the losses - both tangible and intangible, are huge. Here are a few best practices and guidelines to ensure that the CEOs remain focused on their core responsibilities :\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Clear decision making power to leaders of various departments: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"If the issues get resolved at the department level, CEOs will not be required to put their time and energy into them.  \"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,Su8SyndYE3mLAkxem3t0nOqLWsA.png?preferredSize=auto\",\n      \"data-framer-height\": \"795\",\n      \"data-framer-width\": \"1169\",\n      height: \"397\",\n      src: new URL(\"https://framerusercontent.com/images/Su8SyndYE3mLAkxem3t0nOqLWsA.png\").href,\n      style: {\n        aspectRatio: \"1169 / 795\"\n      },\n      width: \"584\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Unfortunately, in quite a few organizations, the line of decision making is not well defined. This makes a room for inaction or procrastination. When things reach a level of threshold, the CEO has to jump in. Setting up a clear line of decision making and accountability and giving the required authority to various leaders can help CEOs save their time.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Functioning optimally: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"As the zen proverb goes, when the shoe fits, the foot is forgotten. In same way, when various departments within the organization start working optimally, the CEO is actually forgotten from the routine stuff. If departments are empowered to function optimally, a lot of CEO\u2019s time will be saved.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Maintain Profitability : \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"At the end, everything boils down to the one non-negotiable factor - profitability. In IT services companies, not having a visibility into the project profitability in realtime can lead to surprises. Many-a-times it takes a long time to figure out that the profit margins in your heads are different from the actual profit margins. At such point, CEO has to actually leave everything and work towards bringing back profitability. If delivery, finance, RMG and other team leaders are equipped with tools to show them the profitability as they act, the biggest factor consuming the time of the CEO will simply disappear.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"CEO as the growth driver!\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"When your CEO starts getting more time to spend in the cockpit, improvements can be seen on multiple fronts. When CEOs work as growth drivers as against firefighters, following positive changes will start happening :\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Providing clear vision and leadership: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The CEO will be able to provide clear vision to respective team leaders and guide them towards excellence. When CEO gets time, everyone under her is aligned towards growth and excellence.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Make organization resilient: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Resilience is essential for survival today. Even well functioning companies can struggle for their survival if they are not resilient to sudden changes. When CEOs are spared from the firefighting, they can put in place a blueprint to bring in the resilience.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Making organization future proof : \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"What is working well today, might not tomorrow. Future is always unpredictable and a considerable resources of the organization are utilized towards making it future-proof. This will call for developing new products, carrying out multiple research and development projects etc. A CEO needs to have complete visibility, insights and market understanding to make organization future proof. This can happen only when they have time!\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"Building future leadership: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"An organization does not only need future products. It also needs future leaders who can take the legacy further ahead. Most of the CEOs find building future leadership as one of the most difficult responsibilities. When CEOs are not firefighting, they can think through the future trajectory of the organization, identify future leaders and groom them.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Summary:\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"It is actually impossible to quantify the value addition by CEOs to their organizations. The most expensive resource should be used the most judiciously. Are you a CEO who would like to shift to being a growth leader from a firefighter? Get in touch with me; we have something you might find very useful.\"\n    })]\n  }),\n  nrLVDlF6J: \"2023-03-22T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"\",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/nh3zxAVnB6dDGGke3cpg1MgOUFk.webp\").href\n  },\n  eLmQrnIKq: \"Are you giving your profitability the due attention it deserves?\",\n  fKLfOHTWS: \"Pvwwq79PI\",\n  id: \"H1rBYa47Q\",\n  kFQykwESe: \"are-you-giving-your-profitability-the-due-attention-it-deserves\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"h2\", {\n      children: \"Introduction\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Ask any business leader what is the ultimate expectation that they have from their business. Undoubtedly, all of them expect their business to be profitable. Getting new business and catering to it makes sense only when it is profitable. For the IT services industry, profitability is something more than just an outcome. It is like their breath. You can survive only if you are profitable. That being said, often in the firefighting and the daily rush of the things, profitability goes to the backseat. Individual tasks and deliverables become more important and profitability goes out of sight. In this article, I will be answering some key questions about profitability: Why do companies lose track of their profitability, why remaining profitable is important, and finally, how they can be a profit driven organization.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Why do companies lose track of their profitability?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"strong\", {\n        children: \"They don\u2019t see it all the time\"\n      })\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"What we don\u2019t see, we cannot move. If people are not reminded of the goal constantly, they tend to forget it. In IT services companies, everyone knows that profitability is important but they don\u2019t get to see how much profitable they are at any instant.\"\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,nh3zxAVnB6dDGGke3cpg1MgOUFk.webp\",\n      \"data-framer-height\": \"477\",\n      \"data-framer-width\": \"1091\",\n      height: \"238\",\n      src: new URL(\"https://framerusercontent.com/images/nh3zxAVnB6dDGGke3cpg1MgOUFk.webp\").href,\n      style: {\n        aspectRatio: \"1091 / 477\"\n      },\n      width: \"545\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"What we don\u2019t see, we cannot move.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"This leads to actions and decisions that keep hampering profitability finally leading to what I call the death by a thousand cuts.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"They don\u2019t fully understand all the factors that affect profitability\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Profitability is like a feather floating in the sky. There are so many factors that can drift it away one way or the other. Your terms of delivery, leave management, efficiency of hiring process, attrition, incomplete timesheets, unlogged expenses\u2026 the list actually is quite big. When the individual decision makers in the company take a decision, they do not know how it affects the profitability of the project. This lack of full understanding blurs the line between actions and their impact on profitability.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Lack of leading indicators\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"When do we generally come to know that a project was delivered at profit margins much below the expected number? Most of the times, it will be weeks or months after the project has been completed. This happens because we depend on lag indicators like post project reviews etc. for measuring profitability. A lead indicator gives you real-time figures. Most of the IT services companies do not have such a lead indictor to monitor and highlight profitability as the project progresses. This leads to profitability getting literally forgotten by the teams.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Why remaining profitable is important?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Profitability helps a company in many ways; more ways than we can imagine. Here are some key benefits of remaining profitable:\"\n    }), /*#__PURE__*/_jsxs(\"ul\", {\n      children: [/*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Securing best talent:\"\n          }), \" Talent costs are increasing. The acute attrition rates that IT industry is witnessing is a testimony to ample of opportunities out in the market. Only profitable companies can attract and retain the best talent.\"]\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Resilience during tough times:\"\n          }), \" Being profit rich brings with it resilience. Is your company prepared to digest a quarter of low business? Or what if your major client shuts their business down due to some unavoidable circumstances? Being profitable gives you the required cushion to sustain such months of winter.\"]\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Budgets for expanding operations:\"\n          }), \" The present market volatility is forcing companies to expand their operations to avoid dependency on a single client or market. This kind of expansion is possible only when companies have profits to fund it.\"]\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Budgets for research and new product development:\"\n          }), \" Technological disruptions have made lifecycles of products short and unpredictable. Companies need to investing in research to come up with new solutions. Needless to say, unless a company is profitable, such resource heavy projects are like a dream for it.\"]\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Increasing the valuation:\"\n          }), \" Many times, the goal of the founders is to achieve a lucrative valuation and looking for getting acquired. Interestingly, your profitability greatly impacts your valuation.\"]\n        })\n      })]\n    }), /*#__PURE__*/_jsx(\"img\", {\n      alt: \"\",\n      className: \"framer-image\",\n      \"data-framer-asset\": \"data:framer/asset-reference,LrhyGDq6qF7iS9wQKsRkuAQG4.png\",\n      \"data-framer-height\": \"773\",\n      \"data-framer-width\": \"1075\",\n      height: \"386\",\n      src: new URL(\"https://framerusercontent.com/images/LrhyGDq6qF7iS9wQKsRkuAQG4.png\").href,\n      style: {\n        aspectRatio: \"1075 / 773\"\n      },\n      width: \"537\"\n    }), /*#__PURE__*/_jsx(\"ul\", {\n      children: /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsx(\"p\", {\n          children: \"Especially post the pandemic, companies looking to acquire are very much concerned about the profitability as against the valuation. Even a small change in EBITDA has huge impact on the valuation.\"\n        })\n      })\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"How to monitor the profitability?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The earlier part of my article highlights how profitability actually equals the very survival and growth of a company. The more important question is, how to monitor profitability? Here are some factors to consider while monitoring the profitability:\"\n    }), /*#__PURE__*/_jsxs(\"ul\", {\n      children: [/*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Monitor real-time:\"\n          }), \" As we discussed before, lag indicators do no good. Profitability has to be monitored real-time and for that, you need lead indicators. To be even more precise, lead indicators will tell you how an action will affect the profitability even before you act!\"]\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Multiple factors affecting profitability need to be brought together:\"\n          }), \" As we saw earlier, actions from various persons from seemingly unconnected departments affect the project profitability. Once has to bring together all these factors to create an all-encompassing dashboard.\"]\n        })\n      }), /*#__PURE__*/_jsx(\"li\", {\n        \"data-preset-tag\": \"p\",\n        children: /*#__PURE__*/_jsxs(\"p\", {\n          children: [/*#__PURE__*/_jsx(\"strong\", {\n            children: \"Profitability has to be linked with decisions and actions:\"\n          }), \" If a hiring manager can see that hiring a particular candidate at a particular salary can make a dent in the profitability, she will think for minute and at least try to find some other way out. But what if she cannot see this impact in the first place? This disconnect between actions and profitability should be addressed.\"]\n        })\n      })]\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"What to do?\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Instazen solves this exact problem. It brings together all the factors that affect profitability. It enables team leaders to act based on full visibility and information about how their decisions are going to affect the overall profitability of the project. Drop me a one liner and we can discuss more!\"\n    })]\n  }),\n  nrLVDlF6J: \"2023-01-12T00:00:00.000Z\"\n}, {\n  BHK9ztmwC: \"\",\n  BmpN_rEDn: {\n    alt: \"\",\n    src: new URL(\"https://framerusercontent.com/images/8PE8rp92bDvUBJ2GqydVeUdfG10.webp\").href\n  },\n  eLmQrnIKq: \"Zensoft Increases Its Profitability Through Data-driven Decisions & Resource Utilization\",\n  fKLfOHTWS: \"LVmrtCzQj\",\n  id: \"x3ENyf5iK\",\n  kFQykwESe: \"zensoft-increases-its-profitability-through-data-driven-decisions-and-resource-utilization\",\n  ku7zip8k9: /*#__PURE__*/_jsxs(React.Fragment, {\n    children: [/*#__PURE__*/_jsx(\"h2\", {\n      children: \"The Company\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Founded in 2015 to empower the testing community, Zensoft is an independent software testing company that aims to challenge the status quo and consistently deliver ahead of deadlines. Their focus is squarely on ROI through Test Automation, but more importantly, on ROI, which is sustainable.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Challenges  \"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"1. Optimizing Resource Utilization:\"\n      }), \" As a Test Automation services provider, Zensoft's most valuable assets were its testing professionals. While Zensoft was doing well as an organization and gearing up to multifold its growth. The top management wanted to have in place systems and processes that would enable scale without losing efficiency and profitability. They realized that optimizing resource utilization was critical to increasing the profitability and competitive advantage. Maximizing billable hours, managing bench resources, minimizing revenue leakages and losses and preventing attrition were some of the top priorities.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \" 2. Lack of a Single Source of Truth:\"\n      }), \" In the early days of its inception, Zensoft managed all its data on a set of Excel sheets. These sheets carried all project-related details such as resource allocation, budgets, costs, and net profit margins. But as the company scaled and its customers grew, it became difficult to manage everything with just a set of documents.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [\" \", /*#__PURE__*/_jsx(\"strong\", {\n        children: \"3. Data Silos Leading to Incoherencies:\"\n      }), \" Various functions such as Delivery, Projects, Talent Acquisition, Finance, and HR managed their own data in their own set of spreadsheets. These were manually updated, usually only when necessary, and email copies were used to relay updates. This resulted in a lot of versions floating around, causing delays and errors in communication. Manual updates also introduced human errors and subjectivity to these sheets, leading to conflicting interpretations of the data, and lack of a clear definition of success. Some functions started using some specialized tools to solve their own problems. But the absence of a central repository of data and a single integrated source of truth led to organizational silos and prevented the teams from working effectively together. All this factors pulled down the company's bottom line.\"]\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: /*#__PURE__*/_jsx(\"strong\", {\n        children: \"4. Loss of Visibility on the Net Margins:\"\n      })\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: '  \"While there were multiple processes & tools to collate various data, they only made it more difficult to solve a problem holistically. We had to make sense of the project\\'s net margins in parts. For example, if one wanted to maximize profitability by utilizing bench resources, they would not know where to procure the leave data to act on revenue leakage.\" - Ameya Naik, Delivery Lead.'\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"For Ameya, managing optimal project profitability was a significant challenge. The absence of a collective databased overview prevented him from keeping track of several lead indicators that affected net margins. These indicators were the bench size, team structure, leave data, expected net project margins, and timesheet updates.\"\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"5. Hiring Delays:\"\n      }), \" Poor visibility into the sales pipelines and existing resource utilization increased the burden on the talent acquisition team. Attrition added to the severity of the problem. Hiring delays sometimes affected the project delivery and pushed the projects off the timelines. Client satisfaction was always a top priority for Zensoft and a quick cognizance of the issue was taken by the leaders.\"]\n    }), /*#__PURE__*/_jsxs(\"p\", {\n      children: [/*#__PURE__*/_jsx(\"strong\", {\n        children: \"6. Frequent Firefighting Distracted the Top Management:\"\n      }), \" Company's leadership got dragged into issues arising out of challenges mentioned above. The leadership team firmly believed that they need to focus on the growth of the organizations and strategic decision making rather than getting involved in firefighting. They started searching for a holistic solution which could single handedly address these issues.\"]\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"The Solution Instazen: A Single Source of Truth\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Zensoft tried using multiple tools and solutions to get rid of the issues mentioned above. Soon, they realized that what they needed was a holistic solution and not just standalone tools. Standalone tools added to the silos as against eliminating them. Further, these tools were hard to use and user adoption was low.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The story changed for Zensoft when they decided to implement Instazen business operating platform. Zensoft decided to give Instazen a try because they loved its simplicity and the connectedness of all modules which made it truly a \u2018single source of truth\u2019. Instazen also offered a proven knowledge framework, a set of advanced tools and various lead indicators to safeguard profit margins. Zensoft also felt that Instazen could enable its various functions - Sales, Finance, Delivery, Talent Acquisition, HR, and Operations to work closely together.\"\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"The Benefits\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"1. Increased Operational Efficiency: \"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Instazen made Zensoft\u2019s operations efficient by making data required by every decision maker available to them on a click. Instazen was able to cut down delays significantly \u2013 by up to 30% - which gave an instant boost to the operational efficiency.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: '  \"Meeting our objectives was the greatest challenge. Our efficiencies were affected because we often looked for information in the wrong places. There were no streamlined data, and we had to extract them from multiple sources at the cost of accuracy. With Instazen, things are only a click away, and processes are automated. I no longer worry about getting the data wrong.\" - Abhijet Avate, Chief Operating Officer.'\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"2. Optimized Resource Utilization:\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The powerful resource management features gave clear visibility into current and future utilization. This helped manage the bench effectively \u2013 clearly exposing the costliest bench and giving visibility into the bench candidates' utilization pattern and skills. Visibility into last working days and long leaves helped pre-plan resource transitions. Having future visibility also helped minimize hiring delays and revenue losses.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"With Instazen, Zensoft minimized their revenue leakages due to leaves, and eliminated leakages due to open timesheets, delayed invoicing, or billing errors. Company leadership observed a clear and immediate improvement in the resource utilization.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: '\"I used to spend 8-10 hours a week updating timesheets for invoicing. With Instazen, it has come down to less than an hour. It provides a clear view of incoming leaves so I can allocate buffer resources in advance. I can also plan the resource transition for an improved team structure and forecast the future state of project net margins. I can check team compositions and track resources.\" \u2013 Ameya Naik, Delivery Lead'\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"3. Fortifying Net Project Margins:\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"On account of better resource utilization and improved operational efficiency, Zensoft witnessed its project net margins moving upward. Instazen\u2019s accurate reporting system and lead indicators helped proactive cost decisions with a clear picture of their impact on net margins.  \"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"4. Better Tracking and Forecasting of Profitability:\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"For the Finance team at Zensoft, Instazen proved to be an advancement from monthly gross margin reports.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: '\"The main touch-points for finance are resource allocations, billability, leave data, compensations, etc. We primarily rely on the Delivery, RMG, and HR teams for these data. But with Instazen, I can check this information whenever I want without waiting for monthly reports and act instantly.\" \u2013 Shrirang Joshi, CFO.'\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Shrirang feels that Instazen has equipped the team with a forward-looking perspective, making it much easier to create revenue forecasts. The qualitative benefits are immense. Earlier, it took months to detect a lost opportunity, and monthly meetings were mostly about data accuracy. Instazen has equipped the team with lead indicators so that the focus has shifted to more strategic discussions.\"\n    }), /*#__PURE__*/_jsx(\"h3\", {\n      children: \"5. Closing the Demand-Supply Gap:\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"Zensoft implemented Instazen\u2019s talent acquisition system which enabled the talent acquisition team to see through resource management and automate the hiring process and align it with business priorities. Through better coordination with the RMG and HR teams, Zensoft's Talent Acquisition team could bridge the gap between Demand and Supply.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"The team successfully reduced 'time to hire' by staying on-board with the project team. They also enhanced the candidate experience by streamlining each step throughout recruitment and on-boarding.\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: '\"Before Instazen, we were doing almost everything manually, from hiring to on-boarding, which led to significant delays. The lack of data interpretation further made tracking our Hiring Rate, Time to Hire, and Joining Ratios difficult. There was too much physical data, and we did not know where the blockades were. But now, it has become easier for us to view the hiring pipeline and expedite each step.\" \u2013 Shruti Deodhar, Associate Director, TA'\n    }), /*#__PURE__*/_jsx(\"h2\", {\n      children: \"Instazen : Single Source of Truth for Everyone!\"\n    }), /*#__PURE__*/_jsx(\"p\", {\n      children: \"A scorecard has no value after the game is lost. It is valuable to players on the ground when they are playing. Similarly, Instazen helped various teams at Zensoft to foresee the consequences of every move they plan to make, increasing their chances of winning. It is a business operating platform that tells stakeholders how their actions will affect the project margins. What you can\u2019t see, you can\u2019t move. Instazen makes \u2018profitability\u2019 visible so every stakeholder can act coherently to move it upward!\"\n    })]\n  }),\n  nrLVDlF6J: \"2023-02-05T00:00:00.000Z\"\n}];\ndata.forEach(item => Object.freeze(item));\naddPropertyControls(data, {\n  eLmQrnIKq: {\n    defaultValue: \"\",\n    title: \"Title\",\n    type: ControlType.String\n  },\n  kFQykwESe: {\n    title: \"Slug\",\n    type: ControlType.String\n  },\n  BHK9ztmwC: {\n    defaultValue: \"\",\n    title: \"Description\",\n    type: ControlType.String\n  },\n  BmpN_rEDn: {\n    title: \"Image\",\n    type: ControlType.ResponsiveImage\n  },\n  nrLVDlF6J: {\n    title: \"Created On\",\n    type: ControlType.Date\n  },\n  fKLfOHTWS: {\n    defaultValue: \"kkftNrren\",\n    options: [\"kkftNrren\", \"Pvwwq79PI\", \"f34dUI0Bz\", \"JI6I6oGIu\", \"LVmrtCzQj\"],\n    optionTitles: [\"Attrrition \", \"Profitability \", \"Leadership Bandwidth \", \"Financial Performance  \", \"Case Study\"],\n    title: \"Module\",\n    type: ControlType.Enum\n  },\n  ku7zip8k9: {\n    defaultValue: \"\",\n    title: \"Content\",\n    type: ControlType.RichText\n  }\n});\ndata[\"displayName\"] = \"blogs\";\nexport default data;\nexport const __FramerMetadata__ = {\n  \"exports\": {\n    \"default\": {\n      \"type\": \"data\",\n      \"name\": \"data\",\n      \"annotations\": {\n        \"framerData\": \"\",\n        \"framerRecordIdKey\": \"id\",\n        \"framerContractVersion\": \"1\",\n        \"framerSlug\": \"kFQykwESe\"\n      }\n    },\n    \"__FramerMetadata__\": {\n      \"type\": \"variable\"\n    }\n  }\n};"],
  "mappings": "8GAOA,IAAMA,EAAO,CAAC,CACZ,UAAW,GACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,oEAAoE,EAAE,YACza,EACA,UAAW,mHACX,UAAW,YACX,GAAI,YACJ,UAAW,kHACX,UAAwBC,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,ssBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,KAAmBE,EAAK,SAAU,CAC3C,SAAU,uBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8gBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4fACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,uCACL,UAAW,eACX,oBAAqB,gFACrB,qBAAsB,OACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,MAAO,CACL,YAAa,aACf,EACA,MAAO,MACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uSACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,gCACL,UAAW,eACX,oBAAqB,iFACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,YACf,EACA,MAAO,MACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2BACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8OACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,kBAAmB,IACnB,SAAU,CAAcE,EAAK,IAAK,CAChC,SAAU,6CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+PACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,mDACL,UAAW,eACX,oBAAqB,8EACrB,qBAAsB,OACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,mEAAmE,EAAE,KAClF,MAAO,CACL,YAAa,aACf,EACA,MAAO,MACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qCACZ,CAAC,EAAG,kqBAAkqB,CACxqB,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iOAA+OE,EAAKC,EAAM,CACnQ,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,iCAAiC,CACvC,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,kSACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,yFAAyF,EAAE,KACxG,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,sEAAsE,EAAE,YACniB,EACA,UAAW,iEACX,UAAW,YACX,GAAI,YACJ,UAAW,+DACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,sXACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qaACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iIACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2VACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2EACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,4BAA4B,CACtE,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8bAA4cE,EAAK,KAAM,CAAC,CAAC,EAAG,MAAM,CAC/e,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oOACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,kBAAkB,CAC5D,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oUACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yBACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iQAA+QE,EAAK,KAAM,CAAC,CAAC,EAAG,MAAM,CAClT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,obACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kRACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,wGAAiHE,EAAK,KAAM,CAAC,CAAC,EAAG,WAAyBA,EAAK,KAAM,CAAC,CAAC,EAAG,uDAA6C,CACpO,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yVACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,6DACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,MAAO,CACL,YAAa,YACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mIACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8DACrB,qBAAsB,MACtB,oBAAqB,MACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,WACf,EACA,MAAO,KACT,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,OAAqBA,EAAK,KAAM,CAAC,CAAC,EAAG,4BAA4B,CAC3G,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iMAA+ME,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAChQ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,6DACrB,qBAAsB,MACtB,oBAAqB,MACrB,OAAQ,MACR,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,MAAO,CACL,YAAa,WACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sTACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,4DACrB,qBAAsB,OACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,MAAO,CACL,YAAa,aACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,UAAW,gBACb,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4DACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sTACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,OAAqBE,EAAK,KAAM,CAAC,CAAC,EAAG,MAAM,CACxD,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,GACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,EACA,UAAW,mFACX,UAAW,YACX,GAAI,YACJ,UAAW,kFACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAuBA,EAAK,KAAM,CAChC,SAAU,6HACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4eACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,6DACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,MAAO,CACL,YAAa,YACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kVACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4lBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+RACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uJACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0BACZ,CAAC,EAAG,uKAAuK,CAC7K,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8DACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,YACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sGACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yBACZ,CAAC,EAAG,8MAAoM,CAC1M,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uBACZ,CAAC,EAAG,+aAA+a,CACrb,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,kUAAkU,CACxU,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8GACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6DACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oOACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8GACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mQACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8HACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mPACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8KAA4LE,EAAKC,EAAM,CAChN,KAAM,kCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,0BACZ,CAAC,CACH,CAAC,EAAG,8HAA8H,CACpI,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,GACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,oEACX,UAAW,YACX,GAAI,YACJ,UAAW,mEACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAuBA,EAAK,KAAM,CAChC,SAAU,6HACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sVACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6UACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6SACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,miBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wRACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qUACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4GACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,iFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uQACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0CACZ,CAAC,EAAG,uSAAuS,CAC7S,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yBACZ,CAAC,EAAG,kQAAkQ,CACxQ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,8BACZ,CAAC,EAAG,qaAAqa,CAC3a,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uBACZ,CAAC,EAAG,8UAA8U,CACpV,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oEACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kCACZ,CAAC,EAAG,sSAAsS,CAC5S,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wCACZ,CAAC,EAAG,qUAAqU,CAC3U,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8DACrB,qBAAsB,MACtB,oBAAqB,MACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,WACf,EACA,MAAO,KACT,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yBACZ,CAAC,EAAG,wYAAwY,CAC9Y,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wCACZ,CAAC,EAAG,qIAAqI,CAC3I,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8DACrB,qBAAsB,MACtB,oBAAqB,MACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,WACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,SACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mhBACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,GACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,EACA,UAAW,qCACX,UAAW,YACX,GAAI,YACJ,UAAW,oCACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,okBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6oBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4VACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yHACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0aACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8DACrB,qBAAsB,MACtB,oBAAqB,MACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,WACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0RACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mcACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,6DACrB,qBAAsB,MACtB,oBAAqB,MACrB,OAAQ,MACR,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,MAAO,CACL,YAAa,WACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mEACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ufACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iLACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,GACX,UAAW,kEACX,UAAW,YACX,GAAI,YACJ,UAAW,kEACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,6oBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qcACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2IACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,MAAO,CACL,0BAA2B,QAC3B,sBAAuB,eACvB,0BAA2B,MAC7B,EACA,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,MAAO,CACL,uBAAwB,QACxB,0BAA2B,MAC7B,EACA,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,MAAO,CACL,uBAAwB,QACxB,0BAA2B,MAC7B,EACA,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,6BACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,MAAO,CACL,uBAAwB,QACxB,0BAA2B,MAC7B,EACA,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,6BACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,MAAO,CACL,uBAAwB,QACxB,0BAA2B,MAC7B,EACA,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,8BACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,MAAO,CACL,uBAAwB,QACxB,0BAA2B,MAC7B,EACA,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,+BACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8LACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,mYAAmY,CACzY,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iCACZ,CAAC,EAAG,qiBAAqiB,CAC3iB,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+BACZ,CAAC,EAAG,00BAA00B,CACh1B,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qCACZ,CAAC,EAAG,wdAAmd,CACzd,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8DACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,YACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qbACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iDACZ,CAAC,EAAG,oMAAoM,CAC1M,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wZACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sPACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8DACrB,qBAAsB,MACtB,oBAAqB,MACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,WACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wZACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sPACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,GACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,wFAAwF,EAAE,KACvG,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,wFAAwF,EAAE,eAAe,IAAI,IAAI,wFAAwF,EAAE,eAAe,IAAI,IAAI,wFAAwF,EAAE,eAAe,IAAI,IAAI,qEAAqE,EAAE,YAC9hB,EACA,UAAW,iFACX,UAAW,YACX,GAAI,YACJ,UAAW,gFACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,4OACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0nBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yMACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4eACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uQACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uaACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0ZACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gfACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gDACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+mBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wVACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yHACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iFACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,MAAO,CACL,YAAa,YACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oWACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8SACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4mBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0NACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6LACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oQACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+aACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mWACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,UACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kTACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,GACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,mEACX,UAAW,YACX,GAAI,YACJ,UAAW,kEACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,cACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yzBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,qCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yQACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,+DACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,uEAAuE,EAAE,KACtF,MAAO,CACL,YAAa,YACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4EACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ugBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4iBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gIACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uBACZ,CAAC,EAAG,sNAAsN,CAC5N,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gCACZ,CAAC,EAAG,6RAA6R,CACnS,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mCACZ,CAAC,EAAG,kNAAkN,CACxN,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mDACZ,CAAC,EAAG,oQAAoQ,CAC1Q,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2BACZ,CAAC,EAAG,+KAA+K,CACrL,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,4DACrB,qBAAsB,MACtB,oBAAqB,OACrB,OAAQ,MACR,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,MAAO,CACL,YAAa,YACf,EACA,MAAO,KACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sMACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4PACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oBACZ,CAAC,EAAG,iQAAiQ,CACvQ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uEACZ,CAAC,EAAG,iNAAiN,CACvN,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,4DACZ,CAAC,EAAG,uUAAuU,CAC7U,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,aACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gTACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,EAAG,CACD,UAAW,GACX,UAAW,CACT,IAAK,GACL,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,2FACX,UAAW,YACX,GAAI,YACJ,UAAW,6FACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,aACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qSACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,cACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qCACZ,CAAC,EAAG,wlBAAwlB,CAC9lB,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uCACZ,CAAC,EAAG,4UAA4U,CAClV,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,IAAkBE,EAAK,SAAU,CAC1C,SAAU,yCACZ,CAAC,EAAG,yzBAAyzB,CAC/zB,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,2CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6UACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,2YAA2Y,CACjZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yDACZ,CAAC,EAAG,sWAAsW,CAC5W,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+TACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ijBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,cACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qQACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kaACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,obACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0aACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8RACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0GACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oUACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8YACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4VACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uMACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qcACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ghBACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACb,CAAC,EACDH,EAAK,QAAQK,GAAQ,OAAO,OAAOA,CAAI,CAAC,EACxCC,EAAoBN,EAAM,CACxB,UAAW,CACT,aAAc,GACd,MAAO,QACP,KAAMO,EAAY,MACpB,EACA,UAAW,CACT,MAAO,OACP,KAAMA,EAAY,MACpB,EACA,UAAW,CACT,aAAc,GACd,MAAO,cACP,KAAMA,EAAY,MACpB,EACA,UAAW,CACT,MAAO,QACP,KAAMA,EAAY,eACpB,EACA,UAAW,CACT,MAAO,aACP,KAAMA,EAAY,IACpB,EACA,UAAW,CACT,aAAc,YACd,QAAS,CAAC,YAAa,YAAa,YAAa,YAAa,WAAW,EACzE,aAAc,CAAC,cAAe,iBAAkB,wBAAyB,0BAA2B,YAAY,EAChH,MAAO,SACP,KAAMA,EAAY,IACpB,EACA,UAAW,CACT,aAAc,GACd,MAAO,UACP,KAAMA,EAAY,QACpB,CACF,CAAC,EACDP,EAAK,YAAiB,QACtB,IAAOQ,EAAQR,EACFS,EAAqB,CAChC,QAAW,CACT,QAAW,CACT,KAAQ,OACR,KAAQ,OACR,YAAe,CACb,WAAc,GACd,kBAAqB,KACrB,sBAAyB,IACzB,WAAc,WAChB,CACF,EACA,mBAAsB,CACpB,KAAQ,UACV,CACF,CACF",
  "names": ["data", "u", "x", "p", "Link", "item", "addPropertyControls", "ControlType", "u2CjmLQ01_default", "__FramerMetadata__"]
}