![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6446c339810868389613c89a_Screenshot%202023-04-23%20at%209.39.10%20AM.png\")
I came up with two lists \u2014 what may influence interest rates positively and what may influence them negatively. Here are the actual screenshots:
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6446c34e1df3474c7e8c2f30_Screenshot%202023-04-23%20at%209.39.30%20AM.png\")
\u200D
\u200D
\u200D
\u200D
\u200D
\u200D
\u200D
Each department pulled the levers that they could. Our marketing team was tasked with employer branding and intial cold recruiting emails. As our content lead, I was tasked with figuring out if we could improve our autogenerated recruiting emails to get better interest and response rates.
Ultimately, I decided to go all in on outreach. Even though we attempted to help customers with their employer branding through a few experiments, we realized that outreach was the only lever we could scientifically measure, control, and ensure quality for.
Compared to human outreach, Dover\\'s automated outreach is highly effective. It pulls information from job descriptions and company pitches for personalized outbound emails in a way that no other tool on the market does so far.
Compared to human outreach, Dover\\'s automated outreach is highly effective. It pulls information from job descriptions and company pitches for personalized outbound emails in a way that no other tool on the market does so far. Why these four? They were things we\\'d anecdotally seen raise interest rate across different roles.
At Dover, studies are nothing unusual - we rely heavily on data to ensure we\\'re providing the most value in our software. And we never incorporate research into our products unless we completely validate it.
The results were too interesting not to share, and the findings have completely reinvented the way we allow customers to test and iterate on outreach in the app.
My ultimate goal was to understand whether changing the email body itself really produced any tangible effect on interest rates in the recruitment process or if it was beholden to market conditions. My hypothesis was simple: outreach must have some impact since it was the first touchpoint candidates have with an organization.
Since what appeals to one candidate might not appeal to all, I wanted to use data to explain behavior by looking at patterns and measuring for statistical significance.
Dover has tons of data from more than 500 companies across thousands of roles. That being said, if candidates never apply, I can\u2019t ask them anything, especially (and crucially) why. That left me with two main limitations that were unique to each individual who opens a cold email and doesn\u2019t respond:
Knowing this, I decided to try to control for external variables as best I could (I segmented experiment subjects into groups by role type, company size, and existing interest rate) and iterated on each experiment at least three times to validate my results.
For the most part, my instincts were wrong. Which is exactly why we do research!
TL;DR: I found that concise language, and vague subject lines (more on that later) had a more significant impact on interest rate than I imagined (like 2x more), while the two other categories, providing links and listing non-cash benefits, had negligible (and, in some cases, negative) impact.
We\u2019ll go over the 4 major experiment categories we tested, including the 5th one which ended up being our magic bullet. The variables included subject lines, follow-up email timing, email structure (using incomplete sentences or bullet points), linking to LinkedIn profiles and job descriptions, and mentioning non-cash benefits (like perks, stipends, and PTO).
Surprisingly, vague subject lines appealed more to candidates than hyper-specific, hyper-personalized ones. It makes sense \u2014 other recruiting tools and automation platforms were beginning to mimic each other\u2019s style, and anyone\u2019s eyes would scroll past a line they\u2019ve heard time and time again.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6446c2af2349b330bc7ccc51_1%20(1).png\")
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6446c2c01df3473c1d8c21bb_2.png\")
\u200D
\u200D
\u200D
\u200D
\u200D
\u200D
\u200D
\u200D
\u200D
\u200D\u200D\u200DResults: On average, this variant 1.35x\u2019d the interest rate. To put that into context, this yields an additional 1-2 candidates/wk, or a total of **+14-16 candidates over the lifetime of the job if run through Dover. One more time: that\u2019s 14 to 16 more people who raise their hand and say they\u2019re interested in a role and company!
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6446c268e2edbeb5b6de00fc_Bullet%20point%20variant%20%2B%20subject%20line%20%20vs.%20Default%20(1).png\")
It\\'s reasonable to assume that mobile readability/brevity/concise language is key for highly in-demand roles (like those in product and engineering). The bullet point variant is one we quickly rolled out across all low-interest roles in the platform. It has become a Queens Gambit-level chess move for raising open/response and interest rates across the board.
Here\u2019s the recipe, so you can test it out across your open roles.
\uD83D\uDCA1 Template
\u200DHi {{FIRST_NAME}},
I\u2019m {{HM}}, the {{role}} at {{company}}. {{Personalized_Content}} I thought you\u2019d be a great addition to our team as a [role].
Here\\'s a bit more about us and this opportunity:
- Mission statement
- Funding: $$ in Series X funding led by top investors: (list here)
- Being an early engineering hire means: adjective, adjective, adjective
- You\\'ll work with {{departments}}
- Tech stack (for eng), design program (for product)
If you\\'re interested, would you have 30 minutes in the next week to chat?
Best,
John Doe
Overall, I learned that refreshing our outreach strategy, running experiments, and testing new and creative types of content is key to staying competitive in a crowded hiring market.
With the experimental framework already in place, our product team built an A/B test feature into our app that allows hiring teams to create a new copy variant when interest rates drop below benchmark in their hiring process. With even more outreach email data at our fingertips, we can iterate quickly and spread best practices or positive indicators across the org rapidly. Download our Great Recruiting Emails e-book for more inspiration.
Since the dip in Q1 of 2022, we\u2019ve seen an increase in interest rates across all roles!
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6446c24ed096f5012fa8ac22_Screenshot%202023-04-24%20at%201.29.17%20PM.png\")
Dover does a lot more than that \u2014 we give you actionable data, supercharge your team\u2019s workflows, and enable you to engage talent at scale so you can deliver an amazing candidate experience.
Sign up here or email us a hello@dover.com.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"At Dover, one metric we closely track for every customer is how many potential passive candidates are interested in talking to a company (# of interested responses / # of total responses to outbound emails). A few months ago, we did a big push company-wide to see if we could increase interest rates across our customer base.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"We had a lot of theories as to what caused low interest rate: Was it the Great Resignation/Reshuffle, unclear job descriptions, or a weak employer brand? Was it bad timing? Was it a bad email? The reality was that it was probably a combination of all these things, and with inbound applications decreasing across the board, we needed to focus on engaging passive talent to provide the most value to our customers.\"\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href} 725w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/KjjcQnxdcn6CJI5uN6ByhV5U.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/KjjcQnxdcn6CJI5uN6ByhV5U.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/KjjcQnxdcn6CJI5uN6ByhV5U.png\").href} 1004w`\n },\n eXep1b2gA: \"Recruiting from your internal network doesn't have to be uncomfortable \u2014 we'll give you 3 key strategies to tackling the conversation.\",\n gq_5rwcNN: \"3 keys to recruiting from your network without feeling awkward about it\",\n id: \"v0sdrU5mX\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"Choose the right communication channel\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Most of your recruiting outreach will likely be digital\u2014at least at the beginning\u2014which makes choosing the right channel a crucial decision. Different communication platforms have different contexts; some tend to be better for kicking off recruiting conversations than others.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"For example, LinkedIn is the wrong place to start a conversation if you want to keep it casual. The context is already business, and most people associate it with recruiting anyway\u2014especially if they work in tech. For close friends and acquaintances, email tends to be a bad place to start: People\u2019s inboxes are crowded, and some barely check their email, to begin with.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Chat platforms (like SMS, Signal, or Messenger) are a great place to start reaching out to your network. If you already have the person\u2019s phone number or are friends on Facebook, you probably know each other well enough that reaching out won\u2019t seem entirely random, even if you\u2019ve fallen out of touch.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Messenger is also built for back-and-forth exchanges, which means conversations develop organically. You can start off by asking the person how things are going and what they\u2019ve been working on lately, and take it from there.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Lead with what they need, not what you want\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"One of the first rules most new graduates learn about networking is to \u201Cgive value before you take value.\u201D Even though they\u2019re usually farther along in their career, it\u2019s a lesson that startup founders should keep in mind.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Don\u2019t launch straight into pitching your company and talking about what you\u2019re working on. Instead, make early conversations about the other person\u2019s career goals and how you can help.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"As a founder, there\u2019s a good chance you are farther along in your career than the people you\u2019re looking to recruit. Think of it like mentorship\u2014look for opportunities to give them a leg up on their career path, whether that involves coming to work for your company or not.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"In particular, a lot of people who would consider working for a startup are thinking about eventually starting one themselves. Giving them a window into what that process looks like is hugely valuable insight you can provide.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Avoid getting too outcome-driven too quickly\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As a founder with a startup to build, it\u2019s tempting to drive toward your desired outcome\u2014in this case, a job offer\u2014as quickly as possible. But in the early stages of a conversation with an acquaintance, pushing too hard can come off as desperate.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Instead, it\u2019s helpful to think of the early conversations you have with acquaintances less as recruiting opportunities, and more as personal conversations that might \", /*#__PURE__*/_jsx(\"em\", {\n children: \"evolve \"\n }), \"into recruiting opportunities.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"You likely have a lot of smart friends and know a lot of people who are doing interesting work. Think of tapping your network as a chance to revisit those connections and catch up with what they\u2019re working on now.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Framing your conversations in terms of connecting instead of networking makes tapping your network a no-lose situation. The worst that will happen is that you\u2019ll wind up not having recruited someone, but you will have caught up with an old acquaintance.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"There\u2019s a time to get more aggressive with your pitch: when you\u2019re confident that the person is interested, or you know they have precisely the skill set you need on your team. But in the early days, it pays to keep your conversations light. Focus on discovery and enjoy the chance to reconnect. \\xa0\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"So you\u2019ve exhausted your personal network. Now what?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Your network and your team\u2019s networks will play a crucial role in building out the core of your founding team. But at a certain point, those personal connections will run out, and it will be time to cast a wider net.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"At Dover, we\", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.io/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \" partner with founders\"\n })\n }), \" to help navigate that transition and tackle the broader recruiting ecosystem in a streamlined, systematic way. Interested in learning more? Check out some of our\", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.io/case-studies-home\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \" case studies\"\n })\n }), \", or\", /*#__PURE__*/_jsx(Link, {\n href: \"https://bit.ly/3B4tFjZ\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \" try Dover for free.\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"3-keys-to-recruiting-from-your-network\",\n lLFjTwedK: 'Most of your recruiting outreach will likely be digital\u2014at least at the beginning\u2014which makes choosing the right channel a crucial decision. Different communication platforms have different contexts; some tend to be better for kicking off recruiting conversations than others.
For example, LinkedIn is the wrong place to start a conversation if you want to keep it casual. The context is already business, and most people associate it with recruiting anyway\u2014especially if they work in tech. For close friends and acquaintances, email tends to be a bad place to start: People\u2019s inboxes are crowded, and some barely check their email, to begin with.
Chat platforms (like SMS, Signal, or Messenger) are a great place to start reaching out to your network. If you already have the person\u2019s phone number or are friends on Facebook, you probably know each other well enough that reaching out won\u2019t seem entirely random, even if you\u2019ve fallen out of touch.
Messenger is also built for back-and-forth exchanges, which means conversations develop organically. You can start off by asking the person how things are going and what they\u2019ve been working on lately, and take it from there.
One of the first rules most new graduates learn about networking is to \u201Cgive value before you take value.\u201D Even though they\u2019re usually farther along in their career, it\u2019s a lesson that startup founders should keep in mind.
Don\u2019t launch straight into pitching your company and talking about what you\u2019re working on. Instead, make early conversations about the other person\u2019s career goals and how you can help.
As a founder, there\u2019s a good chance you are farther along in your career than the people you\u2019re looking to recruit. Think of it like mentorship\u2014look for opportunities to give them a leg up on their career path, whether that involves coming to work for your company or not.
In particular, a lot of people who would consider working for a startup are thinking about eventually starting one themselves. Giving them a window into what that process looks like is hugely valuable insight you can provide.
As a founder with a startup to build, it\u2019s tempting to drive toward your desired outcome\u2014in this case, a job offer\u2014as quickly as possible. But in the early stages of a conversation with an acquaintance, pushing too hard can come off as desperate.
Instead, it\u2019s helpful to think of the early conversations you have with acquaintances less as recruiting opportunities, and more as personal conversations that might evolve into recruiting opportunities.
You likely have a lot of smart friends and know a lot of people who are doing interesting work. Think of tapping your network as a chance to revisit those connections and catch up with what they\u2019re working on now.
Framing your conversations in terms of connecting instead of networking makes tapping your network a no-lose situation. The worst that will happen is that you\u2019ll wind up not having recruited someone, but you will have caught up with an old acquaintance.
There\u2019s a time to get more aggressive with your pitch: when you\u2019re confident that the person is interested, or you know they have precisely the skill set you need on your team. But in the early days, it pays to keep your conversations light. Focus on discovery and enjoy the chance to reconnect.
Your network and your team\u2019s networks will play a crucial role in building out the core of your founding team. But at a certain point, those personal connections will run out, and it will be time to cast a wider net.
At Dover, we partner with founders to help navigate that transition and tackle the broader recruiting ecosystem in a streamlined, systematic way. Interested in learning more? Check out some of our case studies, or try Dover for free.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"As a founder, your network is the most valuable asset you have for early-stage startup recruiting. It\u2019s also an asset too many founders are reluctant to leverage.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The biggest worry seems to be that it will come off as too transactional. \", /*#__PURE__*/_jsx(\"em\", {\n children: \"\u201CLook at me! I\u2019m an awesome founder, here to tell you why you should work for my company.\u201D\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"em\", {\n children: \"\u200D\"\n }), \"But recruiting from your network shouldn\u2019t feel like a sales pitch. Done right, it should feel like having a ton of interesting conversations with smart, talented people\u2014people who could eventually end up working with you.Here are three keys to getting the most out of your networking conversations\u2014and eliminating the awkwardness.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Here are three keys to getting the most out of your networking conversations\u2014and eliminating the awkwardness.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n U2kj_fobh: \"Gillian O'Brien\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/218QcUOiv1YHfF6lZ1RXjh4Q.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/218QcUOiv1YHfF6lZ1RXjh4Q.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/218QcUOiv1YHfF6lZ1RXjh4Q.jpeg\").href} 1000w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"3 signs elastic recruiting is the strategy your startup needs to scale quickly\",\n id: \"BtKCT_NYH\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"What is elastic recruiting?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Elastic recruiting, or elastic search, is a cross between software and a service, combining automation with a human-in-the-loop so you can more efficiently scale your recruiting up and down to meet hiring needs. Elastic recruiting is like an RPO in that it becomes an extension of your team. However, unlike an RPO, there isn\u2019t a significant on-ramp period, and you can add a job at any time without losing quality in outreach messaging, brand, and candidate experience.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"On Dover\u2019s platform, we pair you with a dedicated account strategist who, in turn, works with a team of experts behind-the-scenes to source and schedule candidates that fit your criteria, making sure that your pipeline is packed with talent you actually want to talk to.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"We send automated personalized outreach (the key to great recruiting) at a higher volume than a human recruiter and manage your ads on job posting sites to make sure that you\u2019re sourcing never goes stagnant. Our customers average 5 interested candidates per role per week, lowering their time-to-hire by nearly 30%.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Not sure if it\u2019s the right solution for you? Here are 3 signs it\u2019s exactly what you need to scale your team:\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"1. You\u2019ve exhausted your network.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Similar to investors, it's usually a bit of a red flag when the founder can't convince family, friends, or old colleagues to work with them. Though you may never get this feedback directly from candidates, knowing that you have a team who trusts in your vision and product (and enjoys working with you!) builds your credibility.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Additionally, it'll be tough to get anyone on the phone in the preliminary stages of hiring (we\u2019re talking less than a five-person team) if they don't know you personally. Your first hires are going to take on the biggest risk (and potentially a pay cut) when joining your company \u2014 these are going to have to be folks who trust \", /*#__PURE__*/_jsx(\"em\", {\n children: \"you\"\n }), \", not just your product.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"If you\u2019ve exhausted your network, you\u2019re ready to bring on a hiring team to help you unstick passive candidates and post your job in the right places for the personas you\u2019re hiring for.\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"2. You know exactly what you\u2019re looking for, but don\u2019t have the time to find it.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Until you've made your first hire, you won't know what the trajectory of that role, what the department will look like, or what that person will need to do their job well. Waiting to see what your departments shape out to be, as well as making your first few hires will ensure that you build out teams that are cohesive and work well together.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: ['We can define this question as \"recruiting-market fit.\" In other words, you might know what a data scientist does ', /*#__PURE__*/_jsx(\"em\", {\n children: \"generally\"\n }), \", but what will they specifically do at you company, and how can you effectively address all their needs and pain points? \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"In other words, what do you offer that their current company does not?\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"In addition to knowing what candidates are looking for, you should be able to provide highly-calibrated role types and personas to a hiring tool or hiring manager. This isn't just a wish list of ideal criteria, but a job spec that you have conviction in and know candidates will be excited about \u2014 a key foundational step to attracting and retaining high-quality candidates.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Once you\u2019ve made your first hires and figured out a formula that works, you\u2019re ready to scale and bring in hiring help to rinse and repeat.\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"3. You have a limited recruiting budget.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If you\u2019re going to hire an agency or an RPO, you need to be ready to shell out upwards of $25,000 to 50,000 depending on the length of the contract and seniority of the role. At that point, it\u2019s almost better to hire a full-time recruiter or talent team, even if you know your hiring needs are going to ramp down after you\u2019ve hit your target numbers.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Elastic recruiting, on the other hand, is tech-enabled, meaning less time and money spent per role. These aren\u2019t small savings \u2014 through our subscription model, you\u2019re looking at savings of up to 20,000 to 40,000 per role with better results and a higher volume of candidates afforded through automation.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"TL;DR, elastic recruiting through Dover\u2019s platform is a cheaper, faster and better RPO. Want to learn more? \", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.com/start\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Let\u2019s chat\"\n })\n }), \".\"]\n })]\n }),\n KHs3FpFfM: \"3-signs-elastic-recruiting-is-the-strategy-your-startup-needs-to-scale-quickly\",\n lLFjTwedK: 'Elastic recruiting, or elastic search, is a cross between software and a service, combining automation with a human-in-the-loop so you can more efficiently scale your recruiting up and down to meet hiring needs. Elastic recruiting is like an RPO in that it becomes an extension of your team. However, unlike an RPO, there isn\u2019t a significant on-ramp period, and you can add a job at any time without losing quality in outreach messaging, brand, and candidate experience.
On Dover\u2019s platform, we pair you with a dedicated account strategist who, in turn, works with a team of experts behind-the-scenes to source and schedule candidates that fit your criteria, making sure that your pipeline is packed with talent you actually want to talk to.
We send automated personalized outreach (the key to great recruiting) at a higher volume than a human recruiter and manage your ads on job posting sites to make sure that you\u2019re sourcing never goes stagnant. Our customers average 5 interested candidates per role per week, lowering their time-to-hire by nearly 30%.
Not sure if it\u2019s the right solution for you? Here are 3 signs it\u2019s exactly what you need to scale your team:
Similar to investors, it\\'s usually a bit of a red flag when the founder can\\'t convince family, friends, or old colleagues to work with them. Though you may never get this feedback directly from candidates, knowing that you have a team who trusts in your vision and product (and enjoys working with you!) builds your credibility.
Additionally, it\\'ll be tough to get anyone on the phone in the preliminary stages of hiring (we\u2019re talking less than a five-person team) if they don\\'t know you personally. Your first hires are going to take on the biggest risk (and potentially a pay cut) when joining your company \u2014 these are going to have to be folks who trust you, not just your product.
If you\u2019ve exhausted your network, you\u2019re ready to bring on a hiring team to help you unstick passive candidates and post your job in the right places for the personas you\u2019re hiring for.
Until you\\'ve made your first hire, you won\\'t know what the trajectory of that role, what the department will look like, or what that person will need to do their job well. Waiting to see what your departments shape out to be, as well as making your first few hires will ensure that you build out teams that are cohesive and work well together.
We can define this question as \"recruiting-market fit.\" In other words, you might know what a data scientist does generally, but what will they specifically do at you company, and how can you effectively address all their needs and pain points? In other words, what do you offer that their current company does not?
In addition to knowing what candidates are looking for, you should be able to provide highly-calibrated role types and personas to a hiring tool or hiring manager. This isn\\'t just a wish list of ideal criteria, but a job spec that you have conviction in and know candidates will be excited about \u2014 a key foundational step to attracting and retaining high-quality candidates.
Once you\u2019ve made your first hires and figured out a formula that works, you\u2019re ready to scale and bring in hiring help to rinse and repeat.
If you\u2019re going to hire an agency or an RPO, you need to be ready to shell out upwards of $25,000 to 50,000 depending on the length of the contract and seniority of the role. At that point, it\u2019s almost better to hire a full-time recruiter or talent team, even if you know your hiring needs are going to ramp down after you\u2019ve hit your target numbers.
Elastic recruiting, on the other hand, is tech-enabled, meaning less time and money spent per role. These aren\u2019t small savings \u2014 through our subscription model, you\u2019re looking at savings of up to 20,000 to 40,000 per role with better results and a higher volume of candidates afforded through automation.
TL;DR, elastic recruiting through Dover\u2019s platform is a cheaper, faster and better RPO. Want to learn more? Let\u2019s chat.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"Despite the adverse global effects of the coronavirus pandemic, venture capital firms continue to back startups, allowing the industry to flourish. Last year, entrepreneurial interest reached record highs, claiming \", /*#__PURE__*/_jsx(Link, {\n href: \"https://eig.org/news/the-startup-surge-business-formation-in-2021-on-pace-to-break-record\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"six of the top 10 months for likely employer business filings\"\n })\n }), \" on record. There are more companies than candidates, and now more than ever, startups must be flexible and adept at adopting new recruiting strategies to keep up in today\u2019s rapidly changing market.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Up until now, the standard practice was to outsource recruiting in what is called an RPO: recruitment process outsourcing. These are contracted recruiters who act as an extension of your team, sitting on-site and handling all of the necessary administrative tasks required of a staff recruiter. They typically have expertise across a multitude of personas, and can significantly lower your time-to-hire. The convenience lies in the flexibility: if you\u2019re not ready to hire a full talent team but don\u2019t have the bandwidth to handle the time-consuming task of recruiting on your own, an RPO is a near-perfect solution.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"However, an RPO is still a human: subject to human error and with limits in terms of how many roles you can outsource at a time. There\u2019s where elastic recruiting comes in.\"\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/eVHIWYdTJXuheIAtlxLcb0POjA.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/eVHIWYdTJXuheIAtlxLcb0POjA.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/eVHIWYdTJXuheIAtlxLcb0POjA.png?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/eVHIWYdTJXuheIAtlxLcb0POjA.png\").href} 2008w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"3 signs you're ready to hire a product designer\",\n id: \"FTeLw6mAX\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h3\", {\n children: \"1. No one on your team has design chops.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If a lack of design expertise on your product or eng team is preventing you from getting your product to market, you probably shouldn't even be reading this article. Seriously \u2014 you need to bring a full-time designer onto your team, especially if design needs are ongoing.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"This doesn't necessarily mean a full-time employee \u2014 the arrangement can take different forms depending on your needs. For example, you may start them on a freelancer contract or a retainer fee until your design needs require a full-time hire.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"If you're acquiring customers without investing in design, you may be able to delay your first designer hire until you hit other milestones, like your next round of funding.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"2. Your design needs are ongoing.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If you have continuous or consecutive projects for a full-time designer to own over the next six months or longer, you\u2019re ready for a design hire.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If you have more self-contained projects, or you need to focus on your initial branding and website, to get your product to market, you should outsource to a freelancer or agency.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Most SaaS products hire a designer early on to prioritize user experience in the product and get to market faster.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"3. You need to stand out from the competition.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"If you\u2019re entering a category where all the other products are painful to use, you could have a competitive advantage and quickly gain early market share through exceptional design\"\n }), \". In other words, design and usability can be key differentiators for your company. And if the competitors are dominant players with strong brands, you'll need to put money into building an exceptional user interface and experience.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Take a look at HR benefit software, Gusto: they gained traction in their market by designing a simple and trustworthy UI that appealed to their customer base of small business owners. Design set them apart from competitors like Justworks and Paylocity, whose strategy was to build massive sales teams and focus on large companies. Your market value depends on it.\"\n })]\n }),\n KHs3FpFfM: \"3-signs-youre-ready-to-hire-a-product-designer\",\n lLFjTwedK: 'If a lack of design expertise on your product or eng team is preventing you from getting your product to market, you probably shouldn\\'t even be reading this article. Seriously \u2014 you need to bring a full-time designer onto your team, especially if design needs are ongoing.
This doesn\\'t necessarily mean a full-time employee \u2014 the arrangement can take different forms depending on your needs. For example, you may start them on a freelancer contract or a retainer fee until your design needs require a full-time hire.
If you\\'re acquiring customers without investing in design, you may be able to delay your first designer hire until you hit other milestones, like your next round of funding.
If you have continuous or consecutive projects for a full-time designer to own over the next six months or longer, you\u2019re ready for a design hire.
If you have more self-contained projects, or you need to focus on your initial branding and website, to get your product to market, you should outsource to a freelancer or agency.
Most SaaS products hire a designer early on to prioritize user experience in the product and get to market faster.
If you\u2019re entering a category where all the other products are painful to use, you could have a competitive advantage and quickly gain early market share through exceptional design. In other words, design and usability can be key differentiators for your company. And if the competitors are dominant players with strong brands, you\\'ll need to put money into building an exceptional user interface and experience.
Take a look at HR benefit software, Gusto: they gained traction in their market by designing a simple and trustworthy UI that appealed to their customer base of small business owners. Design set them apart from competitors like Justworks and Paylocity, whose strategy was to build massive sales teams and focus on large companies. Your market value depends on it.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"Product designers are becoming a hot commodity in the hiring market, and for good reason:\\xa0excellent products require excellent user experience. Hiring a product designer can take your engineering arm to the next level.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Here are 3 signs your teams is ready to bring a designer on board:\"\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/ygu0hp8AePbnQl4AhHoZ0L70.jpg\").href\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/FMqJp2cIbGOngQk7otIttRN8m0.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/FMqJp2cIbGOngQk7otIttRN8m0.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/FMqJp2cIbGOngQk7otIttRN8m0.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"The $30,000 intro\",\n id: \"VhKU_nizx\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"The brutal economics of contingency recruiting\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As a founder or hiring manager at a growing startup, a huge portion of your time is dedicated to finding the best people for your team. You\u2019ve made your first few hires from your network and from referrals, \", /*#__PURE__*/_jsx(Link, {\n href: \"https://medium.com/@jmtame/surprising-insights-from-talking-to-hiring-teams-in-silicon-valley-e8f06b8f9aa\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"but after about 10\u201315 hires,\"\n })\n }), \" you start to exhaust your network.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"At this point, you have a few options. You can source candidates yourself, but it will be tedious and time-consuming, and even with the \", /*#__PURE__*/_jsx(Link, {\n href: \"https://beamery.com/blog/sourcing-tools\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"abundance of tools\"\n })\n }), \" that are out there. You can also start building out a recruiting team, but this comes with its own challenges \u2014 starting a recruiting search from scratch will take months, and you still won\u2019t be any closer to making the key hires you initially sought.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The third option is to partner with an external recruiter. However, most of the time, misaligned incentives drive up recruiting fees many times over the actual cost of the hire.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Contingency recruiters to the rescue\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Since you need to make these hires quickly and don\u2019t have time to do it yourself, you decide to work with an agency. Agencies work on either a \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"retained\"\n }), \" or a \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"contingency\"\n }), \" basis \u2014 \u201Cretained\u201D just means you will pay a fixed, monthly fee, whereas \u201Ccontingency\u201D means you only have to pay them when you hire one of their candidates.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"On the surface, it seems like the incentives are much more aligned in the contingency model. You don\u2019t have to pay until you make a hire, so it\u2019s essentially risk-free.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"You reach out to one of your VCs and get a referral for a recruiter named Dave. After a 30 minute meeting with Dave, you enter a contingency agreement with him.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Under the hood of a contingency search\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Dave helps companies in San Francisco hire senior engineers, and over the years, he\u2019s established contingency agreements with a few dozen startups. He reaches out to engineers every day, checks in with his old connections to see if they\u2019re ready for a job change, and tries to have a few phone calls a day to pitch new candidates on his companies.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The engineers he targets have an average salary of $150k, and Dave charges the industry standard 20% contingency fee, so he makes $30k if he succeeds in filling a role. Here\u2019s why it\u2019s so expensive:\"\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: \"Contingency recruiters are a company\u2019s last resort.\"\n }), \" By the time a company brings on Dave, they\u2019ve often already tapped into a suite of recruiting channels, such as referrals, inbound interest, job boards, and other contingency recruiters. As a result, they already have a couple of candidates that they\u2019re having active conversations with. They may hire one of these candidates shortly after contracting with Dave.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Contingency recruiters upcharge to cover their losses on other searches.\"\n }), \" Dave is lucky if one in three searches he conducts leads to a hire. Since he\u2019s only successful a third of the time, Dave needs to charge three times as much as it costs to fill a role. Each search costs Dave $10k to run. If he wastes $20k of his time working on two unsuccessful searches, he\u2019ll need to charge $30k to recuperate his losses.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"With these dynamics in mind, we can start to see the real incentives at play.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Misaligned incentives\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"After entering the contingency agreement with Dave, you start to receive candidate resumes. Every day you get a handful to review, and a couple of trends emerge.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Most of the candidates that Dave is sending are a poor fit and are low quality. You send Dave some feedback and send him the job description again to remind him of what you\u2019re looking for in this hire. But little changes over the subsequent weeks.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Once in a while, Dave sends over a candidate that matches what you\u2019re looking for. You tell Dave to make the intro, but you find out that the candidate is already interviewing with four other companies and that you need to move extremely quickly.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"You\u2019re experiencing this for a couple of reasons:\"\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: \"You\u2019re not the contingency recruiter\u2019s customer \u2014 the candidate is.\"\n }), \" Dave doesn\u2019t care which company ends up hiring his candidates, only that his candidates get hired. In fact, when Dave finally finds a strong, active candidate, it makes sense for him to introduce that candidate to each and every one of his companies.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"For the contingency recruiter, speed is more important than quality.\"\n }), \" Dave is in a race against you, as you might fill your role through another channel. He\u2019s also in a race against the candidates he\u2019s working with, as all of them are also looking for jobs through other means. As a result, Dave will make sacrifices on quality of the candidate fit and company fit in the interest of speed.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"The contingency recruiter just needs to find \"\n }), /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"a\"\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" candidate, not the \"\n }), /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"best\"\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" candidate.\"\n }), \" Dave wants to take more shots on goal by sending you as many resumes as possible. Even if each candidate is not a great fit, he doesn\u2019t lose anything by introducing them to you.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"After sifting through dozens of resumes and interviewing a bunch of people, Dave introduces you to a reasonable candidate. After hiring the candidate, Dave sends you a bill for $30,000. You pay Dave, but gosh does it feel expensive, and the experience wasn\u2019t that great either. He found you a mediocre candidate and you still ended up doing a ton of work to hire them.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"The problem with contingency recruiting is that misaligned incentives drive up the cost.\"\n })\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"An alternative path\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"By shifting from the contingency model to a retained model, you can correct for these misaligned incentives. Imagine if you had hired Stacy, a retained recruiter, paying her a monthly salary. Her incentives will be better aligned with your own:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"You would be Stacy\u2019s customer, not the candidates.\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Stacy wouldn\u2019t be incentivized to send you low-quality candidates.\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Stacy could charge a fee that\u2019s more in line with the direct cost of working for you, $10k.\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The best way to reduce the cost of recruiting is to create the right incentive structure. A retained search may not be perfect for all cases, but a retained model will change your expenses from the expected cost to the \", /*#__PURE__*/_jsx(\"em\", {\n children: \"actual\"\n }), \" cost of the search.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"30000-intro-dover\",\n lLFjTwedK: 'As a founder or hiring manager at a growing startup, a huge portion of your time is dedicated to finding the best people for your team. You\u2019ve made your first few hires from your network and from referrals, but after about 10\u201315 hires, you start to exhaust your network.
At this point, you have a few options. You can source candidates yourself, but it will be tedious and time-consuming, and even with the abundance of tools that are out there. You can also start building out a recruiting team, but this comes with its own challenges \u2014 starting a recruiting search from scratch will take months, and you still won\u2019t be any closer to making the key hires you initially sought.
The third option is to partner with an external recruiter. However, most of the time, misaligned incentives drive up recruiting fees many times over the actual cost of the hire.
Since you need to make these hires quickly and don\u2019t have time to do it yourself, you decide to work with an agency. Agencies work on either a retained or a contingency basis \u2014 \u201Cretained\u201D just means you will pay a fixed, monthly fee, whereas \u201Ccontingency\u201D means you only have to pay them when you hire one of their candidates.
On the surface, it seems like the incentives are much more aligned in the contingency model. You don\u2019t have to pay until you make a hire, so it\u2019s essentially risk-free.
You reach out to one of your VCs and get a referral for a recruiter named Dave. After a 30 minute meeting with Dave, you enter a contingency agreement with him.
Dave helps companies in San Francisco hire senior engineers, and over the years, he\u2019s established contingency agreements with a few dozen startups. He reaches out to engineers every day, checks in with his old connections to see if they\u2019re ready for a job change, and tries to have a few phone calls a day to pitch new candidates on his companies.
The engineers he targets have an average salary of $150k, and Dave charges the industry standard 20% contingency fee, so he makes $30k if he succeeds in filling a role. Here\u2019s why it\u2019s so expensive:
With these dynamics in mind, we can start to see the real incentives at play.
After entering the contingency agreement with Dave, you start to receive candidate resumes. Every day you get a handful to review, and a couple of trends emerge.
Most of the candidates that Dave is sending are a poor fit and are low quality. You send Dave some feedback and send him the job description again to remind him of what you\u2019re looking for in this hire. But little changes over the subsequent weeks.
Once in a while, Dave sends over a candidate that matches what you\u2019re looking for. You tell Dave to make the intro, but you find out that the candidate is already interviewing with four other companies and that you need to move extremely quickly.
You\u2019re experiencing this for a couple of reasons:
After sifting through dozens of resumes and interviewing a bunch of people, Dave introduces you to a reasonable candidate. After hiring the candidate, Dave sends you a bill for $30,000. You pay Dave, but gosh does it feel expensive, and the experience wasn\u2019t that great either. He found you a mediocre candidate and you still ended up doing a ton of work to hire them.
The problem with contingency recruiting is that misaligned incentives drive up the cost.
By shifting from the contingency model to a retained model, you can correct for these misaligned incentives. Imagine if you had hired Stacy, a retained recruiter, paying her a monthly salary. Her incentives will be better aligned with your own:
The best way to reduce the cost of recruiting is to create the right incentive structure. A retained search may not be perfect for all cases, but a retained model will change your expenses from the expected cost to the actual cost of the search.
\u200D
',\n nZgZQZjb3: null,\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/s5TCaaS0nWHvByG4qVsf9uYj9Yg.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/s5TCaaS0nWHvByG4qVsf9uYj9Yg.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/s5TCaaS0nWHvByG4qVsf9uYj9Yg.png\").href} 1005w`\n },\n eXep1b2gA: \"Learn why you need a recruitment CRM, and which recruiting CRMs are best for accelerating your hiring goals in 2023. \",\n gq_5rwcNN: \"6 best recruitment CRMs to jumpstart your hiring in 2023\",\n id: \"qw2Yi74Q4\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"What is a recruitment CRM?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"A recruitment CRM (Customer Relationship Management) is a type of software that helps companies manage their relationships with potential and current candidates.\"\n }), \" It helps recruiters organize, track, and analyze candidate information from initial contact to hire and beyond.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Recruitment CRMs have seen a lot of innovation over the years. Many features that assist recruiters and hiring managers in streamlining the hiring process, such as resume parsing and email nurture, have become automated. As a result, talent acquisition teams can focus more on candidate experience and prevent dropoff in their process.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Recruiting CRMs: key features\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Applicant tracking\"\n }), \": The ability to track and manage candidate information, including resumes, cover letters, job applications, and any other relevant documents.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Communication tools:\"\n }), \" The ability to communicate with candidates, including email and messaging functionality, as well as the ability to schedule and conduct interviews.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Resume management\"\n }), \": The ability to automatically extract relevant information from resumes and store it in a central database.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Job posting\"\n }), \": The ability to post job openings on various job boards and social media platforms.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Collaborative hiring\"\n }), \": The ability for multiple team members to collaborate and share information about candidates, including notes and feedback.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Reporting and Analytics\"\n }), \": The ability to track and analyze key metrics, such as the number of candidates in the pipeline, time to hire, and the success rate of hires.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Integration with other systems\"\n }), \": The ability to integrate with other HR systems, such as applicant tracking systems, talent management systems, and learning and development platforms.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"What are the advantages of using a CRM for recruiting?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Some of the key benefits of using a recruitment CRM include:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"A source of truth\"\n }), \": A candidate CRM helps to streamline the recruitment process by providing a central location to store and manage all candidate information and communication. This helps you save time and improve efficiency by eliminating the need to search through multiple systems or folders for candidate info.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"An improved candidate experience\"\n }), \": Recruitment CRMs can help improve the overall candidate experience by ensuring that candidates receive timely follow-ups and communication throughout the process. Plus, they can easily track their application status and communicate with recruiters, which can reduce frustration and improve their overall perception of the company. And since \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.roberthalf.com/blog/management-tips/how-a-long-recruitment-process-can-hurt-you\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"6 in 10 candidates\"\n })\n }), \" say the worst part of applying for jobs is never hearing back, the improvement can be significant: at Dover, customers who used our automated scheduling feature saw \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/product/scheduling\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"30% less dropoff\"\n })\n }), \" in their hiring process.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Better decision-making\"\n }), \": Recruitment CRMs can provide a wealth of data and analytics that can help you make more informed hiring decisions, or prepare reports for leadership. For example, on Dover's platform, you can integrate with your ATS to track deep funnel metrics around diversity, passthrough rates, and dropoff. On most CRMs, you can also track the success rate of different recruitment sources or identify trends in the types of candidate outreach that's most resonating with candidates.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,2jIHmHwWgq5PZGF5PuuEu3Sw7Rk.png?originalFilename=63ace105d827c51b2653dc98_Frame%252040001.png\",\n src: new URL(\"https://framerusercontent.com/images/2jIHmHwWgq5PZGF5PuuEu3Sw7Rk.png\").href\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Increased productivity\"\n }), \": By automating many of the manual tasks involved in the recruitment process, a candidate CRM can help you save time and increase productivity. This allows your team to focus on more strategic tasks, such as sourcing and engaging with top candidates.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Cost savings\"\n }), \": A recruitment CRM can also help companies save money by streamlining the recruitment process and reducing the time and resources needed. Having a tool that adds \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/blog/3-signs-elastic-recruiting-is-the-strategy-your-startup-needs-to-scale-quickly\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"additional support to your recruiting team \"\n })\n }), \"often prevents companies in high growth from needing to add headcount to their talent acquisition team before they can afford it.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"How are recruitment CRMs different from an ATS?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Though many Applicant Tracking Systems (ATS platforms like Greenhouse, Lever, and Ashby) have taken on CRM capabilities, the functions of each are uniquely important in their own right. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Put simply, a CRM handles everything \"\n }), /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"before\"\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" a candidate applies, and an ATS handles (mostly) everything after. Let's dive into what we mean by that.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Recruitment CRMs are broader and more comprehensive in their approach to helping companies manage the candidate relations life cycle from attraction through onboarding\"\n }), \". They provide features such as automating tasks related to communication, tracking activities, organizational charts, and pipelines, notes and contact log planning, tagging, search ranking of candidates, outreach campaigns, and distributing jobs.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Applicant tracking systems are focused on managing job applications throughout the process\"\n }), \" \u2014 like the administrative aspects involved with scheduling, follow-ups, and onboarding. It focuses primarily on steps such as posting jobs online/job boards, receiving applications through digital channels (like email or social networks), sorting applicants into organized groups by skillset/profile, making it easy to track applicants during different stages of the application process (interviews, etc.), and finally choosing which applicant is suitable based on criteria set by employers or recruiters.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"6 best recruiting CRMs for 2023\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"1. \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.tracker-rms.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Tracker\"\n })\n }), \" - Best for teams just starting to build a hiring process\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Tracker is a web-based, integrated recruitment ATS and CRM designed for recruiting and staffing firms. Their platform can manage entire recruitment workflows, from candidate sourcing and placement to employee onboarding. What's unique about Tracker is that it can be used to manage sales, CRM, recruiting, marketing, and operations in addition to recruiting, so it's basically an all-in-one customer and candidate management tool for mid-to-large size teams.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Cost: $\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Key features:\"\n })\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: \"Responsive and helpful support team and online resources: \"\n }), \"With the multitude of tools at your disposal, it's important to select one where customer support stands out, especially since these tools will often need to go through complex integrations, and accurately track data. We mention their support team and courses here because they're mentioned in a significant amount of online reviews as being world-class.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Sales, marketing, and recruiting data all in one place\"\n }), \": Tracker is unique in that you can track all candidate\", /*#__PURE__*/_jsx(\"em\", {\n children: \"and\"\n }), \" client data in the same platform, based on which plan you select. You can track the sales cycle from lead to a close to an invoice on the client side, and candidates from application through placement on the talent side.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Fully customizable to your team's needs\"\n }), \": Similar to other CRMs (like Salesforce, or Hubspot), Tracker gives you tons of flexibility with how you implement and integrate Tracker for your team's needs while still allowing organizational value through ease of data input and queries.\"]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Our grade:\"\n }), \" \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"B-\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"While Tracker is extremely robust, we feel like it only makes sense for companies who have\", /*#__PURE__*/_jsx(\"em\", {\n children: \"no\"\n }), \"organizational or tracking system in place. It's incredibly cost-effective for early-stage companies looking to enter into hypergrowth, but it still doesn't offer the level of integration and customization that larger sales and marketing CRMs do. This means that we view it as a great starter tool to get you and your team organized and efficient, but not a permanent solution as you expand.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\\xa0\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"2. \", /*#__PURE__*/_jsx(Link, {\n href: \"https://recruiterbox.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"RecruiterBox\"\n })\n }), \" - Best for teams with an existing recruiting tech stack\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A cloud-based software that is scalable and customizable and can effectively manage the hiring process to attract desired applicants. It arranges resumes, provides integration features, builds candidate profiles, and encourages collaboration between teams. Their tools feature an ATS, task scheduling, reporting capabilities, offer controlling, and even a career page setup.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Cost: $\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Key features:\"\n })\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: \"Stay compliant:\"\n }), \" Ensure that your hiring process is compliant with the US Equal Employment Opportunity Commission (EEOC).\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Lots of integration\"\n }), \": Integrates with job search engines so users can post job openings with one click. Syncs with your organization\u2019s social accounts so anyone can share job postings from within the app. Integrates with other HR and onboarding platforms, such as Namely, BambooHR, Slack, Checkr, QuickBooks, Trakstar, Reviewsnap, PandaDoc, G Suite, and Outlook.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Automatic candidate profile creation\"\n }), \":The software automatically creates a candidate profile when you upload a resume, and you can search for candidates or resumes with the advanced search functionality.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Our grade: A-\"\n })\n }), /*#__PURE__*/_jsx(\"ul\", {\n children: /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"While Recruiterflow provides tons of integration, it's not always reliable according to online product reviews. However, if you have a larger recruiting team with a big tech stack, it's the most all-encompassing we could find. And if you're planning to scale quickly (or you have a robust pipeline already), the automated persona creation is a game-changer.\", /*#__PURE__*/_jsx(\"br\", {}), \"\u200D\"]\n })\n })\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"3. \", /*#__PURE__*/_jsx(Link, {\n href: \"http://beamery.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Beamery\"\n })\n }), \" - Best for larger teams with tons of candidate data\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Beamery\u2019s talent CRM aims to enable talent teams to reach diversity targets, identify and engage potential high performers, optimize the end to end talent experience, and identify the skills and capabilities they need.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Cost: $$\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Key features:\"\n })\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: \"Candidate pooling: \"\n }), \"Beamery allows you to group candidates into vacancies, as well as create pools to source from & revisit. This can be incredibly beneficial for roles that you're consistently hiring for.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Highly customizable candidate profiles\"\n }), \": The interface allows you to add any field or tag to any candidate persona. New fields are immediately searchable and automatically turn into a variable field you can use in your email campaigns, so you can personalize your outreach further for different segments.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Access management\"\n }), \": Grant access to select data, features, objects, etc. based on the users, user role, groups, etc.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Our grade: C\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Beamery is a great tool to curate candidate data and communicate with those people If your challenge is tracking your communications and progress with you people you are pursuing to become candidates. However, outside of that, nothing about Beamery strikes us as revolutionary or stands out from other options in similar price ranges. If you have a large remote hiring team and need to be able to track user permissions and customize profiles, this is the tool for you.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Quick note: some people will want this to be an ATS. It isn't. This is a tool that will help you scale your communications with potential candidates and nurture them along the way.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\\xa0\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"4. \", /*#__PURE__*/_jsx(Link, {\n href: \"http://recruiterflow.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"RecruiterFlow\"\n })\n }), \" - Best for agencies\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Recruiterflow delivers an all-in-one applicant tracking system (ATS), customer relationship management (CRM), and automation solution for executive search firms and recruiting agencies.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Cost: $$\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Key features:\"\n })\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: \"Intuitive UI: \"\n }), \"Nearly every review mentions the simplicity and ease of use when it comes to RecruiterFlow's UI. Of note is their drag-and-drop functionality which allows teams to quickly move candidates through their process. Campaigns for different roles (or types of outreach) are called Recipes and can be modified to send select segments unique pitches.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Automation:\"\n }), \"RecruiterFlow allows you to automate different aspects of the candidate nurture and hiring process, including rejection emails, phone screen scheduling, email confirmations on submittal, and follow-ups.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Collaborative client portal\"\n }), \": If you recruit on behalf of clients, or you have a remote team that needs help collaborating with hiring managers, RecruiterFlow's candidate portal is really useful. It's compliant, helps you control what information you present to clients and when, and helps everyone stay on the same page during the hiring process.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Our grade: A\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"RecruiterFlow gets massive bonus points for its ease of use and reliability. Compared to other tools on this list, customers stated that the speed and ease of use make the app intuitive, and allow others to ramp onto it quickly. That being said, unless you have a large recruiting team or hire on behalf of clients at an agency, the features related to automation and client relationship management are less relevant.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\\xa0\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"5. \", /*#__PURE__*/_jsx(Link, {\n href: \"http://talentlyft.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"TalentLyft\"\n })\n }), \" - Best for early-stage startups\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"TalentLyft is a full-stack recruitment software that includes an ATS, sourcing, and CRM solution under one platform, allowing you to segment your talent pool, organize data, and save time on manual tasks.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Cost: $\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Key features:\"\n })\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: \"Create a no-code career site:\"\n }), \"TalentLyft has premade templates that all you to brand and design a career site without an engineer or designer, making it perfect for smaller teams just getting started.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Automated campaigns: \"\n }), \"Automatically log emails, calls, evaluations, disqualifications, or any other activities made with candidates.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Rich candidate profiles:\"\n }), \"TalentLyft's in-app candidate profiles are some of the best we've seen. They not only list all relevant public profiles, but they allow you to visualize every touchpoint, interaction, and segment with individual analytics to help you can better engage top candidates.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Our grade: B+\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\\xa0\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"6. \", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.com/try-for-free\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Dover\"\n })\n }), \" - Best for teams of all sizes who are scaling quickly\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Dover gives you actionable data, automates your team\u2019s workflows across the entire hiring process, and enables you to engage talent with deeply integrated automation.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Cost: $\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Key features:\"\n })\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: \"Autogenerated and customizable outreach with personalization: \"\n }), \"If you're familiar with ChatGPT, Dover similarly autogenerates an email with personalization based on a candidate's profile. It's white-labeled (aka it looks like it comes from your team), so you can customize the output and A/B test campaigns to perfect your pitch across segments.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Outsource phone screens (if you choose): Regardless of company size, it's impossible to screen every single qualified candidate who applies. You likely create a shortlist, screen those, and generate a general image of who the ideal candidate should be. \"\n }), \"This results in missing out on the best-fit candidate or having a skewed sense of what quality looks like. Dover allows you to optionally turn on our Interviewer feature for any open role. When you do, you let our expert team of interviewers (some with over 3,000+ hours of interview experience) screen candidates on your behalf. We work closely with your team to collaborate on a rubric and set of questions, and only pass applicants along who would be a perfect fit.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Automation: \"\n }), \"Dover automates any part of your recruiting process. We can automatically generate a job description, post across hundreds of job boards (and recycle postings so that you show up in listings more often), autogenerate outreach, automate follow-ups and rejections, schedule across multiple calendars and timezones, and integrate with your ATS (to name just a few things).\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Our grade: A\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"We might be biased, but we think we do a pretty good job of helping teams make their next great hire. Unlike other platforms on this list, we not only automate the manual administrative work required in recruiting, but also help you understand what good looks like. Even if you don't end up using the autogenerated content (or job descriptions, too!), you can at least have an outline so you're not starting from scratch.\"\n })]\n }),\n KHs3FpFfM: \"6-best-crm-recruitment-software-solutions-to-jumpstart-your-hiring-in-2023\",\n lLFjTwedK: 'A recruitment CRM (Customer Relationship Management) is a type of software that helps companies manage their relationships with potential and current candidates. It helps recruiters organize, track, and analyze candidate information from initial contact to hire and beyond.
Recruitment CRMs have seen a lot of innovation over the years. Many features that assist recruiters and hiring managers in streamlining the hiring process, such as resume parsing and email nurture, have become automated. As a result, talent acquisition teams can focus more on candidate experience and prevent dropoff in their process.
\u200D
Some of the key benefits of using a recruitment CRM include:
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63ace105d827c51b2653dc98_Frame%2040001.png\")
\u200D
Though many Applicant Tracking Systems (ATS platforms like Greenhouse, Lever, and Ashby) have taken on CRM capabilities, the functions of each are uniquely important in their own right. Put simply, a CRM handles everything before a candidate applies, and an ATS handles (mostly) everything after. Let\\'s dive into what we mean by that.
Recruitment CRMs are broader and more comprehensive in their approach to helping companies manage the candidate relations life cycle from attraction through onboarding. They provide features such as automating tasks related to communication, tracking activities, organizational charts, and pipelines, notes and contact log planning, tagging, search ranking of candidates, outreach campaigns, and distributing jobs.
Applicant tracking systems are focused on managing job applications throughout the process \u2014 like the administrative aspects involved with scheduling, follow-ups, and onboarding. It focuses primarily on steps such as posting jobs online/job boards, receiving applications through digital channels (like email or social networks), sorting applicants into organized groups by skillset/profile, making it easy to track applicants during different stages of the application process (interviews, etc.), and finally choosing which applicant is suitable based on criteria set by employers or recruiters.
\u200D
Tracker is a web-based, integrated recruitment ATS and CRM designed for recruiting and staffing firms. Their platform can manage entire recruitment workflows, from candidate sourcing and placement to employee onboarding. What\\'s unique about Tracker is that it can be used to manage sales, CRM, recruiting, marketing, and operations in addition to recruiting, so it\\'s basically an all-in-one customer and candidate management tool for mid-to-large size teams.
While Tracker is extremely robust, we feel like it only makes sense for companies who havenoorganizational or tracking system in place. It\\'s incredibly cost-effective for early-stage companies looking to enter into hypergrowth, but it still doesn\\'t offer the level of integration and customization that larger sales and marketing CRMs do. This means that we view it as a great starter tool to get you and your team organized and efficient, but not a permanent solution as you expand.
A cloud-based software that is scalable and customizable and can effectively manage the hiring process to attract desired applicants. It arranges resumes, provides integration features, builds candidate profiles, and encourages collaboration between teams. Their tools feature an ATS, task scheduling, reporting capabilities, offer controlling, and even a career page setup.
Beamery\u2019s talent CRM aims to enable talent teams to reach diversity targets, identify and engage potential high performers, optimize the end to end talent experience, and identify the skills and capabilities they need.
Beamery is a great tool to curate candidate data and communicate with those people If your challenge is tracking your communications and progress with you people you are pursuing to become candidates. However, outside of that, nothing about Beamery strikes us as revolutionary or stands out from other options in similar price ranges. If you have a large remote hiring team and need to be able to track user permissions and customize profiles, this is the tool for you.
Quick note: some people will want this to be an ATS. It isn\\'t. This is a tool that will help you scale your communications with potential candidates and nurture them along the way.
Recruiterflow delivers an all-in-one applicant tracking system (ATS), customer relationship management (CRM), and automation solution for executive search firms and recruiting agencies.
RecruiterFlow gets massive bonus points for its ease of use and reliability. Compared to other tools on this list, customers stated that the speed and ease of use make the app intuitive, and allow others to ramp onto it quickly. That being said, unless you have a large recruiting team or hire on behalf of clients at an agency, the features related to automation and client relationship management are less relevant.
TalentLyft is a full-stack recruitment software that includes an ATS, sourcing, and CRM solution under one platform, allowing you to segment your talent pool, organize data, and save time on manual tasks.
Dover gives you actionable data, automates your team\u2019s workflows across the entire hiring process, and enables you to engage talent with deeply integrated automation.
We might be biased, but we think we do a pretty good job of helping teams make their next great hire. Unlike other platforms on this list, we not only automate the manual administrative work required in recruiting, but also help you understand what good looks like. Even if you don\\'t end up using the autogenerated content (or job descriptions, too!), you can at least have an outline so you\\'re not starting from scratch.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"Are you trying to make your talent acquisition process more efficient? With the overcrowded job market of today, staying organized when screening applicants and scheduling interviews can be a challenge. Implementing candidate relationship management (CRM) software could be the answer.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Candidate relationship management is an essential tool for recruiters who want to stay on top of their recruitment efforts. It allows them to communicate with, track and manage prospects throughout their application journey in one central place\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"But with so many options out there, how do you pick the best one?\"\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/sJNYHQQyiGXu3mSOLAgOr1E5TA.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/sJNYHQQyiGXu3mSOLAgOr1E5TA.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/sJNYHQQyiGXu3mSOLAgOr1E5TA.jpeg?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/sJNYHQQyiGXu3mSOLAgOr1E5TA.jpeg\").href} 2000w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"6 tips to impress candidates on a first-round phone screen\",\n id: \"pCAAUgzn5\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"h2\", {\n children: [\"\u200D\", /*#__PURE__*/_jsx(\"br\", {}), \"1. Do your homework.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If you sourced a candidate on your own, you may already know why you selected them and which qualifications stick out to you. However, if they\u2019re an inbound applicant, meaning they applied to your job posting directly, look at their LinkedIn profile and resume, making any notes of specific questions you have at this stage.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"2. Create a scorecard.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A scorecard helps you to remain consistent and honest when evaluating candidates. Doing this before beginning your search can help you discover what you\u2019re actually looking for in the role \u2014 and what qualities could instead be \u201Cnice-to-have\u201D.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Some areas to consider are:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"General demeanor\"\n }), \": This can include politeness, timeliness, friendliness, and the ability to articulate ideas clearly. Did you leave the interview with more energy than you came in with?\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Past experience or career trajectory: \"\n }), \"Where do they see themselves in the next year \u2014 could this role meet those needs and goals? If it\u2019s a technical role, were they able to explain highly technical projects in a clear and simple way?\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Professional requirements you care about\"\n }), \": This can range from experience in specific programs you will need the role to use frequently, tech stack knowledge, or other specifics that pertain to the role.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Any areas of concern: \"\n }), \"Poor communication skills, potential issues in start date/qualifications, etc. This can also be company-specific. For example, one of our top customers HeyJane provides affordable and accessible abortion care. They asked us to assess how comfortable candidates were with using the word \u201Cabortion\u201D \\xa0\u2014 those who seemed hesitant would obviously not be the right fit.\"]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"We created a series of scoring rubric templates across the most popular personas startups hire for \u2014 check it out \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/phone-screen-scoring-rubric\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"here\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"3. Eliminate bias with an ordered list of questions.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Studies show that asking questions in the same order for all candidates results in \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.stybelpeabody.com/pdf/jobinterviewpredictivevalidity.pdf\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"higher predictive validity\"\n })\n }), \" on job performance and \", /*#__PURE__*/_jsx(Link, {\n href: \"https://msu.edu/~morgeson/levashina_hartwell_morgeson_campion_2014.pdf\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"lower individual interviewer bias\"\n })\n }), \". In other words, you\u2019re less likely to assess candidates on a \u201Cgut feeling\u201D versus their actual response to each question. This tends to point to affinity bias or the idea that we gravitate toward people like ourselves in appearance, beliefs, and background. That\u2019s not to say you shouldn\u2019t be friendly or polite, but if you were more chummy with one candidate over another, it could cloud your perception of who is actually qualified for the role and who you simply enjoyed talking to.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"4. Perfect your pitch.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Think of your pitch as a problem/solution statement. What are you doing and why? Why now? You want to anticipate what questions candidates might have so you\u2019re not caught off guard. Include any unique attributes: are you disrupting an outdated industry? Is your software the first-of-its-kind? Do you offer all new hires a free puppy? Mention this in your pitch.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Remember: you\u2019re not only evaluating a candidate \u2014 they\u2019re also evaluating you. For a startup \", /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/we-analyzed-early-hires/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"hiring their first employees\"\n })\n }), \", a recruiting pitch is your one chance to capture their attention \u2014 especially if you don\u2019t yet have a robust employer brand. It also helps candidates to speak to specific role or company pain points during the interview.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Pro tip: Don\u2019t pitch all candidates the same way. \"\n }), \"Consider the type of role you\u2019re hiring for: is it an entry-level position with straightforward responsibilities? You might want to spend more time on a creative pitch, as candidates will likely be more interested on what separates your company from others in the context of this role. On the other hand, if it\u2019s a founding engineer role, you\u2019ll want to perfect your pitch \", /*#__PURE__*/_jsx(\"em\", {\n children: \"and \"\n }), \"outline a few projects they might work on in the first few months to a year.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"5. Treat it like a first date.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Don\u2019t launch into your company\u2019s mission statement the minute a candidate says \u201Chello.\u201D Just as you\u2019re evaluating their interpersonal skills, they\u2019re also trying to figure out if they\u2019d like to work with your team. Show up early, be polite, and make them feel welcome by asking about their day or weekend before coming in with your elevator pitch.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Additionally, during the interview, be an active listener by acknowledging their responses, paraphrasing their answers to show you understand or asking for further clarification.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"6. Outline next steps at the end of the call.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"One of the top reasons candidates drop off is if they feel like they have to hound you to set up another time or let them know they\u2019re not moving on to the next stage. If you definitely know you\u2019d like to move forward, schedule the next interview at the end of the phone screen. If it\u2019s clear that you\u2019ll have to reject a candidate, try to do so within the next 1 to 2 days. If you need help constructing a thoughtful rejection email, check out our guide.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"After the call, write any final notes in the rubric while they\u2019re still fresh in your mind.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"How Dover can save you 60-80 hours per hire\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Over the last year, our interviewers conducted thousands of first-round phone screens for top startups. We learned some pretty cool things:\"\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: \"The probability of getting a qualified candidate doesn\u2019t diminish with Dover interviewers: \"\n }), \"we partner closely with your team to finalize a scorecard and rubric to ensure we\u2019re asking the right questions, in the right way.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"We can save hiring managers 60 to 80 hours per hire. \"\n }), \"If you work for a small startup, you likely don\u2019t have time to screen all qualified candidates who apply. We make sure to interview every candidate you approve and only pass those along who would be a perfect fit.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If you want to learn more about how Dover is helping startups hire more effectively end-to-end, talk to us.\"\n })]\n }),\n KHs3FpFfM: \"6-tips-to-impress-candidates-on-a-first-round-phone-screen\",\n lLFjTwedK: 'If you sourced a candidate on your own, you may already know why you selected them and which qualifications stick out to you. However, if they\u2019re an inbound applicant, meaning they applied to your job posting directly, look at their LinkedIn profile and resume, making any notes of specific questions you have at this stage.
A scorecard helps you to remain consistent and honest when evaluating candidates. Doing this before beginning your search can help you discover what you\u2019re actually looking for in the role \u2014 and what qualities could instead be \u201Cnice-to-have\u201D.
Some areas to consider are:
We created a series of scoring rubric templates across the most popular personas startups hire for \u2014 check it out here.
Studies show that asking questions in the same order for all candidates results in higher predictive validity on job performance and lower individual interviewer bias. In other words, you\u2019re less likely to assess candidates on a \u201Cgut feeling\u201D versus their actual response to each question. This tends to point to affinity bias or the idea that we gravitate toward people like ourselves in appearance, beliefs, and background. That\u2019s not to say you shouldn\u2019t be friendly or polite, but if you were more chummy with one candidate over another, it could cloud your perception of who is actually qualified for the role and who you simply enjoyed talking to.
Think of your pitch as a problem/solution statement. What are you doing and why? Why now? You want to anticipate what questions candidates might have so you\u2019re not caught off guard. Include any unique attributes: are you disrupting an outdated industry? Is your software the first-of-its-kind? Do you offer all new hires a free puppy? Mention this in your pitch.
Remember: you\u2019re not only evaluating a candidate \u2014 they\u2019re also evaluating you. For a startup hiring their first employees, a recruiting pitch is your one chance to capture their attention \u2014 especially if you don\u2019t yet have a robust employer brand. It also helps candidates to speak to specific role or company pain points during the interview.
Pro tip: Don\u2019t pitch all candidates the same way. Consider the type of role you\u2019re hiring for: is it an entry-level position with straightforward responsibilities? You might want to spend more time on a creative pitch, as candidates will likely be more interested on what separates your company from others in the context of this role. On the other hand, if it\u2019s a founding engineer role, you\u2019ll want to perfect your pitch and outline a few projects they might work on in the first few months to a year.
Don\u2019t launch into your company\u2019s mission statement the minute a candidate says \u201Chello.\u201D Just as you\u2019re evaluating their interpersonal skills, they\u2019re also trying to figure out if they\u2019d like to work with your team. Show up early, be polite, and make them feel welcome by asking about their day or weekend before coming in with your elevator pitch.
Additionally, during the interview, be an active listener by acknowledging their responses, paraphrasing their answers to show you understand or asking for further clarification.
One of the top reasons candidates drop off is if they feel like they have to hound you to set up another time or let them know they\u2019re not moving on to the next stage. If you definitely know you\u2019d like to move forward, schedule the next interview at the end of the phone screen. If it\u2019s clear that you\u2019ll have to reject a candidate, try to do so within the next 1 to 2 days. If you need help constructing a thoughtful rejection email, check out our guide.
After the call, write any final notes in the rubric while they\u2019re still fresh in your mind.
Over the last year, our interviewers conducted thousands of first-round phone screens for top startups. We learned some pretty cool things:
If you want to learn more about how Dover is helping startups hire more effectively end-to-end, talk to us.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"When it comes to startup hiring, nailing the first conversation with a new candidate is critical to meeting your hiring goals. Without the proper prep work, you\u2019ll lose your chance to attract and inspire top talent to join your team.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Additionally, they can help you:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Check for potential dealbreakers early on (e.g. availability, relocation, proficiency in your tech stack, etc.)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Ask for clarification on information in candidates\u2019 resumes or LinkedIn profiles\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Evaluate candidates\u2019 verbal communication skills (in some cases, test candidates for their ability to speak foreign languages)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Get to know candidates\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"For passive candidates, learn about their goals and desire to switch companies\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"In 2021, Dover conducted over 6,300 interviews for top startups, based on this experience we have distilled 6 difference makers to help you decide who you should pass to the next round, and who you should \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"hard pass\"\n }), \" on. \\xa0\"]\n })]\n }),\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/7WprEpXHrUsyJOKXBUyIXJ8.webp\").href\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"9 Overlooked Job Hunting Resources for Laid-Off Tech Folks\",\n id: \"oQ0B7KBYW\",\n k0Vi3jtec: null,\n KHs3FpFfM: \"9-overlooked-job-hunting-resources-for-laid-off-tech-folks\",\n lLFjTwedK: \"\",\n nZgZQZjb3: null,\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/AtKa37ZPqbs8tMWQmLcCjmxb0.jpg\").href\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/LcRm780e7xHdonPDfFxEWwDKpk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/LcRm780e7xHdonPDfFxEWwDKpk.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/LcRm780e7xHdonPDfFxEWwDKpk.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"9 powerful sourcing strategies to find the best passive candidates\",\n id: \"vL7BhZL8O\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"1. Create an ideal candidate persona.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"By leveraging candidate personas, recruiters can better understand a position\u2019s needs and what kind of traits will make an ideal candidate. Additionally, they can use the persona to inform their job advertising to ensure they are attracting the right types of candidates.\\xa0\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Before you start your search, sit down with your hiring manager and draft an ideal candidate profile; consider things like:\\xa0\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Prior work experience\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Field of study\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"College attended\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Industries they have experience in\\xa0\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How they communicate\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How they manage and collaborate with people\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"When it comes to interviewing, having a shared understanding of the candidate persona helps guide conversations and elicit responses that accurately assess each candidate\u2019s skills. This helps your hiring team make more informed decisions about the type of person they\u2019re looking for, and helps more easily narrow down your shortlist of candidates.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"2. Don't fumble your follow up.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Candidates are inundated with emails in today\u2019s market \u2014 many times, they likely miss your initial outreach. Looking at Dover\u2019s internal data, we\u2019ve seen that follow-up emails produce a significant amount of interested candidates \u2014 with 25% of interested candidates coming from the second follow-up and 30% for the third follow-up.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Knowing how many times to follow up without losing a candidates\u2019 initial interest is also crucial. Our internal data shows that two follow-ups spread 3 days apart produce the highest ROI.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"3. Post jobs on social channels.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Most employers use social media as a way to reach potential candidates. It is also an effective sourcing strategy to post the jobs you are hiring for on your most popular social channels, or\\xa0 engage and interact with potential candidates by creating content that showcases your company culture.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The best social channel for your team to use varies based on your ideal candidate persona \u2014 where do they typically engage with your company the most? Where do you or your team currently have the strongest following or brand recognition?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"As expected, the top social platform for recruiting is LinkedIn, closely followed by Facebook, Twitter and Instagram.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"A graph showing the top social channels for recruitment\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,jD5pGo2YuKCRv95EguVE00J0o0.png?originalFilename=63dc1250e96e0a330fbdc9e8_4mPsJCrovBb4EzUzJc-QomaO2hNjWPgFLwwa7oRK2D4CH6YjDn0sJyxNcz3LCj3JRSY5nm31MxwZSKaQmNZ3rqzlwdWIf21Xod0D1wTBLOF51BBIT5p_HH8iN_rKV4xAW_csnnAek4-6bwTAo6ldx2E.png\",\n src: new URL(\"https://framerusercontent.com/images/jD5pGo2YuKCRv95EguVE00J0o0.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Let's outline the pros and cons to each:\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"LinkedIn\"\n })\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: \"Pros\"\n }), \": Its tablestakes for recruiting \u2014 this is where you can engage broadly with candidates who fit your criteria or follow your company. Regardless of how much you utilize it for promoting your open roles, you should definitely advertise that you\u2019re hiring.\\xa0\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Cons\"\n }), \": It\u2019s expensive to promote job postings. Additionally, because of its size, it\u2019s oversaturated with employer branding posts, and unless you have a decent following or a team dedicated to it, it\u2019ll take a lot to stand out against the noise.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Facebook\"\n })\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: \"Pros:\"\n }), \" If you\u2019re hiring for part-time work in sales, retail, or the food industry, Facebook is a goldmine for talent. You can also add more targets to your search based on candidate demographics, so you can zero in more closely on your ideal candidate.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Cons:\"\n }), \" Facebook recruiting doesn\u2019t work well if you don\u2019t have a large following on your company page already, since it takes a lot to capture attention on people\u2019s personal social feeds.\\xa0\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Instagram\"\n })\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: \"Pros:\"\n }), \" Instagram is a great way to start showcasing your employer brand and engaging with younger candidates. It can also put your posting in front of folks who may come from unconventional backgrounds but have the exact skillset you\u2019re looking for.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Cons: \"\n }), \"Like Facebook, Instagram recruiting only works if you already have some brand awareness and a decent following.\\xa0\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Twitter\"\n })\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: \"Pros\"\n }), \": \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.softwareadvice.com/resources/hr-engage-talent-on-twitter/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"61% of job seekers\"\n })\n }), \" take to Twitter on the job hunt. And if you\u2019re in tech or have a large personal social media presence on Twitter, it can be a great way to get applicants from those who directly align with your mission or industry.\\xa0\\xa0\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Cons: \"\n }), \"Have you tried writing a job posting in < 280 characters? It\u2019s pretty difficult. Unless you have fairly good branding or design skills, it\u2019s going to be tough to sell your role if you\u2019re an early stage company.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"A great example comes from E. & J Gallo Winery, who promotes marketing roles on their\", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.instagram.com/tv/CZA3uLVJblc/?utm_source=ig_web_button_share_sheet\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \" Instagram page\"\n })\n }), \". Video content performs best on visual mediums, like Instagram, driving engagement and clickthrough rate.\"]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"An example of a company using Instagram for recruiting\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,Zqvd44FABYzdTu9eFnq7akUPzk.png?originalFilename=63dc12503520188cd74262e8_HeXLQyn6sjHIXyIdFc4El-8SIy2MOvUfVrmehkjIK2rkSKQ07nrzsQ0-9XFks59bHJW3jaZom3Dk9GPyIIPMQzLJ5qvEaCZg1i-Hc390Z1j8222p1eeRhVQwBYyzo-M2Aj8cE099jo2kOYHm-x9OzXo.png\",\n src: new URL(\"https://framerusercontent.com/images/Zqvd44FABYzdTu9eFnq7akUPzk.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"4. Utilize employee referrals.\\xa0\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"If you hire great people, \", /*#__PURE__*/_jsx(Link, {\n href: \"https://business.linkedin.com/content/dam/me/business/en-us/talent-solutions/resources/pdfs/new_employee_referral_programs_FINAL.pdf\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"you\u2019ll always hire great people\"\n })\n }), \". Why? Great people know other great people, and will probably refer them to join your company. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Your employees understand your company\u2019s culture and are great judges on a candidate's ability to be a reliable team member.\\xa0\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Providing candidates with templates or a script they can use to reach out to their network is useful, especially since many folks feel awkward when reaching out to their own contacts. For more tips, read our blog on how to hire from your personal network \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/blog/3-keys-to-recruiting-from-your-network\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"without feeling awkward about it\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"5. Find talent with recent layoff lists.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"With \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.forbes.com/sites/brianbushard/2022/12/13/2022-major-layoffs-grow-twitter-goldman-sachs-pluralsight-cutting-hundreds-of-jobs/?sh=75df429f281b\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"recent layoffs\"\n })\n }), \" rattling the job market, there is a bigger pool of active talent eager for a new position.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Layoff aggregator sites, like layoffs.fyi or Dover\u2019s own onesoftlanding.com allow you to access the contact information for recently laid off employees, which can be a great way to find top talent who you know will likely respond to your outreach.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"OneSoftLanding - Dover's layoff list aggregator\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,9TikqbySqgOZtkn1CKoZ2oIUEc.png?originalFilename=63dc125053d670debf8122b3_KOv1UM1RA5NV_Zxbc15mlvGCdtbsSPSBGGof_pi3MSiZBUknJ1lE3rwovZEswdVThR0L3BrnSMuFc6xuAt07BYYe4WQ8TZKpT7RwmE7giS88AeFAmyo7D0tPQOSjwoBtqmxYc5tPwNNS-4HYECE-q5M.png\",\n src: new URL(\"https://framerusercontent.com/images/9TikqbySqgOZtkn1CKoZ2oIUEc.png\").href\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"6. Personalize your outreach.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"After you\u2019ve narrowed down a list of target candidates, how do you get them to find your company and opportunity exciting enough to start a conversation? By \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/blog/recruiting-emails-101\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"writing effective recruiting emails\"\n })\n }), \" that are tailored to their personal skills, background and interests.\\xa0\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"At Dover, we discovered personalized outreach increased interested responses by more that 30%, even if the candidates responded as \u201Cnot interested\u201D to other companies.\\xa0\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"When writing your own personalized sentences, you\u2019ll want to search a candidate\u2019s profile for any overlap in skills with your current role. If you can\u2019t find anything interesting to call out (or if they have a minimal online presence) you can ask how things are going in their current role.\\xa0\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Examples include:\\xa0\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"I\u2019m really interested in the project you worked on at ACME \u2014 can you tell me more about it?\\xa0\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"How are things going at Facebook? Really impressed with your professional trajectory there!\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"Love your experience with building an e-comm app \u2014 that will be one of your primary areas of focus in this new role!\"\n })\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"7. Establish your employer brand to attract talent.\\xa0\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"While employer branding doesn\u2019t always produce immediate results, establishing your company as a place where employees are happy to work will improve the likelihood of your candidates responding. According to a study by Glassdoor, \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.glassdoor.com/employers/blog/most-important-employer-branding-statistics/#:~:text=75%25%20of%20active%20job%20seekers,company%20with%20a%20bad%20reputation\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"86% of employees and job seekers\"\n })\n }), \" research company reviews and ratings to decide on where to apply for a job.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"When \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/employer-branding-audit\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"auditing your brand\"\n })\n }), \", you want to take a look at the following:\"]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Your careers and team page\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Your social profiles and how up to date they are\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Employee testimonials\\xa0\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"You have a clear employee value proposition\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"If you\u2019re just getting started with employer branding, \"\n }), \"the first thing you should do is build a careers page. This is an opportunity to highlight the benefits, share more about the company and showcase your current team.\"]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,1ZNciUkDqhKhRY2hcPA1KQGZ1U.png?originalFilename=63dc125031b325fcd8b7e55d_ReHBYj58i9PU0eaGveUUqDRrPfQ_ajZPShSFaiTTsNykycEOX64P1qyl9SmCaw7SiWUwGgWcJY30QFqXdSdmdZ-XqsUC2q5tpq6RyReR4kcx8yxK14WN8dnzwFC1C-YC4T2dTRuHGUPw4dTJuCWwvEw.png\",\n src: new URL(\"https://framerusercontent.com/images/1ZNciUkDqhKhRY2hcPA1KQGZ1U.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"For more ideas and strategies to improve your employer branding, download our e-book: \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/employer-branding-audit\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"The Ultimate Guide to Employer Branding\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"8. Write an enticing job description.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Many candidates determine their fit through your job description and will usually reference it during an interview. According to an Indeed survey of over 2,000 job seekers, \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.indeed.com/hire/how-to-write-a-job-description\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"more than half \"\n })\n }), \"say the quality of a job description is \u201Cvery or extremely influential\u201D on their decision to submit an application.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A good job description will include the following:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"projects the new hire will work on or day-to-day aspects of the role\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"necessary skills and competencies\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"organization\u2019s culture.\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Pro tip:\"\n }), \" Keep your job descriptions concise \u2014 language guidance tool \", /*#__PURE__*/_jsx(Link, {\n href: \"https://textio.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Textio\"\n })\n }), \" recommends ssticking to 5-7 bullets to increase the likelihood that candidates read your entire post.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"To dive deeper, download our ebook on writing great job descriptions \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/how-to-write-great-job-descriptions-ebook\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"here\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"9. Consider using niche job boards.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"If you\u2019re hiring for a role with a small candidate pool, or with unique responsibilities and experience requirements, you\u2019re better off finding niche job boards to hit your goals. According\", /*#__PURE__*/_jsx(\"strong\", {\n children: \" \"\n }), \"to\", /*#__PURE__*/_jsx(\"strong\", {\n children: \" \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://www.shrm.org/hr-today/news/hr-magazine/0317/pages/niche-job-boards-muscle-into-recruiting-marketplace.aspx\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"SHRM\"\n })\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \", \"\n }), \"though job boards for unique roles don\u2019t produce the same quantity of candidates as other job posting sites, they give you more shots on goal with candidates that have the skills and experience you are seeking. Keep the following niche job boards in mind next time you\u2019re hiring for tech roles: \", /*#__PURE__*/_jsx(Link, {\n href: \"https://stackoverflow.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Stack Overflow\"\n })\n }), \", \", /*#__PURE__*/_jsx(Link, {\n href: \"https://angel.co/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"AngelList\"\n })\n }), \", \", /*#__PURE__*/_jsx(Link, {\n href: \"https://techtalent.jobs/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Tech Talent\"\n })\n }), \", or \", /*#__PURE__*/_jsx(Link, {\n href: \"https://geekli.st/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Geeklist\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Regardless of which strategies you use, it\u2019s important to continuously audit your hiring process so that you optimize weak points, refine your strategies, and save time and money in your recruiting process overall.\"\n })]\n }),\n KHs3FpFfM: \"9-powerful-sourcing-strategies-to-find-the-best-passive-candidates\",\n lLFjTwedK: 'By leveraging candidate personas, recruiters can better understand a position\u2019s needs and what kind of traits will make an ideal candidate. Additionally, they can use the persona to inform their job advertising to ensure they are attracting the right types of candidates.
Before you start your search, sit down with your hiring manager and draft an ideal candidate profile; consider things like:
When it comes to interviewing, having a shared understanding of the candidate persona helps guide conversations and elicit responses that accurately assess each candidate\u2019s skills. This helps your hiring team make more informed decisions about the type of person they\u2019re looking for, and helps more easily narrow down your shortlist of candidates.
\u200D
Candidates are inundated with emails in today\u2019s market \u2014 many times, they likely miss your initial outreach. Looking at Dover\u2019s internal data, we\u2019ve seen that follow-up emails produce a significant amount of interested candidates \u2014 with 25% of interested candidates coming from the second follow-up and 30% for the third follow-up.
Knowing how many times to follow up without losing a candidates\u2019 initial interest is also crucial. Our internal data shows that two follow-ups spread 3 days apart produce the highest ROI.
\u200D
Most employers use social media as a way to reach potential candidates. It is also an effective sourcing strategy to post the jobs you are hiring for on your most popular social channels, or engage and interact with potential candidates by creating content that showcases your company culture.
The best social channel for your team to use varies based on your ideal candidate persona \u2014 where do they typically engage with your company the most? Where do you or your team currently have the strongest following or brand recognition?
As expected, the top social platform for recruiting is LinkedIn, closely followed by Facebook, Twitter and Instagram.
\u200D
![\"A](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63dc1250e96e0a330fbdc9e8_4mPsJCrovBb4EzUzJc-QomaO2hNjWPgFLwwa7oRK2D4CH6YjDn0sJyxNcz3LCj3JRSY5nm31MxwZSKaQmNZ3rqzlwdWIf21Xod0D1wTBLOF51BBIT5p_HH8iN_rKV4xAW_csnnAek4-6bwTAo6ldx2E.png\")
\u200D
Let\\'s outline the pros and cons to each:
\u200D
A great example comes from E. & J Gallo Winery, who promotes marketing roles on their Instagram page. Video content performs best on visual mediums, like Instagram, driving engagement and clickthrough rate.
![\"An](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63dc12503520188cd74262e8_HeXLQyn6sjHIXyIdFc4El-8SIy2MOvUfVrmehkjIK2rkSKQ07nrzsQ0-9XFks59bHJW3jaZom3Dk9GPyIIPMQzLJ5qvEaCZg1i-Hc390Z1j8222p1eeRhVQwBYyzo-M2Aj8cE099jo2kOYHm-x9OzXo.png\")
\u200D
If you hire great people, you\u2019ll always hire great people. Why? Great people know other great people, and will probably refer them to join your company. Your employees understand your company\u2019s culture and are great judges on a candidate\\'s ability to be a reliable team member.
Providing candidates with templates or a script they can use to reach out to their network is useful, especially since many folks feel awkward when reaching out to their own contacts. For more tips, read our blog on how to hire from your personal network without feeling awkward about it.
\u200D
With recent layoffs rattling the job market, there is a bigger pool of active talent eager for a new position.
Layoff aggregator sites, like layoffs.fyi or Dover\u2019s own onesoftlanding.com allow you to access the contact information for recently laid off employees, which can be a great way to find top talent who you know will likely respond to your outreach.
![\"OneSoftLanding](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63dc125053d670debf8122b3_KOv1UM1RA5NV_Zxbc15mlvGCdtbsSPSBGGof_pi3MSiZBUknJ1lE3rwovZEswdVThR0L3BrnSMuFc6xuAt07BYYe4WQ8TZKpT7RwmE7giS88AeFAmyo7D0tPQOSjwoBtqmxYc5tPwNNS-4HYECE-q5M.png\")
After you\u2019ve narrowed down a list of target candidates, how do you get them to find your company and opportunity exciting enough to start a conversation? By writing effective recruiting emails that are tailored to their personal skills, background and interests.
At Dover, we discovered personalized outreach increased interested responses by more that 30%, even if the candidates responded as \u201Cnot interested\u201D to other companies.
When writing your own personalized sentences, you\u2019ll want to search a candidate\u2019s profile for any overlap in skills with your current role. If you can\u2019t find anything interesting to call out (or if they have a minimal online presence) you can ask how things are going in their current role.
Examples include:
While employer branding doesn\u2019t always produce immediate results, establishing your company as a place where employees are happy to work will improve the likelihood of your candidates responding. According to a study by Glassdoor, 86% of employees and job seekers research company reviews and ratings to decide on where to apply for a job.
When auditing your brand, you want to take a look at the following:
If you\u2019re just getting started with employer branding, the first thing you should do is build a careers page. This is an opportunity to highlight the benefits, share more about the company and showcase your current team.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63dc125031b325fcd8b7e55d_ReHBYj58i9PU0eaGveUUqDRrPfQ_ajZPShSFaiTTsNykycEOX64P1qyl9SmCaw7SiWUwGgWcJY30QFqXdSdmdZ-XqsUC2q5tpq6RyReR4kcx8yxK14WN8dnzwFC1C-YC4T2dTRuHGUPw4dTJuCWwvEw.png\")
\u200D
For more ideas and strategies to improve your employer branding, download our e-book: The Ultimate Guide to Employer Branding.
Many candidates determine their fit through your job description and will usually reference it during an interview. According to an Indeed survey of over 2,000 job seekers, more than half say the quality of a job description is \u201Cvery or extremely influential\u201D on their decision to submit an application.
A good job description will include the following:
Pro tip: Keep your job descriptions concise \u2014 language guidance tool Textio recommends ssticking to 5-7 bullets to increase the likelihood that candidates read your entire post.
To dive deeper, download our ebook on writing great job descriptions here.
If you\u2019re hiring for a role with a small candidate pool, or with unique responsibilities and experience requirements, you\u2019re better off finding niche job boards to hit your goals. According to SHRM, though job boards for unique roles don\u2019t produce the same quantity of candidates as other job posting sites, they give you more shots on goal with candidates that have the skills and experience you are seeking. Keep the following niche job boards in mind next time you\u2019re hiring for tech roles: Stack Overflow, AngelList, Tech Talent, or Geeklist.
\u200D
Regardless of which strategies you use, it\u2019s important to continuously audit your hiring process so that you optimize weak points, refine your strategies, and save time and money in your recruiting process overall.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"Hiring and recruiting is a lengthy process \u2014 according to \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.shrm.org/ResourcesAndTools/business-solutions/Documents/Talent-Acquisition-Report-All-Industries-All-FTEs.pdf\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"SHRM, the average time it takes to hire a new employee is 36 days\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Using unique sourcing strategies to have a pool of warm future talent is key to being competitive in today's market. Why? Starting from scratch to build a pool of qualified candidates for each new role will cost you in time and money.\\xa0\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"In this blog, we\u2019ve compiled our list of the top ten sourcing strategies for 2023, from our work helping 200+ companies hire top talent:\"\n })]\n }),\n U2kj_fobh: \"Jessica Alejandre\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href} 750w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/vWSL5eFX4EFlNMHxv8AdKhf83E.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/vWSL5eFX4EFlNMHxv8AdKhf83E.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/vWSL5eFX4EFlNMHxv8AdKhf83E.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Announcing Dover's Series A\",\n id: \"asJKKytUO\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"At Dover, we're on a mission to enable every company in the world to create the best recruiting experience possible. Today, we're thrilled to share that \", /*#__PURE__*/_jsx(Link, {\n href: \"https://techcrunch.com/2021/07/19/dover-raises-20m-to-bring-the-concept-of-orchestration-to-recruitment/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Dover has raised a $20m Series A round\"\n })\n }), \" led by Tiger Global, with participation from previous investors Founders Fund, Abstract Ventures, and YC.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"George, Anvisha, and I started Dover in early 2019 as second-time founders who felt that recruiting was deeply broken for both candidates and companies. Our big realization came after we reflected on how we spent our time while recruiting \u2014 only 20% of it was strategic and 80% was largely operational work. We were following the playbook most companies follow \u2014 stringing together countless recruiting tools, with little data on how to optimize interview processes, recruiting spend, and ultimately hiring outcomes for a given job opening. We were getting by on luck and intuition and knew there had to be a better way.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: 'So we got to work. Over the past several years, we\\'ve built a vertically-integrated recruiting platform that automates the 80% of tedious operational work like sourcing, scheduling, and process management. \\xa0This streamlines the recruiting experience for candidates while also giving hiring teams more time to focus on recruiting strategy\u2013essential questions like \"how do we get someone excited to work for us?\" and \"how can we attract better talent?\" We knew it was important for companies to be able to build efficient and equitable hiring practices while also optimizing their recruiting funnels - like any efficient sales or marketing organization would do.'\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Since then, hundreds of companies have used Dover to hire across engineering, product, sales, marketing, and more. Many of the companies we've worked with are now comprised largely of \\\"Dover\\\" hires. Some started using Dover to make their first few key hires, while larger customers with established recruiting teams were able to scale much more quickly with Dover's platform.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Dover's software is unique in that it understands exactly what a good candidate looks like for any job opening, calibrates with the hiring manager and recruiting team, and then runs all three primary recruiting channels (applicant filtering, candidate outreach, and referrals) to get those candidates into the interview process. Dover sits on top of candidate sources like LinkedIn, Indeed and Triplebyte, determines how to optimize spending time and money across these sources, and gives hiring teams insights into how their recruiting metrics compare to the market.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I'm incredibly grateful for the continued support from our customers, partners and investors and couldn't be happier to continue to build the future of recruiting with you. I'm also amazed with what the Dover team has been able to achieve in the last two and a half years, and am excited for what's to come.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"- Max Kolysh\"\n })]\n }),\n KHs3FpFfM: \"announcing-dover-series-a\",\n lLFjTwedK: 'At Dover, we\\'re on a mission to enable every company in the world to create the best recruiting experience possible. Today, we\\'re thrilled to share that Dover has raised a $20m Series A round led by Tiger Global, with participation from previous investors Founders Fund, Abstract Ventures, and YC.
George, Anvisha, and I started Dover in early 2019 as second-time founders who felt that recruiting was deeply broken for both candidates and companies. Our big realization came after we reflected on how we spent our time while recruiting \u2014 only 20% of it was strategic and 80% was largely operational work. We were following the playbook most companies follow \u2014 stringing together countless recruiting tools, with little data on how to optimize interview processes, recruiting spend, and ultimately hiring outcomes for a given job opening. We were getting by on luck and intuition and knew there had to be a better way.
So we got to work. Over the past several years, we\\'ve built a vertically-integrated recruiting platform that automates the 80% of tedious operational work like sourcing, scheduling, and process management. This streamlines the recruiting experience for candidates while also giving hiring teams more time to focus on recruiting strategy\u2013essential questions like \"how do we get someone excited to work for us?\" and \"how can we attract better talent?\" We knew it was important for companies to be able to build efficient and equitable hiring practices while also optimizing their recruiting funnels - like any efficient sales or marketing organization would do.
Since then, hundreds of companies have used Dover to hire across engineering, product, sales, marketing, and more. Many of the companies we\\'ve worked with are now comprised largely of \"Dover\" hires. Some started using Dover to make their first few key hires, while larger customers with established recruiting teams were able to scale much more quickly with Dover\\'s platform.
Dover\\'s software is unique in that it understands exactly what a good candidate looks like for any job opening, calibrates with the hiring manager and recruiting team, and then runs all three primary recruiting channels (applicant filtering, candidate outreach, and referrals) to get those candidates into the interview process. Dover sits on top of candidate sources like LinkedIn, Indeed and Triplebyte, determines how to optimize spending time and money across these sources, and gives hiring teams insights into how their recruiting metrics compare to the market.
I\\'m incredibly grateful for the continued support from our customers, partners and investors and couldn\\'t be happier to continue to build the future of recruiting with you. I\\'m also amazed with what the Dover team has been able to achieve in the last two and a half years, and am excited for what\\'s to come.
- Max Kolysh
',\n nZgZQZjb3: null,\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/8od0fouH7toZhlogH2cMrObZ4.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/8od0fouH7toZhlogH2cMrObZ4.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/8od0fouH7toZhlogH2cMrObZ4.png?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/8od0fouH7toZhlogH2cMrObZ4.png?scale-down-to=2048\").href} 2048w, ${new URL(\"https://framerusercontent.com/images/8od0fouH7toZhlogH2cMrObZ4.png\").href} 2202w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Dover Autopilot \u2014 better than ever, and free for new users\",\n id: \"dI2pAADe8\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"em\", {\n children: \"I used to spend hours drafting recruiting emails and sourcing candidates. Dover took the hard work off my plate, saving me 20-30 hours a week (at minimum).\"\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" Adam Seitzman\"\n }), \", Head of Sales and GTM, Copilot\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"How does it work?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Dover Autopilot is designed to make it easy for you to find and hire the best candidates, with three key highlights:\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"1. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Set up a job search in < 5 seconds.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Upload a link to your job description, and Dover Autopilot will automatically parse your requirements to find a shortlist of candidates.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,8AhcNdJ2LFpNYMxMJqL4H0LZcts.gif?originalFilename=JD.gif\",\n src: new URL(\"https://framerusercontent.com/images/8AhcNdJ2LFpNYMxMJqL4H0LZcts.gif\").href\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"2. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Automatically generate personalized outreach.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Your candidate outbox shows you a shortlist of top talent that meets your criteria. From here, you can edit Dover\u2019s automatically generated (and personalized!) outreach for each candidate.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,C1a95Ct1Cd72NREbRXf1CmpBt94.gif?originalFilename=63d953145e38997b95fbd5dd_ezgif.com-gif-maker-5.gif\",\n src: new URL(\"https://framerusercontent.com/images/C1a95Ct1Cd72NREbRXf1CmpBt94.gif\").href\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"3. Source while you sleep with our autopilot feature.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Turn sourcing on Full Auto, and Dover \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"will automatically reach out to 100+ candidates a week\"\n }), \" that meet your criteria, only surfacing those that express interest. We call it \u201Csourcing while you sleep\u201D. (Don\u2019t worry, you can still review every email before it goes out if you prefer.)\"]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,jmSHVsZTAJbM1amrJCFZY9Skuc.gif?originalFilename=63d95394ef9c6da083ee2f5f_ezgif.com-gif-maker-7.gif\",\n src: new URL(\"https://framerusercontent.com/images/jmSHVsZTAJbM1amrJCFZY9Skuc.gif\").href\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"em\", {\n children: \"As a founder, I'm balancing tens of things at a given time and it was a relief to hand off sourcing candidates to Dover. They ramped up instantly and helped steer us to great candidates for our React Native roles.\"\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" Alex Black,\"\n }), \" Former CEO, InvoiceSimple\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"dover-autopilot-better-than-ever-and-free-for-new-users\",\n lLFjTwedK: 'I used to spend hours drafting recruiting emails and sourcing candidates. Dover took the hard work off my plate, saving me 20-30 hours a week (at minimum). Adam Seitzman, Head of Sales and GTM, Copilot
Dover Autopilot is designed to make it easy for you to find and hire the best candidates, with three key highlights:
Upload a link to your job description, and Dover Autopilot will automatically parse your requirements to find a shortlist of candidates.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63d9525baa5e435a977fe719_JD%20(8).gif\")
Your candidate outbox shows you a shortlist of top talent that meets your criteria. From here, you can edit Dover\u2019s automatically generated (and personalized!) outreach for each candidate.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63d953145e38997b95fbd5dd_ezgif.com-gif-maker-5.gif\")
Turn sourcing on Full Auto, and Dover will automatically reach out to 100+ candidates a week that meet your criteria, only surfacing those that express interest. We call it \u201Csourcing while you sleep\u201D. (Don\u2019t worry, you can still review every email before it goes out if you prefer.)
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63d95394ef9c6da083ee2f5f_ezgif.com-gif-maker-7.gif\")
As a founder, I\\'m balancing tens of things at a given time and it was a relief to hand off sourcing candidates to Dover. They ramped up instantly and helped steer us to great candidates for our React Native roles. Alex Black, Former CEO, InvoiceSimple
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"Over the last four years, Dover has helped companies like \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/company/scaleai/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Scale AI\"\n })\n }), \", \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/company/stripe/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Stripe\"\n })\n }), \", \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/company/opensea-io/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"OpenSea\"\n })\n }), \", \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/company/benchling/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Benchling\"\n })\n }), \", and 400+ others make 2,000+ hires.But we were often too expensive for startups.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"We\u2019ve pushed hard to make it ridiculously easy for any founder, recruiter, or hiring manager to use Dover. (This was possible thanks to years of painstaking automation, data munging, and advances in AI like GPT-3).\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"We\u2019re excited to announce that today, we\u2019re unveiling our \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"first-ever self-serve tier \"\n }), \"\u2014\", /*#__PURE__*/_jsx(\"strong\", {\n children: \" the fastest, easiest way to spin up a world-class outbound recruiting motion in minutes.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/vWsk3peWBljHPkwIJzixISipJ64.jpeg\").href\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/TUntB305hh0kluOU5mPAtgGzYU.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/TUntB305hh0kluOU5mPAtgGzYU.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/TUntB305hh0kluOU5mPAtgGzYU.png\").href} 1005w`\n },\n eXep1b2gA: \"Learn how Dover's founding engineer cultivates a growth mindset amongst our engineering team.\",\n gq_5rwcNN: \"Dover\u2019s founding engineer on how to help build a team of future founders\",\n id: \"dtMK4QDpo\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"Why I joined Dover as its first employee\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"A behind-the-scenes look into the first stage of a company\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"As an early employee, \u201Cyou don't know what you don't know\u201D about what it takes to build a business, but the good news is, you are placed directly in the middle of the action and quickly find out.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: 'When I joined, I was grateful to have exposure to the many things that are abstracted away from an employee\\'s experience as a team grows in size, like the origin of the desks you work on, or the actual name of the business being used. I remember scanning Bookface (internal messaging board for YC founders) for deals on office furniture in San Francisco with George, and recall when Max had to file a DBA application so we could refer to ourselves officially as \"Dover\" - a name George came up with on a trip to England after seeing it on a street sign.'\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Silliness aside, it was this view into what it actually takes to bring an operation to life that was exciting to me, and why I joined the team in the first place. There\u2019s no better training for future founders than to see it all unfold firsthand, and I was thrilled to see the founders work through so much so quickly to get our company off the ground.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"The problem space\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The problem that Dover solves is pretty universally understood\u2014 recruiting is something every company goes through, and we've all had our fair share of experiences where the process could have been improved, as either the hiring manager, a member of the interview panel or the candidate.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I was excited about the prospect of making real change in the recruiting space, where inefficiencies and manual processes cause companies to lose out on great candidates, and vice versa.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I was also thrilled about the ability to improve our product as we dogfooded it ourselves \u2014 every time we hire someone (which we\u2019ve done a lot of this year, considering our team was 10 people at the start but is now north of 60 people), we are able to see directly how our product can be improved to help our customers hire better.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"The team (aka George, Max, and Anvisha)\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I had gone to school with Max and Anvisha \u2014 and had always been impressed by (they were both active and leaders in various student organizations) and enjoyed spending time with them. When they pitched me about what they were working on while in YC, I was impressed and felt excited about making the leap to join them.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I didn't know George prior to my conversations with him about joining Dover, but after I spoke with him as well and got a better sense of the founders\u2019 collective vision for the company, I felt that they were a group of whip-smart, thoughtful, and kind individuals who had bold goals about the recruiting space. \\xa0I couldn't wait to join them.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"How we\u2019ve improved since scaling our team to 60+ people\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Our continued high level of trust, humility and transparency on the team\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"I wouldn't say it's unique that a company provides a high level of ownership to its employees, but it is absolutely unique that, while scaling to its current size, Dover \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"continues to do so\"\n }), \" to the extent it does.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Here\u2019s how we\u2019ve done it:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"We are fortunate that we have more things to build than time to build them given the demand of our product \u2014 that means that any additional engineer on our team has the opportunity to carve out an area of ownership, whether that be the development, maintenance, and future enhancements to a major user-facing feature or a large backend improvement that will pay dividends over the months ahead in terms to development velocity and application performance. The engineers on our team are not only very technically adept, but are great at validating hypotheses through experimentation, rallying stakeholders to bring projects across the finish line, and building towards our ambitious product vision.\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Our interview process explicitly tests for: 1) product sense and the ability to communicate effectively, 2) curiosity and willingness to seek and accept help.\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"The reason we do this in the interview process is that this is a pretty accurate reflection of life at Dover: you are trusted to take on large projects because you are a thoughtful and knowledgeable person, you are given the room to explore and articulate the resources you need to fill in the gaps. And, your team is there to quickly step in and work with you to get you across the finish line.\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Our expanding product surface area\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"While we started out with our sourcing technology and automated outreach, we\u2019ve expanded our product surface area to include scheduling automation, job pipeline performance tracking, inbound channel optimization (i.e. programmatic job board utilization and spend), referrals, automated job descriptions, and much, much more.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The engineering team is able to achieve this through tight and thorough collaboration with other stakeholders across the company \u2014 customer success, sales, marketing \u2014 as we continue to gather feedback from them and our customers and prioritize against our vision of making recruiting better together.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,1j5Ozf91nS05RT45boJmpyvhE.png?originalFilename=638a47379c2d4d147c7980ff_604b1712d164064f5a1502f9_CW_Anvisha-Pai_145.png\",\n src: new URL(\"https://framerusercontent.com/images/1j5Ozf91nS05RT45boJmpyvhE.png\").href\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,e47pdvCWXAyZn7tvcYzahbXWQo.jpeg?originalFilename=638a473816ef830085631942_IMG_4336--1-.jpeg\",\n src: new URL(\"https://framerusercontent.com/images/e47pdvCWXAyZn7tvcYzahbXWQo.jpeg\").href\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"What I hope for\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"When I joined Dover, I was given the tools and visibility I needed to succeed as a founding engineer. I am grateful for that every day.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"My goal is to continue to cultivate that environment for my teammates. I want to give them the resources and opportunities they need to be the early employees, leaders, or founders that they strive to be at Dover and beyond.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Given what we\u2019ve built, the values we instill in ourselves and each other as a team, and the ambitious road we\u2019re forging ahead on, I\u2019m confident we can get there.\"\n })]\n }),\n KHs3FpFfM: \"dovers-founding-engineer-on-how-to-help-build-a-team-of-future-founders\",\n lLFjTwedK: 'A behind-the-scenes look into the first stage of a company
As an early employee, \u201Cyou don\\'t know what you don\\'t know\u201D about what it takes to build a business, but the good news is, you are placed directly in the middle of the action and quickly find out.
When I joined, I was grateful to have exposure to the many things that are abstracted away from an employee\\'s experience as a team grows in size, like the origin of the desks you work on, or the actual name of the business being used. I remember scanning Bookface (internal messaging board for YC founders) for deals on office furniture in San Francisco with George, and recall when Max had to file a DBA application so we could refer to ourselves officially as \"Dover\" - a name George came up with on a trip to England after seeing it on a street sign.
Silliness aside, it was this view into what it actually takes to bring an operation to life that was exciting to me, and why I joined the team in the first place. There\u2019s no better training for future founders than to see it all unfold firsthand, and I was thrilled to see the founders work through so much so quickly to get our company off the ground.
The problem that Dover solves is pretty universally understood\u2014 recruiting is something every company goes through, and we\\'ve all had our fair share of experiences where the process could have been improved, as either the hiring manager, a member of the interview panel or the candidate.
I was excited about the prospect of making real change in the recruiting space, where inefficiencies and manual processes cause companies to lose out on great candidates, and vice versa.
I was also thrilled about the ability to improve our product as we dogfooded it ourselves \u2014 every time we hire someone (which we\u2019ve done a lot of this year, considering our team was 10 people at the start but is now north of 60 people), we are able to see directly how our product can be improved to help our customers hire better.
I had gone to school with Max and Anvisha \u2014 and had always been impressed by (they were both active and leaders in various student organizations) and enjoyed spending time with them. When they pitched me about what they were working on while in YC, I was impressed and felt excited about making the leap to join them.
I didn\\'t know George prior to my conversations with him about joining Dover, but after I spoke with him as well and got a better sense of the founders\u2019 collective vision for the company, I felt that they were a group of whip-smart, thoughtful, and kind individuals who had bold goals about the recruiting space. I couldn\\'t wait to join them.
I wouldn\\'t say it\\'s unique that a company provides a high level of ownership to its employees, but it is absolutely unique that, while scaling to its current size, Dover continues to do so to the extent it does.
Here\u2019s how we\u2019ve done it:
While we started out with our sourcing technology and automated outreach, we\u2019ve expanded our product surface area to include scheduling automation, job pipeline performance tracking, inbound channel optimization (i.e. programmatic job board utilization and spend), referrals, automated job descriptions, and much, much more.
The engineering team is able to achieve this through tight and thorough collaboration with other stakeholders across the company \u2014 customer success, sales, marketing \u2014 as we continue to gather feedback from them and our customers and prioritize against our vision of making recruiting better together.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a47379c2d4d147c7980ff_604b1712d164064f5a1502f9_CW_Anvisha-Pai_145.png\")
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a473816ef830085631942_IMG_4336--1-.jpeg\")
When I joined Dover, I was given the tools and visibility I needed to succeed as a founding engineer. I am grateful for that every day.
My goal is to continue to cultivate that environment for my teammates. I want to give them the resources and opportunities they need to be the early employees, leaders, or founders that they strive to be at Dover and beyond.
Given what we\u2019ve built, the values we instill in ourselves and each other as a team, and the ambitious road we\u2019re forging ahead on, I\u2019m confident we can get there.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"I was one of the first 20 employees at my previous startup, Expanse (acquired by Palo Alto Networks last year). It was a phenomenal learning experience, but after more than 3 years at the company, I found myself itching for a role as an early member of the team at another small startup.\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"I went to MIT with Max and Anvisha, two of Dover's co-founders, and joined them while they were going through YC.\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"I ended up joining Dover as the first full-time employee and its Founding Engineer.\"\n })\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n U2kj_fobh: \"John Holliman\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/KDz91k6FhThQQ8ykhIUrYva3phw.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/KDz91k6FhThQQ8ykhIUrYva3phw.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/KDz91k6FhThQQ8ykhIUrYva3phw.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Hiring great product managers: everything you need to know\",\n id: \"L6rJCDFZ4\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"What is product management, and why do you need a product manager?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Product management brings your vision of the product to life. A product manager is the person who identifies the customer need and the larger business objectives that your product will fulfill,, articulates what success looks like, and rallies a team to turn that vision into a reality.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A good product manager must be experienced in at least one, passionate about all three, and conversant with practitioners in all.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"They\u2019re part marketer, part researcher, part designer, part project manager, and part people person.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"So what does that entail?\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"They partner with your engineering team to align on the roadmap, set deadlines, manage deliverables, and figure out what to prioritize\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"They deeply understand your different buyer personas and user needs\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"They monitor the market and perform competitive analyses\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Align teams around a project to ensure alignment in messaging, marketing, bugs, and launch\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Essentially, they\u2019re there to manage time and set goals, while creating a shared brain across larger teams to empower independent decision-making.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"When should I hire my first product manager?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"This table, pulled from Lenny\u2019s Newsletter (a popular Substack created by Lenny Rachitsky, an angel investor and former PM at Airbnb) finds that \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"the first PM is generally hired as the 15th - 100th employee, and 2 - 4 years after founding\"\n }), \". From our internal data, we find that the majority of companies hire a PM at the 10-19 employee mark, or the 100+ employee mark.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Obviously, each company is different, but three factors seem to contribute to waiting longer to hire your first full-time PM:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Founders with deep product sense (e.g. Shopify)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Building a product that isn\u2019t primarily user-facing (e.g. Stripe)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Long early beta period (e.g. Airtable)\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,a2eCyEE23Yq0FuA0mJrHxA1dRI.png?originalFilename=63891a1b46b792209b07bbd9_Screen-Shot-2022-06-21-at-2.44.00-PM.png\",\n src: new URL(\"https://framerusercontent.com/images/a2eCyEE23Yq0FuA0mJrHxA1dRI.png\").href\n }), /*#__PURE__*/_jsxs(\"h2\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), \"Where can I find great product managers?\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"General Job Boards\"\n }), \":\"]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.producthunt.com/jobs?&\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Product Hunt\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"http://linkedin.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"LinkedIn\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"http://indeed.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Indeed\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://angel.co/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"AngelList\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://jobs.mindtheproduct.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Mind the Product\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://productmanagerhq.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Product Manager HQ\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.ventureloop.com/ventureloop/home.php\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Venture Loop\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.crunchboard.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Crunchboard\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://producthired.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Product Hired\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.productmanagercrossing.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Product Manager Crossing\"\n })\n })\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Job boards for underrepresented groups:\"\n })\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://elpha.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Elpha\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.advancingwomenintech.org/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Advancing Women in Product\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.blackproductmanagers.com/job-posting\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Black Product Managers\"\n })\n })\n })\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,ZwxY8C1lKhQg8fTf1TbhkAWr6w.png?originalFilename=63891a1b71019d9455509fc6_Product-Managers--2-.png\",\n src: new URL(\"https://framerusercontent.com/images/ZwxY8C1lKhQg8fTf1TbhkAWr6w.png\").href\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"What is the typical career ladder for a product manager?\"\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: \"Associate/Junior Product Manager\"\n }), \": A Junior Product Manager may be assigned to work on a small feature or minor area of a product\u2019s overall development, though they\u2019ll still receive leadership from a senior product manager.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Product Owner\"\n }), \": A Product Owner takes responsibility for establishing, prioritizing, and overseeing the work performed by the team to ensure the final product achieves its potential. They act as the client\u2019s voice and collaborate with stakeholders to keep them updated on progress (and share stakeholders\u2019 expectations/concerns with the development team).\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Senior Product Manager\"\n }), \": A Senior Product Manager will look after a \", /*#__PURE__*/_jsx(\"em\", {\n children: \"portfolio\"\n }), \" of products, meaning they are looking after multiple products at once. Senior Product Managers are usually tasked with enhancing the value of existing products, too, maximizing the profitability of investments already out there on the market.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Lead Product Manager\"\n }), \": Product Leads are responsible for the creation of fresh products, working with members of the development team to push projects towards completion. They\u2019ll interact and liaise with employees across different departments such as marketing and research.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Product Director\"\n }), \": Product Directors are less involved with the day-to-day tasks related to the development of products. Instead, they focus more on the overall strategy and leading product managers at lower levels.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"VP of Product\"\n }), \": The VP/Head of Product is a common fixture in bigger tech companies with a sizeable portfolio of products and several layers of management. In smaller businesses and startups, the Head of Product may have less experience but is still the most senior product-development expert. The Head of Product is similar to the Product Director role, with much of the work involving managing those other Product Managers taking a hands-on approach. The Head of Product may have a responsibility for managing the team\u2019s overall budget and representing executives.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Public examples of PM career ladders:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.intercomassets.com/blog/wp-content/uploads/2019/05/Intercom-PM-job-ladder-Logo.pdf\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Intercom\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dropbox.com/s/8ogtpjvgptix3is/Optimizely%20PM%20Levels%20%26%20Profiles%20-%20FY19.pdf?dl=0\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Optimizely\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.transferwise.jobs/product-management-career-map/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Wise\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dropbox.com/s/5egjhdeo9ls3ugs/OpenTable%20-%20Product%20Management%20Careers%20at%20OpenTable%20v2.pdf?dl=0\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"OpenTable\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://medium.com/agileinsider/product-manager-skills-by-seniority-level-a-deep-breakdown-cd0690f76d10\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"XO Group\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/pulse/deep-dive-product-management-leveling-oscar-sara-wajnberg/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Oscar\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://engineering.gusto.com/a-framework-to-help-product-managers-achieve-their-potential-2/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Gusto\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(Link, {\n href: \"https://about.gitlab.com/handbook/product/product-manager-role/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"GitLab\"\n })\n }), /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"What skills and requirements should I look for?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"While product managers typically have engineering or product marketing backgrounds, there are a few soft skills that will require more than one interview to suss out.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"That being said, at a high-level, these are the general requirements that you\u2019ll want to scan a resume for and ask about when assessing applications and conducting preliminary phone screens:\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Core requirements\"\n })\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Experience with product development from ideation to launch\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Effective communication/cross-functional collaboration skills\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Exceptional writing and editing skills combined with strong presentation and public speaking skills\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Technical experience or basic coding knowledge, especially if they come from an non-traditional background for PMs (like consulting)\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The following \u201Csoft\u201D skills are essential to a product manager\u2019s success. You\u2019ll want to ask them in the second remote screen, as well as throughout the onsite and final interview process. We\u2019ve provided examples of strong and weak answers as well, so you can align everyone in your interview loop.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Collaboration\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A product manager will have to function as a mediator between customers, and different departments (namely engineering). Not only will they need to be good at delegating, they\u2019ll also need to effectively compromise and argue for various improvements in the product with various stakeholders.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsxs(\"em\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Pro tip: \"\n }), \"Product designers have ascended to become the \u201Cthird leg of the stool\u201D alongside PMs and engineers. One way to evaluate design sensibility and product instincts is to include product designers in the interview loop.\"]\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Interview questions: \u201CTell me about a time you disagreed with an engineer on your team and how you resolved it.\u201D\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"What aspect of product management do you find the least interesting?\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Execution\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"It\u2019s not enough to have a PM with a vision \u2014 you need someone who is capable of execution, defining deadlines and goals, as well as success metrics. Execution entails other important qualities like time-management, effective communication, and excellent people management skills.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Interview question: Pick a project you\u2019re proud of that took 3-9 months. Walk me through it from beginning to end. I\u2019ll ask questions along the way.\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Research\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Product management relies heavily on customer research to determine how you\u2019ll plan the roadmap and pivot (if needed). Having a product manager who has an innate curiosity and willingness to go to every length to make a decision is critical to their success, and your company\u2019s.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Interview question: Tell me about a time you did user research on a product/feature and that research had a big impact on the product.\"\n }), /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Product sense\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"To put it simply, great product managers should love products. Especially as an early-stage company, product knowledge and interest is key in getting over the tough hurdles of finding product-market fit, iterating on product features, and getting different departments on board with roadmap prioritization.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Interview question: How would you improve feature X in our product? Tell me about a great product you\u2019ve encountered recently. Why do you like it?\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"It can be difficult to judge product sense in an interview, but one way you can assess this at the end of a call is to see if any of the following are true (taken from Ken Horton\u2019s viral essay How to Hire a Product Manager):\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Shows creativity and imagination.\"\n }), \" If they describe a future version of a product or feature that is creative (even if it\u2019s not necessarily plausible right now), this signals that they\u2019re willing to take risks and innovate on outdated ideas.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Independently echoed some of your own concerns about your product \"\n }), \". \\xa0At least some of these should be obvious to an intelligent outsider with strong product instincts. Look for that moment in the interview where you nod, and say \u201Cyeah, I know \u2014 that\u2019s been driving us crazy too.\u201D\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Taught you something new about your product. \"\n }), \"It could be an obvious improvement that your team has never considered, a new idea for positioning against a competitor, or a problem they encountered that needs to be addressed. If you learn something from a candidate, it tells you two things: (1) they\u2019re not afraid to speak critically, and (2) they\u2019re smart and intuitive. Two things you definitely want in a PM.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Impact\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Measuring impact in previous roles is your best signal when determining the success of a PM hire. We define some things to look out for below, but generally it\u2019s important that they\u2019re able to express what they\u2019ve built in the past, and how that product or feature was successful in its target market on a qualitative and quantitative basis.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Interview question: What\u2019s the most important or impactful product you shipped? What made it so important or impactful? Would it have been as impactful without you, and why?\"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Technical knowledge\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"PMs with technical backgrounds will have more success conveying product requirements to engineers and relaying complicated details to non-technical colleagues and customers.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Interview question: How would you define X to a non-technical person? or How would you describe X product to a five-year-old?\"\n })\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"For more tips and best practices, download our \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/how-to-hire-a-great-product-manager\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Hiring Guide for Product Managers\"\n })\n }), \".\"]\n })]\n }),\n KHs3FpFfM: \"hiring-great-product-managers-everything-you-need-to-know\",\n lLFjTwedK: 'Product management brings your vision of the product to life. A product manager is the person who identifies the customer need and the larger business objectives that your product will fulfill,, articulates what success looks like, and rallies a team to turn that vision into a reality.
A good product manager must be experienced in at least one, passionate about all three, and conversant with practitioners in all.
They\u2019re part marketer, part researcher, part designer, part project manager, and part people person.
So what does that entail?
Essentially, they\u2019re there to manage time and set goals, while creating a shared brain across larger teams to empower independent decision-making.
This table, pulled from Lenny\u2019s Newsletter (a popular Substack created by Lenny Rachitsky, an angel investor and former PM at Airbnb) finds that the first PM is generally hired as the 15th - 100th employee, and 2 - 4 years after founding. From our internal data, we find that the majority of companies hire a PM at the 10-19 employee mark, or the 100+ employee mark.
Obviously, each company is different, but three factors seem to contribute to waiting longer to hire your first full-time PM:
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63891a1b46b792209b07bbd9_Screen-Shot-2022-06-21-at-2.44.00-PM.png\")
General Job Boards:
Job boards for underrepresented groups:
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63891a1b71019d9455509fc6_Product-Managers--2-.png\")
While product managers typically have engineering or product marketing backgrounds, there are a few soft skills that will require more than one interview to suss out.
That being said, at a high-level, these are the general requirements that you\u2019ll want to scan a resume for and ask about when assessing applications and conducting preliminary phone screens:
Core requirements
The following \u201Csoft\u201D skills are essential to a product manager\u2019s success. You\u2019ll want to ask them in the second remote screen, as well as throughout the onsite and final interview process. We\u2019ve provided examples of strong and weak answers as well, so you can align everyone in your interview loop.
A product manager will have to function as a mediator between customers, and different departments (namely engineering). Not only will they need to be good at delegating, they\u2019ll also need to effectively compromise and argue for various improvements in the product with various stakeholders.
Pro tip: Product designers have ascended to become the \u201Cthird leg of the stool\u201D alongside PMs and engineers. One way to evaluate design sensibility and product instincts is to include product designers in the interview loop.
Interview questions: \u201CTell me about a time you disagreed with an engineer on your team and how you resolved it.\u201D
What aspect of product management do you find the least interesting?
It\u2019s not enough to have a PM with a vision \u2014 you need someone who is capable of execution, defining deadlines and goals, as well as success metrics. Execution entails other important qualities like time-management, effective communication, and excellent people management skills.
Interview question: Pick a project you\u2019re proud of that took 3-9 months. Walk me through it from beginning to end. I\u2019ll ask questions along the way.
Product management relies heavily on customer research to determine how you\u2019ll plan the roadmap and pivot (if needed). Having a product manager who has an innate curiosity and willingness to go to every length to make a decision is critical to their success, and your company\u2019s.
Interview question: Tell me about a time you did user research on a product/feature and that research had a big impact on the product.
To put it simply, great product managers should love products. Especially as an early-stage company, product knowledge and interest is key in getting over the tough hurdles of finding product-market fit, iterating on product features, and getting different departments on board with roadmap prioritization.
Interview question: How would you improve feature X in our product? Tell me about a great product you\u2019ve encountered recently. Why do you like it?
It can be difficult to judge product sense in an interview, but one way you can assess this at the end of a call is to see if any of the following are true (taken from Ken Horton\u2019s viral essay How to Hire a Product Manager):
Shows creativity and imagination. If they describe a future version of a product or feature that is creative (even if it\u2019s not necessarily plausible right now), this signals that they\u2019re willing to take risks and innovate on outdated ideas.
Independently echoed some of your own concerns about your product . At least some of these should be obvious to an intelligent outsider with strong product instincts. Look for that moment in the interview where you nod, and say \u201Cyeah, I know \u2014 that\u2019s been driving us crazy too.\u201D
Taught you something new about your product. It could be an obvious improvement that your team has never considered, a new idea for positioning against a competitor, or a problem they encountered that needs to be addressed. If you learn something from a candidate, it tells you two things: (1) they\u2019re not afraid to speak critically, and (2) they\u2019re smart and intuitive. Two things you definitely want in a PM.
Measuring impact in previous roles is your best signal when determining the success of a PM hire. We define some things to look out for below, but generally it\u2019s important that they\u2019re able to express what they\u2019ve built in the past, and how that product or feature was successful in its target market on a qualitative and quantitative basis.
Interview question: What\u2019s the most important or impactful product you shipped? What made it so important or impactful? Would it have been as impactful without you, and why?
PMs with technical backgrounds will have more success conveying product requirements to engineers and relaying complicated details to non-technical colleagues and customers.
Interview question: How would you define X to a non-technical person? or How would you describe X product to a five-year-old?
I joined Dover three months ago as the sixth person on the EPD team, coming from a small New York-based creative agency where I had been the first engineering hire. During my interview process, I sensed that Dover\u2019s values aligned with mine. Upon joining, my intuitions were confirmed as I got to experience the great balance of collaboration and autonomy that defines our culture.
For those that don\u2019t know, Dover is building the first end-to-end recruiting orchestration platform for the world\u2019s top companies. We combine best-in-class candidate evaluation technology with bespoke process automation to help companies find and hire top talent for their open roles.
Dover went through YC in 2019, and today 100+ companies use our product to run a better hiring process.
By the time I joined, our values at Dover had been developing naturally, but as we\u2019ve grown rapidly from 5 to 35 people over the course of this last year, we realized that it was time to formalize our values to maintain the strong culture we had built.
Last month, we officially established our company values. This blog details what those values are and how we embody them on the EPD team.
At Dover, when we see a problem or an opportunity, we never think \u201Cthat\u2019s not my job\u201D. We take responsibility for our results \u2014 both successes and failures. We drive projects to completion, even if it means doing unglamorous work or work that\u2019s outside of our job description.
How we practice Ownership on the EPD team
Unglamorous work is going to be a part of any startup job \u2014 and something highly valuable for us are our Reliability Days.
When I started, we had a Reliability Day every other Wednesday, where we focused strictly on addressing tech debt. Today, Reliability Days happen three days in a row, once a month to allow us to devote more time to tasks that might not have been completed in one Reliability Day. It\u2019s not as glamorous or exciting as feature work. But we care that much about our code quality, longevity, and sustainability that we are intentional about dedicating team time to this. We\u2019ll refactor code, improve our monitoring, and generally work to make our codebase and systems better for everyone. I actually get excited for Reliability Days now, because it\u2019s rewarding to see the improvements we can make when we designate the time to it.
On the EPD team, we also practice ownership by understanding that we have to take responsibility for seeking help when we need it. As a new hire there\u2019s always some hesitation: \u201Cam I asking too many questions, should I already know how to do this?\u201D but people vocalized to me over and over that I shouldn\u2019t be afraid to ask questions. In my first one-on-one with Max (our CEO), he gave me the advice to tell myself that I wasn\u2019t asking enough questions, and that asking too many questions wasn\u2019t possible. Noa (one of our Engineers) was my onboarding buddy, and he also reiterated to me that there\u2019s no such thing as too small of a question. From day one, we\u2019re \u201Cteaching people how to fish\u201D.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a60c9392a15b35cba5c1d_1*MTz2QV0L4j9WroyRwP1Yzw.png\")
At Dover, we are intellectually rigorous and reason from first-principles. We\u2019re very open to trying things out and running experiments. We believe it\u2019s okay to be wrong \u2014 learning is valuable and helps us get to our ultimate goal. We make conclusions based on facts and data. We\u2019re honest with ourselves even if the conclusions are inconvenient or make us look bad.
How we practice Intellectual Honesty on the EPD team
On the Eng team, we review each other\u2019s code closely before shipping to production. When we open pull requests, someone else on the team will review and offer feedback on our code. There have been times when I felt like none of my code was in good shape after a review. It can be heart-sinking to feel like I didn\u2019t do things in the best way (or even right at all), but ultimately I value getting feedback from teammates with more experience and different perspectives than me. Getting constant feedback in this way has improved my coding practices and elevates our team\u2019s code quality overall. When we\u2019re proactive about intellectual honesty, we\u2019re also helping each other build a thicker skin and take feedback less personally in the interest of constant improvement.
There\u2019s a sense of humility on the Eng team where people are very open to feedback. We view feedback as an opportunity to learn. There are no big egos on our team.
At Dover, we optimize for what\u2019s good for the business, long-term, over our individual/team-level interests. We\u2019re not territorial; we avoid politics and gatekeeping. We think through externalities and the long-term implications of decisions that we make. Instead of doing things as one-offs we build processes and playbooks.
How we practice Big Picture Thinking on the EPD team
On the EPD team, we\u2019re constantly thinking about the long term. We value creating value for the customer and our internal users. Whether it\u2019s making the Engagement Manager or Customer Support jobs easier or the customer experience smoother, we\u2019re constantly shipping features with them in mind.
With Eng decisions, we always ask ourselves: how is this going to be potentially used in the long term? We structure things with scalability in mind. As an example, I\u2019m in the middle of scoping out a design doc for a rather large project in reworking our onboarding flow. I\u2019ve spent days on it, meeting with multiple people to gather the requirements and understand the high level goals of the project. I\u2019m eager to start working on it, but I understand the value in having a thorough understanding of the problem and solution before diving into the implementation. We consider the technical details and deliverability, as well as the impact it will have on other aspects of our product. We think of these questions up front because time spent there ends up saving us time in the long run.
At Dover, we bias towards action. We value output and results over face-time. We are deliberate in identifying the MVP and are comfortable cutting the right corners.
How we practice Gotta Go Fast on the EPD team
On the EPD team, we believe in getting things functionally complete and shipped so we can help customers and people on different teams, even if the first version doesn\u2019t look perfect.
The first thing I ship won\u2019t necessarily look like the design specs. And that\u2019s okay \u2014 I\u2019m prioritizing speed, so I can get feedback faster and deliver value more quickly.
\u201CGotta go fast\u201D is a phrase that\u2019s repeated all the time on the Eng team. Working on a fast-paced team means learning to optimize for speed and taking an incremental approach toward delivering new features. I can be meticulous, and naturally I want to make sure I\u2019m doing something right before putting it out there. I\u2019ve learned that it\u2019s okay if it\u2019s not right the first time, and that I never need to feel judged by anyone. We\u2019re constantly reviewing each other\u2019s code and giving feedback, so it\u2019s safe to move fast.
At Dover, we value experience, but don\u2019t discount people who don\u2019t have it. We believe good ideas can come from anywhere and anyone. People who do great work grow the fastest. The business needs them and pulls them into new areas.
How we practice Slope over Y-intercept on the EPD team
Coming from a creative agency, most of my development experience had been focused in frontend. At Dover, we\u2019re expected to touch all areas of development \u2014 frontend, backend, and infrastructure. While it was intimidating at first to think I\u2019d be working in areas that I was less familiar with, the supportive nature of our team helped me dive into full stack work in my first couple days here. Three months later, I have far more confidence in areas that I may have felt rusty or less experienced in when I started. Our team highly values growth and learning, which I find to be one of the most exciting parts of being at a startup. The Eng team even has a weekly reading group where we read and discuss Eng books together. I\u2019m constantly exposed to new problems and ideas and information-sharing within our team, and it keeps work exciting!\u2764\uFE0F 6: Active Generosity
At Dover, we make time for each other \u2014 whether it means getting to know someone personally or helping them up-level in a new area. We are enthusiastic about acknowledging and celebrating each others contributions \u2014 both 1:1 and publicly. We have a sense of humor about ourselves, and take things lightly. You should be able to laugh at yourself.
How we practice Active Generosity on the EPD team
This was the value I really felt during my interview process that drew me in to Dover. I\u2019ve seen friends of mine join other remote teams this year, and they\u2019ve had very different experiences from mine. Most of them feel disconnected from their new teams and don\u2019t know anyone they work with.
I\u2019m based in New York with a few other Dover employees, but most of our team is in SF. I was concerned about this before joining and how it might affect my ability to build relationships with my coworkers. I still haven\u2019t even met anyone in person yet* \u2014 but I feel like I\u2019ve actually made friends. Everyone is so enthusiastic about celebrating each other, and it fosters a supportive environment. We\u2019re excited to call out each other\u2019s wins.
As an example: during company-wide meetings, DRIs for our projects usually present their work or give updates. It\u2019s standard practice that these people will give credit to every single person who helped them ship whatever they were working on. People love shining a light on the work of those around them \u2014 and we\u2019re always saying thank you.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a60c80f9cde6acdcd6768_1*BGoY-bHqWWZw_7XIOAkMFg.png\")
If these values resonate with you, check out our open roles! We\u2019re hiring across the company.
by Davin Hazard
',\n nZgZQZjb3: null,\n U2kj_fobh: \"Davin Hazard\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/XKQQfdHXm2SgUe0ipIVJQzxE7xg.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/XKQQfdHXm2SgUe0ipIVJQzxE7xg.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/XKQQfdHXm2SgUe0ipIVJQzxE7xg.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"How Dover can improve your candidate experience and reduce dropoff by 40%\",\n id: \"NM6yBA0hE\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"Today, we\u2019re excited to announce the launch of our new Candidate Management product that automates scheduling and follow-ups and conducts first-round phone screens, saving teams 20 to 30 hours per hire.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Many of our customers know and love these products already, so we\u2019ve worked hard to optimize their functionality, and ensure we can support all of our customers in their scheduling and screening needs. Early adopters of Candidate Management have seen incredible success, including \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"a 40% decrease in candidate dropoff.\"\n }), \" As a result, they\u2019re able to evaluate more than double the candidates in the final stages, ensuring they\u2019re making an offer to the perfect fit.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The product has two key components:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"End-to-end scheduling\"\n }), \", which automates schedule coordination, and follow-up and rejection emails to candidates with customizable templates. (screenshots)\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Dover Interviewer\"\n }), \" leverages an expert team of interviewers to handle first-round phone screens, \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"saving customers an average of 60 to 80 hours of screening per hire\"\n }), \".\"]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Candidate Management saved us so much mental energy. It saved candidates time in waiting to hear from us, and the number of people who drop off in our process has decreased because they're not waiting weeks to hear more.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"Nina Iordanova, Chief of Staff at Pearmill\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Though candidate experience might sound like a buzzword these days, not prioritizing it is a costly and far-reaching mistake: \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.g2.com/articles/recruitment-statistics\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"63% of job seekers\"\n })\n }), \" will reject a job offer because of a bad candidate experience, and 27% would \u201C\", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/business/talent/blog?source=post_page---------------------------\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"actively discourage\"\n })\n }), \"\u201D others from applying with that company. Over time, this means it gets harder to attract candidates, especially when hiring for similar roles.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The challenges of remote work environments have only compounded the problem of providing a good experience, but those that nail it are seeing long-term results: companies that optimized their process were \", /*#__PURE__*/_jsx(Link, {\n href: \"https://liverecruiter.com/2021/05/28/4-hidden-costs-of-poor-candidate-experience/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"3x likelier to improve first-year retention\"\n })\n }), \" than those who did not.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"\u201CCandidate Management features have allowed us to dramatically scale our recruiting efforts, allowing us to hire excellent people without having to have a large in-house recruiting team. We've also learned best practices by working with the Dover team on configuring how the Candidate Management lifecycle works (e.g., what questions to ask in the screener). This has enabled us to focus on the core parts of the recruiting process: assessing the candidate's fit and qualifications, and providing the candidate with the key pieces of information about the company.\u201D\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"Ritik, CEO of Savvy Wealth\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Features of Dover's Candidate Management\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"\u200D\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"Scheduling operations\"\n })]\n }), /*#__PURE__*/_jsx(\"ul\", {\n children: /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Dover sends scheduling reminders if candidates are not responsive and proactively flags when interviewers don\u2019t have availability\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Candidate preparedness and engagement\"\n })\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"The candidate feels prepared for each interview, knows where they are in the process and what to expect next\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Proactive alerts for unengaged candidates\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Automated follow-ups when steps are delayed\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,QWwxpigbDK7TznA4P27qbIMdJcI.png?originalFilename=6387e57b5e706c532861f2b1_Screen-Shot-2022-08-29-at-12.59.39-PM-1.png\",\n src: new URL(\"https://framerusercontent.com/images/QWwxpigbDK7TznA4P27qbIMdJcI.png\").href\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,euiIRnFzwucKcChn14mrEaR6qw.png?originalFilename=6387e57bb5ada2fb6b25edc4_Screen-Shot-2022-08-29-at-1.04.29-PM.png\",\n src: new URL(\"https://framerusercontent.com/images/euiIRnFzwucKcChn14mrEaR6qw.png\").href\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"Interviewer preparedness:\"\n })]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Create a detailed interview plan, track interviewer training, and balance interviewer load\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Customized calendar invites are sent to interviewers with:\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Links to interview rubrics or scorecards\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Video meeting links\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Helpful resources\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Debriefs scheduled automatically\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"How it works:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Set up your interview plan\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Respond to notifications after each call directly in Slack - to either reject or pass a candidate on to the next stage.\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Dover sends an email and schedules the next call\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Emails are fully customizable so you can leave personal notes to candidates that are a high priority for you.\"\n })\n })]\n })]\n }),\n KHs3FpFfM: \"how-dover-can-improve-your-candidate-experience\",\n lLFjTwedK: 'Today, we\u2019re excited to announce the launch of our new Candidate Management product that automates scheduling and follow-ups and conducts first-round phone screens, saving teams 20 to 30 hours per hire.
Many of our customers know and love these products already, so we\u2019ve worked hard to optimize their functionality, and ensure we can support all of our customers in their scheduling and screening needs. Early adopters of Candidate Management have seen incredible success, including a 40% decrease in candidate dropoff. As a result, they\u2019re able to evaluate more than double the candidates in the final stages, ensuring they\u2019re making an offer to the perfect fit.
The product has two key components:
Candidate Management saved us so much mental energy. It saved candidates time in waiting to hear from us, and the number of people who drop off in our process has decreased because they\\'re not waiting weeks to hear more.
Nina Iordanova, Chief of Staff at Pearmill
Though candidate experience might sound like a buzzword these days, not prioritizing it is a costly and far-reaching mistake: 63% of job seekers will reject a job offer because of a bad candidate experience, and 27% would \u201Cactively discourage\u201D others from applying with that company. Over time, this means it gets harder to attract candidates, especially when hiring for similar roles.
The challenges of remote work environments have only compounded the problem of providing a good experience, but those that nail it are seeing long-term results: companies that optimized their process were 3x likelier to improve first-year retention than those who did not.
\u201CCandidate Management features have allowed us to dramatically scale our recruiting efforts, allowing us to hire excellent people without having to have a large in-house recruiting team. We\\'ve also learned best practices by working with the Dover team on configuring how the Candidate Management lifecycle works (e.g., what questions to ask in the screener). This has enabled us to focus on the core parts of the recruiting process: assessing the candidate\\'s fit and qualifications, and providing the candidate with the key pieces of information about the company.\u201D
Ritik, CEO of Savvy Wealth
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6387e57b5e706c532861f2b1_Screen-Shot-2022-08-29-at-12.59.39-PM-1.png\")
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/6387e57bb5ada2fb6b25edc4_Screen-Shot-2022-08-29-at-1.04.29-PM.png\")
Engineering is the intersection of problem solving, strategic thinking, and technology. Engineers focus in on different areas of expertise, whether frontend, backend, or fullstack, and spend most of their time developing the product by writing code in various languages or programs.
Some day-to-day tasks may include:
Frontend Engineer
Backend Engineer
Fullstack Engineer
Software Engineer in Test (QA Engineer)
Site Reliability Engineer
DevOps Engineer
Security Engineer
Machine Learning (ML) Engineer
Mobile Engineer
General Job Boards:
Women-focused:
Diversity-focused:
Your founding or first engineer might be the toughest hire you ever make. As an early-stage startup that is pre-funding or pre-product launch, you need to enlist the help of someone from your internal network for three reasons:
Similar to investors, it\\'s usually a bit of a red flag when the founder can\\'t convince family, friends, or old colleagues to work with them. Though you may never get this feedback directly from candidates, knowing that you have a team who trusts in your vision and product (and enjoys working with you!) builds your credibility.
Here are four tips that can help you as you begin your search:
1. Determine what the ideal profile of your founding engineer would look like.\u200D
At a high level, your founding engineer will be building your product and team from the ground up. However, not every engineering team has the same pain points, needs or tech stack. You\u2019ll want to be able to answer the following questions when considering who to source:
\u200D
2. Lean on your investors, your network and developer meetups to find the right candidate.
If you\u2019re a nontechnical founder, it may be difficult to find someone with the skills necessary to build your software from the ground up. There are a few workarounds here, but obviously, they\u2019ll require a bit more time and selling compared to someone you already know well:
\u200D
3. Hire engineers with design experience.
Aaron Epstein, partner at Y Combinator, recommends hiring engineers who also have design experience. Otherwise, you\u2019re left with an awesome framework and no UI or optimized user experience.
These don\u2019t necessarily need to be folks who are former designers, but you should look for those who have an eye. They\u2019ll be able to move much faster if they can iterate, code and design on their own. It also ensures you\u2019ll be creating a strong foundation that a designer won\u2019t have to come in and fix later on.
\u200D
4. Have them work on an actual part of your code base.
if they pass initial interviews and screenings, invite them to work with your team on the codebase for a day. there\u2019s no better assessment of culture and company fit than throwing them in the ring.
One of Dover\u2019s co-founders, Anvisha Pai (who has been a founding engineer herself), mentions this is the best assessment of competency and teaches you how someone will actually perform on your team outside of their credentials.
\u201CAt Dover, we were introduced to some highly credentialed people who didn\u2019t end up being a fit and it came out pretty clearly in this process in a way that wouldn\u2019t have come up in a whiteboard interview.\u201D - Anvisha Pai, Cofounder and Head of Product
When hiring Dover\u2019s founding engineer, she gave him three potential features and told him to pick one to build out. Within three days, he had built all of them. A great thing about this process is it gives you clear conviction \u2014 the decision to hire John, one of Dover\u2019s founding engineers (who is now the CTO), was unanimous and easy.
Along with technical coding knowledge, the following skill categories are essential to an engineer\u2019s success. You\u2019ll want to assess these skills in the second remote screen, as well as throughout the onsite and final interview process. We\u2019ve provided examples of strong and weak answers as well, so you can align everyone involved in your interview loop.
An engineer will have to function as a mediator between product, design and different engineering departments. Not only will they need to be good at delegating, they\u2019ll also need to effectively compromise and argue for various improvements in the product with various stakeholders.They\u2019ll also need to be able to debug, help QA other engineers\u2019 projects, and provide assistance to unblock team members if need be.
Pro tip: Product designers have ascended to become the \u201Cthird leg of the stool\u201D alongside PMs and engineers. One way to evaluate design sensibility and product instincts is to include product designers in the interview loop.
Working at a startup or on a small team often means that engineers will receive projects without crystal clear direction.
It\u2019s not enough to have an engineer who is a talented coder \u2014 you need someone who is capable of making decisions that are in the best interest of your company\u2019s overall strategy/vision, defining deadlines and goals, as well as success metrics. Execution entails other important qualities like time-management, effective communication, and excellent people management skills.
To put it simply, great engineers should love to code. Especially as an early-stage company, technical knowledge is key in getting over the tough hurdles of building infrastructure from the ground-up, iterating on coding projects and design, and debugging platform issues.
Measuring impact in previous roles is your best signal when determining the success of an engineering hire. We define some things to look out for below, but generally it\u2019s important that they\u2019re able to express what they\u2019ve built in the past, and how they solved bugs, collaborated with the team, and improved on a product or feature over time.
\u200D
From 2016\u20132020, I worked as a management consultant, helping corporations develop strategies to address some of their most pressing needs. The work was fast-paced and full of interesting problems. Best of all, the learning curve for management consultants is phenomenal. For someone like me who is interested in business, learning every day kept me motivated and energized.
Outside of work, I was volunteering with a local nonprofit in Southern California. My volunteer work involved supporting the management team and the board with developing their 3-year strategy. I saw it as a great opportunity to give back to the community and learn more about how a board works.
I never actively looked into joining an early-stage startup. But when COVID hit, everything changed.
Learning the importance of execution \u2014 During the early days of COVID lockdown, the local nonprofit I volunteered at needed to take drastic actions to continue serving the local community. While I continued to focus on improving the organization\u2019s 3-year strategy, the CEO began taking decisive measures that kept the nonprofit operational. The CEO made hard HR decisions, reduced expenditure, and found ways to secure key revenue streams. Despite all the challenges, the organization continued serving the local community thanks to those swift actions. It was a humbling experience \u2014 I experienced first hand the importance of execution and realized how essential it is to an organization\u2019s success.
Learning what I truly enjoyed \u2014 Around the same time, I worked on two different consulting projects for my firm:
On sight, one of those may sound dramatically more exciting and influential than the other. But what I discovered surprised me:
When building a new digital product, I spent my days interviewing surgeons and nurses across the world to understand how to improve the existing surgical model. My learnings were turned into features that would improve how surgeries were conducted.
When working on the C-Suite project, I spent my days analyzing the company\u2019s data and preparing it for the C-Suite presentation. To derive our recommendations, I dove deep into millions of rows of data to piece together insights that would help make a $1+bn decision. The work was influential and had a high profile at the customer\u2019s company.
Having done these two projects back to back, I was able to compare and contrast these two completely different worlds of work. One had a smaller dollar implication (in the near term at least) and the other had significant dollar implications. One was more on the ground building and the other was more in the boardroom recommending. Both were important, interesting, and challenging, but these experiences helped me realize that at the end of the day, I am much more energized and inspired by building on the ground, like I\u2019d seen the CEO of the non-profit do earlier.
Putting it all together, I realized I had a passion for product and a strong desire to learn more about execution. Startups suddenly stood out to me as environments where I could learn and grow in the ways I was itching to. With that, my job search began.
I began my search by talking to many later-stage startups (Series-C and Series-D). These later stage companies were easier to find online and had a lot more publicity. While I was impressed with the impact these companies had achieved, I found myself most captivated by speaking to early team members who shared stories of growing the team 10x from a sub-50 person company years earlier. Through those interactions and reflections, I concluded that I was more interested in the \u201C0 to 1 experience\u201D than the \u201C1 to 100 experience.\u201D The 0 to 1 experience would allow me to get hands-on and build a good execution habit. I also considered that I\u2019m still in my 20s, and joining an early-stage startup is as risk-free as it will ever be. There\u2019s no better time than now. So with that, I decided to look for startups in the Seed/Series-A stages.
A quick tip: Startups can come in different sizes (less than 20 people, 300 people, or 1K+ people). When thinking about joining a startup, it\u2019s worth asking yourself whether you prefer joining a company and helping build up the initial product/process/strategy or prefer joining a startup to help the company scale. Jeff Bussgang\u2019s book Entering StartUpLand provides an excellent overview of startups at different maturity levels and what you should expect. For someone who\u2019s never worked in a startup, I was missing contexts for what day-to-day could look like. I found speaking with people working at startups to be the best way to get a feel for what company size I prefer.
Now that I had narrowed my focus on Seed and Series-A startups, my next challenge was to develop a shortlist of companies to target. I found this step to be difficult because:
I needed to understand the startup and know whether I could add to the team, but it\u2019s time-consuming to get to know every startup well. Before diving into research, I used the following criteria to narrow my list:
With a shorter list of startups, I could do better research and articulate why I want to ask for peoples\u2019 time to chat and/or apply to a position. I treated each chat, interaction, and interview as an opportunity to collect more data points on the companies and crystalize whether I wanted to work there.
Through this process, I also learned that while folks are busy getting their business off the ground, people are more than happy to chat with you as long as you show genuine interest in their business. Dropping a resume and sharing all the incredible accomplishments you did at XYZ Co probably won\u2019t get you as far as you\u2019d hope.
While it\u2019s important to show respect to startups you interact with, I found it equally important not to waste time with companies/people that don\u2019t respect yours. Here are some of the things I consider as red flags now looking back:
After shortlisting startups that fitted most of my criteria and interviewing there, I was lucky enough to reach the end of my interviewing process with two offers in hand from companies I liked a lot. Deciding between the two turned out to be the most challenging decision I had to make throughout the process.
To give you an idea of why it was hard, here are some of the stats about both companies:
On top of that, I had convictions around both companies\u2019 missions, products, and goals.
At this point, everyone was selling me the dream (\u201Cwe are going to be [insert company that\u2019s on the news] in X years\u201D), but I didn\u2019t have enough information to know for sure what would happen next year \uD83E\uDD2F.
The criteria I had outlined to find these startups failed to help me decide which one to join. It was impossible to compare the upside when all options have unlimited potential. So instead, I turned the question on its head and asked:
\u201CWho would I rather fail with if this doesn\u2019t work out?\u201D
This mental exercise allowed me to surface what mattered to me most:
Once I knew what my priorities were, the decision to join Dover became clear to me.
Ultimately, I decided to join Dover. For those who are curious, here are some of the reasons why I was super excited to join:
Right now, I\u2019m 1.5 months into my new job and am loving every minute of it. These days, I split my time between managing accounts, building the Dover product, and pitching in on the company\u2019s strategy whenever I learn something new. I\u2019m getting a ton of hands-on opportunities to develop my execution muscle, but I also get to leverage the consulting toolkit to help build the Dover product.
One of the things that surprised me the most was the amount of feedback I\u2019m getting (still a work in progress \uD83D\uDE01). In consulting, receiving feedback is a daily ritual (maybe just for me \uD83E\uDDD0). When leaving consulting, I worried about my learning trajectory, but it turned out not to be an issue. At Dover, learning is still part of my day-to-day. My colleagues are inspiring me/pushing me to be better.
For those interested in making the jump into the startup world, I hope my experience helps provide a perspective on making your search successful. If you experienced something different or have a different perspective, please share it with me. I\u2019d love to connect and hear about your story!
For those who have tips on how to be successful at a startup, let\u2019s connect \u2014 I\u2019d love to learn from you!
If you\u2019re curious about Dover, please pay our website a visit.
If you want to contact me, feel free to message me through LinkedIn!
By David Liao
',\n nZgZQZjb3: /*#__PURE__*/_jsx(React.Fragment, {\n children: /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"1.5 months ago, I left my management consulting job at BCG and joined Dover, a seed-stage startup in the recruiting-tech space.\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"During my transition from consulting to startups, I realized there\u2019s not much information to help non-technical folks interested in early-stage startups.\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"In this blog, I aim to document my job search process to shed some light on why I decided to join a seed-stage startup, how I evaluated companies, and what life is like these days now that I\u2019m here!\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"I hope other non-technical folks who are contemplating similar moves will find this helpful.\"\n })\n })\n })]\n })\n }),\n U2kj_fobh: \"David Liao\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/KYuyYn0i5OYFOkw4C69xjKUhCA.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/KYuyYn0i5OYFOkw4C69xjKUhCA.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/KYuyYn0i5OYFOkw4C69xjKUhCA.jpeg\").href} 1000w`\n },\n eXep1b2gA: \"Learn how to create equitable compensation bands and a compensation philosophy at your early-stage company.\",\n gq_5rwcNN: \"Salary bands 101: how to pay employees at your startup\",\n id: \"BT0G6xxuB\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"Here are 5 steps to get started:\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"1. Take stock of all the roles in each department.\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"When creating levels within a department, you\u2019ll want to assess how your current team would fit into those bands. List out each employee and their title, as well as the requirements and expectations in order to be successful. You\u2019ll also want to include any open roles you have, especially if they\u2019re urgent and will join your team soon.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"2. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Rank each role across departments.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"This process might be based more on intuition and the logical ordering of your team. In fact, teams may structure themselves this way already. Titles are helpful here: a senior or director position is obviously higher in the hierarchy than a new grad. That being said, don\u2019t be too precious about this, but try to see if there is a clear structure and pattern to seniority, responsibilities, and titles. If you have two roles that are close in experience and requirements but different in the title, this can cause you to revise your titles and structure, but we\u2019ll get to that in a bit.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"3.\", /*#__PURE__*/_jsx(\"strong\", {\n children: \" Pull market rate data for each role.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Once you have a list of roles within your own company, you\u2019ll want to assess how those line up with market rates. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"If you have unique job titles or positions, pick the closest or most popular title for the purposes of comparison\"\n }), \" (i.e. Mobile Engineer might be iOS Developer or App Developer). This will help you determine how much are others paying, and how competitive your offer is (see the comp dataset step above for our recommendations on software to use for this step).\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"4.\", /*#__PURE__*/_jsx(\"strong\", {\n children: \" Create salary bands and make adjustments for current employees as needed.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"When choosing a salary band for your company, you\u2019ll want to assess your current funding, as well as try a few cash/equity calculators to see if your calculations are accurate (we like \", /*#__PURE__*/_jsx(Link, {\n href: \"https://coda.io/@homebrew/compensation-at-startups/offer-package-5\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"this\"\n })\n }), \" slider from Homebrew).\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Creating salary bands instead of strict salaries allows teammates to grow in compensation as they grow in their skillset and experience, even if they aren\u2019t ready for a promotion to the next job level/title. Some of your bands may overlap with the preceding or next level to allow for variance in skill within that title.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"If you discover that you\u2019re valuing current employees under market, or realize that a team member is making significantly less than other folks of similar skill and experience, you\u2019ll want to make a salary adjustment\"\n }), \" to get everyone aligned and on the same page before you publish your bands to the company.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"For base salary/cash in the early stages, we recommend targeting the 50th percentile. For equity, we recommend targeting the 75th percentile. This will fluctuate as you raise more rounds, but it\u2019s best to compensate more in equity while cash streams are limited.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Below, you\u2019ll find an example of salary bands for an Engineering Manager from Advantage HR/Option Impact data.\"\n }), \" They surveyed over 1,000 companies and segmented them by the amount of capital raised. You\u2019ll see that if you target the 50th percentile for salary bands, and your company has raised between $0 and $3 million, you\u2019re looking at a base salary of $120K. This number gradually increases as the amount of funding increases.\"]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,4IRITqSeRTL0syhBhc5xyJaW8.png?originalFilename=63891b70ccef25028021e383_Screen-Shot-2022-06-03-at-2.28.00-PM.png\",\n src: new URL(\"https://framerusercontent.com/images/4IRITqSeRTL0syhBhc5xyJaW8.png\").href\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,TKHrdvDs1MXR5z3PNjqYBkZjSBw.png?originalFilename=63891b707a10ea53409fa5d8_Screen-Shot-2022-06-03-at-2.28.08-PM.png\",\n src: new URL(\"https://framerusercontent.com/images/TKHrdvDs1MXR5z3PNjqYBkZjSBw.png\").href\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), \"5. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Evaluate salary bands regularly against the job market and cost of living (if you\u2019re not following a remote/hybrid model).\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Your salary bands should change as your business grows and in accordance with market fluctuation. A good starting point is to formally reevaluate your structure once a year.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"For more tips and best practices, download our complete guide to startup compensation \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/startup-compensation-guide\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"here\"\n })\n }), \".\"]\n })]\n }),\n KHs3FpFfM: \"how-to-pay-employees-at-your-startup\",\n lLFjTwedK: 'Here are 5 steps to get started:
When creating levels within a department, you\u2019ll want to assess how your current team would fit into those bands. List out each employee and their title, as well as the requirements and expectations in order to be successful. You\u2019ll also want to include any open roles you have, especially if they\u2019re urgent and will join your team soon.
This process might be based more on intuition and the logical ordering of your team. In fact, teams may structure themselves this way already. Titles are helpful here: a senior or director position is obviously higher in the hierarchy than a new grad. That being said, don\u2019t be too precious about this, but try to see if there is a clear structure and pattern to seniority, responsibilities, and titles. If you have two roles that are close in experience and requirements but different in the title, this can cause you to revise your titles and structure, but we\u2019ll get to that in a bit.
Once you have a list of roles within your own company, you\u2019ll want to assess how those line up with market rates. If you have unique job titles or positions, pick the closest or most popular title for the purposes of comparison (i.e. Mobile Engineer might be iOS Developer or App Developer). This will help you determine how much are others paying, and how competitive your offer is (see the comp dataset step above for our recommendations on software to use for this step).
When choosing a salary band for your company, you\u2019ll want to assess your current funding, as well as try a few cash/equity calculators to see if your calculations are accurate (we like this slider from Homebrew).
Creating salary bands instead of strict salaries allows teammates to grow in compensation as they grow in their skillset and experience, even if they aren\u2019t ready for a promotion to the next job level/title. Some of your bands may overlap with the preceding or next level to allow for variance in skill within that title.
If you discover that you\u2019re valuing current employees under market, or realize that a team member is making significantly less than other folks of similar skill and experience, you\u2019ll want to make a salary adjustment to get everyone aligned and on the same page before you publish your bands to the company.
For base salary/cash in the early stages, we recommend targeting the 50th percentile. For equity, we recommend targeting the 75th percentile. This will fluctuate as you raise more rounds, but it\u2019s best to compensate more in equity while cash streams are limited.
Below, you\u2019ll find an example of salary bands for an Engineering Manager from Advantage HR/Option Impact data. They surveyed over 1,000 companies and segmented them by the amount of capital raised. You\u2019ll see that if you target the 50th percentile for salary bands, and your company has raised between $0 and $3 million, you\u2019re looking at a base salary of $120K. This number gradually increases as the amount of funding increases.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63891b70ccef25028021e383_Screen-Shot-2022-06-03-at-2.28.00-PM.png\")
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63891b707a10ea53409fa5d8_Screen-Shot-2022-06-03-at-2.28.08-PM.png\")
Your salary bands should change as your business grows and in accordance with market fluctuation. A good starting point is to formally reevaluate your structure once a year.
\u200D
Passive candidate sourcing is the strategy of proactively targeting and engaging candidates who may be open to new opportunities but are not actively looking for a job. It typically involves identifying passive candidates through their digital footprints \u2014 from their LinkedIn profiles to their blogs, publications, and other digital properties \u2014 in order to initiate contact and inspire them to apply or interview for an open role.
\u200D
Active candidates are job seekers who are actively looking for a new job and are taking steps to find one, such as submitting applications, networking, and attending job fairs. Passive candidates, on the other hand, are not actively looking for a new job but might be open to considering new opportunities if they arise.
Passive candidates might include people who are satisfied in their current job but are open to hearing about other opportunities, as well as those who are not actively looking for a job but might be open to considering one if the right opportunity comes along. They\\'re also more likely to be qualified candidates, or at least fit more of your requirements, since you\\'re seeking them out.
Gone are the days of advertising on LinkedIn to find candidates. With 52% of hiring managers finding passive candidate hiring less effective due to LinkedIn being oversaturated, it may be beneficial to diversify your social recruiting approach.
And while most companies are on social, they\\'re not utilizing social media recruiting to its full potential. Here are a few ways to get started:
\u200D
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63ada9c6b5bc48a5373ea963_JFBZI8MXRnmDdSW1sOdb.png\")
Automation is the future of passive recruitment, and it\\'s key to providing an exceptional candidate experience in the passive sourcing process. In a talented market, speed is everything.
Since passive talent isn\\'t actively looking, they won\\'t be motivated to respond unless you either have incredibly enticing recruiting emails or continuously nurture your relationship with them (similar to a sales prospect). Automation software, like Dover, can make sure you send timely follow-ups, create talent pools of candidates to reach out to later who responded \"not yet\", and automate scheduling so you limit dropoff or losing out to other offers.
\u200D
Referral-based recruiting has long been popular, and for a valid reason \u2014 78% of recruiters have found their most appropriate candidates through referrals from current employees.
To establish an employee referral program you\\'ll need to:
\u200D
87 percent of Millennials say career growth and developmental opportunities are important to them in a job, and nearly 80 percent look for people and culture fit with employers before they look for career potential. This is especially true for passive candidates, who are theoretically happy in their current positions and would need to be sold on more than salary alone.
For passive candidates, outlining your company culture, making sure your employer brand is up to par, and outlining their growth potential are the most important things to convey in your initial outreach.
\u200D
We\\'ve all seen the horrifying screenshots of mass recruiting emails gone wrong \u2014 using the wrong candidate name, or buggy personalization tokens that call out the wrong parts of a candidate\\'s profile. In a crowded recruiting market, candidates can sniff out what\\'s authentic from what\\'s not \u2014 that\\'s why personalization is crucial.
On Dover\\'s platform, we give users the option to automatically generate personalized sentences for candidates using key skills that overlap with your role\\'s requirements. After analyzing more than 6,000 candidate touchpoints across personalized vs. non-personalized outreach, we found that personalization increased interest in a role by 10-30%. That\\'s even if the candidate responded as \"not interested\" to another company\\'s outreach.
And, even if a candidate isn\\'t actively looking to make a change, they\\'re more likely to keep you in mind for future career moves, meaning you\\'ll see increasing returns over time.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63adaa02fc88fa5bd68dee2c_personalized%20email.png\")
\u200D
Employer branding doesn\\'t have to be a one-person job: enlist the help of eager team members or those with strong personal brands to promote your content on their personal profiles to see greater ROI \u2014 content shared by employees receives 8x more engagement than content shared by brand channels, which means you can more easily gain visibility over more-established brands or competitors.
Though it may feel uncomfortable to ask employees to repost your content, half of employed Americans say they\u2019d be willing to share their company\u2019s social media content to their own social channels. 30% of employees say they already have.
An easy way to solve this is to enlist different teams when the content is relevant to them: 24% of those surveyed say they would be more likely to share company social media if they had a direct connection to the content (i.e. it was related to the work they do)
And if you provide templated language for people to use or edit, they\\'re 27% more likely to post content to their personal profile.
\u200D
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63ada9c6a6bbf6407622e4e9_r7t8EJyVToWRbmzwitf6.png\")
Learn more about how Dover can help you source top talent and increase response rates by nearly 30%.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsx(React.Fragment, {\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Here's a surprising statistic: if you're only posting on job boards, then that's exactly what's happening: you're missing out on nearly \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.forbes.com/sites/mikekappel/2018/10/04/for-hard-to-fill-positions-try-finding-passive-candidates/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"70% of the global workforce\"\n })\n }), \". In today's crowded market, passive talent sourcing is the only way to find top talent, hit diversity goals, and have a consistent top of funnel.\"]\n })\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/8vqETD7O9Cknd5Cp3y2QqoJtk.jpg?scale-down-to=4096\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/8vqETD7O9Cknd5Cp3y2QqoJtk.jpg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/8vqETD7O9Cknd5Cp3y2QqoJtk.jpg?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/8vqETD7O9Cknd5Cp3y2QqoJtk.jpg?scale-down-to=2048\").href} 2048w, ${new URL(\"https://framerusercontent.com/images/8vqETD7O9Cknd5Cp3y2QqoJtk.jpg?scale-down-to=4096\").href} 4096w, ${new URL(\"https://framerusercontent.com/images/8vqETD7O9Cknd5Cp3y2QqoJtk.jpg\").href} 5655w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"How to write great recruiting emails - and one tool that does it for you\",\n id: \"q9OlcONM_\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"h2\", {\n children: [\"Why not just use a template?\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"A common refrain we hear is: \u201Cbut this outreach worked for this other role we hired for, why isn\u2019t it working for this role?\u201D That\u2019s because the hiring market is changing rapidly. Phrases and practices likely to get a response in today\u2019s job market won\u2019t work six months from now, and experimentation is the only way to optimize over time.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"That being said, there are a few recruiting email best practices we abide by regardless of the time of year. In this blog, we\u2019ll give you a peek into how length, structure, and language all impact the performance of your recruiting emails.\"]\n }), /*#__PURE__*/_jsxs(\"h2\", {\n children: [\"7 tips for writing better recruiting emails\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"1. Keep your mission statement short.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The goal of an initial recruiting email is solely to get candidates on the phone. You\u2019ll have an opportunity to sell them on the company during the interview process. Leave your mission statement to 1-2 sentences and spend the rest of the message focusing on the role.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"For example, let\u2019s say that you run a recruiting software startup that helps other companies hire for their open roles. You could write a really jargon-loaded, hard-to-understand mission statement that doesn\u2019t really tell the candidate what you do, like:\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"\u201CWe\u2019re a world-class recruiting software platform, leveraging our extensive candidate data to pair top companies with top talent and automate away the adiministrative tasks. End-to-end we support customers through every part of their hiring journey, from source to offer. From there, we create an autogenerated email and personalize it to candidates at a volume that a human recruiter wouldn\u2019t be able to do on their own.\u201D\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"While this definitely tells you what the company does, it\u2019s confusing, garbled, and indirect. A better way to write this would be:\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"\u201CWe\u2019re a recruiting software platform that automates the tedious parts of recruiting to connect teams with top talent faster.\u201D\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Cool. We know exactly what they do, why it\u2019s important, and what the outcome of their solution is.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Side note: if your company is incredibly mission-oriented (think focusing on conservation, supply chain, or food security), you will definitely want to give more information on your cause, and your backstory, as it\u2019s imperative that talent is aligned with your objectives.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"2. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Personalization isn\u2019t only effective \u2014 it\u2019s becoming the only thing that matters.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"There\u2019s a reason recruiting emails are also known as cold emails. \u2018Cold\u2019 as in impersonal, bulk, aggressive. The differentiating factor that will make your email \u2018warmer\u2019 is personalization. Your message should make it crystal clear to your potential candidate that you\u2019re sending this email to them, specifically.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Internally, we\u2019ve seen up to a 30% increase in interested responses when personalization is included in an email\"\n }), \" \u2014 even across candidates who were unresponsive or uninterested in other roles.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"With personalization, the key is to point out what they have to gain - what skills do they have that currently transfer into the role? How could they grow and develop in the role? Here is a list of questions that can help guide your research:\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What was their contribution to a specific project?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How is it related to their overall background of the job you\u2019re sourcing for?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"What skills do they demonstrate that are relevant to your open position\u2019s duties?\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"3.\", /*#__PURE__*/_jsx(\"strong\", {\n children: \" Point out what they have to gain.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"So you\u2019ve cut down your mission statement, and now your email feels a bit\u2026 empty. That\u2019s great \u2014 now you have more room to expand upon the role, and what this particular applicant would have to gain from it.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"At Dover, we like to consider these three areas when talking about the scope of a role: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Impact, Ownership, and Autonomy.\"\n }), /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"While you don\u2019t have to answer all of the following questions in your outreach, you\u2019ll want to make sure the candidate understands what kind of impact they\u2019ll have, what they\u2019ll own, and how much freedom they\u2019ll have to do their work.\"]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How much impact will they have?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How much autonomy and ownership do you offer?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What are some projects they\u2019ll work on in the first six months?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Who will they be working alongside?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Is this an exciting opportunity in a new space?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Will they be able to progress quickly to more senior positions?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Are you using a cutting-edge technology, or affecting global change in some way?\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"4. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Make it mobile-friendly.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Not all job seekers will see your messages on a full desktop screen, and their experience can be negatively impacted by subject lines that get cut off or images or messages that won't load. That's why it's so important to optimize your recruiting emails for mobile users, especially considering \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.campaignmonitor.com/resources/guides/email-marketing-trends/#:~:text=Mobile%20and%20email%3A%20Which%20devices,open%20emails%20on%20their%20tablets.\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"47% of email users check messages primarily on a mobile device\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Not only does your information have to be concise and easily skimmable (more on that in a second), it also needs to pass what we call the \u201Cscroll test\u201D: if a user has to scroll more than twice to read your full email, they\u2019re probably not going to read most of it or respond.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Quick story: We tested this theory in late 2021 by conducting our own outreach experiments to see what performs best. What we learned was simple and surprising: listing out facts about a role/company with bullet points (aka easy skimmability) \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"raised interested rate by 1.4x, even when we changed none of the content.\"\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"5. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Link to relevant information.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If candidates have to go to great lengths to learn more about you, your company, or the role, they\u2019re going to give up and go elsewhere. In every email, we recommend providing relevant links to your job description, LinkedIn profile, and company website.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"6. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Provide a specific call-to-action.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Even if you write a pleasant, intriguing message, your candidate won\u2019t take the initiative to schedule next steps. You want to initiate a dialogue, so it\u2019s best to suggest a specific time you could \", /*#__PURE__*/_jsx(Link, {\n href: \"https://resources.workable.com/tutorial/phone-screen-interview\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"schedule a call\"\n })\n }), \", or ask for some clarifications on a piece of work they published.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"For example, instead of \u201CAre you interested in this role? Would love to chat further!\u201D, try: \u201CDo you have time in the coming week for an intro call? I\u2019m usually open on Tuesdays - Thursdays, \\xa0which days work best for you?\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"7. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Use the subject line to your advantage.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Just like email copy, the data on subject lines seems to change on a nearly weekly basis. And while there\u2019s no surefire subject line that will supercharge your response rate, there are a few best practices to keep in mind:\"\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: \"Keep it short\"\n }), \": 10 words maximum. Long subject lines will get cut off, especially for mobile users.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Be specific about why you're sending a message\"\n }), ', and make sure your subject line doesn\\'t sound like spam. For example, \"First React develop at Series C fintech startup?\" is a better subject line than \"Immediate action required for an incredible opportunity!\"']\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Call them by their name\"\n }), \". People love to see their own name, and seeing it in the subject line can help boost open rates. The same goes for if the candidate was referred to you \u2014 use the name of the person who referred them in the subject line to catch their attention and build trust.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Optional: teach them more about your company culture in creative ways.\"\n }), /*#__PURE__*/_jsx(\"br\", {}), \"If you\u2019ve got amazing employer branding (think a team page, employee blogs or testimonials and/or recent press), you\u2019ll definitely want to link to that internally.\"]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"At Dover, we had team members \", /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/how-company-values-impact-engineering-teams/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"write about their experience\"\n })\n }), \" working at Dover and link to it in their cold outreach to candidates. Interest rates nearly \", /*#__PURE__*/_jsx(\"em\", {\n children: \"doubled\"\n }), \", telling us that talent today values and relies on social proof (hello, Glassdoor) to understand how the culture will impact their day-to-day.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Looking for inspiration?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"If you\u2019re looking to uplevel your recruiting outreach, or get out of a copy/paste rut, try out \", /*#__PURE__*/_jsx(Link, {\n href: \"http://recruitingemails.ai/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Recruiting Outreach Writer\"\n })\n }), \" \u2014 it autogenerates personalized email copy with varying tones and lengths to guide your own writing.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Additionally, check out our \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/great-recruiting-emails\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Great Recruiting Emails\"\n })\n }), \" e-book, with examples from top startups hiring today.\"]\n })]\n }),\n KHs3FpFfM: \"how-to-write-great-recruiting-emails\",\n lLFjTwedK: 'A common refrain we hear is: \u201Cbut this outreach worked for this other role we hired for, why isn\u2019t it working for this role?\u201D That\u2019s because the hiring market is changing rapidly. Phrases and practices likely to get a response in today\u2019s job market won\u2019t work six months from now, and experimentation is the only way to optimize over time.
That being said, there are a few recruiting email best practices we abide by regardless of the time of year. In this blog, we\u2019ll give you a peek into how length, structure, and language all impact the performance of your recruiting emails.
The goal of an initial recruiting email is solely to get candidates on the phone. You\u2019ll have an opportunity to sell them on the company during the interview process. Leave your mission statement to 1-2 sentences and spend the rest of the message focusing on the role.
For example, let\u2019s say that you run a recruiting software startup that helps other companies hire for their open roles. You could write a really jargon-loaded, hard-to-understand mission statement that doesn\u2019t really tell the candidate what you do, like:
\u201CWe\u2019re a world-class recruiting software platform, leveraging our extensive candidate data to pair top companies with top talent and automate away the adiministrative tasks. End-to-end we support customers through every part of their hiring journey, from source to offer. From there, we create an autogenerated email and personalize it to candidates at a volume that a human recruiter wouldn\u2019t be able to do on their own.\u201D
While this definitely tells you what the company does, it\u2019s confusing, garbled, and indirect. A better way to write this would be:
\u201CWe\u2019re a recruiting software platform that automates the tedious parts of recruiting to connect teams with top talent faster.\u201D
Cool. We know exactly what they do, why it\u2019s important, and what the outcome of their solution is.
Side note: if your company is incredibly mission-oriented (think focusing on conservation, supply chain, or food security), you will definitely want to give more information on your cause, and your backstory, as it\u2019s imperative that talent is aligned with your objectives.
There\u2019s a reason recruiting emails are also known as cold emails. \u2018Cold\u2019 as in impersonal, bulk, aggressive. The differentiating factor that will make your email \u2018warmer\u2019 is personalization. Your message should make it crystal clear to your potential candidate that you\u2019re sending this email to them, specifically.
Internally, we\u2019ve seen up to a 30% increase in interested responses when personalization is included in an email \u2014 even across candidates who were unresponsive or uninterested in other roles.
With personalization, the key is to point out what they have to gain - what skills do they have that currently transfer into the role? How could they grow and develop in the role? Here is a list of questions that can help guide your research:
So you\u2019ve cut down your mission statement, and now your email feels a bit\u2026 empty. That\u2019s great \u2014 now you have more room to expand upon the role, and what this particular applicant would have to gain from it.
At Dover, we like to consider these three areas when talking about the scope of a role: Impact, Ownership, and Autonomy.
While you don\u2019t have to answer all of the following questions in your outreach, you\u2019ll want to make sure the candidate understands what kind of impact they\u2019ll have, what they\u2019ll own, and how much freedom they\u2019ll have to do their work.
Not all job seekers will see your messages on a full desktop screen, and their experience can be negatively impacted by subject lines that get cut off or images or messages that won\\'t load. That\\'s why it\\'s so important to optimize your recruiting emails for mobile users, especially considering 47% of email users check messages primarily on a mobile device.
Not only does your information have to be concise and easily skimmable (more on that in a second), it also needs to pass what we call the \u201Cscroll test\u201D: if a user has to scroll more than twice to read your full email, they\u2019re probably not going to read most of it or respond.
Quick story: We tested this theory in late 2021 by conducting our own outreach experiments to see what performs best. What we learned was simple and surprising: listing out facts about a role/company with bullet points (aka easy skimmability) raised interested rate by 1.4x, even when we changed none of the content.
If candidates have to go to great lengths to learn more about you, your company, or the role, they\u2019re going to give up and go elsewhere. In every email, we recommend providing relevant links to your job description, LinkedIn profile, and company website.
Even if you write a pleasant, intriguing message, your candidate won\u2019t take the initiative to schedule next steps. You want to initiate a dialogue, so it\u2019s best to suggest a specific time you could schedule a call, or ask for some clarifications on a piece of work they published.
For example, instead of \u201CAre you interested in this role? Would love to chat further!\u201D, try: \u201CDo you have time in the coming week for an intro call? I\u2019m usually open on Tuesdays - Thursdays, which days work best for you?
Just like email copy, the data on subject lines seems to change on a nearly weekly basis. And while there\u2019s no surefire subject line that will supercharge your response rate, there are a few best practices to keep in mind:
At Dover, we had team members write about their experience working at Dover and link to it in their cold outreach to candidates. Interest rates nearly doubled, telling us that talent today values and relies on social proof (hello, Glassdoor) to understand how the culture will impact their day-to-day.
\u200D
If you\u2019re looking to uplevel your recruiting outreach, or get out of a copy/paste rut, try out Recruiting Outreach Writer \u2014 it autogenerates personalized email copy with varying tones and lengths to guide your own writing.
Additionally, check out our Great Recruiting Emails e-book, with examples from top startups hiring today.
',\n nZgZQZjb3: /*#__PURE__*/_jsx(React.Fragment, {\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Whether personal or professional, we\u2019ve all avoided writing emails because, well \u2014 they\u2019re harder than they look. How do you maintain the right level of casual and formal? Do you sign off with \u201CBest\u201D or \u201CRegards\u201D? How much small talk do you include about your weekend?\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Recruiting emails are notoriously difficult \u2014 we know because we\u2019ve helped more than 200+ companies hire across X roles, and outreach is always the number one challenge. Finding good people is only the first step. Getting them interested is the second, harder challenge. To succeed, you need excellent communication skills, starting with a compelling \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/great-recruiting-emails\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"recruiting email\"\n })\n }), \".\"]\n })\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href} 725w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/zSQichyJzsAqMhtpzWDYxwIrQ.jpg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/zSQichyJzsAqMhtpzWDYxwIrQ.jpg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/zSQichyJzsAqMhtpzWDYxwIrQ.jpg?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/zSQichyJzsAqMhtpzWDYxwIrQ.jpg?scale-down-to=2048\").href} 2048w, ${new URL(\"https://framerusercontent.com/images/zSQichyJzsAqMhtpzWDYxwIrQ.jpg\").href} 3784w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Impact hiring: 3 things to consider when prioritizing diversity\",\n id: \"wuq2wZA3I\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"As a world-class recruiting service, our customer success managers are often asked to focus a search on diversity. Sometimes this is because a mostly-male startup is looking for its first female engineering hire, or a leadership team has looked around and realized that there aren't enough (or any!) underrepresented minorities in the room.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"We welcome these hard conversations and actively encourage our clients to be honest about how much effort they're putting toward their DEI\\xa0initiatives. That being said, bringing on a hire from an underrepresented background is about more than the optics. Below, a few key takeaways from our time spent hiring for 50+ companies.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"The Importance of: Proactive Outreach\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Hiring managers often expect that making a diverse hire will be as easy and fast for them as previous hires they've made, but the market reality is that managers have to make many active changes to their process.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Reaching out to candidates proactively\"\n }), ' is the best guard against this shortfall, especially for \"evergreen\" openings like software engineers. Hiring managers should also be more willing to pitch the opportunity to passive candidates who may be open to moving several months down the road. Many top tech companies, like Stripe and Dropbox, encourage their hiring managers to do this. Planning and acting ahead of need is a best hiring practice that ensures your organization will attract the best talent it can. ', /*#__PURE__*/_jsx(\"strong\", {\n children: \"Dover makes this easy with a scalable outreach offering that delivers a steady stream of interested, qualified candidates\"\n }), \". Your account manager can even help you a/b test different copy to make sure your message represents your company in the best light.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"The Importance of: Reconsidering Your Experience Requirements\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"To truly bring diversity into an organization, hiring managers need to reconsider requirements to be more inclusive of alternative paths. This involves being open to veterans who may not have attended college right after high school, candidates who went through a coding bootcamp, or could even extend to older candidates other hiring managers might not be willing to talk to. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Hiring managers can't expect a diverse candidate pool made up of only candidates from Google or McKinsey\"\n }), \", because these companies may have strict algorithms that prevent talent from unconventional backgrounds to pass screening. \"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Dover not only detects the number of underrepresented candidates that match your job criteria, but also guides you on how to improve the criteria to surface strong diverse candidates. To prompt these internal conversations early in the hiring process, Dover built a free **\", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.io/diversity-tool\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Diversity Audit**\"\n })\n }), ' tool ****which helps companies see the real numbers instead of talking about them in the abstract. The goal of the audit is to enable our clients to have honest and productive conversations with their dedicated support person. In turn, they\\'re better equipped to make informed decisions about where their requirements stand, and what criteria can be moved from \"must have\" to \"nice to have\" in order to attract qualified, diverse talent.']\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"The Importance of: Retaining Talent\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Great! You've just made an offer to a fantastic candidate from a diverse background. Now what? It's important to keep three key strategies in mind:\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"1. Intentional inclusivity, such as a transparent company culture\"\n }), \", can help these candidates rise to the top. Candidates know their worth, and they won't be willing to stick around for long if opportunities for growth don't exist for them. \"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"2. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Additionally, \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/employer-branding-audit\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"continually improving your employer brand strategy\"\n })\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" i\"\n }), \"s the key to creating and retaining a diverse team. It's not enough to include team photos \u2014 you need to highlight that diversity and inclusion are a key value for your team moving forward. Our account managers can provide you with resources to uplevel your branding, as well as audit your current profiles to make sure you're not missing any blind spots. \"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"3. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Company leaders shouldn't expect a lone diversity hire to be responsible for future diversity hires\"\n }), \". Clear company leadership on the topic can set the tone for future hires without placing more of a burden on current employees.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Want to learn how Dover can help you meet your diversity hiring goals?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(Link, {\n href: \"http://dover.com/start\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Partner with us\"\n })\n }), \" to uplevel your sourcing, outreach and branding to attract a diverse and talented team. \"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"impact-hiring-3-things-to-consider-when-prioritizing-diversity\",\n lLFjTwedK: \"As a world-class recruiting service, our customer success managers are often asked to focus a search on diversity. Sometimes this is because a mostly-male startup is looking for its first female engineering hire, or a leadership team has looked around and realized that there aren't enough (or any!) underrepresented minorities in the room.
We welcome these hard conversations and actively encourage our clients to be honest about how much effort they're putting toward their DEI initiatives. That being said, bringing on a hire from an underrepresented background is about more than the optics. Below, a few key takeaways from our time spent hiring for 50+ companies.
Hiring managers often expect that making a diverse hire will be as easy and fast for them as previous hires they've made, but the market reality is that managers have to make many active changes to their process.
Reaching out to candidates proactively is the best guard against this shortfall, especially for \\\"evergreen\\\" openings like software engineers. Hiring managers should also be more willing to pitch the opportunity to passive candidates who may be open to moving several months down the road. Many top tech companies, like Stripe and Dropbox, encourage their hiring managers to do this. Planning and acting ahead of need is a best hiring practice that ensures your organization will attract the best talent it can. Dover makes this easy with a scalable outreach offering that delivers a steady stream of interested, qualified candidates. Your account manager can even help you a/b test different copy to make sure your message represents your company in the best light.
To truly bring diversity into an organization, hiring managers need to reconsider requirements to be more inclusive of alternative paths. This involves being open to veterans who may not have attended college right after high school, candidates who went through a coding bootcamp, or could even extend to older candidates other hiring managers might not be willing to talk to. Hiring managers can't expect a diverse candidate pool made up of only candidates from Google or McKinsey, because these companies may have strict algorithms that prevent talent from unconventional backgrounds to pass screening.
Dover not only detects the number of underrepresented candidates that match your job criteria, but also guides you on how to improve the criteria to surface strong diverse candidates. To prompt these internal conversations early in the hiring process, Dover built a free **Diversity Audit** tool ****which helps companies see the real numbers instead of talking about them in the abstract. The goal of the audit is to enable our clients to have honest and productive conversations with their dedicated support person. In turn, they're better equipped to make informed decisions about where their requirements stand, and what criteria can be moved from \\\"must have\\\" to \\\"nice to have\\\" in order to attract qualified, diverse talent.
Great! You've just made an offer to a fantastic candidate from a diverse background. Now what? It's important to keep three key strategies in mind:
1. Intentional inclusivity, such as a transparent company culture, can help these candidates rise to the top. Candidates know their worth, and they won't be willing to stick around for long if opportunities for growth don't exist for them.
2. Additionally, continually improving your employer brand strategy is the key to creating and retaining a diverse team. It's not enough to include team photos \u2014 you need to highlight that diversity and inclusion are a key value for your team moving forward. Our account managers can provide you with resources to uplevel your branding, as well as audit your current profiles to make sure you're not missing any blind spots.
3. Company leaders shouldn't expect a lone diversity hire to be responsible for future diversity hires. Clear company leadership on the topic can set the tone for future hires without placing more of a burden on current employees.
\u200D
Partner with us to uplevel your sourcing, outreach and branding to attract a diverse and talented team.
\u200D
\",\n nZgZQZjb3: null,\n U2kj_fobh: \"Gillian O'Brien\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href} 750w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/5yb6mY1H3T9fZOLelLK6xBou32E.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/5yb6mY1H3T9fZOLelLK6xBou32E.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/5yb6mY1H3T9fZOLelLK6xBou32E.png\").href} 1004w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"It's time outbound recruiting worked for startups\",\n id: \"udiI10Sh1\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"At least that\u2019s the theory.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"There\u2019s only one problem: most young startups aren\u2019t very well established, and they don\u2019t have the luxury of a well-known, highly sought-after employer brand. That means there aren\u2019t going to be a whole lot of people lining up for an interview, and the ones who do apply aren\u2019t always the cream of the crop. And considering the importance of early hires, your company may never build its reputation if you keep waiting for top talent to come to you rather than going out and getting it.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"The solution is for early-stage startups to take advantage of outbound recruiting, a strategy of searching for and contacting candidates about open positions. So why don\u2019t more founders do it? Because too many of them think of outbound recruiting as requiring too much energy and delivering too few results.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"However, there is a way to outsource outbound recruiting to people who can automate the process, personalize the approach, and create connections with top-tier candidates. In this post, we\u2019ll outline why startups should use outbound recruiting and how even the busiest founders can find time for it.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Tech talent won\u2019t just come to you\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Bottom line, if you\u2019re an early-stage startup looking to attract top talent, supply and demand are working against you. While more established companies may be able to rely on inbound recruitment, the tech industry is simply too competitive for most young companies to get away with it.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Theunemployment rate among tech talent in the United States is below 2%, according to the most recent reporting by the \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.bls.gov/iag/tgs/iag54.htm\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"U.S. Bureau of Labor Statistics\"\n })\n }), \". Admittedly, that\u2019s a pre-COVID-19 figure, but unlike other sectors, the tech world has mostly benefited from social distancing, with companies like DoorDash and TikTok \", /*#__PURE__*/_jsx(Link, {\n href: \"https://builtin.com/articles/companies-hiring-during-coronavirus-covid-19\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"hiring more people\"\n })\n }), \" during the pandemic. If anything, it\u2019s likely that coronavirus has made it harder for startups to hire top talent, since the overall economic uncertainty makes people more cautious about changing careers and more likely to stay at big, established companies that feel like \u201Csafer\u201D bets.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Not only that: relying solely on inbound recruiting severely restricts your talent pool. A 2019 survey found that only 15% of developers were \", /*#__PURE__*/_jsx(Link, {\n href: \"https://insights.stackoverflow.com/survey/2019#job-priorities\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"actively looking\"\n })\n }), \" for a job, yet 58.7% of those who are not actively looking \", /*#__PURE__*/_jsx(\"em\", {\n children: \"would \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://insights.stackoverflow.com/survey/2019#job-priorities\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"be open\"\n })\n }), \" to new opportunities presented to them. If you\u2019re waiting for that 15% to apply instead of reaching out to the 60% who are open to offers, you\u2019re letting a huge talent pool go untapped.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Manual outbound recruiting is high effort, low reward\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Most founders recognize the benefits of outbound recruiting; they just don\u2019t have enough time to take advantage of them.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Surveys have shown that \u201Chiring good people\u201D is the \", /*#__PURE__*/_jsx(Link, {\n href: \"https://thinkgrowth.org/the-top-concern-of-startup-founders-hiring-c2cc031c321c\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"biggest concern\"\n })\n }), \" for startup founders, above both customer acquisition and revenue growth. But although they realize how much early hires can shape the growth of a company, they\u2019re still incredibly pressed for time and often aren\u2019t available to invest deeply in the hiring process.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Outbound hiring (at least when done well) is extremely time-consuming. It requires research to find the right candidates, outreach efforts to get their attention, and back-and-forth communication with multiple individuals until you land the right one.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"You might also be concerned about the perception that you\u2019re \u201Cspamming\u201D candidates\u2019 inboxes. After all, by the the time you're starting a company, you probably know what it feels like to be in-demand talent. You're familiar with the experience of being buried in paint-by-number messages from recruiters who clearly know nothing about you. Once you find yourself on the other side of the hiring equation, it makes sense that you wouldn't want to start sending unsolicited emails that would make you \\\"part of the problem.\\\"\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Make outbound recruiting work for you by getting personal (and automated)\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"So how can outbound recruiting work for startups without becoming too much work for founders? The key is to personalize and automate the approach.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"In the crowded tech space, catching a talented candidate\u2019s eye often requires a personalized pitch. Studying a person\u2019s online profile can reveal information about the best way to connect with and appeal to them. Then, crafting an email subject line or LinkedIn message that references one of their unique experiences or interests will get their attention much faster than a generic recruitment message.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"If you can manage to establish a personal connection with a candidate, it can really pay off in the long run. Even if the individual isn\u2019t looking to change careers at that exact moment, they\u2019re likely to keep you in mind once they are ready to consider new opportunities.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Of course, researching talent and crafting custom messages for every potential candidate is a lot of work, which is why it pays to automate. While there are some key moments in the outbound-recruiting process that \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"need\"\n }), \" a founder's personal touch, there are others\u2014such as curating a list of potential candidates\u2014that can be done just as well by automation. Allowing software to generate a pool of qualified candidates gives you more time to focus on communicating and building relationships with the best and brightest.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Don\u2019t make yourself do all the hard work of finding hard workers\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Finding the right person for the job, reaching out to them with the right message, and fostering the right relationship between candidate and company is the best way to hire top talent. It\u2019s also the most time-intensive. Founders shouldn\u2019t have to choose between the most effective form of recruitment and the most feasible.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"At Dover, we \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.io/plans\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"partner with founders\"\n })\n }), \" to take on the operationally intensive tasks of recruiting, so they can meet with stronger candidates in less time.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Interested in learning more? Our \", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.io/waitlist\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"free self-serve product\"\n })\n }), \" helps founders and hiring managers get in touch with the best candidates. Most users get 2-3 qualified first interviews with just 10 minutes of setup time. Or, check out some of our \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.io/case-studies-home\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"case studies\"\n })\n }), \" or \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.io/plans\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"book a consultation\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"its-time-outbound-recruiting-worked-for-startups\",\n lLFjTwedK: 'At least that\u2019s the theory.
There\u2019s only one problem: most young startups aren\u2019t very well established, and they don\u2019t have the luxury of a well-known, highly sought-after employer brand. That means there aren\u2019t going to be a whole lot of people lining up for an interview, and the ones who do apply aren\u2019t always the cream of the crop. And considering the importance of early hires, your company may never build its reputation if you keep waiting for top talent to come to you rather than going out and getting it.
The solution is for early-stage startups to take advantage of outbound recruiting, a strategy of searching for and contacting candidates about open positions. So why don\u2019t more founders do it? Because too many of them think of outbound recruiting as requiring too much energy and delivering too few results.
However, there is a way to outsource outbound recruiting to people who can automate the process, personalize the approach, and create connections with top-tier candidates. In this post, we\u2019ll outline why startups should use outbound recruiting and how even the busiest founders can find time for it.
Bottom line, if you\u2019re an early-stage startup looking to attract top talent, supply and demand are working against you. While more established companies may be able to rely on inbound recruitment, the tech industry is simply too competitive for most young companies to get away with it.
Theunemployment rate among tech talent in the United States is below 2%, according to the most recent reporting by the U.S. Bureau of Labor Statistics. Admittedly, that\u2019s a pre-COVID-19 figure, but unlike other sectors, the tech world has mostly benefited from social distancing, with companies like DoorDash and TikTok hiring more people during the pandemic. If anything, it\u2019s likely that coronavirus has made it harder for startups to hire top talent, since the overall economic uncertainty makes people more cautious about changing careers and more likely to stay at big, established companies that feel like \u201Csafer\u201D bets.
Not only that: relying solely on inbound recruiting severely restricts your talent pool. A 2019 survey found that only 15% of developers were actively looking for a job, yet 58.7% of those who are not actively looking would be open to new opportunities presented to them. If you\u2019re waiting for that 15% to apply instead of reaching out to the 60% who are open to offers, you\u2019re letting a huge talent pool go untapped.
Most founders recognize the benefits of outbound recruiting; they just don\u2019t have enough time to take advantage of them.
Surveys have shown that \u201Chiring good people\u201D is the biggest concern for startup founders, above both customer acquisition and revenue growth. But although they realize how much early hires can shape the growth of a company, they\u2019re still incredibly pressed for time and often aren\u2019t available to invest deeply in the hiring process.
Outbound hiring (at least when done well) is extremely time-consuming. It requires research to find the right candidates, outreach efforts to get their attention, and back-and-forth communication with multiple individuals until you land the right one.
You might also be concerned about the perception that you\u2019re \u201Cspamming\u201D candidates\u2019 inboxes. After all, by the the time you\\'re starting a company, you probably know what it feels like to be in-demand talent. You\\'re familiar with the experience of being buried in paint-by-number messages from recruiters who clearly know nothing about you. Once you find yourself on the other side of the hiring equation, it makes sense that you wouldn\\'t want to start sending unsolicited emails that would make you \"part of the problem.\"
So how can outbound recruiting work for startups without becoming too much work for founders? The key is to personalize and automate the approach.
In the crowded tech space, catching a talented candidate\u2019s eye often requires a personalized pitch. Studying a person\u2019s online profile can reveal information about the best way to connect with and appeal to them. Then, crafting an email subject line or LinkedIn message that references one of their unique experiences or interests will get their attention much faster than a generic recruitment message.
If you can manage to establish a personal connection with a candidate, it can really pay off in the long run. Even if the individual isn\u2019t looking to change careers at that exact moment, they\u2019re likely to keep you in mind once they are ready to consider new opportunities.
Of course, researching talent and crafting custom messages for every potential candidate is a lot of work, which is why it pays to automate. While there are some key moments in the outbound-recruiting process that need a founder\\'s personal touch, there are others\u2014such as curating a list of potential candidates\u2014that can be done just as well by automation. Allowing software to generate a pool of qualified candidates gives you more time to focus on communicating and building relationships with the best and brightest.
Finding the right person for the job, reaching out to them with the right message, and fostering the right relationship between candidate and company is the best way to hire top talent. It\u2019s also the most time-intensive. Founders shouldn\u2019t have to choose between the most effective form of recruitment and the most feasible.
At Dover, we partner with founders to take on the operationally intensive tasks of recruiting, so they can meet with stronger candidates in less time.
Interested in learning more? Our free self-serve product helps founders and hiring managers get in touch with the best candidates. Most users get 2-3 qualified first interviews with just 10 minutes of setup time. Or, check out some of our case studies or book a consultation.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsx(React.Fragment, {\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"For founders, there\u2019s an obvious appeal to inbound recruiting. Instead of devoting time and resources to candidate outreach, you can focus on other tasks and let the applicants come to you. In short, inbound recruiting does all the work for founders.\"\n })\n }),\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href} 725w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/BUbW23EO2tRMLSMXAavfyjMEGYs.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/BUbW23EO2tRMLSMXAavfyjMEGYs.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/BUbW23EO2tRMLSMXAavfyjMEGYs.png\").href} 1004w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Job descriptions: more than just online ads\",\n id: \"uteDbfWAi\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"At Dover, we're helping companies find and engage the best people for their team\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"After working with 50+ of the fastest growing startups \u2013 we saw that our customers wanted help with creatives ideas for job descriptions, too.\"\n })\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"If you know \", /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/job-descriptions-more-than-just-online-ads/www.dover.io\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Dover\"\n })\n }), \", or you're savvy about the hiring market in general - you're probably not finding the majority of your candidates via job postings. Instead, you're likely finding them via outreach & in-network referrals.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(Link, {\n href: \"https://www.cnbc.com/2019/12/27/how-to-get-a-job-often-comes-down-to-one-elite-personal-asset.html#:~:text=Today%2C%20some%20estimates%20suggest%20that,jobs%20are%20filled%20through%20networking.\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"As many as 80% of jobs are filled through personal connections & 70% of jobs are never even posted\"\n })\n }), \". Jobs ads & applications take a back seat.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The content you'll find online about job descriptions centers around how you can optimize them so that candidates will actually read and apply. But for the majority of you who aren't relying on ads to get candidates, writing a JD may feel like something you don't need to put much thought or effort into.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"But don't start recycling your old job postings just yet. There's a lot of value to be gained from writing a good JD & putting it online. Even if most of your candidates will come from your personal network or from outreach.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Here's why writing a good JD is more important than you may think:\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"It will help you get clarity.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Writing a JD isn't just for the candidate. It's for you, too. You may think you know what you're looking for - but end up surprising yourself with how vague those ideas actually are when you start to write the JD. The more detailed you can be about who you're looking for & why, the more successful your process will be. Not to mention, you'll give candidates a better experience if you're confident, clear, and specific about what you're looking for, as opposed to being wishy-washy.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"It will help you get on the same page.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Candidates refer to the JD several times throughout the interview process to help evolve their thinking around the role. If you recycle old job posts again and again, not putting much thought into them at all, you may be sending the wrong message to the candidate without even realizing it.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Having the JD to refer to will help both you & the candidate get on the same page. The JD opens the door to important conversations and negotiation. When you rely entirely on a verbal pitch of the company and role, you may miscommunicate or let things slip through the cracks. It's better to have your ideas in writing so you can confirm that everyone agrees on the role.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"It will help you close the candidate.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Think of job descriptions as an opportunity to get the candidate pumped. Making a career decision is huge for a lot of people \u2013 you candidate is probably forwarding the JD to their friends and family to get reactions and feedback. If you don't put much effort into writing the JD, the candidates network may not come back with very much enthusiasm either. If the candidate is super high quality, they'll have many other interviews and offers. You only get so much face time with them to pitch them, so the materials they have on the job should shine and stand out. They'll be referring to the JD long after the application stage.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"It will create FOMO.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Even when you have a candidate in mind for a role, and you're feel confident about hiring them - it's important to write & publish a JD online. When they see that the role is posted & open to the public, it may light a fire under them that gets them to sign. The idea that you are actively accepting other applicants and keeping your interview process open will give your candidates FOMO. On the flip side, if they think they have the offer in the bag, they may take their time accepting or scheduling next interviews.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"It will help establish your employer brand\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Finally - the last reason to write and post a great JD is that it reflects well on you & helps to establish your employer brand. Maybe you're hiring a Product Marketing Manager but your post is seen by an excellent designer who forwards the post to their cousin. That designer gets excited about you and your company because of the way you've written, and how you've described your culture. He/she may apply in the future, or tell other friends about you. Never miss an opportunity to establish your brand.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Partnering with Dover to improve your job descriptions\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\" Dover's account managers can help you craft the perfect job description for a wide variety of personas. Together, we work with you to perfect your pitch, and clarify what you're looking for so we can get you the perfect candidate, every time. Want to learn more?\\xa0\", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.com/start\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Talk to us.\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"job-descriptions-more-than-just-online-ads\",\n lLFjTwedK: \"If you know Dover, or you're savvy about the hiring market in general - you're probably not finding the majority of your candidates via job postings. Instead, you're likely finding them via outreach & in-network referrals.
As many as 80% of jobs are filled through personal connections & 70% of jobs are never even posted. Jobs ads & applications take a back seat.
The content you'll find online about job descriptions centers around how you can optimize them so that candidates will actually read and apply. But for the majority of you who aren't relying on ads to get candidates, writing a JD may feel like something you don't need to put much thought or effort into.
But don't start recycling your old job postings just yet. There's a lot of value to be gained from writing a good JD & putting it online. Even if most of your candidates will come from your personal network or from outreach.
Here's why writing a good JD is more important than you may think:
Writing a JD isn't just for the candidate. It's for you, too. You may think you know what you're looking for - but end up surprising yourself with how vague those ideas actually are when you start to write the JD. The more detailed you can be about who you're looking for & why, the more successful your process will be. Not to mention, you'll give candidates a better experience if you're confident, clear, and specific about what you're looking for, as opposed to being wishy-washy.
Candidates refer to the JD several times throughout the interview process to help evolve their thinking around the role. If you recycle old job posts again and again, not putting much thought into them at all, you may be sending the wrong message to the candidate without even realizing it.
Having the JD to refer to will help both you & the candidate get on the same page. The JD opens the door to important conversations and negotiation. When you rely entirely on a verbal pitch of the company and role, you may miscommunicate or let things slip through the cracks. It's better to have your ideas in writing so you can confirm that everyone agrees on the role.
Think of job descriptions as an opportunity to get the candidate pumped. Making a career decision is huge for a lot of people \u2013 you candidate is probably forwarding the JD to their friends and family to get reactions and feedback. If you don't put much effort into writing the JD, the candidates network may not come back with very much enthusiasm either. If the candidate is super high quality, they'll have many other interviews and offers. You only get so much face time with them to pitch them, so the materials they have on the job should shine and stand out. They'll be referring to the JD long after the application stage.
Even when you have a candidate in mind for a role, and you're feel confident about hiring them - it's important to write & publish a JD online. When they see that the role is posted & open to the public, it may light a fire under them that gets them to sign. The idea that you are actively accepting other applicants and keeping your interview process open will give your candidates FOMO. On the flip side, if they think they have the offer in the bag, they may take their time accepting or scheduling next interviews.
Finally - the last reason to write and post a great JD is that it reflects well on you & helps to establish your employer brand. Maybe you're hiring a Product Marketing Manager but your post is seen by an excellent designer who forwards the post to their cousin. That designer gets excited about you and your company because of the way you've written, and how you've described your culture. He/she may apply in the future, or tell other friends about you. Never miss an opportunity to establish your brand.
\u200D
Dover's account managers can help you craft the perfect job description for a wide variety of personas. Together, we work with you to perfect your pitch, and clarify what you're looking for so we can get you the perfect candidate, every time. Want to learn more? Talk to us.
\u200D
\u200D
\",\n nZgZQZjb3: null,\n U2kj_fobh: \"Gillian O'Brien\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/w8IhSGUNhMigW4RBxWOmM2FtZ8.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/w8IhSGUNhMigW4RBxWOmM2FtZ8.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/w8IhSGUNhMigW4RBxWOmM2FtZ8.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Making your first marketing hire at a startup\",\n id: \"v2R8SPj32\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"How do we define marketers and marketing departments?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Because the number of marketing channels used to be fairly limited, it meant the department itself fit into a neater, tighter definition. The number of ways to reach customers has since grown exponentially, as has the scope of the role.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"That\u2019s why startups hire teams under four broad functions that fit under the larger umbrella of \u201Cmarketing.\u201D They are:\"\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: \"Brand marketing\"\n }), \": Brand strategy, positioning, naming, messaging, visual identity, experiential, events, community.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Product marketing\"\n }), \": UX copy, website, email marketing, customer research and segmentation, pricing.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Communications (sometimes looped in with Brand)\"\n }), \": PR and media relations, content marketing, social media, thought leadership, influencer.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Growth marketing\"\n }), \": Direct response paid acquisition, funnel optimization, retention, lifecycle, engagement, reporting and attribution, word of mouth, referral, SEO, partnerships.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Who do you hire first?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"While it may be tempting to hire a VP or CMO right off the bat, you have to sit down and consider what their actual day-to-day responsibilities will look like. Sometimes, it can be helpful to hire a generalist or a junior marketer who is curious and eager to learn enough to fill in the gaps, and roll up their sleeves to get things done. This is someone super scrappy who understands how to experiment across marketing channels until they find the right mix.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"The reality is that anyone who excels across all marketing functions is a unicorn and nearly impossible to find. \"\n }), \"Even a VP will likely have one or maybe two areas they\u2019re \", /*#__PURE__*/_jsx(\"em\", {\n children: \"exceptionally\"\n }), \" good at.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"With marketers, the interview process is about finding the right strength instead of a lack of weakness. As mentioned earlier, it\u2019s difficult to find someone who exceeds in all areas of marketing, and \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"your goal is to figure out where their spike in strength is.\"\n }), /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"To visualize this, think about this as a graph. The y-axis represents the different areas of marketing, and x-axis represents a strength of someone on your team. The bar represents an ideal state of performance: you have a content machine, your ads are humming along, you\u2019re hitting your revenue targets, etc. I\", /*#__PURE__*/_jsx(\"strong\", {\n children: \"f you hire someone with spikes in one area, you raise your bar all around and can find other folks whose spikes meet the bar in their respective categories.\"\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,HDthoB4I6MC2lFhhHdRxzsuOGE.png?originalFilename=638914647a2bf70b4250a988_chart--2-.png\",\n src: new URL(\"https://framerusercontent.com/images/HDthoB4I6MC2lFhhHdRxzsuOGE.png\").href\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Consequently, if you hire people with spikes all around (again, highly unlikely), it\u2019ll actually lower the bar for success, since their individual spikes will be much lower.\"]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,H6teV5zANYXX2x75kRwuzyUBwBI.png?originalFilename=638914647a10eacf889f216c_chart--3-.png\",\n src: new URL(\"https://framerusercontent.com/images/H6teV5zANYXX2x75kRwuzyUBwBI.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"This is why a generalist will typically bring deeper expertise in one of the big marketing functions: brand, product, communications or growth. Before making your first marketing hire, you need to figure out which marketing priorities are most urgent and which \u201Cpersona\u201D is most appropriate for you.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"These 5 questions will help you align your idea of what you\u2019re looking for with who you should hire:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Which marketing channels have proven most effective?\"\n }), /*#__PURE__*/_jsx(\"br\", {}), \"a. Social\", /*#__PURE__*/_jsx(\"br\", {}), \"b. Influencer\", /*#__PURE__*/_jsx(\"br\", {}), \"c. Paid ads (Adwords, LinkedIn, etc.)\", /*#__PURE__*/_jsx(\"br\", {}), \"d. Content (SEO-focused, thought leadership, gated, blog, video, etc.)\", /*#__PURE__*/_jsx(\"br\", {}), \"e. Events (happy hours, trade shows, webinars/AMAs)\", /*#__PURE__*/_jsx(\"br\", {}), \"f. Email\", /*#__PURE__*/_jsx(\"br\", {}), \"g. Word of mouth\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"If you know the answer to this question, you\u2019ve got a great head start. Put simply, if you recognize a promising channel early on, you\u2019ll want to hire someone with expertise in it to build out your marketing function. In other words, don\u2019t fix what isn\u2019t broken. For example, if you are seeing amazing results with Instagram ads, hire a candidate who has expertise in growth marketing and have them venture into more paid social.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"\u200D\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Do you know where your target customers hang out?\"\n }), /*#__PURE__*/_jsx(\"br\", {}), \"a. Yes\", /*#__PURE__*/_jsx(\"br\", {}), \"b. No\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"This ties in a bit with question one, as your top channel might also be the best path for distribution \u2014 it\u2019s where your target customers typically network or go to learn more about their job (like LinkedIn, for example). However, the answer might not be so cut and dry, or a channel might work for some time and then suddenly stop driving results. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Part of a marketer\u2019s job should be to experiment and research new channels for growth. How much of their job this entails will lead you to your answer here: do you hire for brand awareness, or growth?\"\n }), /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"One way to decide this is to consider how your target customers are currently finding competitive products or services\"\n }), \". For example, if you know from competitive research that clients are finding out about data migration solutions through recommendations from friends, you may want to hire a brand marketer who can work on driving top-of-funnel awareness. If they\u2019re finding out about them through Instagram ads, you\u2019ll want to hire a growth marketer to build campaigns.\", /*#__PURE__*/_jsx(\"br\", {}), \"\u200D\", /*#__PURE__*/_jsx(\"strong\", {\n children: \"\u200D\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Do you have lots of competitors in your category?\"\n }), \" \", /*#__PURE__*/_jsx(\"br\", {}), \"Additionally, ask yourself this: are your competitors dominant players with strong brands? Do they have endless marketing budgets? Are CACs in this space huge because everyone is outbidding each other?\", /*#__PURE__*/_jsx(\"br\", {}), \"If so, you might want to put money into building an exceptional brand or product/customer experience. That means disseminating a unique story through organic channels (word of mouth, PR, influencers and organic social media). A brand marketer or someone with deep PR and communications experience makes sense in this scenario.\", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Where do your founder\u2019s skills lie?\"\n }), /*#__PURE__*/_jsx(\"br\", {}), \"a. Product\", /*#__PURE__*/_jsx(\"br\", {}), \"b. Brand\", /*#__PURE__*/_jsx(\"br\", {}), \"c. Growth\", /*#__PURE__*/_jsx(\"br\", {}), \"d. Communication\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"As an early company, a founder or your early team will likely have some expertise in one of these categories. For example, if a founder has a strong vision for a product and extensive experience building and launching features, then focus less on a product marketing hire and rather supplement the skillset with another marketing priority (i.e., brand marketing). Likewise, if a member of your team has a strong vision for the brand but no one on the team knows how to build one, that\u2019s a skill gap that your first marketing hire should fill.\", /*#__PURE__*/_jsx(\"br\", {}), \"\u200D\", /*#__PURE__*/_jsx(\"strong\", {\n children: \"\u200D\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Are you entering a new industry and/or does your product entail a lot of human interaction (i.e. dating apps or on-demand services)\"\n }), /*#__PURE__*/_jsx(\"br\", {}), \"a. Yes\", /*#__PURE__*/_jsx(\"br\", {}), \"b. No\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Trust building has become an increasingly important aspect for startups as customers become more discerning, and the space becomes more crowded. If your brand is B2C and customer reputation is critical, or if you\u2019re entering an early market, consider a branding expert who understands how to build trust and credibility. This person will likely have deep expertise in PR and thought leadership, as these channels tend to inspire the most trust among consumers.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"How much experience should they have?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Once you\u2019ve answered these five questions, you should have a pretty good idea of the type of marketer you want. But just how much experience should that person have? Jamie Viggiano, VP of Marketing at TaskRabbit, recommends that seed-stage founders look for \u201Csenior manager or director-level candidates at midsized companies.\u201D\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsxs(\"em\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), \"\u201CAt the 6 to 10 year experience level\u201D, she continues, \u201Cthese candidates\u2019 salaries tend to be more in line with a young company\u2019s budget. Moreover, at this stage of their career, they tend to be both strategic and tactical. This means they can level up and think strategically about the business and the marketing function, but they are also happy to get their hands dirty and execute \u2014 actually dive into the Facebook platform and create ads, plan and host an event, or pitch a journalist.\u201D\"]\n })\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Where can I find great marketers to hire?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"General Job Boards\"\n }), \":\"]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.producthunt.com/jobs?&\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Product Hunt\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"http://linkedin.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"LinkedIn\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"http://indeed.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Indeed\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://angel.co/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"AngelList\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://marketinghire.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"MarketingHire\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://weworkremotely.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"We Work Remotely\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://heymarketers.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Swipe Files\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://jobs.exitfive.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Exit Five\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://remotive.com/remote-jobs\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Remotive\"\n })\n })\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Job Boards for Women:\"\n })\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.hiretechladies.com/jobs\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Hire Tech Ladies\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.inhersight.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"In her Sight\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://powertofly.com/jobs/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Power to Fly\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.wherewomenwork.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Where Women Work\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.careercontessa.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Career Contessa\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://fairygodboss.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Fairy Godboss\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://elpha.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Elpha\"\n })\n })\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Job Boards for Underrepresented Groups\"\n }), \":\"]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://powertofly.com/jobs/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Power to Fly\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://diversity.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Diversity.com\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.ihispano.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"iHispano\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.blackcareernetwork.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Black Career Network\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.blackjobs.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Black Jobs\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://jobboard.hlpa.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"HLPA\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://workplacediversity.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"WorkplaceDiversity\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(Link, {\n href: \"https://www.diversityjobs.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Diversity Jobs\"\n })\n })\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Which skills should I care about most?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Soft skills (like communication, empathy, and ability to take conflicting feedback) are critical to a marketer's success. To write this list, I sat down with Dover\u2019s VP of Marketing, Brian Tecklenburg. He\u2019s led 4 startups from zero to millions in revenue and has tons of experience building teams from the ground up.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Excellent collaborator\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A marketer will have to function as a mediator between product, design and sales. Not only will they need to be good at delegating, they\u2019ll also need to effectively compromise and make their case as to why a certain framing or positioning is correct.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Tell me about a time you disagreed with a member on your team and how you resolved it.\"\n })\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: \"Weak answer\"\n }), \": Defensiveness, placing blame on others, the problem resulted in gridlock or deprioritization rather than compromise and solution.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Strong answer\"\n }), \": They have humility and self-awareness. They\u2019re able to diagnose where and why they needed to compromise, and how they did so. A candidate who ends their response by saying what they learned from the situation and how they applied these lessons going forward should get serious bonus points.\"]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"More points if they allude to/give credit to the teammates they worked with to get the project accomplished. If a candidate is using a ton of \u201CI\u201D or \u201Cme\u201D statements, they might not be the best collaborator, or are poor at giving credit where credit is due.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Strategic execution\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"In a startup environment, you\u2019re not handing your marketing team a pretty good version of a project for them to optimize \u2014 often, you\u2019re asking them to build something from scratch. For example, \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"at an early stage company, you\u2019re probably not too concerned with which subject lines resonate with your ICP, you\u2019re wondering if you should do email \"\n }), /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"at all\"\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \".\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Your team will likely receive projects without crystal clear direction or a baseline metric to build off of \u2014 it\u2019s important that they can make strategic decisions and design assets that are measurable, and useful to prospects and your customers.This requires equal levels of strategic thinking and execution.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"You don\u2019t want to hire someone who is solely good at getting things done but too junior to think through each possible avenue.\"\n }), \" Think about it: what\u2019s the point of writing 20 blogs in one week if no one reads them? An ideal marketing hire for your early team should be comfortable with conducting research, scoping, and defining success metrics and \", /*#__PURE__*/_jsx(\"em\", {\n children: \"then\"\n }), \" (and only then) acting upon them. Strategic execution also entails other important qualities like time-management, effective communication, and excellent people management skills.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Do you have an example of a time you've not had clear direction of a project?\"\n })\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: \"Weak answer\"\n }), \": They\u2019ve either never worked in an ambiguous environment, or recoil at the idea of working without definitive direction.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Strong answer: \"\n }), \"They can describe specific situations in which they\u2019ve worked with little guidance and enjoy working autonomously. They\u2019re able to discuss the roadblocks and hurdles involved, describe a thorough research and iteration process, and articulate how they sought feedback and revised the scope while still aligning with the company strategy or vision.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Insatiable curiosity\"\n }), \":\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Some of the best brands might feel like they have mind readers on staff \u2014 they serve you content exactly where you\u2019re looking and almost seem to know what you need before you know you need it. In other words, they\u2019re ahead of the curve on trends. But that\u2019s not psychic ability, that\u2019s curiosity.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"This is backed by science: \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://hbr.org/2018/09/the-business-case-for-curiosity\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"a study\"\n })\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" published in the Harvard Business Review found that an increase in curiosity is directly linked to a significant increase in creative solutions \"\n }), \"(especially in volatile markets), and is associated with less defensive reactions to stress and less aggressive reactions to provocation. If you\u2019re a seasoned marketer, you know that you will likely have to back your ideas up, field questions from the company, and have many tasks on your plate \u2014 defensiveness or aggressiveness would indicate a huge lack in the candidate\u2019s ability to collaborate.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Look for folks who read the news and subscribe to marketing newsletters, or who like to stay on top of trends and emerging technologies. Having a pulse on wider market trends will likely translate into creative solutions to customer acquisition, lead generation and content ideation.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Consider asking: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"How do you learn more about your users?\"\n })]\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: \"Weak answer\"\n }), \": Giving obvious or broad answers, not naming specific trends, technologies, or procedures they\u2019ve used in the past to conduct user research.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Strong answer\"\n }), \": Look for a wide breadth of knowledge when it comes to marketing trends: they should mention resources or programs they use for user research, and be able to articulate how they come up with solutions by consulting various sources.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Have you ever found yourself unable to stop learning something you\u2019ve never encountered before? Why? What kept you persistent?\"\n })\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: \"Weak answer\"\n }), \": If they have \", /*#__PURE__*/_jsx(\"em\", {\n children: \"no\"\n }), \" interests outside of work, or can\u2019t name something that peaked their curiosity. This is not necessarily a red flag, but it could be indicative that this is just not how their brain works.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Strong answer\"\n }), \": Look for candidates who describe needing to learn something \u201Cjust to know it\u201D or because \u201Cthey wouldn\u2019t settle until they found the right answer.\u201D Think reading books unrelated to one\u2019s own field and exploring questions just for the sake of knowing the answers, or analyzing data to uncover new ideas. Look for folks who have diverse interests outside work, and are excited by learning opportunities, i.e. \u201CI ended up taking a painting class because I just wanted to be better at it.\u201D\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"For a more in-depth guide including compensation/equity benchmarks, tips for optimizing recruiting outreach to software engineers, and step-by-step advice for setting up an interview loop, download our \", /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/how-to-hire-marketers-for-your-startup/dover.com/tools/first-marketing-hire-startup?utm_content=marketingguide&utm_medium=cta&utm_source=blog\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Hiring Guide for Marketers\"\n })\n }), \".\"]\n })]\n }),\n KHs3FpFfM: \"making-your-first-marketing-hire-at-a-startup\",\n lLFjTwedK: 'Because the number of marketing channels used to be fairly limited, it meant the department itself fit into a neater, tighter definition. The number of ways to reach customers has since grown exponentially, as has the scope of the role.
That\u2019s why startups hire teams under four broad functions that fit under the larger umbrella of \u201Cmarketing.\u201D They are:
While it may be tempting to hire a VP or CMO right off the bat, you have to sit down and consider what their actual day-to-day responsibilities will look like. Sometimes, it can be helpful to hire a generalist or a junior marketer who is curious and eager to learn enough to fill in the gaps, and roll up their sleeves to get things done. This is someone super scrappy who understands how to experiment across marketing channels until they find the right mix.
The reality is that anyone who excels across all marketing functions is a unicorn and nearly impossible to find. Even a VP will likely have one or maybe two areas they\u2019re exceptionally good at.
With marketers, the interview process is about finding the right strength instead of a lack of weakness. As mentioned earlier, it\u2019s difficult to find someone who exceeds in all areas of marketing, and your goal is to figure out where their spike in strength is.
To visualize this, think about this as a graph. The y-axis represents the different areas of marketing, and x-axis represents a strength of someone on your team. The bar represents an ideal state of performance: you have a content machine, your ads are humming along, you\u2019re hitting your revenue targets, etc. If you hire someone with spikes in one area, you raise your bar all around and can find other folks whose spikes meet the bar in their respective categories.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638914647a2bf70b4250a988_chart--2-.png\")
Consequently, if you hire people with spikes all around (again, highly unlikely), it\u2019ll actually lower the bar for success, since their individual spikes will be much lower.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638914647a10eacf889f216c_chart--3-.png\")
This is why a generalist will typically bring deeper expertise in one of the big marketing functions: brand, product, communications or growth. Before making your first marketing hire, you need to figure out which marketing priorities are most urgent and which \u201Cpersona\u201D is most appropriate for you.
These 5 questions will help you align your idea of what you\u2019re looking for with who you should hire:
Once you\u2019ve answered these five questions, you should have a pretty good idea of the type of marketer you want. But just how much experience should that person have? Jamie Viggiano, VP of Marketing at TaskRabbit, recommends that seed-stage founders look for \u201Csenior manager or director-level candidates at midsized companies.\u201D
\u201CAt the 6 to 10 year experience level\u201D, she continues, \u201Cthese candidates\u2019 salaries tend to be more in line with a young company\u2019s budget. Moreover, at this stage of their career, they tend to be both strategic and tactical. This means they can level up and think strategically about the business and the marketing function, but they are also happy to get their hands dirty and execute \u2014 actually dive into the Facebook platform and create ads, plan and host an event, or pitch a journalist.\u201D
General Job Boards:
Job Boards for Women:
Job Boards for Underrepresented Groups:
Soft skills (like communication, empathy, and ability to take conflicting feedback) are critical to a marketer\\'s success. To write this list, I sat down with Dover\u2019s VP of Marketing, Brian Tecklenburg. He\u2019s led 4 startups from zero to millions in revenue and has tons of experience building teams from the ground up.
A marketer will have to function as a mediator between product, design and sales. Not only will they need to be good at delegating, they\u2019ll also need to effectively compromise and make their case as to why a certain framing or positioning is correct.
Tell me about a time you disagreed with a member on your team and how you resolved it.
More points if they allude to/give credit to the teammates they worked with to get the project accomplished. If a candidate is using a ton of \u201CI\u201D or \u201Cme\u201D statements, they might not be the best collaborator, or are poor at giving credit where credit is due.
In a startup environment, you\u2019re not handing your marketing team a pretty good version of a project for them to optimize \u2014 often, you\u2019re asking them to build something from scratch. For example, at an early stage company, you\u2019re probably not too concerned with which subject lines resonate with your ICP, you\u2019re wondering if you should do email at all.
Your team will likely receive projects without crystal clear direction or a baseline metric to build off of \u2014 it\u2019s important that they can make strategic decisions and design assets that are measurable, and useful to prospects and your customers.This requires equal levels of strategic thinking and execution.
You don\u2019t want to hire someone who is solely good at getting things done but too junior to think through each possible avenue. Think about it: what\u2019s the point of writing 20 blogs in one week if no one reads them? An ideal marketing hire for your early team should be comfortable with conducting research, scoping, and defining success metrics and then (and only then) acting upon them. Strategic execution also entails other important qualities like time-management, effective communication, and excellent people management skills.
Some of the best brands might feel like they have mind readers on staff \u2014 they serve you content exactly where you\u2019re looking and almost seem to know what you need before you know you need it. In other words, they\u2019re ahead of the curve on trends. But that\u2019s not psychic ability, that\u2019s curiosity.
This is backed by science: a study published in the Harvard Business Review found that an increase in curiosity is directly linked to a significant increase in creative solutions (especially in volatile markets), and is associated with less defensive reactions to stress and less aggressive reactions to provocation. If you\u2019re a seasoned marketer, you know that you will likely have to back your ideas up, field questions from the company, and have many tasks on your plate \u2014 defensiveness or aggressiveness would indicate a huge lack in the candidate\u2019s ability to collaborate.
Look for folks who read the news and subscribe to marketing newsletters, or who like to stay on top of trends and emerging technologies. Having a pulse on wider market trends will likely translate into creative solutions to customer acquisition, lead generation and content ideation.
Consider asking: How do you learn more about your users?
\u200D
In the age of COVID, everyone needs to get good at hiring remotely \u2014 fast. Dover sat down via video with Kevin Pursel, the former Head of Recruiting at GitLab (the famously fully remote open-source company), and current Head of Recruiting at States Title, to discuss remote hiring best practices and the realities of leading a fully remote workforce. Here\u2019s what he said:
Remote hiring can be slower initially. Hiring managers are often hesitant to pull the trigger on candidates they haven\u2019t yet met in person if they don\u2019t have experience hiring in a remote environment. If theories that a majority of communication is non-verbal hold, this slowdown is understandable. Without the benefit of non-verbal communication and casual interactions during the interview process, interviewers receive less \u201Cdata\u201D from each candidate despite the same amount of time spent speaking with them.
To adjust for this, Kevin recommends that in certain scenarios, candidates go through an extra interview with a member of the team or leadership team while they get more comfortable assessing candidates in a fully remote environment. This will also benefit the candidates as they have additional opportunities to learn about the company and team they will be working with. However, it is important to ensure the number of steps in the interview process isn\u2019t excessive, since this can create a poor candidate experience.
It is also increasingly important when remote hiring to hold a debrief session with the interview team after the interviews are complete. Well organized and thoughtful debrief sessions can lead to increased efficiency and better alignment within the interview team.
As hiring managers adjust to hiring remotely and gain confidence in the remote interview process, remote hiring should become increasingly efficient. With fewer logistics to manage (eg. travel time for candidates, conference room availability, more flexibility for interviewers and candidates), the process becomes quick and more convenient.
GitLab is in part unique because of its radical transparency. The company publishes salary ranges on their website for all candidates to view. They have hiring process documents available so that each candidate and employee can view every aspect of the hiring process and no details get lost in translation from one interviewer to another. While not every company will be comfortable with GitLab\u2019s degree of transparency, Kevin believes that a public commitment to transparency and communication is non-negotiable when it comes to hiring and working remotely.
With remote hiring, the more transparent the organization can be, the better. Remote candidates will not have the luxury of meeting leadership teams in person or getting a sense for the \u201Coffice\u201D environment. This means it\u2019s even more important that candidates have as much information as they can in order to make an informed decision if they are offered the position. In the spirit of transparency, it\u2019s important to be deliberate about the challenges and pain points the candidate should expect so there are no surprises when they join. It\u2019s important to consider what information you can share with candidates at each step of the process. In addition to candidates hearing it directly from the interview team, consider sharing content that highlights company culture and purpose.
Internally, clear notes, defined hiring processes, and overdocumentation ensure that everyone stays aligned and the process can move efficiently. Each interviewer should clearly flag hesitations so that the next interviewer can probe further and candidates aren\u2019t asked the same question twice. A well-thought-out interview plan established during the intake session with the hiring manager will pay dividends later in the process. For Kevin, the most important conversation recruiters have is with the hiring manager before the search is kicked off.
Kevin advises his hiring managers to allocate more of their interview time (even with technical candidates) to the values alignment, culture fit, and self motivation. Candidates who are not self motivated will likely struggle in a remote environment. At GitLab, the concept of manager of one was baked into the assessment criteria because of the belief that self-motivated employees don\u2019t need to be micromanaged. Freedom and autonomy to execute with clear expectations is important in a remote environment. By the end of the interview the candidate should be well aware of the company values and how important they are, and the interview team should be very confident with how well the candidate aligns with the values.
Kevin is the current Head of Recruitment at States Title, an insurance tech company leading digital transformation for the mortgage industry. Before joining States Title, Kevin was the former Head of Global Recruiting at GitLab, where he scaled the workforce rapidly from 350 to 1000 remote employees over the course of a year. He spent the first 16 years of his career climbing the Global Talent Engagement ranks at Ebay where he split his time between remote and in-office hiring.
\u200D
',\n nZgZQZjb3: null,\n U2kj_fobh: \"Gillian O'Brien\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/1jSqpnPDvSlR2rcZVc5ZCeUkPA.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/1jSqpnPDvSlR2rcZVc5ZCeUkPA.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/1jSqpnPDvSlR2rcZVc5ZCeUkPA.jpeg\").href} 800w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/BT66Nk7yVJyFMldQNbBLX60urA.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/BT66Nk7yVJyFMldQNbBLX60urA.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/BT66Nk7yVJyFMldQNbBLX60urA.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"My first few months at Dover: what it was like to join a new company remotely\",\n id: \"V7MnaDZda\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"I switched jobs in the middle of the pandemic \u2014 and from the stable world of management consulting to a seed startup, no less. 47 million Americans lost their jobs in 2020, and new college grads have struggled to find work. But in industries like tech, hiring is still happening (& happening \", /*#__PURE__*/_jsx(\"em\", {\n children: \"a lot\"\n }), \"). I had the opportunity to put things into perspective & focus on finding a job I really loved. That job ended up being at \", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Dover\"\n })\n }), \", as an Engagement Manager.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Prior to March 2020, Dover had an HQ in SF. In a normal world, I would have been welcomed into an office downtown & met my co-workers face to face on the first day. But instead, I joined & onboarded the team remotely.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As of now, plans to return to the office remain flexible, and we\u2019ve updated all of our JDs to strike out the line \", /*#__PURE__*/_jsx(\"em\", {\n children: \"\u201CSF preferred\u201D \u2014 \"\n }), \"replacing it with \", /*#__PURE__*/_jsx(\"em\", {\n children: \"\u201CRemote\u201D\"\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"While I was transitioning to my role at Dover, people in my network were changing companies, too. Some of them are now feeling overwhelmed or lonely as they adjust to working from home with teams they don\u2019t really know. Starting a new job is already a lot of pressure, but trying to integrate into a community while isolated in your apartment/on Zoom was even more intimidating.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Coming from my past work experience, I knew that the only way I\u2019d survive late nights and hard work would be because of my connections to the people around me. My coworkers had made work fun, even in the worst of times \u2014 and I was looking for that again.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I\u2019m 3 months into my role at Dover and I\u2019m feeling totally integrated into our team. I\u2019m connected, confident, and loving the work I do. But I know many people whose remote onboarding experiences weren\u2019t as smooth. So I chatted with them and reflected on how my experience was different. These conversations have helped me figure out what it was that made Dover special in how we continue to onboard remote employees, and make them all feel like a true part of our team.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Read on to learn more :)\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"1. Our team is cross functional & highly collaborative\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"When I used to hear the words \u201Cremote culture\u201D I would think of happy hours on Zoom, and not much else. But while Dover \", /*#__PURE__*/_jsx(\"em\", {\n children: \"does\"\n }), \" host virtual hangouts on the reg, it\u2019s really been working with my colleagues on projects that has helped me create the strongest relationships.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Dover is a team of 21 FTEs today & I\u2019ve interacted with everyone at least five times in these first three months. The foundation of our company is teamwork, and that is very much built into my role & our culture. For example: in my role as an EM, I spend a lot of time with customers, I do analysis work in SQL, I run account management processes, & I spec out features/designs for our product. It\u2019s a ton of jobs in one, and that naturally leads to a lot of cross team collaboration.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I\u2019ve recently had the chance to work with two of our engineers on a special project, and I also work with other Engagement Managers on a daily basis. As an early member of our team, I\u2019ve collaborated with the founders (& continue to collaborate with them) directly. Roles at Dover being as cross functional as they are has made it easy for me to really get to know my coworkers. People I know at other companies may have happy hours & team parties, but they don\u2019t always have the opportunity to build relationships through collaboration like I do.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The opportunity to be \", /*#__PURE__*/_jsx(\"em\", {\n children: \"this\"\n }), \" cross functional is something that feels unique to Dover. Whether I want to sit in on more sales calls, or do more SQL, everyone on our team is down to help me accomplish my goals. Judging from my interview process with other startups, that level of support is rare for early stage companies where people are siloed due to bandwidth constraints. Thoughtful development & mentorship aren\u2019t usually on anyone\u2019s radar this early \u2014 but I can already tell that Dover prioritizes helping me learn and grow, regardless of how busy things are.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"2. We\u2019re naturally motivated to get to know each other\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"As I mentioned before, coming from my past work experience, I knew that the only way I\u2019d survive late nights and hard work would be because of the people around me. Connections to coworkers make work meaningful & I was really looking for that in my next role. As I went through the interview process with various companies, I started to feel that I clicked the most with Dover people. The interview process was designed to get me comfortable with everyone, and it worked. I even remember turning to my boyfriend at one point in the process and saying \u201Cdude, I really like these people!\u201D I could imagine myself enjoying working here.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"One thing (or person\u2026) that made me nervous, though, was our CEO, Max. I actually left our initial phone screens feeling intimidated. Max was very direct, and he wasn\u2019t afraid to challenge me as I went through the interview process. He always seemed excited that I was moving forward through rounds \u2014 but I wondered whether I\u2019d continue to feel this intimated on the job.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Then, during my first week, we had a chance to talk a bit about our interests outside of work (\u2026we ended up bonding over mutual love for \", /*#__PURE__*/_jsx(\"em\", {\n children: \"Dave/Lil Dicky\"\n }), \") and it made me realize he was actually really funny and easy to talk to. As I started to get to know the rest of the team this way, my intuition about \u201Cfitting in\u201D at Dover was validated, and my nerves completely melted away. Everyone on the team \u2014 even the founders \u2014 are really down-to-earth.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The people on our team are impressive, which has motivated me to get to know them individually; there\u2019s so much I know I can learn from everyone. Over time, seeing distinct personalities shine has only added to my desire to connect, and helped me become 100% comfortable being myself around everyone, which I\u2019d never experienced in a work environment before! These are not just people I vibe with, but people who care about making each others\u2019 lives easier and better. My coworkers freely give credit to others and are generous about helping to develop them. I\u2019m constantly learning from them, and am made to feel that the reverse is also true: and people are learning from me, too. I\u2019m happy to say I\u2019ve felt the same level of admiration & likeness for each hire we\u2019ve made since I joined.\"\n }), /*#__PURE__*/_jsx(\"h1\", {\n children: \"3 \u2014 Onboarding was well-designed\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"At my old company, I had a dedicated three week training process with a cohort of other consultants. It was structured 9\u20135, session after session, almost like being back in school again. I personally like to learn by doing \u2014 not by reading or studying, and because things were so structured, it was harder to get to know people during the day.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"By contrast, my onboarding at Dover made it very easy to get to know other people and get a crash course in the EM role. New Engagement Managers have a round-robin type process where they work closely with other EMs on the team as they ramp up. Naturally, you get to know those people a lot better during those sessions. Dover trusts new employees & doesn\u2019t require them to spend weeks on end in pure \u201Clearning\u201D mode. Instead, the goal is to wean employees off the help of others so they can be independent at a faster pace. By day 2, I was listening in on a client call and owning the follow up tasks.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Something I loved in my first two weeks were the opportunities I had to have high-level-overview type conversations with Max, George & Anvisha (our founders). This was a great way to break the ice, learn more about them, and get a window into how they thought about our business. I left these conversations feeling energized and freshly connected to our mission. At larger cos, the founders are usually too busy to meet every new employee \u2014 but we\u2019re still able to do that here, and it goes a long way.\"\n }), /*#__PURE__*/_jsx(\"h1\", {\n children: \"4 \u2014 Fun stuff\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"No surprise that social events have also played a factor in helping me feel integrated into our team. We have virtual hang outs every Friday where we play games or just generally talk & laugh about startup life. We\u2019ve also done some in-person (socially distanced) things in SF. With all of the fun events we have and the team\u2019s emphasis on making remote work fun, I feel like I\u2019ve known everyone for years instead of just months and it\u2019s crazy to me that I\u2019ve never met some of the team in-person. It definitely doesn\u2019t feel that way.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Day to day life at Dover also has its random & weird quirks, which has made it easy for me to not take things so seriously. We have fun channels in slack like #stonks, #radio, and even a meme-y GPT-3 bot the eng team built that we can interact with for some laughs. I remember looking through these things when I first joined, trying to get a better sense of my new coworkers. After scrolling through it I realized \u2014 \u201Coh these people are super chill, they like to have fun.\u201D Even if you\u2019re not participating, it feels nice to be included on things like this.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,3NyEg6GJok5e1cBXRBzKyYqEoV4.png?originalFilename=638a4fc415006b8476618f24_1_tEccrKoUs8XWUksMgE6Plw.png\",\n src: new URL(\"https://framerusercontent.com/images/3NyEg6GJok5e1cBXRBzKyYqEoV4.png\").href\n }), /*#__PURE__*/_jsx(\"h1\", {\n children: \"Reflecting on the past 3 months\u2026\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Prior to joining Dover, my career was entirely consulting. Switching to any other job on the industry side was going to be a big deal for me. Add to that the idea of onboarding remotely and you can see why I was very nervous about joining Dover. But after being here for 3 months, it feels like exactly what I want to do for years to come.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The sense of being invested in something & passionate about it is priceless. I find myself \", /*#__PURE__*/_jsx(\"em\", {\n children: \"wanting\"\n }), \" to put in the extra work vs. being forced or expected to. I always want to do more out of excitement & because I want to push the company mission forward. Plus, being part of a small team with people who are hardworking & engaged is rewarding. I can see that the founders work later & harder than I do \u2014 which inspires me & is a big contrast to companies I\u2019ve worked at before.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"At big companies, I never got this feeling because I never got exposure to the people at the top. They could have been working hard, too \u2014 but there was so much hierarchy that I never saw it. Employees at companies like that don\u2019t get the same level of buy-in.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I\u2019m super happy to have had such a great onboarding experience & am excited to see how our culture continues to evolve & scale.\"\n }), /*#__PURE__*/_jsx(\"h1\", {\n children: \"What\u2019s next?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Thanks for reading my post about my experience at Dover!\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"If Dover sounds like the place for you, check out our \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/careers\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"careers page\"\n })\n }), \". We\u2019re hiring!\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })]\n }),\n KHs3FpFfM: \"my-first-few-months-at-dover-what-it-was-like-to-join-a-new-company-remotely\",\n lLFjTwedK: 'I switched jobs in the middle of the pandemic \u2014 and from the stable world of management consulting to a seed startup, no less. 47 million Americans lost their jobs in 2020, and new college grads have struggled to find work. But in industries like tech, hiring is still happening (& happening a lot). I had the opportunity to put things into perspective & focus on finding a job I really loved. That job ended up being at Dover, as an Engagement Manager.
Prior to March 2020, Dover had an HQ in SF. In a normal world, I would have been welcomed into an office downtown & met my co-workers face to face on the first day. But instead, I joined & onboarded the team remotely.
As of now, plans to return to the office remain flexible, and we\u2019ve updated all of our JDs to strike out the line \u201CSF preferred\u201D \u2014 replacing it with \u201CRemote\u201D.
While I was transitioning to my role at Dover, people in my network were changing companies, too. Some of them are now feeling overwhelmed or lonely as they adjust to working from home with teams they don\u2019t really know. Starting a new job is already a lot of pressure, but trying to integrate into a community while isolated in your apartment/on Zoom was even more intimidating.
Coming from my past work experience, I knew that the only way I\u2019d survive late nights and hard work would be because of my connections to the people around me. My coworkers had made work fun, even in the worst of times \u2014 and I was looking for that again.
I\u2019m 3 months into my role at Dover and I\u2019m feeling totally integrated into our team. I\u2019m connected, confident, and loving the work I do. But I know many people whose remote onboarding experiences weren\u2019t as smooth. So I chatted with them and reflected on how my experience was different. These conversations have helped me figure out what it was that made Dover special in how we continue to onboard remote employees, and make them all feel like a true part of our team.
Read on to learn more :)
When I used to hear the words \u201Cremote culture\u201D I would think of happy hours on Zoom, and not much else. But while Dover does host virtual hangouts on the reg, it\u2019s really been working with my colleagues on projects that has helped me create the strongest relationships.
Dover is a team of 21 FTEs today & I\u2019ve interacted with everyone at least five times in these first three months. The foundation of our company is teamwork, and that is very much built into my role & our culture. For example: in my role as an EM, I spend a lot of time with customers, I do analysis work in SQL, I run account management processes, & I spec out features/designs for our product. It\u2019s a ton of jobs in one, and that naturally leads to a lot of cross team collaboration.
I\u2019ve recently had the chance to work with two of our engineers on a special project, and I also work with other Engagement Managers on a daily basis. As an early member of our team, I\u2019ve collaborated with the founders (& continue to collaborate with them) directly. Roles at Dover being as cross functional as they are has made it easy for me to really get to know my coworkers. People I know at other companies may have happy hours & team parties, but they don\u2019t always have the opportunity to build relationships through collaboration like I do.
The opportunity to be this cross functional is something that feels unique to Dover. Whether I want to sit in on more sales calls, or do more SQL, everyone on our team is down to help me accomplish my goals. Judging from my interview process with other startups, that level of support is rare for early stage companies where people are siloed due to bandwidth constraints. Thoughtful development & mentorship aren\u2019t usually on anyone\u2019s radar this early \u2014 but I can already tell that Dover prioritizes helping me learn and grow, regardless of how busy things are.
As I mentioned before, coming from my past work experience, I knew that the only way I\u2019d survive late nights and hard work would be because of the people around me. Connections to coworkers make work meaningful & I was really looking for that in my next role. As I went through the interview process with various companies, I started to feel that I clicked the most with Dover people. The interview process was designed to get me comfortable with everyone, and it worked. I even remember turning to my boyfriend at one point in the process and saying \u201Cdude, I really like these people!\u201D I could imagine myself enjoying working here.
One thing (or person\u2026) that made me nervous, though, was our CEO, Max. I actually left our initial phone screens feeling intimidated. Max was very direct, and he wasn\u2019t afraid to challenge me as I went through the interview process. He always seemed excited that I was moving forward through rounds \u2014 but I wondered whether I\u2019d continue to feel this intimated on the job.
Then, during my first week, we had a chance to talk a bit about our interests outside of work (\u2026we ended up bonding over mutual love for Dave/Lil Dicky) and it made me realize he was actually really funny and easy to talk to. As I started to get to know the rest of the team this way, my intuition about \u201Cfitting in\u201D at Dover was validated, and my nerves completely melted away. Everyone on the team \u2014 even the founders \u2014 are really down-to-earth.
The people on our team are impressive, which has motivated me to get to know them individually; there\u2019s so much I know I can learn from everyone. Over time, seeing distinct personalities shine has only added to my desire to connect, and helped me become 100% comfortable being myself around everyone, which I\u2019d never experienced in a work environment before! These are not just people I vibe with, but people who care about making each others\u2019 lives easier and better. My coworkers freely give credit to others and are generous about helping to develop them. I\u2019m constantly learning from them, and am made to feel that the reverse is also true: and people are learning from me, too. I\u2019m happy to say I\u2019ve felt the same level of admiration & likeness for each hire we\u2019ve made since I joined.
At my old company, I had a dedicated three week training process with a cohort of other consultants. It was structured 9\u20135, session after session, almost like being back in school again. I personally like to learn by doing \u2014 not by reading or studying, and because things were so structured, it was harder to get to know people during the day.
By contrast, my onboarding at Dover made it very easy to get to know other people and get a crash course in the EM role. New Engagement Managers have a round-robin type process where they work closely with other EMs on the team as they ramp up. Naturally, you get to know those people a lot better during those sessions. Dover trusts new employees & doesn\u2019t require them to spend weeks on end in pure \u201Clearning\u201D mode. Instead, the goal is to wean employees off the help of others so they can be independent at a faster pace. By day 2, I was listening in on a client call and owning the follow up tasks.
Something I loved in my first two weeks were the opportunities I had to have high-level-overview type conversations with Max, George & Anvisha (our founders). This was a great way to break the ice, learn more about them, and get a window into how they thought about our business. I left these conversations feeling energized and freshly connected to our mission. At larger cos, the founders are usually too busy to meet every new employee \u2014 but we\u2019re still able to do that here, and it goes a long way.
No surprise that social events have also played a factor in helping me feel integrated into our team. We have virtual hang outs every Friday where we play games or just generally talk & laugh about startup life. We\u2019ve also done some in-person (socially distanced) things in SF. With all of the fun events we have and the team\u2019s emphasis on making remote work fun, I feel like I\u2019ve known everyone for years instead of just months and it\u2019s crazy to me that I\u2019ve never met some of the team in-person. It definitely doesn\u2019t feel that way.
Day to day life at Dover also has its random & weird quirks, which has made it easy for me to not take things so seriously. We have fun channels in slack like #stonks, #radio, and even a meme-y GPT-3 bot the eng team built that we can interact with for some laughs. I remember looking through these things when I first joined, trying to get a better sense of my new coworkers. After scrolling through it I realized \u2014 \u201Coh these people are super chill, they like to have fun.\u201D Even if you\u2019re not participating, it feels nice to be included on things like this.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a4fc415006b8476618f24_1_tEccrKoUs8XWUksMgE6Plw.png\")
Prior to joining Dover, my career was entirely consulting. Switching to any other job on the industry side was going to be a big deal for me. Add to that the idea of onboarding remotely and you can see why I was very nervous about joining Dover. But after being here for 3 months, it feels like exactly what I want to do for years to come.
The sense of being invested in something & passionate about it is priceless. I find myself wanting to put in the extra work vs. being forced or expected to. I always want to do more out of excitement & because I want to push the company mission forward. Plus, being part of a small team with people who are hardworking & engaged is rewarding. I can see that the founders work later & harder than I do \u2014 which inspires me & is a big contrast to companies I\u2019ve worked at before.
At big companies, I never got this feeling because I never got exposure to the people at the top. They could have been working hard, too \u2014 but there was so much hierarchy that I never saw it. Employees at companies like that don\u2019t get the same level of buy-in.
I\u2019m super happy to have had such a great onboarding experience & am excited to see how our culture continues to evolve & scale.
Thanks for reading my post about my experience at Dover!
If Dover sounds like the place for you, check out our careers page. We\u2019re hiring!
Over 75% of job seekers start their search on Google and according to Dover\\'s data, 40% of hires made by our customers come from inbound channels. Inbound recruiting is clearly an important channel for hiring managers and teams, but it differs from outbound and referrals because it involves having candidates \"come to you\" through the touchpoints you use to attract talent and differentiate yourself in the market, such as your company website and job boards.
Notably, qualified inbound candidates are more likely to result in hires than outbound candidates because these candidates are actively searching for a role, and have demonstrated an express interest in your company. Despite this, we\\'ve seen that as a channel, inbound is often neglected and severely underutilized.
We\\'ve seen why with our customers firsthand: an inbound strategy is not easy to develop and maintain \u2014 it\\'s traditionally been very difficult to tell, (given the hundreds of job boards that exist), where it makes sense to advertise your job postings, how long you should post your ads for, and how much budget is appropriate. Perhaps the hardest part of all is finding time to manage a large number of inbound applicants to begin with.
Here\\'s what an inbound strategy, lacking in automation, programmatic job board advertising, and an always-on phone screen process typically looks like:
There\\'s a new way to approach inbound \u2014 the following suggestions are a reflection of the new paradigm a high-quality inbound strategy requires:
Differentiate your employer brand
In a wildly competitive market for talent, it\\'s important to stand out from the pack. We use a data-driven approach to benchmark your employer brand affinity to candidates, and help you with content creation and diversity audits so you can attract high-quality candidates.
Commit to job boards for a reasonable amount of time and set aside a sizeable budget
Diversifying your job boards \u2014 and managing the requirements and billing involved in that process \u2014 can certainly be time-consuming and difficult. We\\'ve seen that hiring teams who are patient with the process and utilize multiple channels are rewarded with good hires.
Process applications quickly
If your inbound strategy is working well, then you should expect a steady stream of applicants. It\\'s important to review applications and resumes and start building a pipeline of first phone screens \u2014 neglecting this could mean a significant backlog of applicants, candidates feeling as though their applications aren\\'t really being considered, and delayed phone screens, resulting in a poor candidate experience or drop off.
Cast a wide, permissive net for phone screens \u2013 and consider handing them off
Due to the sheer volume of applications a single job posting receives, there\\'s a tendency for hiring managers to filter on a strict set of criteria and eliminate \"time-wasting\" conversations with candidates who don\\'t seem like a perfect fit.
We\\'ve seen this is the wrong approach: employers who devote time to a consistent phone screen process with a set of candidates benefit due to a healthy pipeline and the ability to screen people out where necessary. This also eliminates potential bias \u2014 someone\\'s job history is not always indicative of the skills needed to function well in a startup environment (being quick and eager to learn, great communicators, or collaborators).
Dover Inbound allows teams to simplify and automate inbound best practices so that they\\'re achievable for lean and high-growth teams:
If you\\'d like to chat with our team on how we can help you build and refine your team\\'s inbound recruiting strategy, reach out here.
No one likes spam \u2014 taking a few minutes to dig into a candidate\\'s past experiences and making a case for why they are \"the one\" for the role pays dividends. Note that this should be beyond the standard \u201CSaw that you worked at X and Y - impressive!\u201D
Instead, ask about a candidate\u2019s involvement in a major launch or milestone at a previous company, or share your thoughts about their career trajectory. It shows that you pay attention, and that you would be invested in and curious about their development if they were to work with you.
When your company is just starting out, you may not have an immediately recognizable brand, and may find yourself reaching out to passive candidates, at times.
We\u2019ve seen that it can be very powerful to offer a conversation with someone who might be more passive. This lets you do a few things: share more about your company\u2019s vision, detail who you are and what kind of team you\u2019re looking to build, and seed a relationship for working together down the line. You never know where it might lead.
Top candidates put mission/values at the forefront of their job searches. Make it super easy for a candidate to figure out what they would be contributing to and what behaviors would set them up for success.
This is the perfect opportunity to share your company\u2019s mission statement as well as your team values, because this is an important point of differentiation for candidates from the start.
Your company\u2019s brand should transcend your landing pages and consumer-facing touchpoints. Companies who take the time to leverage their brand style and tone of voice in their talent strategy are building brand affinity with folks who are paying attention.
This is a win-win, regardless of hiring outcome: you get to continuously refine your value proposition while engaging with talented people who can offer their point of view on your work and market.
Recruiting is a long road - best to cut to the chase and state exactly what the candidate would be working on, and what skills they need to have under their belt. Not only does this help the prospective hire feel bought into their work, but it helps gain alignment and set expectations up front.
Chances are, if you do this well in your recruiting email, you\u2019ve thought about and designed the new hire\u2019s interview and onboarding processes well -- all key steps that ensure candidates move through your funnel smoothly.
We\u2019ve gathered some great examples of recruiting emails from top companies -- take a look here, in case you\u2019re looking for some inspiration.
You\\'re probably familiar with internal promotions, transfers, or re-hires, more formally known as internal recruitment. Any time a company invites applications from employees working at the current company is an internal recruitment source.
Two types of internal sources of recruitment:
\u200D
Internal recruitment can be incredibly effective for teams with strong performers and more complicated products or processes that take a ramp-up period to become familiar with.
However, they can be incredibly useful in saving time and money for developing and hiring new team members.
The most significant advantages of internal recruitment are:
\u200D
The following are some of the disadvantages of internal sources:
1. Internal recruitment can potentially reduce the morale of those employees who are not selected or considered.
2. Less innovation (promotes more homogeneity if you\\'re only promoting and not hiring externally)
\u200D
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63b498656b31d8456e3f4ee7_2.png\")
\u200D
70% of talent is passive, so it\\'s in your best interest to utilize every channel at your disposal when creating your recruiting process.
When a company decides to look outside its organization, this is an external source of recruitment. External sources target both active (those actively looking for a job and applying on their own) and passive candidates (those not actively looking for a job who you email asking if they\\'re interested in your open role).
Type of external recruitment:
There are many more external sources for companies to leverage, here are a few of the most common:
\u200D
When weighing the pros and cons of external recruiting, many of the advantages counter the disadvantages of the internal sources discussed above. The same is true for the disadvantages.
For example, while external recruiting may be more costly, you\u2019ll have a larger candidate pool to choose from.
The advantages of external recruiting are:
\u200D
On the other hand, external recruitment can be more costly and time-consuming than internal sources. Additionally, external recruiting can lead to a lack of company culture fit, as well as a lack of knowledge about the company\u2019s history and values.
The big disadvantages to consider are:
\u200D
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63b49854e77820314858f06f_1.png\")
\u200D
In a crowded hiring market, it\\'s best to minimize risk and the ebbs and flows by diversifying your sources as much as possible (stock owners, sound familiar?) The goal should be to optimize each channel to get the most value for the cost.
For example, you can create an upskilling program for a department with lots of junior employees who will likely be promoted, retaining employees at a low cost and saving resources. In parallel, you could utilize job boards, sourcing tools like Dover, and passive outreach to folks you find on LinkedIn to get new talent and ideas through the door.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"With a \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/blog/talent-sourcing-101-how-to-find-the-best-fit-candidates-for-any-role\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"variety of channels\"\n })\n }), \" at your fingertips, deciding which sources of recruitment to leverage during your hiring process can feel like an overwhelming task. And with the rapidly shifting hiring market, you don't want to waste precious time or resources on channels that don't have great ROI.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Today we\u2019ll dive into:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\" the two main sources of recruitment, \", /*#__PURE__*/_jsx(\"em\", {\n children: \"internal \"\n }), \"and \", /*#__PURE__*/_jsx(\"em\", {\n children: \"external,\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"their advantages and disadvantages\"\n })\n })]\n })]\n }),\n U2kj_fobh: \"Luke Warner\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/cE90YkKL7TPOLMrUlSuEaAFxZg.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/cE90YkKL7TPOLMrUlSuEaAFxZg.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/cE90YkKL7TPOLMrUlSuEaAFxZg.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Startup Recruiting in 2022 \u2014 3 key trends and what to do next\",\n id: \"wq9B0_jrW\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"To attract candidates, companies at all stages have had to offer increasingly competitive salaries, flexibility, and most importantly, extend their talent pipelines outside of traditional technology hubs to other emerging tech cities.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,iVafxjT65wwb4l9aTBIy2lWkbxU.png?originalFilename=63896a48ac476c77a145cd93_Screen-Shot-2022-05-11-at-8.22.20-AM.png\",\n src: new URL(\"https://framerusercontent.com/images/iVafxjT65wwb4l9aTBIy2lWkbxU.png\").href\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,OqZG681m3uG7BlVvxVX6j5cVbRw.png?originalFilename=63896a4882e7affb831f75bc_Screen-Shot-2022-05-11-at-8.20.13-AM.png\",\n src: new URL(\"https://framerusercontent.com/images/OqZG681m3uG7BlVvxVX6j5cVbRw.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"At Dover, we work with hundreds of startups to help them recruit and attract high-quality talent. \\xa0As you work your way through this guide, we want to highlight three key trends that will inform your recruiting efforts as you source, screen, and close top talent this year and beyond:\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"The Great Resignation transitions into the Great Reshuffle.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The Great Resignation wave of 2021 continues to hit record highs \u2014 more than \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.bls.gov/news.release/jolts.nr0.htm\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"4.3 million people\"\n })\n }), \" in the U.S. voluntarily left their jobs in January. This influx doesn\u2019t only constitute folks from poorly managed environments but has bled over into industries where the pay and benefits have never been higher, like tech. Hiring professionals are calling this \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"The Great Reshuffle\"\n }), \", as two-thirds of tech workers are either already \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.zdnet.com/article/tech-workers-are-fed-up-and-want-to-quit-a-few-thoughtful-changes-could-make-them-stay/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"seeking new jobs\"\n })\n }), \" or are open to moving.\"]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"What to do about it: First, be a place where employees want to stay.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Employees are reevaluating their careers and are holding employers to higher standards. Add this to the challenge that many early startups have in attracting candidates, and the problem compounds. Internal mobility programs solve both the problems of retention and attraction by increasing the attractiveness of your company while saving time and resources. \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/pulse/2022-new-world-work-revealed-daniel-shapero/?trackingId=58pBdWY1TrKlAVYpLz%2F2NA%3D%3D\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Employees stay almost twice as long\"\n })\n }), \" at companies with high internal mobility than those at companies without. And those who have found new roles internally are 3.5 times more likely to be actively engaged than those who haven\u2019t.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"So, what does that look like?\"\n }), \" One option is to make a skills profile for your employees and keep track of their development. At Dover, we use people management tools like \", /*#__PURE__*/_jsx(Link, {\n href: \"https://lattice.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Lattice\"\n })\n }), \", which allows managers to gather data from their 1:1s, create individual development goals and assess their progress.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"From there, you can create \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.pharmiweb.jobs/article/why-is-internal-mobility-so-important-in-2022-\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"lateral mobility paths\"\n })\n }), \", where an employee takes on a whole new role in the company (e.g. a junior content marketer who wants to dive into product can become a junior product manager or content designer), or vertical mobility paths, where the employee moves higher in position (e.g. from junior to associate), with additional responsibilities.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Another option is to reimburse employees for online courses or workshops (check out \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.coursera.org/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Coursera\"\n })\n }), \" or \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.udemy.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Udemy\"\n })\n }), \") to uplevel their skillset. Udemy even created its own internal mobility program titled MentorU, which connects employees with more experienced individuals within Udemy for mentorship and career growth.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Second: become an expert at capturing people looking for a change.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"With increased competition and less time, small teams (and even recruiters) can\u2019t manually respond to every candidate. By utilizing the multitude of automated and AI recruiting tech at your disposal, you can increase your output, streamline communications, and improve the candidate experience \u2014 setting you up to contact the right candidates when they\u2019re ready for a change.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"On \", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Dover\u2019s\"\n })\n }), \" platform, we send personalized, automated outreach and only surface candidates that have responded with interest directly to you in Slack. On our backend, we ensure that anyone who doesn\u2019t fit the bill receives a personalized rejection email. With our internal logic, we\u2019re also able to forecast which candidates are most likely to respond and prioritize them in our outreach. This ensures that you\u2019re only speaking to candidates you actually want to talk to who are also actively looking to make a change. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"We\u2019ve saved hiring managers up to 60 to 80 hours per hire, reducing recruiting costs by a landslide.\"\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,a4Ic6VnLT3fNWIBDKMeW1C3Gf2s.png?originalFilename=63896a488f2fdf50da9d7fc7_Screen-Shot-2022-05-11-at-8.25.15-AM.png\",\n src: new URL(\"https://framerusercontent.com/images/a4Ic6VnLT3fNWIBDKMeW1C3Gf2s.png\").href\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Talent is prioritizing companies with better pay transparency.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Pay transparency is becoming a top priority of candidates looking for other opportunities \u2014 in fact, job postings that list salary ranges can \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.shrm.org/ResourcesAndTools/hr-topics/talent-acquisition/Pages/Salary-Most-Important-Part-Job-Ad.aspx\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"increase the number of applicants\"\n })\n }), \". On Dover\u2019s platform, we\u2019ve seen that employers who include salary ranges in outreach to passive talent or in job descriptions receive \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"twice as many\"\n }), \" interested candidates. Lack of pay transparency, either through withholding the information during the interview process or not making it public to your employees, is also the \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"number one reason candidates drop off\"\n }), \" during the screening and interview process.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As with the other strategies, this will aid in retention as well: when employers are not transparent about pay, employees are 50% more likely to leave their job in the next six months, according to a recent \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.payscale.com/research-and-insights/employee-turnover-pay-raises/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"PayScale study\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"What you should do: Consider including compensation ranges early in the candidate experience.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Several state governments have instated comprehensive laws to even the playing field. New York City recently \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.forbes.com/sites/alonzomartinez/2022/02/16/i-can-see-clearly-now-my-salary-offer-is-strong--new-york-city-requires-wage-transparency/?sh=1c126f2d3b5a\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"introduced legislation\"\n })\n }), \" that requires employers to share compensation information in their job postings, and states like Connecticut, Nevada, and Colorado have passed similar laws regarding pay transparency.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Adding compensation ranges to your outreach to passive talent, and in your job postings\"\n }), \" is the first step in \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.inc.com/marcel-schwantes/new-report-pay-transparency-may-be-key-to-keeping-your-employees-in-2021.html\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"creating a culture of pay transparency\"\n })\n }), \" at your organization. You don\u2019t need to list the details of the equity package or commission for performance-based roles until later on in the interview process, but providing a number \u201Ccommensurate with experience\u201D can prevent backlash from those who feel like they\u2019ve been offered the lower end of the range.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Talent is more likely to reject a role due solely to a lack of perceived inclusiveness within an organization.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"While in 2020 only 33% of recruiters say job seekers asked them about their DEI initiatives, today that number has jumped to \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.jobvite.com/blog/recruiter-nation-live/4-recruiting-trends-to-watch-for-2022/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"49%\"\n })\n }), \", meaning that DEI initiatives are becoming a top priority for talent as they assess culture fit. In fact, not making DEI one of the priorities in your hiring process can affect your ability to hire talent, as \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.mckinsey.com/featured-insights/coronavirus-leading-through-the-crisis/charting-the-path-to-the-next-normal/not-inclusive-youre-losing-39-percent-of-job-applicants#:~:text=June%2029%2C%202020%20LGBTQ%2B%20and,perceive%20an%20organization%20as%20noninclusive.\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"39% of candidates\"\n })\n }), \" reject a role due to a perceived lack of inclusiveness within an organization.\"]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"What you should do: Recommit to your \", /*#__PURE__*/_jsx(Link, {\n href: \"https://docs.google.com/document/d/1CHePzjJcq5uevCzSQADedRxpgLVBkTYfi_bEEf2MLkg/edit#heading=h.pi2ao1ame4mp\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"employer brand\"\n })\n }), \"\u2026\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Your employer brand, or the way you\u2019re perceived by candidates, is an integral part of a recruitment strategy \u2014 especially when your company is just starting out. Employer branding is encompasses not only how you market your company to job seekers, but also to internal employees. The better you are at employer branding, the more likely you are to attract top talent and retain them.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The most important element you can tack on to your branding strategy to candidates when it comes to inclusion is a unique and original DEI statement that speaks to your company\u2019s core values.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The \", /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.ongig.com/diversity-and-inclusion/10-examples-of-the-best-diversity-statements/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"best diversity statements\"\n })\n }), \" include:\"]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"your company\u2019s mission\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"a statement about your commitment to diversity\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"mention of specific underrepresented groups\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"positive and inclusive language (such as foster, empower, grow, celebrate)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"unique information or benefits for diverse groups\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,oa8A8Z0xrp8jcf2Bg8UDev4E.png?originalFilename=63896a480384303d77059564_Screen-Shot-2022-05-11-at-8.26.34-AM.png\",\n src: new URL(\"https://framerusercontent.com/images/oa8A8Z0xrp8jcf2Bg8UDev4E.png\").href\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"\u2026and create a structured interview process.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Unstructured interviews can make it harder for hiring managers to fairly benchmark candidates, making it more likely that unconscious bias will creep in. \", /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/6-tips-to-impress-candidates-on-a-first-round-phone-screen/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Creating a structured process\"\n })\n }), \" that tests all applicants in the same way ensures they\u2019re all assessed against the same markers.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The simplest way to achieve this is to \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"stick to a specific set of questions for every applicant\"\n }), \" \u2013 and remember not to diverge from them. This can help reduce subjectivity and allow candidates to be judged against others on the specific answers they give.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Want more tips on how to scale your teams in 2022 and beyond? Download our \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/ultimate-guide-to-startup-hiring-for-founders?utm_source=blog&utm_medium=blog+post&utm_campaign=startup-hiring-trends\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Ultimate Guide to Startup Hiring\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })]\n }),\n KHs3FpFfM: \"startup-recruiting-in-2022-3-key-trends-and-what-to-do-next\",\n lLFjTwedK: 'To attract candidates, companies at all stages have had to offer increasingly competitive salaries, flexibility, and most importantly, extend their talent pipelines outside of traditional technology hubs to other emerging tech cities.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63896a48ac476c77a145cd93_Screen-Shot-2022-05-11-at-8.22.20-AM.png\")
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63896a4882e7affb831f75bc_Screen-Shot-2022-05-11-at-8.20.13-AM.png\")
At Dover, we work with hundreds of startups to help them recruit and attract high-quality talent. As you work your way through this guide, we want to highlight three key trends that will inform your recruiting efforts as you source, screen, and close top talent this year and beyond:
The Great Resignation wave of 2021 continues to hit record highs \u2014 more than 4.3 million people in the U.S. voluntarily left their jobs in January. This influx doesn\u2019t only constitute folks from poorly managed environments but has bled over into industries where the pay and benefits have never been higher, like tech. Hiring professionals are calling this The Great Reshuffle, as two-thirds of tech workers are either already seeking new jobs or are open to moving.
Employees are reevaluating their careers and are holding employers to higher standards. Add this to the challenge that many early startups have in attracting candidates, and the problem compounds. Internal mobility programs solve both the problems of retention and attraction by increasing the attractiveness of your company while saving time and resources. Employees stay almost twice as long at companies with high internal mobility than those at companies without. And those who have found new roles internally are 3.5 times more likely to be actively engaged than those who haven\u2019t.
So, what does that look like? One option is to make a skills profile for your employees and keep track of their development. At Dover, we use people management tools like Lattice, which allows managers to gather data from their 1:1s, create individual development goals and assess their progress.
From there, you can create lateral mobility paths, where an employee takes on a whole new role in the company (e.g. a junior content marketer who wants to dive into product can become a junior product manager or content designer), or vertical mobility paths, where the employee moves higher in position (e.g. from junior to associate), with additional responsibilities.
Another option is to reimburse employees for online courses or workshops (check out Coursera or Udemy) to uplevel their skillset. Udemy even created its own internal mobility program titled MentorU, which connects employees with more experienced individuals within Udemy for mentorship and career growth.
With increased competition and less time, small teams (and even recruiters) can\u2019t manually respond to every candidate. By utilizing the multitude of automated and AI recruiting tech at your disposal, you can increase your output, streamline communications, and improve the candidate experience \u2014 setting you up to contact the right candidates when they\u2019re ready for a change.
On Dover\u2019s platform, we send personalized, automated outreach and only surface candidates that have responded with interest directly to you in Slack. On our backend, we ensure that anyone who doesn\u2019t fit the bill receives a personalized rejection email. With our internal logic, we\u2019re also able to forecast which candidates are most likely to respond and prioritize them in our outreach. This ensures that you\u2019re only speaking to candidates you actually want to talk to who are also actively looking to make a change. We\u2019ve saved hiring managers up to 60 to 80 hours per hire, reducing recruiting costs by a landslide.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63896a488f2fdf50da9d7fc7_Screen-Shot-2022-05-11-at-8.25.15-AM.png\")
Pay transparency is becoming a top priority of candidates looking for other opportunities \u2014 in fact, job postings that list salary ranges can increase the number of applicants. On Dover\u2019s platform, we\u2019ve seen that employers who include salary ranges in outreach to passive talent or in job descriptions receive twice as many interested candidates. Lack of pay transparency, either through withholding the information during the interview process or not making it public to your employees, is also the number one reason candidates drop off during the screening and interview process.
As with the other strategies, this will aid in retention as well: when employers are not transparent about pay, employees are 50% more likely to leave their job in the next six months, according to a recent PayScale study.
Several state governments have instated comprehensive laws to even the playing field. New York City recently introduced legislation that requires employers to share compensation information in their job postings, and states like Connecticut, Nevada, and Colorado have passed similar laws regarding pay transparency.
Adding compensation ranges to your outreach to passive talent, and in your job postings is the first step in creating a culture of pay transparency at your organization. You don\u2019t need to list the details of the equity package or commission for performance-based roles until later on in the interview process, but providing a number \u201Ccommensurate with experience\u201D can prevent backlash from those who feel like they\u2019ve been offered the lower end of the range.
While in 2020 only 33% of recruiters say job seekers asked them about their DEI initiatives, today that number has jumped to 49%, meaning that DEI initiatives are becoming a top priority for talent as they assess culture fit. In fact, not making DEI one of the priorities in your hiring process can affect your ability to hire talent, as 39% of candidates reject a role due to a perceived lack of inclusiveness within an organization.
Your employer brand, or the way you\u2019re perceived by candidates, is an integral part of a recruitment strategy \u2014 especially when your company is just starting out. Employer branding is encompasses not only how you market your company to job seekers, but also to internal employees. The better you are at employer branding, the more likely you are to attract top talent and retain them.
The most important element you can tack on to your branding strategy to candidates when it comes to inclusion is a unique and original DEI statement that speaks to your company\u2019s core values.
The best diversity statements include:
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63896a480384303d77059564_Screen-Shot-2022-05-11-at-8.26.34-AM.png\")
Unstructured interviews can make it harder for hiring managers to fairly benchmark candidates, making it more likely that unconscious bias will creep in. Creating a structured process that tests all applicants in the same way ensures they\u2019re all assessed against the same markers.
The simplest way to achieve this is to stick to a specific set of questions for every applicant \u2013 and remember not to diverge from them. This can help reduce subjectivity and allow candidates to be judged against others on the specific answers they give.
Want more tips on how to scale your teams in 2022 and beyond? Download our Ultimate Guide to Startup Hiring.
You\u2019re probably familiar with talent sources: job boards, LinkedIn, internal teams, and so on. Talent sourcing, on the other hand, is all of the tasks associated with finding, engaging and (in some cases) screening best-fit candidates, with the aim to build a candidate pipeline. In simpler terms, it\u2019s an active way to seek talent that wouldn\u2019t have otherwise applied.
Unlike a recruiter who needs to focus on the end-to-end process after a candidate is vetted (aka getting hires), a sourcer focuses on cold-calling and tedious networking to build and maintain candidate pipelines.
There are a variety of methods that organizations can use to source talent, including:
\u200D
The answer is that there is no right answer \u2014 it depends on a multitude of factors, such as: your company brand recognition, the number of hiring managers or recruiters available to source, or host events, which types of roles you\u2019re hiring for, and what the current hiring market looks like for your industry.
That being said, for the purposes of this article, we\u2019re discussing passive talent sourcing, because it provides the highest ROI when it comes to candidate quality across most industries and company sizes.
\u200D
The most efficient recruiting teams assess budget and resources when planning headcount. You don\u2019t need to get fancy here: a simple spreadsheet will suffice (personally, we like to use the in-app hiring plan in Dover) to help you assess monthly deliverables, and the owners of a search. If you\u2019re a more established recruiting team, you probably track this in your ATS or CRM.
At a basic level, your hiring plan should include:
In Dover, the hiring plan feature helps teams stay organized and see the status of each open req at-a-glance.
\u200D
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63a3c47e913e27d3800669ba_IMhbQDTeeilrYGEIiXrgU2f2f6uZi--NkncDPcWbJAjPqHVHcq9oEYp4ScaDfDCTjqWkyi01pUA9roVLwFY7N09m9K3xCmn-o5myKw_x4Nqg6UkVSAl0ORKLlchF4_rjpGgxawDp3IWtiOVkcuOc4Q2jXTHmzYi_v1-hZl2yoSxaU2w5E7-y5wCCnTJwmQ.png\")
\u200D
Creating a candidate persona in recruiting can help you to get crystal clear on the background of your ideal candidate, so you know where and how to more effectively target your recruitment efforts.
At a high-level, you should:
\u200D
When you\u2019re scaling quickly, you\u2019ll need be sending outreach at a volume that isn\u2019t possible to keep track of all on your own \u2014 that\u2019s where a CRM or ATS come in handy.
An ATS or an Applicant Tracking System (you\u2019ve probably heard of Greenhouse, Lever, and Ashby) is a platform where you can automate many of the tasks involved in tracking and evaluating job applicants, like scheduling, resume filtering, and job posting. Overall, an ATS is designed to make the recruitment process more efficient and organized, and each one has differing features, so you\u2019ll have to evaluate them based on your recruiting team size and need.
CRMs, or customer relationship management platforms, work to scale a recruiter\u2019s sourcing efforts by attracting passive candidates ahead of demand. They handle candidate nurture, and maintain a warm pipeline of active and passive candidates.
Most ATS\u2019 have CRM functionality as candidate experience takes center stage in today\u2019s hiring market. For example, Dover allows you to organize and manage all candidate touchpoints, while automating parts of the process that improve overall candidate experience, like scheduling, follow-ups, and swift responses to candidate questions.
\u200D
According to an Indeed survey of over 2,000 job seekers, more than half say that the quality of a job description is \u201Cvery or extremely influential\u201D on their decision to submit an application. And with only 6 seconds to capture a candidate\u2019s attention, your writing will need to be more effective than ever \u2014 this also means no copy and pasting or using the same template for every role.
An easy way to think about a job description is that it can be split into three parts:
\u200D
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63a3c47e3e5c9a2d611557b2_P1Npz4DCYIOKpo3yEy0tPJ3rG9X_u_MNEf6A9kGJCV4s1Qklyk4RPQfjycUxjbBX4EViLdXt9Qp334-64u_31sFXBzP-ovSFXMgm-v2uLjTjLbufCytGACK2XpXaK1TguYCOBQmETd5vKvnDzIvvUg3TPH-i7Nz-J3Vltr65R8eZ1HQ--PZzdG8nO8bzKg.png\")
\u200D
Begin actively searching for candidates using the channels and strategies you have identified. Your first step here involves posting your open role in the most obvious places: LinkedIn, and your company website.
Depending on which software you\u2019re using as part of your strategy, you\u2019ll want to use boolean search strings to narrow your results down to a shortlist (~50) best-fit candidates. There are tools like Dover that do this automatically, surfacing best-fit candidates that meet your criteria. Dover takes it one step further by surfacing only those candidates that respond with interest, meaning you\u2019re getting a ton of warm leads.
\u200D
Talent sourcing strategies are constantly evolving as the hiring market and recruiting software adapt and automate more parts of the funnel. That being said, there are four key strategies for passive talent sourcing that aren\u2019t going anywhere anytime soon:
1. Personalize your outreach by tailoring your messages to individual candidates, rather than sending generic emails. On the Dover platform, we automatically generate custom, personalized sentences based on a candidate\u2019s profile. Our internal data shows that candidates responded with interest 30% more to outreach with personalization, especially as they\u2019re inundated with more recruiting emails daily.
If you\u2019re writing these on your own, ask yourself:
\u200D
2. Keep in touch with candidates who weren\\'t a fit right now, by sending them company updates, or inviting them to casual happy hours or other networking events, as they may be interested in future opportunities. Maintaining a warm pipeline prevents you from needing to start from scratch with every new req.
\u200D
3. It\\'s also important to track drop-off with detailed data, as this can help you to identify any bottlenecks or areas for improvement in your recruitment process. With Dover, you can see detailed dashboards and pull reports to present to leadership and audit your recruiting process on a weekly, monthly or yearly basis.
\u200D
4. Audit your employer brand/website. Employer branding pays off in time and cost-per-hire to take the extra few minutes to audit your branding can really pay off. Nearly two thirds of active job seekers state that they\u2019re more likely to apply to companies who actively maintain their employer brand, and negative reputation costs companies at least 10% more per hire.
\u200DDover customers who scored high on our employer branding rubric, had 60% more interested responses to initial outreach than those who scored lowest \u2014 regardless of series funding or company size.
That being said, assessing your own branding is hard. We find that most companies underestimate the amount of employer branding needed to stand out, as more and more companies are catching up to the trend and getting creative with their branding approach. For more insights and actionable tips you can take today, download our Employer Branding Guide.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"Earlier this year, we released our \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/recruiting-benchmarks-report-2022\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Recruiting Benchmarks Report\"\n })\n }), \" which surveyed over 200 hiring professionals. Some were founders who were handling sourcing and all aspects of hiring on their own for the first time, others were seasoned recruiters, but they all had one thing in common: over 60% named sourcing as their biggest challenge, frustration and roadblock to\u2026 well, pretty much the entire hiring process.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"In today\u2019s hiring market, unless you have a 2,000+ person recruiting team, a stellar \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/employer-branding-audit\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"employer brand\"\n })\n }), \", or incredible luck, it\u2019s rare that you\u2019ll hit your headcount by posting jobs on LinkedIn alone.\\xa0\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"\u200D\", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.inc.com/michael-schneider/7-linkedin-hiring-trends-that-will-change-way-you-recruit.html\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"70% of the global workforce\"\n })\n }), \" are passive candidates\u2014which means that when you post a job, you\u2019re only tapping into 30% of available hires (many of whom who will apply despite being under qualified). Passive talent sourcing is the best way to widen your net and reach a more diverse and, likely more qualified, talent pool.\"]\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href} 750w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/eyMByFxKlS8zExEn1ge0cFY0Y3c.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/eyMByFxKlS8zExEn1ge0cFY0Y3c.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/eyMByFxKlS8zExEn1ge0cFY0Y3c.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"The 4 biggest mistakes founders make in outbound recruiting\",\n id: \"bC4YzWRsF\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"1. Delegating the pitch call too early\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As a founder, you\u2019re always busy. There are dozens of tasks clamoring for your attention and only so many hours in a day to get them done. That means, from early on, you have to start making tough choices about what to delegate.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Too often, communicating with potential recruits to get them excited about the company is one of those things that gets delegated.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"There\u2019s logic to the idea. As a founder, you want to ensure that you\u2019re spending your time on the most high-leverage tasks. Within hiring, the later interviewing stages (and actually closing deals) might seem like the most high-leverage points that it makes the most sense to focus on.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"The truth is, while pitching potential candidates does not scale, you shouldn\u2019t delegate that task for a while \u2014 at least until you hire the first couple people in each role. By delegating the role of pitching to people about your company, you\u2019re delegating something that only the founder can truly execute on.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"It\u2019s hard for anyone other than the founder to generate the enthusiasm or vision necessary to convince new people to join your team. They\u2019ll never be able to improvise as well as you or answer questions the way you would, and the people you want to hire are going to leave with a lukewarm impression of what you\u2019re doing.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"As the company grows and the number of successful hires grows with it, you\u2019ll be able to systematize the hiring process in a way that makes it easier to hand routine hiring off to someone else, while you narrow your focus to senior hires. But in the beginning, every individual hire needs your attention.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"2. Choosing your hiring criteria too narrowly\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Founders often come into the recruiting process for a role in which they\u2019re highly convinced they know exactly what kind of person they\u2019re looking for \u2014 even if they\u2019ve yet to interview a single person for the role.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"It\u2019s good to have convictions\u2014but convictions can often turn into arbitrary lists of requirements that are more counter-productive than useful. Knowing what skills you really need, particularly for those earlier spots, is a lot trickier than it seems.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"There are two big mistakes you risk making when you set your screening criteria too narrowly in the beginning:\"]\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Generating false negatives: \"\n }), \"Filtering out good candidates who would actually be a great fit for your company but just didn\u2019t happen to check every\", /*#__PURE__*/_jsx(\"em\", {\n children: \" \"\n }), \"box on your list\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Not talking to enough people: \"\n }), \"Missing out on good learning opportunities to refine your criteria and\", /*#__PURE__*/_jsx(\"em\", {\n children: \" \"\n }), \"your pitch by talking to a wide range of candidates.\"]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Casting a wide net is particularly important when you\u2019re hiring the first person in a particular role. You need to talk to a wide range of candidates to get a sense for what the spectrum of quality is, and the types of people who are going to be excited about the opportunity.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"At an early-stage company, you don\u2019t always know exactly what you\u2019re looking for in the first place. You might have it in your head that you just need to hire someone to do your UX and realize, through repeated explanations of the role, that you really need a full-time designer. Or you think you need someone to help out with basic HR duties and realize what you really need is someone to start a whole people ops department.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Having conversations with lots of different people can help you come to these realizations, which is why it\u2019s always worth casting a wider net than focusing in too early.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Another thing that it is easy to trip up on is over-screening for certain programming languages. You\u2019re looking for someone who writes Python, and you come across a promising ex-Googler (of five years) on LinkedIn with a lot of great experience. The problem: they don\u2019t list Python among the languages they know.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"In reality, they might not have thought it important enough to mention they write Python; they might have forgotten to include it. And even if they actually haven\u2019t written Python before, being at Google for five years likely means they can pick it up without too much trouble.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Lastly, be cautious about investing a disproportionate amount of your time on just a few prospects. Don\u2019t get stuck on a few people\u2014keep meeting, keep talking, and close the people you want.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"The interview process takes a while from end to end, and people get antsy. You don't want to put yourself in a position where you've spent 2 months selling your favorite candidate and ignoring other prospects, only to lose both your \u201Cbig fish\u201D candidate \u2014 \\xa0\", /*#__PURE__*/_jsx(\"em\", {\n children: \"and \"\n }), \"other promising candidates, too.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"3. Only talking to people who are looking for a job\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The impulse to limit your search to people who are actively looking for a new opportunity is understandable. It seems like it should make the search more efficient and get you to \u201Cyes\u201D faster.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"But by not talking to people who aren\u2019t necessarily looking for a new role yet, you cost yourself several ways. Number one: you could cheat yourself out of an ideal candidate who just doesn\u2019t know you\u2019re hiring. Number two: you miss out on chances to \u201Cmarket test\u201D your pitch \u2014 and learn what types of candidates are excited about your opportunity. Number three: you miss the opportunity to spark interest that could pay off long-term.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Not everyone who isn\u2019t actively job searching is 100% happy where they are. We\u2019re all familiar with the concept of the \u201Crest and vest\u201D hire: employees who land at big tech companies and are really just waiting for their shares to vest rather than doing any work that they find particularly inspiring.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Even if everyone you talk to is perfectly happy at their current job, reaching out and talking to them gives you a chance to practice your pitch and refine it based on what does and doesn\u2019t resonate with the kind of team member you\u2019re hoping to hire. It also helps you to widen your net since the people you talk with might not be looking for a new opportunity but may know someone who is, and that person might be a good fit.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Lastly, remember, just because someone isn\u2019t interested \", /*#__PURE__*/_jsx(\"em\", {\n children: \"now\"\n }), \" doesn\u2019t mean they can\u2019t change their mind down the line. Plenty of people have turned down job opportunities at first, only to change their mind months or even years later. But again, if you don\u2019t take the shot, you\u2019ll never know.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"4. Forgetting that you\u2019re pitching them more than they\u2019re pitching you\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Something that often gets overlooked when it comes to recruiting, not only by founders but also by many people, is that hiring is a two-way street.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Highly skilled employees have plenty of options when it comes to who they work for\u2014which is why so many hardly bother to keep their LinkedIn profiles updated.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Your startup, on the other hand, likely doesn\u2019t have built-in name recognition. If you want to win people over, you need to convince them to come work with you.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Money probably won\u2019t be the defining factor since the biggest tech companies can out-compensate just about everyone.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"One critical lever that can make an impact is team: people want to work with people doing interesting things.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Make sure your company website is tailored with an eye towards your employer brand, make sure everyone on the team has an up-to-date LinkedIn profile, and see what else comes up on that first page of search results. Candidates are going to Google you and the members of your team before they decide whether or not to join, so do the due diligence before they can.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"You need to be realistic about the kinds of candidates who would be excited about your company and whether you can offer them the right opportunity, title, and compensation to get them in the door.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Everybody wants the candidate with five years of big tech experience who attended a big-name university and has experience in a similar industry. The reality is those might not be the candidates you\u2019re able to attract based on what you can offer, at least early on.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"That said, don\u2019t discount the advantages you have as a startup. Besides money, there are two main reasons people switch jobs: a more prestigious role at a similar company, or a similar role at a more prestigious company. \\xa0\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"On the role growth side, \\xa0as a startup, you have a powerful advantage. You can offer someone who\u2019s experienced, but has hit a ceiling growth-wise in their current role, the opportunity to take on more responsibility. If you can offer someone who\u2019s only ever been a mid-level manager at a company like Amazon the chance to run their own product, that can be a powerful enticement.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Recruiting yourself doesn\u2019t mean recruiting alone\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As a founder, you constantly have to figure out how to do things you\u2019ve never had to do before\u2014that, in fact, \", /*#__PURE__*/_jsx(\"em\", {\n children: \"nobody\"\n }), \" has had to do before in quite the exact same way that you need to do them. That\u2019s true of hiring as well. Nobody has hired for your product, in your industry, with your existing strengths and weaknesses, advantages and disadvantages, funding\u2014or lack thereof.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"That\u2019s why it\u2019s so important that you\u2014the founder\u2014have a maniacal focus on recruiting and hiring, especially early on. The way you hire will end up being as core to your company\u2019s identity as anything you will ever build or sell. Some parts of that can be abstracted; some need a founder\u2019s touch.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"At Dover, we \", /*#__PURE__*/_jsx(Link, {\n href: \"https://bit.ly/3B4tFjZ\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"partner with founders and recruiting teams\"\n })\n }), \" to take on the operationally intensive tasks of recruiting, so they can meet with stronger candidates in less time.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Interested in learning more? \", /*#__PURE__*/_jsx(Link, {\n href: \"https://bit.ly/3B4tFjZ\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Try us free\"\n })\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"the-4-biggest-mistakes-founders-make-in-outbound-recruiting\",\n lLFjTwedK: 'As a founder, you\u2019re always busy. There are dozens of tasks clamoring for your attention and only so many hours in a day to get them done. That means, from early on, you have to start making tough choices about what to delegate.
Too often, communicating with potential recruits to get them excited about the company is one of those things that gets delegated.
There\u2019s logic to the idea. As a founder, you want to ensure that you\u2019re spending your time on the most high-leverage tasks. Within hiring, the later interviewing stages (and actually closing deals) might seem like the most high-leverage points that it makes the most sense to focus on.
The truth is, while pitching potential candidates does not scale, you shouldn\u2019t delegate that task for a while \u2014 at least until you hire the first couple people in each role. By delegating the role of pitching to people about your company, you\u2019re delegating something that only the founder can truly execute on.
It\u2019s hard for anyone other than the founder to generate the enthusiasm or vision necessary to convince new people to join your team. They\u2019ll never be able to improvise as well as you or answer questions the way you would, and the people you want to hire are going to leave with a lukewarm impression of what you\u2019re doing.
As the company grows and the number of successful hires grows with it, you\u2019ll be able to systematize the hiring process in a way that makes it easier to hand routine hiring off to someone else, while you narrow your focus to senior hires. But in the beginning, every individual hire needs your attention.
Founders often come into the recruiting process for a role in which they\u2019re highly convinced they know exactly what kind of person they\u2019re looking for \u2014 even if they\u2019ve yet to interview a single person for the role.
It\u2019s good to have convictions\u2014but convictions can often turn into arbitrary lists of requirements that are more counter-productive than useful. Knowing what skills you really need, particularly for those earlier spots, is a lot trickier than it seems.
There are two big mistakes you risk making when you set your screening criteria too narrowly in the beginning:
Casting a wide net is particularly important when you\u2019re hiring the first person in a particular role. You need to talk to a wide range of candidates to get a sense for what the spectrum of quality is, and the types of people who are going to be excited about the opportunity.
At an early-stage company, you don\u2019t always know exactly what you\u2019re looking for in the first place. You might have it in your head that you just need to hire someone to do your UX and realize, through repeated explanations of the role, that you really need a full-time designer. Or you think you need someone to help out with basic HR duties and realize what you really need is someone to start a whole people ops department.
Having conversations with lots of different people can help you come to these realizations, which is why it\u2019s always worth casting a wider net than focusing in too early.
Another thing that it is easy to trip up on is over-screening for certain programming languages. You\u2019re looking for someone who writes Python, and you come across a promising ex-Googler (of five years) on LinkedIn with a lot of great experience. The problem: they don\u2019t list Python among the languages they know.
In reality, they might not have thought it important enough to mention they write Python; they might have forgotten to include it. And even if they actually haven\u2019t written Python before, being at Google for five years likely means they can pick it up without too much trouble.
Lastly, be cautious about investing a disproportionate amount of your time on just a few prospects. Don\u2019t get stuck on a few people\u2014keep meeting, keep talking, and close the people you want.
The interview process takes a while from end to end, and people get antsy. You don\\'t want to put yourself in a position where you\\'ve spent 2 months selling your favorite candidate and ignoring other prospects, only to lose both your \u201Cbig fish\u201D candidate \u2014 and other promising candidates, too.
The impulse to limit your search to people who are actively looking for a new opportunity is understandable. It seems like it should make the search more efficient and get you to \u201Cyes\u201D faster.
But by not talking to people who aren\u2019t necessarily looking for a new role yet, you cost yourself several ways. Number one: you could cheat yourself out of an ideal candidate who just doesn\u2019t know you\u2019re hiring. Number two: you miss out on chances to \u201Cmarket test\u201D your pitch \u2014 and learn what types of candidates are excited about your opportunity. Number three: you miss the opportunity to spark interest that could pay off long-term.
Not everyone who isn\u2019t actively job searching is 100% happy where they are. We\u2019re all familiar with the concept of the \u201Crest and vest\u201D hire: employees who land at big tech companies and are really just waiting for their shares to vest rather than doing any work that they find particularly inspiring.
Even if everyone you talk to is perfectly happy at their current job, reaching out and talking to them gives you a chance to practice your pitch and refine it based on what does and doesn\u2019t resonate with the kind of team member you\u2019re hoping to hire. It also helps you to widen your net since the people you talk with might not be looking for a new opportunity but may know someone who is, and that person might be a good fit.
Lastly, remember, just because someone isn\u2019t interested now doesn\u2019t mean they can\u2019t change their mind down the line. Plenty of people have turned down job opportunities at first, only to change their mind months or even years later. But again, if you don\u2019t take the shot, you\u2019ll never know.
Something that often gets overlooked when it comes to recruiting, not only by founders but also by many people, is that hiring is a two-way street.
Highly skilled employees have plenty of options when it comes to who they work for\u2014which is why so many hardly bother to keep their LinkedIn profiles updated.
Your startup, on the other hand, likely doesn\u2019t have built-in name recognition. If you want to win people over, you need to convince them to come work with you.
Money probably won\u2019t be the defining factor since the biggest tech companies can out-compensate just about everyone.
One critical lever that can make an impact is team: people want to work with people doing interesting things.
Make sure your company website is tailored with an eye towards your employer brand, make sure everyone on the team has an up-to-date LinkedIn profile, and see what else comes up on that first page of search results. Candidates are going to Google you and the members of your team before they decide whether or not to join, so do the due diligence before they can.
You need to be realistic about the kinds of candidates who would be excited about your company and whether you can offer them the right opportunity, title, and compensation to get them in the door.
Everybody wants the candidate with five years of big tech experience who attended a big-name university and has experience in a similar industry. The reality is those might not be the candidates you\u2019re able to attract based on what you can offer, at least early on.
That said, don\u2019t discount the advantages you have as a startup. Besides money, there are two main reasons people switch jobs: a more prestigious role at a similar company, or a similar role at a more prestigious company.
On the role growth side, as a startup, you have a powerful advantage. You can offer someone who\u2019s experienced, but has hit a ceiling growth-wise in their current role, the opportunity to take on more responsibility. If you can offer someone who\u2019s only ever been a mid-level manager at a company like Amazon the chance to run their own product, that can be a powerful enticement.
As a founder, you constantly have to figure out how to do things you\u2019ve never had to do before\u2014that, in fact, nobody has had to do before in quite the exact same way that you need to do them. That\u2019s true of hiring as well. Nobody has hired for your product, in your industry, with your existing strengths and weaknesses, advantages and disadvantages, funding\u2014or lack thereof.
That\u2019s why it\u2019s so important that you\u2014the founder\u2014have a maniacal focus on recruiting and hiring, especially early on. The way you hire will end up being as core to your company\u2019s identity as anything you will ever build or sell. Some parts of that can be abstracted; some need a founder\u2019s touch.
At Dover, we partner with founders and recruiting teams to take on the operationally intensive tasks of recruiting, so they can meet with stronger candidates in less time.
Interested in learning more? Try us free.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"Recruiting may be the most important job of any founder.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"It\u2019s also the skill that, as a founder, you\u2019re least likely to have when you\u2019re starting a company.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"That\u2019s not your fault\u2014not many people who start companies come from a recruiting background. But ignorance of the importance of recruiting\u2014and the need to get good at it quickly\u2014tends to lead to problems.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"At Dover, we\u2019ve talked with hundreds of founders who are navigating the job market from the other side of the equation for the first time. And we\u2019ve noticed some trends in terms of the kinds of misconceptions founders tend to make that get in their way:\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"They get over-invested in an ultra-narrow set of criteria that don\u2019t tell you much about how the candidate would perform at a startup.\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"They over-optimize for efficiency by only considering active job searchers\u2014even though their ideal candidate might not be looking for a new job.\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"They go on and on in interviews about their vision and themselves\u2014and completely forget to ask the candidate how they\u2019re looking to level up in their\", /*#__PURE__*/_jsx(\"em\", {\n children: \" \"\n }), \"career.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Here are the most important yet counterintuitive realities founders need to internalize about startup hiring.\"\n })]\n }),\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/wFjGhmoldgtdPAodXm70cJg4U.jpeg\").href} 750w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/z3VOMOn0tTvjLP9FzSduEAiRAA.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/z3VOMOn0tTvjLP9FzSduEAiRAA.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/z3VOMOn0tTvjLP9FzSduEAiRAA.png\").href} 1004w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"The biggest mistake founders make when scaling up recruiting\",\n id: \"eezE2TRJd\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"What is a candidate source?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A candidate source is any pool of candidates that you can get into your interview process.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Some examples of candidate sources:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"LinkedIn\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"job applicants from a job posting on Indeed\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"an employee\u2019s network\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"AngelList\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Triplebyte\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"candidates introduced to you by a contingency recruiter\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"\u2026and so on\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Candidate sources generally fall into one of three channels:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"referrals (network-based)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"inbound (candidates find you)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"outbound (you find the candidates)\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"When making the first one or two hires at your company, founders should focus on a single candidate source: the founders\u2019 personal network. Early on, the main thing your company has is the founding team itself\u2013\u2013\", /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/3-keys-to-recruiting-from-your-network-without-feeling-awkward-about-it/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"your network will have the candidates that know you best, and therefore trust you most.\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Once you start to scale and have some more resources to devote to hiring, you will need to start expanding to more candidate sources.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The candidate pool from each candidate source will be slightly different. Some candidate sources contain primarily active candidates (job applicants) while some are mostly passive (LinkedIn). Some are prequalified with a phone screen (contingency recruiters) while others are not.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Founders often make an apples-to-apples comparison between candidate sources without taking into account the inherent differences between them and how those will affect their hiring outcomes. \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Ignoring the differences between candidate sources leads to problems across your entire recruiting process, such as increasing your time to hire, wasting your team\u2019s time, and missing out on the best candidates.\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Every candidate source has tradeoffs\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Below are a few common mistakes I\u2019ve seen dozens of companies make when evaluating which candidate sources to invest in.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"Candidate Source: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"LinkedIn Job Posting\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Summary: A job posted to LinkedIn will have \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"a\"\n }), \" \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"lot of applicants, but very few will be qualified for a phone screen.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Posting a job to LinkedIn will give you a rush of dopamine (by design), as you\u2019ll usually see dozens of applications within hours of posting. But most candidates applying on LinkedIn are poor fits\u2013\u2013most companies have a ~1-3% interview rate from this applicant pool.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Moreover, it might feel like there are endless candidates and that you\u2019ve found a scalable hiring strategy. However, LinkedIn intentionally advertises your job in front of the most active candidates first, so there is a steep drop-off in the number of applicants after the first few days of posting the job.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"Candidate Source: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"AngelList outreach\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Summary: Reaching out to candidates on AngelList leads to \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"high response rates to your messages, but low candidate depth.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"AngelList does a great job of attracting people who want to work at a startup. Candidates sign up because they are excited to chat with startups that might not be super well-known. After a few hours of outbound on the platform, you\u2019ll likely get a solid number of first phone calls scheduled.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"But as you\u2019re scaling up hiring, you\u2019ll quickly go through the top candidates on the platform. You\u2019ll have to reach out to either less active candidates or less qualified candidates, increasing the number of hours you\u2019ll need to put in to make a hire.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"Candidate Source: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Triplebyte\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Summary: Managed agencies like Triplebyte will often have \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"high candidate quality, but low offer-to-hire conversion.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Triplebyte vets engineering candidates with a thorough technical interview before allowing them to join the platform. Companies using Triplebyte will often see an increase in candidate quality, as a lot higher percentage of Triplebyte candidates will pass your technical bar and your onsite.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"However, companies like Triplebyte often appeal to candidates who want to run a competitive interview process with many companies at once. Since candidates get a fast-track to onsites, candidates do a lot more interviews and get more offers. This inherently reduces the offer-to-hire conversion for companies on the platform (e.g. if the average Triplebyte candidate gets 5 offers, then the average company using Triplebyte will have a 20% offer-to-hire conversion).\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Since larger companies like Facebook use Triplebyte, smaller startups without a lot of publicity might find it harder to compete for candidates, especially when it comes to compensation. The risk with this particular candidate funnel shape is that your team will spend a lot of time on onsites for candidates that may not end up closing.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"Candidate Source: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"LinkedIn outreach\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Summary: Sending outbound emails to passive candidates will yield the \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"highest candidate quality and depth, but requires a large time commitment to execute.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/its-time-outbound-worked/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Outbound recruiting\"\n })\n }), \" gives you the largest possible candidate pool: everyone. If your startup can get people excited in just a few sentences, then outbound may be a good fit for you. Typically, outbound is the most time-consuming of the three recruiting channels, so you\u2019ll have to dedicate a lot more time to it (unless you\u2019re using Dover).\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The downside with outbound is that sometimes candidates are open to chatting on the phone just to network with you, and aren\u2019t actually ready to switch jobs. Passive candidates may also have less urgency throughout the interview process, slowing down the time-to-hire.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"Candidate Source: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"Employee referrals\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Summary: Employee referrals will have \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"high candidate quality and response rates but very limited depth.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Your employees know your company and your culture best. They can make the best recommendations on who in their network could be a good fit for your company. But these candidates often aren\u2019t actively looking, and there are some diversity risks through scaling up a recruiting strategy entirely through referrals.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Cover all your bases\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"As you can start to see, each candidate source has many tradeoffs that need to be considered when building up a comprehensive recruiting strategy. You must evaluate each candidate source on a few different dimensions to make sure you\u2019re using the combination that\u2019s right given your stage of company, your desired workload, and your candidate bar.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Here are the most important variables to keep an eye on for each recruiting channel:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Cost \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"how much do you spend per applicant, phone screen, and hire?\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Workload \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"how much time is spent per week to get a candidate to convert (i.e. get to a phone screen)? Also, who is doing the work (a founder, a hiring manager, or recruiter)?\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Depth \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"how many good first phone screens per week you can get?\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Latency \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"how long does it take you to make the hire?\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Funnel conversion \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"what percentage of candidates make it past the each stage in the process (phone screen, technical assessment, onsite, offer)? How does your funnel compare to benchmarks?\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"These role-specific variables will also have an effect on which channels you should ultimately decide to use:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Role type \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"hiring an engineer (hard market) will take longer than hiring an account executive (softer market)\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Geography \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"hiring remotely will give you more depth than restricting candidates to one city\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Channel source type \u2014 \", /*#__PURE__*/_jsx(\"em\", {\n children: \"inbound channels will deliver a higher volume of candidates, but a lower signal-to-noise ratio\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Taking a multi-pronged approach and utilizing all candidate sources will make your recruiting faster, more effective, and more affordable.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"em\", {\n children: \"Max Kolysh is the founder and CEO of \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://blog.dover.io/the-biggest-mistake-founders-make-when-scaling-up-recruiting/dover.com\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"Dover\"\n })\n })\n }), /*#__PURE__*/_jsx(\"em\", {\n children: \". Dover is the first recruiting orchestration platform, making it easy for you to cover all your bases when it comes to candidate sources.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"the-biggest-mistake-founders-make-when-scaling-up-recruiting\",\n lLFjTwedK: 'A candidate source is any pool of candidates that you can get into your interview process.
Some examples of candidate sources:
Candidate sources generally fall into one of three channels:
When making the first one or two hires at your company, founders should focus on a single candidate source: the founders\u2019 personal network. Early on, the main thing your company has is the founding team itself\u2013\u2013your network will have the candidates that know you best, and therefore trust you most.
Once you start to scale and have some more resources to devote to hiring, you will need to start expanding to more candidate sources.
The candidate pool from each candidate source will be slightly different. Some candidate sources contain primarily active candidates (job applicants) while some are mostly passive (LinkedIn). Some are prequalified with a phone screen (contingency recruiters) while others are not.
Founders often make an apples-to-apples comparison between candidate sources without taking into account the inherent differences between them and how those will affect their hiring outcomes. Ignoring the differences between candidate sources leads to problems across your entire recruiting process, such as increasing your time to hire, wasting your team\u2019s time, and missing out on the best candidates.
Below are a few common mistakes I\u2019ve seen dozens of companies make when evaluating which candidate sources to invest in.
Summary: A job posted to LinkedIn will have a lot of applicants, but very few will be qualified for a phone screen.
Posting a job to LinkedIn will give you a rush of dopamine (by design), as you\u2019ll usually see dozens of applications within hours of posting. But most candidates applying on LinkedIn are poor fits\u2013\u2013most companies have a ~1-3% interview rate from this applicant pool.
Moreover, it might feel like there are endless candidates and that you\u2019ve found a scalable hiring strategy. However, LinkedIn intentionally advertises your job in front of the most active candidates first, so there is a steep drop-off in the number of applicants after the first few days of posting the job.
Summary: Reaching out to candidates on AngelList leads to high response rates to your messages, but low candidate depth.
AngelList does a great job of attracting people who want to work at a startup. Candidates sign up because they are excited to chat with startups that might not be super well-known. After a few hours of outbound on the platform, you\u2019ll likely get a solid number of first phone calls scheduled.
But as you\u2019re scaling up hiring, you\u2019ll quickly go through the top candidates on the platform. You\u2019ll have to reach out to either less active candidates or less qualified candidates, increasing the number of hours you\u2019ll need to put in to make a hire.
Summary: Managed agencies like Triplebyte will often have high candidate quality, but low offer-to-hire conversion.
Triplebyte vets engineering candidates with a thorough technical interview before allowing them to join the platform. Companies using Triplebyte will often see an increase in candidate quality, as a lot higher percentage of Triplebyte candidates will pass your technical bar and your onsite.
However, companies like Triplebyte often appeal to candidates who want to run a competitive interview process with many companies at once. Since candidates get a fast-track to onsites, candidates do a lot more interviews and get more offers. This inherently reduces the offer-to-hire conversion for companies on the platform (e.g. if the average Triplebyte candidate gets 5 offers, then the average company using Triplebyte will have a 20% offer-to-hire conversion).
Since larger companies like Facebook use Triplebyte, smaller startups without a lot of publicity might find it harder to compete for candidates, especially when it comes to compensation. The risk with this particular candidate funnel shape is that your team will spend a lot of time on onsites for candidates that may not end up closing.
Summary: Sending outbound emails to passive candidates will yield the highest candidate quality and depth, but requires a large time commitment to execute.
Outbound recruiting gives you the largest possible candidate pool: everyone. If your startup can get people excited in just a few sentences, then outbound may be a good fit for you. Typically, outbound is the most time-consuming of the three recruiting channels, so you\u2019ll have to dedicate a lot more time to it (unless you\u2019re using Dover).
The downside with outbound is that sometimes candidates are open to chatting on the phone just to network with you, and aren\u2019t actually ready to switch jobs. Passive candidates may also have less urgency throughout the interview process, slowing down the time-to-hire.
Summary: Employee referrals will have high candidate quality and response rates but very limited depth.
Your employees know your company and your culture best. They can make the best recommendations on who in their network could be a good fit for your company. But these candidates often aren\u2019t actively looking, and there are some diversity risks through scaling up a recruiting strategy entirely through referrals.
As you can start to see, each candidate source has many tradeoffs that need to be considered when building up a comprehensive recruiting strategy. You must evaluate each candidate source on a few different dimensions to make sure you\u2019re using the combination that\u2019s right given your stage of company, your desired workload, and your candidate bar.
Here are the most important variables to keep an eye on for each recruiting channel:
These role-specific variables will also have an effect on which channels you should ultimately decide to use:
Taking a multi-pronged approach and utilizing all candidate sources will make your recruiting faster, more effective, and more affordable.
Max Kolysh is the founder and CEO of Dover. Dover is the first recruiting orchestration platform, making it easy for you to cover all your bases when it comes to candidate sources.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"My company \", /*#__PURE__*/_jsx(Link, {\n href: \"http://dover.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Dover\"\n })\n }), \" is building a recruiting orchestration platform to help companies find and hire the best talent. Over the past two years, I\u2019ve helped 100+ founders and hiring managers understand how to run a data-driven recruiting process and get the results they want.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"This post is about the single most common mistake I\u2019ve seen founders make when scaling up recruiting: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"misunderstanding how the shape of the candidate funnel will differ across candidate sources.\"\n }), \" Comparing candidate sources purely on time-to-hire or cost-per-hire is easy, but it\u2019s often an oversimplification that can lead to inefficiencies in your interview process and misguided expectations about your candidate pipeline.\"]\n })]\n }),\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/WvR5ua3ePrvKwbaq12KIdpPTodM.jpeg\").href\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/yI40WkxpgXNP0pVx1zruGkduEx0.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/yI40WkxpgXNP0pVx1zruGkduEx0.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/yI40WkxpgXNP0pVx1zruGkduEx0.png\").href} 1004w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"The dos & don'ts: titles for employees at startups\",\n id: \"pScl41uTy\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"Titles won't make or break your offer, but why not pull every lever you can, to get someone amazing on your team? As long as these titles are accurate to the job someone is doing, they are easy and inexpensive ways to attract talent.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"DO:\"\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: 'Add \"Founding\" to the titles of your first 1-2 hires. '\n }), /*#__PURE__*/_jsx(\"em\", {\n children: 'ex: \"Founding Engineer\"'\n }), ' \u2014 Founding does not indicate seniority, just the time that someone joined. It doesn\\'t cost anything to add \"Founding\" to a title, but the effect of doing so is big. Adding this to a title will also more accurately represent the impact this person inevitably has on your business.']\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: 'Add \"Strategist\" or \"Growth\" to titles, where appropriate.'\n }), \" \", /*#__PURE__*/_jsx(\"em\", {\n children: \"ex\"\n }), \":\", /*#__PURE__*/_jsx(\"em\", {\n children: \" Sales Strategist, Growth Marketer \u2014 \"\n }), 'Be flexible on titles that make a candidate feel good and are still accurate on the role. Titles like \"Customer Success ', /*#__PURE__*/_jsx(\"em\", {\n children: 'Strategist\" '\n }), 'or \"', /*#__PURE__*/_jsx(\"em\", {\n children: \"Growth \"\n }), \"Engineer\\\" will help candidates with their career prospects and elevate the role they take on. Candidates gravitate to titles like these because they can more clearly define a path to broader Strategy, Growth and Product roles in the future (which are very appealing positions). By giving people these sorts of titles, you're propping them up to do this while remaining accurate to the role they play in your company.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: 'Add \"Lead\" to a title when your team is ready for someone who will have a higher impact on a per-project or per-product-area. '\n }), /*#__PURE__*/_jsx(\"em\", {\n children: \"ex: Customer Success \u2014> Customer Success Lead, or Data Platform to Data Platform Lead \u2014 \"\n }), \"This attracts more ambitious people, who desire leadership experience or want to drive objectives forward.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"DON'T:\"\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: \"Hire someone who is over-indexing on the title\"\n }), \" (i.e., negotiates heavily for a more senior title). It could be a signal of values misalignment, or generally misunderstanding how startups work\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: 'Give candidates \"Chief __ Officer\" or VP titles'\n }), \" just because they're first in a role or department. It's usually an executive role which you want to hire later in your company's life, and giving out this title limits your ability to hire a more senior person without demoting someone or creating a conflict. Giving them a \\\"Head of ___\\\" title is a better call.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: 'Give candidates \"Manager\" titles before the need for managers arises.'\n }), \" This won't be sustainable as the company scales. Managers to be good overseers & delegators first and foremost. Early hires in a role or department are more often incredible executors, and it's hard to evaluate someones managerial ability early on. It may be tempting or attractive to do this because it gets people excited to join but it also gives them nowhere to go or grow, and can create conflict later on.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Add too many levels before you're ready \"\n }), 'by creating hierarchies like \"Senior\" \"Staff\" without having a clear leveling framework will give people mixed messages and might cause dissatisfaction.']\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Be overly specific of niche with your titles.\"\n }), ' It can be tempting give someone a made-up title like \"Head of Partner Risk Onboarding\", but this can be a turnoff to candidates because they don\\'t understand the divisions of role in your org, or how their role fits in.']\n })\n })]\n })]\n }),\n KHs3FpFfM: \"the-dos-donts-titles-for-employees-at-startups\",\n lLFjTwedK: 'Titles won\\'t make or break your offer, but why not pull every lever you can, to get someone amazing on your team? As long as these titles are accurate to the job someone is doing, they are easy and inexpensive ways to attract talent.
Why does it take some companies 3 months to hire for a role and others 3 weeks?
A lot of it comes down to process.
To speed up your hiring, you need to make sure that you\\'re running a tight interview process. However, very few companies manage to do this. For example, the average time to hire an engineer in the United States is 60 days. But most startups take even longer.
Let\\'s break down why that is by laying out a standard startup interview process:
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a8f7565a7e47d3e5ee90f_Screen-Shot-2021-01-25-at-12.02.22-PM.png\")
Assuming you\\'ve met the \\'right\\' candidate, this process takes 55 days to run \u2014 that\\'s a long time! And that\\'s not even accounting for the inevitable holiday or vacation that will further slow things down. How can we speed this up?
Let\\'s dissect one of the interview steps to see why it takes so long. It takes 10 days to move a candidate from a Phone Screen to a First Interview.
Wow \u2014 that\\'s a lot of lost time!
Trick 1: Schedule the Second interview at the end of the Phone Screen. You should know if you want to move the person further through your process at the end of your first call. Spending 3 minutes scheduling the First interview will save you days of scheduling time.
Trick 2: Schedule the Onsite at the end of the Second Interview. If both you and the candidate want to move forward, schedule the onsite and take-home assessment right then. Consolidating the take-home assessment ask and the onsite scheduling saves a week of back and forth. Here\\'s how that conversation goes:
Hiring Manager (at the end of Second Interview): \"Thanks again for taking the time to connect today! I\\'d love to invite you to meet the rest of the team onsite next week\u2014 would you be interested in moving forward with us?\"
Candidate: \"Next week sounds great, I\\'m excited to meet the team. I\\'m free next Friday.\"
Hiring Manager: \"Perfect! As part of our onsite, we\\'ll have you complete a take-home assessment beforehand. It should only take you a couple hours to complete, and will be due two days before the onsite. Does that work for you?\"
The take-home assessment is one of the most time-intensive parts of the standard interview process because candidates are hesitant to put in hours of work for an uncertain outcome. Candidates often drag out this process for weeks while they\\'re weighing whether completing the take-home assignment is worth it. Have the candidate commit to the onsite before committing to the assignment. That way, they don\\'t have the chance to draw out the take-home assessment over the course of weeks.
In the event the candidate doesn\\'t complete the assignment on time or fails the grading criteria, you can always cancel the onsite.
Let\\'s look at the results:
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a8f7565a7e4714f5ee910_Screen-Shot-2021-01-03-at-8.47.51-PM.png\")
These tricks to running an efficient interview process cut the interview process down to 29 days \u2014 less than half of the US average.
Big thanks to Harrison Hunter at MaestroQA for sharing his experience running a fast interview process!
Early-stage startups typically focus a lot of their recruiting efforts on candidates that work at large tech companies, offering hires growth potential and more responsibility in exchange for greater risk.
In stable times, that tradeoff is often attractive to a large pool of potential recruits. But in volatile times, employees often prioritize stability, which means many of the usual startup hiring sources won\u2019t be as active as they were before.
As a founder, there are several things you can do to make your startup a safer place to land. Talk to candidates about your long-term vision, but also talk about your unit economics\u2014and your path towards profitability, if you\u2019re not there yet. Consider converting some of the equity in your compensation to cash. And instead of waiting for candidates to come to you, redouble your outbound efforts.
While some recruiting avenues may be less active than usual, new ones are opening up.
Layoffs happening across the industry are sending a flood of candidates onto the job market. Startups that are hiring have a unique opportunity to hire great talent and garner goodwill with the wider community.
Social media is an invaluable tool here. Make sure your company\u2019s and team\u2019s social media presences communicate clearly that you are hiring, and use it to stay alert to layoff announcements and posts from people looking for a new opportunity.
If you\u2019re able, connect people to jobs even if they\u2019re not at your company\u2014and make sure other founders and VCs in your network know they can do the same for you.
Transparency is always an invaluable part of startup recruiting, but from here on out, it\u2019s going to be more important than ever before.
Most candidates are going to ask more questions than ever about your financials and your unit economics. Even if they don\u2019t, it\u2019s a good idea to bring it up when you talk to them: and be clear about where your strengths and vulnerabilities are as a business.
Startups live and die on the trust that exists between team members and founders\u2014especially in tough times. Building that trust starts the first time that you get on the phone with a candidate.
The situation we\u2019re going through is unprecedented, and it\u2019s natural to feel overwhelmed \u2014 particularly as a founder, with a company and team to worry about.
Flexibility and the ability to adapt to changing circumstances are more important now than ever before \u2014 which is why it\u2019s important that founders know when it\u2019s time to ask for help to keep things moving.
Learn more about how Dover can help you attract and engage the best talent \u2014 or try us free.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"As a founder, your instinct during any time of uncertainty is often to freeze hiring. Right now, with the effects of COVID-19 rippling through the economy, that\u2019s what a lot of companies are doing.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"But while the virus\u2019s second- and third-order effects will be challenging for almost every business out there, the number of \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/feed/update/urn:li:activity:6650817466526154752/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"layoffs happening across the industry\"\n })\n }), \" means that this is an opportune hiring moment for companies confident in the long-term.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"There are three big things founders need to think about as they work on hiring during this time: risk, transparency, and the ability to adjust to changing realities on the ground.\"\n })]\n }),\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/uM8TEjEAsv0GjlRTG7XP9t6E9Y.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/uM8TEjEAsv0GjlRTG7XP9t6E9Y.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/uM8TEjEAsv0GjlRTG7XP9t6E9Y.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/A5wdl0V9sdP5IUrqxxlfXgbL28.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/A5wdl0V9sdP5IUrqxxlfXgbL28.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/A5wdl0V9sdP5IUrqxxlfXgbL28.png\").href} 1005w`\n },\n eXep1b2gA: \"Learn top strategies for implementing full-cycle recruiting into your organization for a better candidate experience.\",\n gq_5rwcNN: \"What is full life-cycle recruiting? Top strategies for building a foundation of success\",\n id: \"B1w4kJVsc\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"What is full life-cycle recruiting (FLCR)?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Life cycle recruiting is an effective strategy for cultivating and bringing in top talent to help meet your business goals. An FLCR approach looks at the entire recruitment process from start to finish, including defining what talent is needed, searching for qualified candidates, interviewing and selecting the best person, and onboarding the new hire. This makes it a more thorough system than just seeking out individual candidates\u200A\u2014\u200Aputting organizations in a better position to secure high performers who will stay committed over time.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Core components of life cycle recruitment include: \"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Establishing overarching recruiting and hiring objectives with one's leadership team for the entire hiring process\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Liaising with hiring managers to understand specific needs across every hiring stage\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Sourcing ideal candidates with traits and skills that align with one's job descriptions\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Stages of the full cycle recruiting process\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"An efficient end-to-end recruitment process is composed of four main stages: preparation, sourcing, screening, interviewing, and ultimately the job offer.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,aSUHynkcJHVjypMWdfSSiFptao.png?originalFilename=63d19a69645f7d5528553851_full%2520life%2520cycle%2520recruitment%2520process.png\",\n src: new URL(\"https://framerusercontent.com/images/aSUHynkcJHVjypMWdfSSiFptao.png\").href\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Preparation\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Defining your candidate persona\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Gaining a full understanding of your ideal candidate\u2019s goals, experiences, and qualifications will help you craft an effective job description and identify potential candidates throughout the process.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"To start, it's important to identify the skills and experience you need from a candidate to ensure they are a good fit for your organization. Consider the goals of the position, as well as any required qualifications or certifications. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Additionally, research industry trends to understand the current job market and determine if you need to modify or update your candidate persona.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Writing a great job description\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"A great job description should be action-oriented and easy-to-skim to attract potential candidates. According to an Indeed survey of over 2,000 job seekers, \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.indeed.com/hire/how-to-write-a-job-description\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"more than half\"\n })\n }), \" say that the quality of a job description is \u201Cvery or extremely influential\u201D on their decision to submit an application. And with only \", /*#__PURE__*/_jsx(Link, {\n href: \"https://textio.com/blog/how-to-write-your-best-job-post-ever-part-2/13034792794\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"6 seconds\"\n })\n }), \" to capture a candidate\u2019s attention, your writing will need to be more effective than ever.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Include examples of how previous experience could be beneficial in the role and highlight your organization\u2019s unique qualities such as strengths, culture, and benefits that set it apart from other companies. \"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Clearly define the expected outcomes of the job so the candidates can understand their responsibilities and the goals they are striving for. For example, rather than outlining what they'll work on generally, list out what success would look like over the next 30 to 90 days.\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,cjAMmqnAuxHPkwnGzz11gt7edaI.png?originalFilename=63d19c015a0c13c518200809_Screen%2520Shot%25202023-01-25%2520at%25204.15.39%2520PM.png\",\n src: new URL(\"https://framerusercontent.com/images/cjAMmqnAuxHPkwnGzz11gt7edaI.png\").href\n }), /*#__PURE__*/_jsx(\"ul\", {\n children: /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Assess whether your requirements are must-haves or just nice-to-haves\"\n }), \". Being more concrete about what is actually required to do a job well versus what would simply be a major bonus is critical for increasing the diversity of your applicant pool. A list of requirements often makes \", /*#__PURE__*/_jsx(Link, {\n href: \"https://business.linkedin.com/content/dam/me/business/en-us/talent-solutions/resources/pdfs/linkedin-global-recruiting-trends-2018-en-us.pdf?trk=BU-pros-ebook-2019-genderreport\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"women and underrepresented groups self-select out of applying\"\n })\n }), \".\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Download our ebook on \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/how-to-write-great-job-descriptions-ebook\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"how to write great job descriptions\"\n })\n }), \" for more actionable tips and best practices.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Screening\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Phone screens allow you to:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Check for potential dealbreakers early on (e.g. availability, relocation, proficiency in your tech stack, etc.)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Ask for clarification on information in candidates\u2019 resumes or LinkedIn profiles\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Evaluate candidates\u2019 verbal communication skills (in some cases, test candidates for their ability to speak foreign languages)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Get to know candidates\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"For passive candidates, learn about their goals and desire to switch companies\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"For initial screens, you'll want to create a standardized list of questions that you ask each candidate in the same order. Why? Studies show that asking questions in the same order for all candidates results in \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.stybelpeabody.com/pdf/jobinterviewpredictivevalidity.pdf\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"higher predictive validity\"\n })\n }), \" on job performance and \", /*#__PURE__*/_jsx(Link, {\n href: \"https://msu.edu/~morgeson/levashina_hartwell_morgeson_campion_2014.pdf\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"lower individual interviewer bias\"\n })\n }), \". \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"In other words, you\u2019re less likely to assess candidates on a \u201Cgut feeling\u201D versus their actual response to each question. This tends to point to affinity bias or the idea that we gravitate toward people like ourselves in appearance, beliefs, and background. That\u2019s not to say you shouldn\u2019t be friendly or polite, but if you were more chummy with one candidate over another, it could cloud your perception of who is actually qualified for the role and who you simply enjoyed talking to.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Interview and assess candidates\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Before beginning your hiring process, it's important to decide how many stages of interviews you want applicants to go through, and what signals you and your team should be looking for.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Some areas to consider are:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"General demeanor\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Past experience or career trajectory\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Professional requirements you care about\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Any areas of concern\"\n })\n })\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [\"Create a rubric, and keep it somewhere where it can be easily accessed. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"If you\u2019ve never hired for a role or hired in general before, the best way to develop a rubric is to ask folks at other companies what they\u2019ve found to be critical in assessing different personas and ensuring they make a great hire. We also created a series of scoring rubric templates across the most popular personas startups hire for \u2014 check it out \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/phone-screen-scoring-rubric\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"here\"\n })\n }), \" for inspiration and a starting point.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Job Offer\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"You should always present a verbal offer before sending a written offer. This gives your candidate a chance to ask questions and gives you a chance to offer additional context and read their reactions. In-person or over video is best. Just like in sales, we always present pricing proposals in person or over video, because watching body language is key. Are they smiling? Are they leaning forward? Are they excited?\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Additionally, this is your chance to help them understand their equity and compensation package, especially if they\u2019re newer to working at startups. If they don\u2019t have a great understanding of equity, you can educate, which builds trust. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"ul\", {\n children: /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Ask: Can I walk you through your equity and compensation options? Do you understand dilution? Liquidity? Do you understand 409A price vs preferred price?\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"We recommend taking a transparent approach to all of closing. If they\u2019re savvy, a lack of transparency is fatal, because the candidate may think you\u2019re trying to hide something. If you\u2019re not willing to share \u201Chere are our biggest challenges\u201D, \u201Chere are the milestones we need to hit to raise our next round\u201D, \u201Chere\u2019s our runway\u201D, or if you\u2019re dodgy about your revenue, you\u2019ll lose credibility big time. The best people you want to work with will see right through it.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"After presenting the offer, ask this simple question \u2014 \u201CWe\u2019re all \", /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"SUPER\"\n })\n }), \" excited to work with you. Is there anything else we can do to get you onboard?\u201D \u2014 sometimes you get a simple answer and may even be able to close them on the spot (i.e bumping their base by $5k or paying for an online course they want to take). If you don\u2019t ask, you\u2019ll never know.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"6 benefits of full life-cycle recruiting \"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"There are four key benefits to a managed, end-to-end recruiting process that has been thoughtfully structured and tracked over time:\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"1. Cost-efficiency\"\n }), \" \"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"While FLCR requires more effort than traditional recruiting methods, it is actually a cost-efficient approach since hiring the wrong candidate can be far more costly in terms of time and resources. \"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"2. Increased visibility\"\n }), \" \"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"With better tracking and metrics, around candidate engagement, response rates, hiring times, etc., you can easily spot areas to optimize or restructure.\"\n }), /*#__PURE__*/_jsxs(\"h3\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"3. Lower time-to-hire\"\n }), \" \"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Better candidate experience through timely follow-ups (and automation) means that applicants move through your hiring process more efficiently.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"4. Improved team collaboration\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"A well-organized and automated hiring process allows for better communication between recruiters, hiring managers, and other stakeholders. \"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"5. Reduced bias\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Automation of certain parts of the hiring process can help to reduce unconscious biases and ensure a more diverse selection of candidates.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"6. More efficient use of resources\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Choosing a \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/blog/6-best-crm-recruitment-software-solutions-to-jumpstart-your-hiring-in-2023\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"recruiting CRM platform\"\n })\n }), \" can enable you to automate administrative tasks such as scheduling interviews or posting jobs saving recruiters time and energy that can be used on more critical tasks. \"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"4 strategies to build an organizational foundation of success with full cycle recruiting\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Building a foundation of success with full life-cycle recruiting (FLCR) can help your organization maximize results when finding, hiring, and onboarding talent. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Here are four key strategies that organizations should implement to take full advantage of FLCR: \"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Consider hiring a full cycle recruiter. \"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"A full cycle recruiter can manage the entire recruitment life cycle from sourcing to onboarding and training. They likely come from a smaller company or have had to manage the entire process themselves in previous positions. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"They should be skilled in identifying and targeting the right talent, creating job postings, reviewing resumes, conducting interviews, and selecting qualified candidates. In addition, they can assist with writing job offers and negotiating salaries. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Full cycle recruiters also work closely with hiring managers to ensure all team members are aligned in their expectations of the new hire's role and responsibilities. This helps avoid any misunderstandings or confusion down the road when it comes time for onboarding.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"TL;DR: A single point of contact is a tremendous benefit for improving the candidate experience. It is easy to understand how having one individual helps a candidate feel better about the employer. \"\n })\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Utilize diverse sourcing techniques \"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Finding qualified talent for your open position efficiently and effectively requires: \"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"using different niche job boards, \"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"attending relevant industry events, \"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"and building relationships with professional networks, online groups, and university career centers\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"This helps you uncover sources of quality talent and allows recruiting teams to cast a wider net for potential candidates. \"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Supplementing the full life-cycle process with modern tech\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"in today's hiring market, it's impossible to send enough emails to generate the responses needed to make a hire manually. On average, we see that most early-stage companies need to send \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/tools/recruiting-benchmarks-report-2022\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"at least 250 emails to generate 5 interested responses\"\n })\n }), \". Tools such as applicant tracking systems or CRMs can help make it easier to track potential candidates and provide an efficient way to communicate with them throughout the recruitment process. They can also automate more tedious tasks, like scheduling, screening, or email follow-ups.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Create a unified candidate experience across the full life cycle\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"A huge part of candidate experience is ensuring that applicants receive consistent and accurate information that sounds like it's coming from you, in your brand and tone. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Automating follow-up emails to remind candidates about upcoming interviews, providing real-time feedback on their progress, and even conducting virtual tours of the office can be really effective strategies for driving engagement throughout the process.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"At the end of the day, having a great recruitment process allows you to do more with less effort while also increasing your chances of finding the best talent. \", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"With these strategies in place, full life-cycle recruiters have the tools to keep their business ahead of the competition by bringing in better talent faster and more efficiently.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"And with recruitment tools like Dover, which combines automation with the power of personalization, it\u2019s easier than ever for companies to find qualified candidates who will be well-suited for their job openings. Learn more about how Dover can help you hit your hiring goals and \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/try-for-free\",\n openInNewTab: true,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"get started today\"\n })\n }), \".\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })]\n }),\n KHs3FpFfM: \"what-is-full-life-cycle-recruiting\",\n lLFjTwedK: 'Life cycle recruiting is an effective strategy for cultivating and bringing in top talent to help meet your business goals. An FLCR approach looks at the entire recruitment process from start to finish, including defining what talent is needed, searching for qualified candidates, interviewing and selecting the best person, and onboarding the new hire. This makes it a more thorough system than just seeking out individual candidates\u200A\u2014\u200Aputting organizations in a better position to secure high performers who will stay committed over time.
Core components of life cycle recruitment include:
An efficient end-to-end recruitment process is composed of four main stages: preparation, sourcing, screening, interviewing, and ultimately the job offer.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63d19a69645f7d5528553851_full%20life%20cycle%20recruitment%20process.png\")
Gaining a full understanding of your ideal candidate\u2019s goals, experiences, and qualifications will help you craft an effective job description and identify potential candidates throughout the process.
To start, it\\'s important to identify the skills and experience you need from a candidate to ensure they are a good fit for your organization. Consider the goals of the position, as well as any required qualifications or certifications.
Additionally, research industry trends to understand the current job market and determine if you need to modify or update your candidate persona.
A great job description should be action-oriented and easy-to-skim to attract potential candidates. According to an Indeed survey of over 2,000 job seekers, more than half say that the quality of a job description is \u201Cvery or extremely influential\u201D on their decision to submit an application. And with only 6 seconds to capture a candidate\u2019s attention, your writing will need to be more effective than ever.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63d19c015a0c13c518200809_Screen%20Shot%202023-01-25%20at%204.15.39%20PM.png\")
Download our ebook on how to write great job descriptions for more actionable tips and best practices.
Phone screens allow you to:
For initial screens, you\\'ll want to create a standardized list of questions that you ask each candidate in the same order. Why? Studies show that asking questions in the same order for all candidates results in higher predictive validity on job performance and lower individual interviewer bias.
In other words, you\u2019re less likely to assess candidates on a \u201Cgut feeling\u201D versus their actual response to each question. This tends to point to affinity bias or the idea that we gravitate toward people like ourselves in appearance, beliefs, and background. That\u2019s not to say you shouldn\u2019t be friendly or polite, but if you were more chummy with one candidate over another, it could cloud your perception of who is actually qualified for the role and who you simply enjoyed talking to.
Before beginning your hiring process, it\\'s important to decide how many stages of interviews you want applicants to go through, and what signals you and your team should be looking for.
Some areas to consider are:
If you\u2019ve never hired for a role or hired in general before, the best way to develop a rubric is to ask folks at other companies what they\u2019ve found to be critical in assessing different personas and ensuring they make a great hire. We also created a series of scoring rubric templates across the most popular personas startups hire for \u2014 check it out here for inspiration and a starting point.
You should always present a verbal offer before sending a written offer. This gives your candidate a chance to ask questions and gives you a chance to offer additional context and read their reactions. In-person or over video is best. Just like in sales, we always present pricing proposals in person or over video, because watching body language is key. Are they smiling? Are they leaning forward? Are they excited?
Additionally, this is your chance to help them understand their equity and compensation package, especially if they\u2019re newer to working at startups. If they don\u2019t have a great understanding of equity, you can educate, which builds trust.
We recommend taking a transparent approach to all of closing. If they\u2019re savvy, a lack of transparency is fatal, because the candidate may think you\u2019re trying to hide something. If you\u2019re not willing to share \u201Chere are our biggest challenges\u201D, \u201Chere are the milestones we need to hit to raise our next round\u201D, \u201Chere\u2019s our runway\u201D, or if you\u2019re dodgy about your revenue, you\u2019ll lose credibility big time. The best people you want to work with will see right through it.
After presenting the offer, ask this simple question \u2014 \u201CWe\u2019re all SUPER excited to work with you. Is there anything else we can do to get you onboard?\u201D \u2014 sometimes you get a simple answer and may even be able to close them on the spot (i.e bumping their base by $5k or paying for an online course they want to take). If you don\u2019t ask, you\u2019ll never know.
There are four key benefits to a managed, end-to-end recruiting process that has been thoughtfully structured and tracked over time:
While FLCR requires more effort than traditional recruiting methods, it is actually a cost-efficient approach since hiring the wrong candidate can be far more costly in terms of time and resources.
With better tracking and metrics, around candidate engagement, response rates, hiring times, etc., you can easily spot areas to optimize or restructure.
Better candidate experience through timely follow-ups (and automation) means that applicants move through your hiring process more efficiently.
A well-organized and automated hiring process allows for better communication between recruiters, hiring managers, and other stakeholders.
Automation of certain parts of the hiring process can help to reduce unconscious biases and ensure a more diverse selection of candidates.
Choosing a recruiting CRM platform can enable you to automate administrative tasks such as scheduling interviews or posting jobs saving recruiters time and energy that can be used on more critical tasks.
Building a foundation of success with full life-cycle recruiting (FLCR) can help your organization maximize results when finding, hiring, and onboarding talent.
Here are four key strategies that organizations should implement to take full advantage of FLCR:
A full cycle recruiter can manage the entire recruitment life cycle from sourcing to onboarding and training. They likely come from a smaller company or have had to manage the entire process themselves in previous positions.
They should be skilled in identifying and targeting the right talent, creating job postings, reviewing resumes, conducting interviews, and selecting qualified candidates. In addition, they can assist with writing job offers and negotiating salaries.
Full cycle recruiters also work closely with hiring managers to ensure all team members are aligned in their expectations of the new hire\\'s role and responsibilities. This helps avoid any misunderstandings or confusion down the road when it comes time for onboarding.
TL;DR: A single point of contact is a tremendous benefit for improving the candidate experience. It is easy to understand how having one individual helps a candidate feel better about the employer.
Finding qualified talent for your open position efficiently and effectively requires:
This helps you uncover sources of quality talent and allows recruiting teams to cast a wider net for potential candidates.
in today\\'s hiring market, it\\'s impossible to send enough emails to generate the responses needed to make a hire manually. On average, we see that most early-stage companies need to send at least 250 emails to generate 5 interested responses. Tools such as applicant tracking systems or CRMs can help make it easier to track potential candidates and provide an efficient way to communicate with them throughout the recruitment process. They can also automate more tedious tasks, like scheduling, screening, or email follow-ups.
A huge part of candidate experience is ensuring that applicants receive consistent and accurate information that sounds like it\\'s coming from you, in your brand and tone.
Automating follow-up emails to remind candidates about upcoming interviews, providing real-time feedback on their progress, and even conducting virtual tours of the office can be really effective strategies for driving engagement throughout the process.
At the end of the day, having a great recruitment process allows you to do more with less effort while also increasing your chances of finding the best talent.
With these strategies in place, full life-cycle recruiters have the tools to keep their business ahead of the competition by bringing in better talent faster and more efficiently.
And with recruitment tools like Dover, which combines automation with the power of personalization, it\u2019s easier than ever for companies to find qualified candidates who will be well-suited for their job openings. Learn more about how Dover can help you hit your hiring goals and get started today.
I split 300 companies using Dover into two groups. These two groups had wildly different hiring outcomes.
Group 1:
Group 2:
Was Group 1 all early-stage startups and Group 2 all FAANGs? Did Group 2 have the founders reach out to candidates directly? Is Group 2 raise from top-tier VCs?
None of the above.
Group 2 ran a tight interview process.
This means they did five tiny things \u2014 each of which you can start doing today.
Candidates are evaluating your company just as much as you are evaluating them. If they have a positive experience, they\u2019re likely to accept your offer and refer others to your company. But if they have a negative experience, they may drop out of the process or even share their negative experience with others.
Additionally, the talent market is becoming increasingly competitive. Companies are vying for top talent, and candidates have more options than ever before. By creating a positive candidate experience, you can differentiate your company from others and attract the best candidates to your team.
By implementing some of the practices that made Group 2 so successful, companies can create a hiring process that not only attracts top talent but also sets them up for success within the organization. And in the end, that\\'s a win-win for everyone involved.
',\n nZgZQZjb3: null,\n U2kj_fobh: \"Max Kolysh\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/87uawWObifZ9W98bqGHFc9JIRLg.jpg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/87uawWObifZ9W98bqGHFc9JIRLg.jpg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/87uawWObifZ9W98bqGHFc9JIRLg.jpg?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/87uawWObifZ9W98bqGHFc9JIRLg.jpg\").href} 2000w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Why candidate experience matters in hiring\",\n id: \"HYfaF_xjo\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"What is candidate experience?\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Candidate experience is defined as: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"the impression candidates have of your company after going through your hiring process.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Think of all of the things that you, as a job seeker, would expect from a company. That list would likely include:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Clear guidelines on the interview process, and key contacts\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"The ability to find information about the culture and benefits\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Speed and efficiency in scheduling\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Opportunities to provide feedback\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"The general demeanor of interviewers, including timeliness, professionalism, and active listening\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"3 reasons why candidate experience matters\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"1. It\u2019s critical to employer brand and company perception.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"With tech unemployment rates at historically low levels, more candidates are doing their research, including reading employee reviews and interview experiences on sites like Glassdoor and Comparably.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Negative experiences can hurt your online reputation significantly, as nearly \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.careerplug.com/blog/candidate-experience-statistics/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"37% of candidates\"\n })\n })\n }), \" said they\u2019ve left a negative review online after having a poor experience.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"However, positive experiences go a long way and nearly double the rewards: \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.careerplug.com/blog/candidate-experience-statistics/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"61% of candidates\"\n })\n })\n }), \" said they\u2019ve left a positive review online after having a positive experience.\"]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"2. It increases your pool of potential candidates.\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Candidate experience isn\u2019t only effective with people you hire \u2014 \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"job applicants who do not receive a job offer are \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://www.g2.com/articles/recruitment-statistics\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"80% more likely\"\n })\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" to apply again if they already had a positive candidate experience.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"By making a good impression, you\u2019ll have a larger pool of future candidates to pull from for potential openings that they may be a better fit for.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"3. It can help you outcompete other offers.\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"If a candidate is presented with two similar offers (including salary), the deciding factor will undoubtedly be the experience they had interviewing with your team. In fact, \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"a whopping \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://www.g2.com/articles/recruitment-statistics\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"63% of job seekers\"\n })\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" will likely reject a job offer because of a bad candidate experience\"\n }), \".\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"It makes sense: your hiring process is the only example they have to gauge your culture and their future colleagues.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"However, candidate experience doesn\u2019t just begin when someone is screened \u2014 it starts with your initial touchpoint to candidates. We\u2019ve seen the effect it has on attracting passive talent to apply \u2014 \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"personalized emails increase candidate interest by nearly 30%.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Ray Lyons, VP of Product at eSpark Learning says that \u201CPersonalized emails have been a game-changer for us when it comes to breaking through the noise to stand out. We\u2019ve seen a lot of responses that say: \u2018Hey, I get a lot of these, but I had to respond because you took the time to really look at my background.\u2019\u201D\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"\u201CPersonalized emails have been a game-changer for us when it comes to breaking through the noise to stand out. We\u2019ve seen a lot of responses that say: \u2018Hey, I get a lot of these, but I had to respond because you took the time to really look at my background.\u2019\u201D\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"Ray Lyons, VP of Product at eSpark Learning\"\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"3 things to start doing today for a highly personalized candidate experience\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Don\u2019t miss out on your dream hire because you dropped the ball \u2014 take our action steps below and audit your current process.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"1. Prepare candidates at every stage of the process.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The more prepared candidates feel, the more capable they are at putting their best foot forward. Before each interview, you\u2019ll want to provide candidates with critical information, like:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How many interviewers they will be meeting with, who they are and how they will join the interview (i.e., on video stream, etc.)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How long you expect the interview to take\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"How to enter your office building as a visitor (if the interview is in-person)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Where to park, if your office is located in a busy area\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What the interview will consist of (behavioral questions, a mock pitch, etc.)\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"2. Send clear and kind rejection messages.\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Rejection emails are easy to forget, especially if you\u2019re hiring at scale. From a candidate\u2019s perspective, nothing spells \u201CI\u2019m just a number\u201D clearer than a generic rejection message from an \", /*#__PURE__*/_jsx(Link, {\n href: \"mailto:info@company.com\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"info@company.com\"\n })\n }), \" email address or the silent treatment. The best rejection messages end things on a positive note and offer to provide more specific feedback to candidates, who are often interested in learning from their interview experience with you. Wish candidates well, offer to keep in contact and, if you think they would be a good candidate for future roles, tell them that you\u2019d like to add them to your roster.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"It\u2019s so incredibly easy to just keep up with Slack and have Dover take care of moving the candidate to the next stage. If we didn't want to move forward with someone, they took care of sending that email, which can be really easy to forget.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"strong\", {\n children: \"Shannon Kay, Cofounder of Prophone\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"3. Speed it up.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"In a candidate-centered market, always assume that candidates are talking to more than two companies at a time. Recruiting comes down to volume and speed: you need to beat competitors to the punch by getting more candidates and moving them through your process efficiently.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The best way to do this is to use a scheduling automation platform, like Dover, which automates scheduling at every part of the interview process, including multi-step onsites. You\u2019re also able to customize rejection and follow-up templates to ensure that no candidate goes without communication for more than 48 hours.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: \"Dover can help you optimize candidate experience and get valuable hours back.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"With Dover's end-to-end scheduling, customers see:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"40% less candidate dropoff, \"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"27% greater likelihood of hire, \"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"2.5x increase in onsites, and\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"50% faster time to onsite\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"*Based on data from 120+ companies hiring across 500+ roles.\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Want to learn more?\\xa0\", /*#__PURE__*/_jsx(Link, {\n href: \"https://framer.com/talk-to-us\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Talk to us.\"\n })\n })]\n })]\n }),\n KHs3FpFfM: \"why-candidate-experience-matters-in-hiring\",\n lLFjTwedK: 'Candidate experience is defined as: the impression candidates have of your company after going through your hiring process.
Think of all of the things that you, as a job seeker, would expect from a company. That list would likely include:
With tech unemployment rates at historically low levels, more candidates are doing their research, including reading employee reviews and interview experiences on sites like Glassdoor and Comparably.
Negative experiences can hurt your online reputation significantly, as nearly 37% of candidates said they\u2019ve left a negative review online after having a poor experience.
However, positive experiences go a long way and nearly double the rewards: 61% of candidates said they\u2019ve left a positive review online after having a positive experience.
Candidate experience isn\u2019t only effective with people you hire \u2014 job applicants who do not receive a job offer are 80% more likely to apply again if they already had a positive candidate experience.
By making a good impression, you\u2019ll have a larger pool of future candidates to pull from for potential openings that they may be a better fit for.
If a candidate is presented with two similar offers (including salary), the deciding factor will undoubtedly be the experience they had interviewing with your team. In fact, a whopping 63% of job seekers will likely reject a job offer because of a bad candidate experience.
It makes sense: your hiring process is the only example they have to gauge your culture and their future colleagues.
However, candidate experience doesn\u2019t just begin when someone is screened \u2014 it starts with your initial touchpoint to candidates. We\u2019ve seen the effect it has on attracting passive talent to apply \u2014 personalized emails increase candidate interest by nearly 30%.
Ray Lyons, VP of Product at eSpark Learning says that \u201CPersonalized emails have been a game-changer for us when it comes to breaking through the noise to stand out. We\u2019ve seen a lot of responses that say: \u2018Hey, I get a lot of these, but I had to respond because you took the time to really look at my background.\u2019\u201D
\u201CPersonalized emails have been a game-changer for us when it comes to breaking through the noise to stand out. We\u2019ve seen a lot of responses that say: \u2018Hey, I get a lot of these, but I had to respond because you took the time to really look at my background.\u2019\u201D
Ray Lyons, VP of Product at eSpark Learning
Don\u2019t miss out on your dream hire because you dropped the ball \u2014 take our action steps below and audit your current process.
The more prepared candidates feel, the more capable they are at putting their best foot forward. Before each interview, you\u2019ll want to provide candidates with critical information, like:
Rejection emails are easy to forget, especially if you\u2019re hiring at scale. From a candidate\u2019s perspective, nothing spells \u201CI\u2019m just a number\u201D clearer than a generic rejection message from an info@company.com email address or the silent treatment. The best rejection messages end things on a positive note and offer to provide more specific feedback to candidates, who are often interested in learning from their interview experience with you. Wish candidates well, offer to keep in contact and, if you think they would be a good candidate for future roles, tell them that you\u2019d like to add them to your roster.
It\u2019s so incredibly easy to just keep up with Slack and have Dover take care of moving the candidate to the next stage. If we didn\\'t want to move forward with someone, they took care of sending that email, which can be really easy to forget.
Shannon Kay, Cofounder of Prophone
In a candidate-centered market, always assume that candidates are talking to more than two companies at a time. Recruiting comes down to volume and speed: you need to beat competitors to the punch by getting more candidates and moving them through your process efficiently.
The best way to do this is to use a scheduling automation platform, like Dover, which automates scheduling at every part of the interview process, including multi-step onsites. You\u2019re also able to customize rejection and follow-up templates to ensure that no candidate goes without communication for more than 48 hours.
With Dover\\'s end-to-end scheduling, customers see:
*Based on data from 120+ companies hiring across 500+ roles.
Want to learn more? Talk to us.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"Candidate experience is the new buzzword in recruiting \u2014 and yet, when we spoke to 100+ talent professionals, we learned that most people don\u2019t know \", /*#__PURE__*/_jsx(\"em\", {\n children: \"exactly\"\n }), \" how to define it, let alone what good looks like and how to measure it.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Though candidate experience may feel like something subjective or out of your control, it\u2019s actually pretty simple, and not prioritizing it can be a costly and far-reaching mistake.\", /*#__PURE__*/_jsx(\"strong\", {\n children: \" \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://www.g2.com/articles/recruitment-statistics\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"63% of job seekers\"\n })\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \" will reject a job offer because of a bad candidate experience, and 27% would \u201C\"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/business/talent/blog?source=post_page---------------------------\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"actively discourage\"\n })\n })\n }), /*#__PURE__*/_jsx(\"strong\", {\n children: \"\u201D others from applying with that company.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Over time, this means it gets harder to attract candidates (especially when hiring for similar roles), forcing a team to turn to less qualified talent.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"The challenges of remote workspaces and virtual interviews have only compounded the problem of providing a good experience, but those that nail it are seeing long-term results: \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"those that optimized their process improved employee retention and brand perception.\"\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"Here, we\u2019ll define candidate experience, explain why it matters and outline tangible steps you can start taking today to excite new hires and leave a lasting impression.\"\n })\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/aAh00bPomjnnKmN9jCna3vxpHrk.jpeg\").href\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/QLZQO493kwYIyOrPCsIzG8c0iQ.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/QLZQO493kwYIyOrPCsIzG8c0iQ.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/QLZQO493kwYIyOrPCsIzG8c0iQ.jpeg?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/QLZQO493kwYIyOrPCsIzG8c0iQ.jpeg\").href} 2000w`\n },\n eXep1b2gA: \"Learn about Brittany Nickell's experience joining Dover and becoming our Director of Customer Support after taking the opera world by storm.\",\n gq_5rwcNN: \"Why hiring from non-tech backgrounds is critical to your startup's success\",\n id: \"NbEvuvHpi\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"Joining Dover as employee number seven\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,Vdnnd6q2PDmPoaoqYa6CwTJE.png?originalFilename=638a2cdf0e53effbc4f251af_brittany---madame-de-volanges--4.png\",\n src: new URL(\"https://framerusercontent.com/images/Vdnnd6q2PDmPoaoqYa6CwTJE.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As a classically trained opera singer, I\u2019ve had the privilege of performing on some of the world\u2019s best stages. During the peak of my career, I was traveling to a different state almost every week \u2014 not only for performances but auditions and competitions too. This, combined with the fact that pay wasn\u2019t always stable led me to look for a remote job that could offer flexibility and a steady paycheck.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"A friend of mine from the opera scene already worked with Max, one of our founders, at his first company, Zinc. When the idea of Dover was born, he asked her if she\u2019d be interested in coming on board to help with this \u201Cnew thing he was building\u201D, but she was more interested in seeing Zinc grow, as she\u2019d helped build a team from the ground-up. He asked her to refer someone who was well-spoken and could help him answer customer emails, schedule candidates for interviews, and send follow-ups.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"When she graciously recommended me, I\u2019ll admit I was super nervous. I knew I was capable, but I wondered if I\u2019d fit the bill as someone coming from a non-tech background. In my cover letter, I did my best to explain how my skillset made up for not having a more formal technical career to put on my resume.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"At 10 pm, my inbox pinged with a response: \u201CSeems like a fit,\u201D Max wrote. And just like that, I was hired as a recruiting coordinator \u2014 the first iteration of the team that handles all of our email correspondence, scheduling, and follow-ups with candidates for roles at top startups.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"How my time in the arts translated over to a role in tech\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"After I got hired, I was nervous that I wouldn\u2019t be able to keep up in an environment that seemed so foreign to me. I\u2019m a perfectionist by nature and as a performer, I was used to being told that if I couldn\u2019t do something, they\u2019d find another person who could. When I expressed my concerns to Max he countered by argument by saying that the fact that I had become a \u201Cmaster of my craft\u201D in another industry meant something. Though I\u2019d never thought about it in that way, he was right. Every artist I know has a particular type of drive that can\u2019t be taught.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"It makes sense when you think about it \u2014 in the arts, you\u2019re an entrepreneur for\u2026 yourself. On any given day, you might double as your own PR team, your own web designer, your own career coach, or your own assistant. You\u2019re in charge of developing your skills and building relationships with the right people \u2014 and the only person making sure you do all of those things is YOU.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"In my first few months at Dover, I put that experience to good use. While the term \u201Csoft skills\u201D is often thrown around as secondary to \u201Chard skills\u201D, I\u2019ve found them to be critical to Dover\u2019s success when scaling. Here are the six skills I used daily in my performing life that are also critical to building customer relationships:\"]\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Networking: \"\n }), \"As an opera singer, I regularly had to represent the companies I performed for at networking events, galas, and performances. The art of being able to communicate, empathize and relate to folks with vastly different personalities and age groups is a skill I believe all artists have in their back pocket. For many venues or organizations, these events aren\u2019t just nice-to-have \u2014 they\u2019re key drivers of donations and building donor relationships. They literally keep the lights on. Similarly, Dover is nothing without its customers \u2014 building relationships is the only way we\u2019re able to continue to grow.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Resourcefulness: \"\n }), \"Like a startup founder, every dollar I made as an opera singer went back into myself (my \u201Ccompany\u201D) as education and training. This translated into a mentality and drive that made me resourceful: I needed to make sure I did everything in my power to be successful \u2014 failure was not an option. Just like startup founders, artists put all of their eggs in one basket and say \u201CI will not settle for anything but success.\u201D It was going to work out because, well, it had to (and I\u2019d thrown much of my savings into it). Self-sufficiency is a highly underrated skill, and in the startup world it\u2019s key to building a team. You need people who can think on their feet, stay agile and come up with solutions without getting overwhelmed.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"A \u201Cshow must go on\u201D mentality: \"\n }), \"I\u2019ve had so many things go wrong in a live performance: nerves, forgotten lines, mixing up sections of music in my head. It\u2019s bound to happen, and the key to making sure no one in an audience notices is to course-correct in real-time. The same can be said for customer calls. If you work for startups, you know that sometimes, the product misses its cue. Even if it\u2019s a small bug, being able to think on my feet on live calls and come up with fast solutions was key to improving early versions of our product and building trust with customers.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Active generosity: \"\n }), \"I think there\u2019s a misconception that artists are one-dimensionally selfish and conceited. While it's true you do have to have a healthy dose of narcissism to be successful in this career, you are also usually on stage with other people. Your success drives their success. In the startup world, I still think the phrase \u201Cthere are no small parts, only small actors\u201D resonates \u2014 proactively helping new teammates get onboarded and troubleshoot issues doesn\u2019t only benefit them; it benefits our team and the company as a whole.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Storytelling: \"\n }), \"Even if you feel like you have a killer product or company, you\u2019re only as good as the story you\u2019re able to tell, and artists tell stories for a living. Pitching companies to candidates and pitching our product to customers is critical to Dover\u2019s success. I also compare this to founders pitching themselves to VC firms \u2014 in some cases, you get ten minutes to funnel years of training and focus into one conversation, with the hope that people will get a really good idea of who you are and what you can do. You better make sure the story you tell is compelling, coherent and highlights what makes you unique.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"No half-measures: \"\n }), \"If you want to be successful in the arts, you can\u2019t approach it half-heartedly. Though it might sound dark, my professors and coaches constantly reminded us that if we didn\u2019t want to improve or do the work, someone else would. Feedback was often pointed and sometimes devastating, pushing people to not settle for good enough. This very clearly translates into tech \u2014 every day dozens of new companies are founded at a similar velocity to companies that are failing. Having people on your team who are willing to go full force into a project and not settle is key to growing quickly and building something world-class.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"From 1 to 83: scaling our team with artists\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"During the summer of 2020, Dover was scaling quickly, and I couldn\u2019t handle every customer relationship on my own. Additionally, as the pandemic reached a peak, many of my artist friends had been displaced because of venue shutdowns and performance postponements. These are hard-working, smart, and dynamic individuals that were looking for security in an unstable world.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Max asked if I knew anyone who would be a great fit, and I immediately reached out to Thomas, a friend of mine from my days at the Merola Program at the San Francisco Opera (and a classically trained pianist!) Thomas joined our recruiting coordinator team and referred a few folks of his own. One referral led to another, and our team quickly grew to 15 and numbers 83 today across recruiting coordinators, interviewers and support team members. Thomas has since moved into a role on our business operations team, taught himself SQL, and has started working on a few coding projects of his own!\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Before Dover, I had never once been told: \u201CIt\u2019s okay that you haven\u2019t done this before, and we\u2019ll teach you.\u201D I appreciated that Max, Anvisha, and George could see the value in hard work, and had enough belief in me and our team that the rest could be taught.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Today, I\u2019m proud to say the most represented schools at Dover are MIT, Berkeley, and (my alma mater) The Manhattan School of Music. If you\u2019re a startup founder, hiring manager, or recruiter, I urge you to build your team with folks from diverse backgrounds and watch your company go from seed stage to rocketship.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"why-hiring-from-non-tech-backgrounds-is-critical-to-your-startups-success\",\n lLFjTwedK: '![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/638a2cdf0e53effbc4f251af_brittany---madame-de-volanges--4.png\")
\u200D
As a classically trained opera singer, I\u2019ve had the privilege of performing on some of the world\u2019s best stages. During the peak of my career, I was traveling to a different state almost every week \u2014 not only for performances but auditions and competitions too. This, combined with the fact that pay wasn\u2019t always stable led me to look for a remote job that could offer flexibility and a steady paycheck.
A friend of mine from the opera scene already worked with Max, one of our founders, at his first company, Zinc. When the idea of Dover was born, he asked her if she\u2019d be interested in coming on board to help with this \u201Cnew thing he was building\u201D, but she was more interested in seeing Zinc grow, as she\u2019d helped build a team from the ground-up. He asked her to refer someone who was well-spoken and could help him answer customer emails, schedule candidates for interviews, and send follow-ups.
When she graciously recommended me, I\u2019ll admit I was super nervous. I knew I was capable, but I wondered if I\u2019d fit the bill as someone coming from a non-tech background. In my cover letter, I did my best to explain how my skillset made up for not having a more formal technical career to put on my resume.
At 10 pm, my inbox pinged with a response: \u201CSeems like a fit,\u201D Max wrote. And just like that, I was hired as a recruiting coordinator \u2014 the first iteration of the team that handles all of our email correspondence, scheduling, and follow-ups with candidates for roles at top startups.
After I got hired, I was nervous that I wouldn\u2019t be able to keep up in an environment that seemed so foreign to me. I\u2019m a perfectionist by nature and as a performer, I was used to being told that if I couldn\u2019t do something, they\u2019d find another person who could. When I expressed my concerns to Max he countered by argument by saying that the fact that I had become a \u201Cmaster of my craft\u201D in another industry meant something. Though I\u2019d never thought about it in that way, he was right. Every artist I know has a particular type of drive that can\u2019t be taught.
It makes sense when you think about it \u2014 in the arts, you\u2019re an entrepreneur for\u2026 yourself. On any given day, you might double as your own PR team, your own web designer, your own career coach, or your own assistant. You\u2019re in charge of developing your skills and building relationships with the right people \u2014 and the only person making sure you do all of those things is YOU.
In my first few months at Dover, I put that experience to good use. While the term \u201Csoft skills\u201D is often thrown around as secondary to \u201Chard skills\u201D, I\u2019ve found them to be critical to Dover\u2019s success when scaling. Here are the six skills I used daily in my performing life that are also critical to building customer relationships:
During the summer of 2020, Dover was scaling quickly, and I couldn\u2019t handle every customer relationship on my own. Additionally, as the pandemic reached a peak, many of my artist friends had been displaced because of venue shutdowns and performance postponements. These are hard-working, smart, and dynamic individuals that were looking for security in an unstable world.
Max asked if I knew anyone who would be a great fit, and I immediately reached out to Thomas, a friend of mine from my days at the Merola Program at the San Francisco Opera (and a classically trained pianist!) Thomas joined our recruiting coordinator team and referred a few folks of his own. One referral led to another, and our team quickly grew to 15 and numbers 83 today across recruiting coordinators, interviewers and support team members. Thomas has since moved into a role on our business operations team, taught himself SQL, and has started working on a few coding projects of his own!
Before Dover, I had never once been told: \u201CIt\u2019s okay that you haven\u2019t done this before, and we\u2019ll teach you.\u201D I appreciated that Max, Anvisha, and George could see the value in hard work, and had enough belief in me and our team that the rest could be taught.
Today, I\u2019m proud to say the most represented schools at Dover are MIT, Berkeley, and (my alma mater) The Manhattan School of Music. If you\u2019re a startup founder, hiring manager, or recruiter, I urge you to build your team with folks from diverse backgrounds and watch your company go from seed stage to rocketship.
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsx(React.Fragment, {\n children: /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"As a classically trained opera singer, I never thought I\u2019d find my way into the world of startups, but the skills I learned as a performer have been essential to my success in my role as Director of Customer Support.\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"In this blog, I aim to document our journey to this point, and also make a case for why being open to folks from non-technical backgrounds can be critical to your startup\u2019s success.\"\n })\n })\n })]\n })\n }),\n U2kj_fobh: \"Brittany Nickell\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/yqVL9uwjuhIKqZ62mXWpH6l3ba8.jpeg\").href\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/t1df4g3p24yyn5U66Jv2rLvm4.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/t1df4g3p24yyn5U66Jv2rLvm4.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/t1df4g3p24yyn5U66Jv2rLvm4.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Why I joined Dover - making the switch from a big corporation to tech\",\n id: \"CCvXEBKnJ\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"Leaving CPG to look for a role in tech\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Right after graduating college, I got an incredible opportunity to join Coca-Cola in a sales capacity. Over the next eight years, I worked in various positions on the sales, business, and market development teams. Unfortunately, when the pandemic began, the food service branch of CPG was hit super hard. Although we were doing amazingly well in the grocery/convenience store space, \\xa0I knew I didn\u2019t want to work in grocery to advance my career \u2014 I liked working with small businesses and grocery didn\u2019t afford me that opportunity.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"As my professional trajectory became more uncertain, I started to re-evaluate where I wanted to go in my career and what industries actually interested me. After consulting a few friends and doing my own research, I was constantly hearing about how tech was booming, even despite the pandemic. There were three other qualities about a potential move to tech that appealed to me too:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Impact:\"\n }), \" \\xa0In large corporations, there\u2019s usually tons of bureaucracy around big decisions. I wanted to be in the room where decisions were being made, and I knew startups would afford me that opportunity. \\xa0I also knew tech drove growth in businesses, which is something I\u2019m passionate about.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Ownership\"\n }), \": At startups, you have so much more power to influence product decisions and company culture. I wanted to feel like I was making a difference at work, not just checking off boxes on my to-do list.\"]\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Diversity\"\n }), \": In the sales space, it is generally difficult to find diversity, especially in leadership positions. I wanted to join a company that valued gender and racial diversity across all departments, especially sales.\"]\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The more research I did, the more that joining a startup started to look like the right next step. That led to my ultimate decision to narrow down my list and start figuring out which company might be the right fit.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"The right startup - how I researched companies\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Despite my experience at Coca-Cola, I was having a harder time getting responses from startups because I didn\u2019t have a tech background. I realized that sending in my resume wasn\u2019t going to cut it \u2014 I was going to have to meet people, specifically women, in tech.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"I found the site \", /*#__PURE__*/_jsx(Link, {\n href: \"http://elpha.com/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"Elpha\"\n })\n }), \", a great resource for women in tech, and it helped me find community quickly. On their forums, I learned which skills to highlight in my cover letter, and how to articulate the impact I wanted to make at a smaller company. I treated each chat, interaction, and informational interview as an opportunity to collect more data points on the companies and crystalize what type of startup I wanted to work for.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"My first interviews \u2014 asking the tough questions\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"When I got my first few interviews from bigger tech companies, I was thrilled and knew I had to put my best foot forward. At the same time, I really wanted to find a place that would value me and my contributions to the team and mission. I also knew that joining a startup came with risks, and I wanted to ask tough questions to help me make the best decision possible.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"In addition to questions about work/life balance, expectations, and company culture, at each company I interviewed, I made sure to ask:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What do you think your biggest problem is internally?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What do you view as your biggest hurdle in the next five years?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"If your company were to fail, what would be the reason?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Has anyone already left the company? If so, why?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What\u2019s the current runway and what are future funding plans?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What\u2019s the exit strategy/timeline look like?\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"What\u2019s current growth like?\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"I valued honesty. If interviewers ignored these questions or gave me surface-level answers, I knew it meant that they hadn\u2019t thought through potential roadblocks or culture issues extensively enough.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Finding Dover\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"One of my favorite features of Elpha are their CEO and founder Q&A\u2019s. Anvisha, one of Dover's cofounders, \", /*#__PURE__*/_jsx(Link, {\n href: \"https://elpha.com/posts/32e6589k/office-hours-i-m-the-co-founder-and-cto-of-dover-a-tiger-global-founders-fund-and-yc-backed-recruiting-orchestration-company\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"conducted an AMA\"\n })\n }), \" and I really aligned with her vision for the company. As a hiring manager at Coca-Cola, I knew firsthand how difficult it can be to find great talent and how inefficient and outdated recruiting software is. Dover is solving an urgent and relatable problem: most people have had a bad interview experience on either side of the table. I found the way they were solving these pain points through automation and channel management to be unique and interesting.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"When I received my weekly Elpha newsletter with new job opportunities, I was thrilled to see an opening a Dover for a role as an Account Executive. I was even more thrilled when, before I got a chance to apply, the hiring manager sent me an email and asked if I\u2019d be open to speaking about the role; it was almost too well-timed. More importantly, it worked. I was impressed by how personalized their outreach was \u2014 talk about proof of concept!\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Interviewing at Dover\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Throughout the interview process, Dover checked all of my boxes. Here are some qualities I think are important to highlight that brought me over the line:\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Exceptional team\"\n }), \": Passion is a hard thing to fake and I felt that everyone I interviewed with was incredibly excited and genuine about their belief in Dover\u2019s future. Harry, our Growth Lead, who I knew had worked at multiple other startups in the past, talked about how incredibly smart and capable the team was, and how truly remarkable it was to him how quickly Dover was growing and transforming. He also mentioned that he had never worked at a startup like Dover before.\"]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"strong\", {\n children: \"Thoughtful recruiting process\"\n }), \": At other startups without a recruiting team or strategy in place, I experience disorganized, and at times, unprofessional behavior. On two separate occasions, an interviewer simply didn't show up. Throughout Dover\u2019s entire interview process, and thanks in part to the product, I received thoughtful and timely follow-ups and felt that everyone really wanted to get to know me.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"When I got my offer from Dover, I knew I\u2019d accept, but was even more on board when the team members I spoke to in my final interviews reached out to me personally to congratulate me. It was such a nice touch that really solidified the type of company and team I wanted to work with.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,i0W4tXIJJMjGKgdrCtAuXiFpE.png?originalFilename=63896c332ea4842eb38091fd_Screen-Shot-2022-02-17-at-5.01.59-PM-1.png\",\n src: new URL(\"https://framerusercontent.com/images/i0W4tXIJJMjGKgdrCtAuXiFpE.png\").href\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"My first 4 months at Dover\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Today, I\u2019m four months into my role and really loving it. I can honestly say I don\u2019t think I\u2019ve ever worked with more capable or talented people.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"In December, I got to meet everyone face-to-face at our company offsite in Austin and it was awesome to learn that we weren\u2019t only liked-minded in a professional setting, but these are people I could develop quick friendships with outside of work.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,FfoBhjODCJfW5WX6w6INBlkA.jpeg?originalFilename=63896c338b179e031e8833b9_IMG_5015-1-3.jpeg\",\n src: new URL(\"https://framerusercontent.com/images/FfoBhjODCJfW5WX6w6INBlkA.jpeg\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Similarly, our sales team is the most collaborative I\u2019ve ever worked with. Sales can easily become cutthroat if folks are more worried about being a top performer than working together towards a common goal, and with that in mind, joining a team that was empathetic and helpful was very important to me. At Dover, I\u2019ve been supported and empowered during the entire process. Harry and Bryant, my teammates, let me sit in on calls, offer generous constructive feedback and make space for new ideas or ways to improve our pitch.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"This year, I\u2019m excited about hiring more women and diverse candidates to our team and getting Dover into the hands of more hiring managers and startup founders so they can find the perfect fit.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"em\", {\n children: \"If you\u2019re curious about Dover, please pay \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"http://www.dover.io/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"our website\"\n })\n })\n }), /*#__PURE__*/_jsx(\"em\", {\n children: \" a visit.\"\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"em\", {\n children: \"If you want to contact me, feel free to message me through \"\n }), /*#__PURE__*/_jsx(Link, {\n href: \"https://www.linkedin.com/in/megan-sullivan-2840a671/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"LinkedIn!\"\n })\n })\n })]\n })]\n }),\n KHs3FpFfM: \"why-i-joined-dover-making-the-switch-from-a-big-corporation-to-tech\",\n lLFjTwedK: 'Right after graduating college, I got an incredible opportunity to join Coca-Cola in a sales capacity. Over the next eight years, I worked in various positions on the sales, business, and market development teams. Unfortunately, when the pandemic began, the food service branch of CPG was hit super hard. Although we were doing amazingly well in the grocery/convenience store space, I knew I didn\u2019t want to work in grocery to advance my career \u2014 I liked working with small businesses and grocery didn\u2019t afford me that opportunity.
As my professional trajectory became more uncertain, I started to re-evaluate where I wanted to go in my career and what industries actually interested me. After consulting a few friends and doing my own research, I was constantly hearing about how tech was booming, even despite the pandemic. There were three other qualities about a potential move to tech that appealed to me too:
The more research I did, the more that joining a startup started to look like the right next step. That led to my ultimate decision to narrow down my list and start figuring out which company might be the right fit.
Despite my experience at Coca-Cola, I was having a harder time getting responses from startups because I didn\u2019t have a tech background. I realized that sending in my resume wasn\u2019t going to cut it \u2014 I was going to have to meet people, specifically women, in tech.
I found the site Elpha, a great resource for women in tech, and it helped me find community quickly. On their forums, I learned which skills to highlight in my cover letter, and how to articulate the impact I wanted to make at a smaller company. I treated each chat, interaction, and informational interview as an opportunity to collect more data points on the companies and crystalize what type of startup I wanted to work for.
When I got my first few interviews from bigger tech companies, I was thrilled and knew I had to put my best foot forward. At the same time, I really wanted to find a place that would value me and my contributions to the team and mission. I also knew that joining a startup came with risks, and I wanted to ask tough questions to help me make the best decision possible.
In addition to questions about work/life balance, expectations, and company culture, at each company I interviewed, I made sure to ask:
I valued honesty. If interviewers ignored these questions or gave me surface-level answers, I knew it meant that they hadn\u2019t thought through potential roadblocks or culture issues extensively enough.
One of my favorite features of Elpha are their CEO and founder Q&A\u2019s. Anvisha, one of Dover\\'s cofounders, conducted an AMA and I really aligned with her vision for the company. As a hiring manager at Coca-Cola, I knew firsthand how difficult it can be to find great talent and how inefficient and outdated recruiting software is. Dover is solving an urgent and relatable problem: most people have had a bad interview experience on either side of the table. I found the way they were solving these pain points through automation and channel management to be unique and interesting.
When I received my weekly Elpha newsletter with new job opportunities, I was thrilled to see an opening a Dover for a role as an Account Executive. I was even more thrilled when, before I got a chance to apply, the hiring manager sent me an email and asked if I\u2019d be open to speaking about the role; it was almost too well-timed. More importantly, it worked. I was impressed by how personalized their outreach was \u2014 talk about proof of concept!
Throughout the interview process, Dover checked all of my boxes. Here are some qualities I think are important to highlight that brought me over the line:
Exceptional team: Passion is a hard thing to fake and I felt that everyone I interviewed with was incredibly excited and genuine about their belief in Dover\u2019s future. Harry, our Growth Lead, who I knew had worked at multiple other startups in the past, talked about how incredibly smart and capable the team was, and how truly remarkable it was to him how quickly Dover was growing and transforming. He also mentioned that he had never worked at a startup like Dover before.
Thoughtful recruiting process: At other startups without a recruiting team or strategy in place, I experience disorganized, and at times, unprofessional behavior. On two separate occasions, an interviewer simply didn\\'t show up. Throughout Dover\u2019s entire interview process, and thanks in part to the product, I received thoughtful and timely follow-ups and felt that everyone really wanted to get to know me.
When I got my offer from Dover, I knew I\u2019d accept, but was even more on board when the team members I spoke to in my final interviews reached out to me personally to congratulate me. It was such a nice touch that really solidified the type of company and team I wanted to work with.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63896c332ea4842eb38091fd_Screen-Shot-2022-02-17-at-5.01.59-PM-1.png\")
Today, I\u2019m four months into my role and really loving it. I can honestly say I don\u2019t think I\u2019ve ever worked with more capable or talented people.
In December, I got to meet everyone face-to-face at our company offsite in Austin and it was awesome to learn that we weren\u2019t only liked-minded in a professional setting, but these are people I could develop quick friendships with outside of work.
![\"\"](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/63896c338b179e031e8833b9_IMG_5015-1-3.jpeg\")
Similarly, our sales team is the most collaborative I\u2019ve ever worked with. Sales can easily become cutthroat if folks are more worried about being a top performer than working together towards a common goal, and with that in mind, joining a team that was empathetic and helpful was very important to me. At Dover, I\u2019ve been supported and empowered during the entire process. Harry and Bryant, my teammates, let me sit in on calls, offer generous constructive feedback and make space for new ideas or ways to improve our pitch.
This year, I\u2019m excited about hiring more women and diverse candidates to our team and getting Dover into the hands of more hiring managers and startup founders so they can find the perfect fit.
If you\u2019re curious about Dover, please pay our website a visit.
If you want to contact me, feel free to message me through LinkedIn!
',\n nZgZQZjb3: /*#__PURE__*/_jsx(React.Fragment, {\n children: /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"4 months ago, I left my role in sales and market development at Coca-Cola to join Dover, a recruiting tech startup\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"As someone who had never worked in the tech space, I had to do my own research to understand what to look for in my next role and how to approach applying to jobs in tech.\"\n })\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"In this blog, I aim to document my job search process to shed some light on why I decided to join Dover, how I evaluated companies and the benefits of working in tech.\"\n })\n })\n })]\n })\n }),\n U2kj_fobh: \"Megan Sullivan\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/fDYEb8BrWoB2ET0KsMzU7afaqw0.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/fDYEb8BrWoB2ET0KsMzU7afaqw0.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/fDYEb8BrWoB2ET0KsMzU7afaqw0.png?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/fDYEb8BrWoB2ET0KsMzU7afaqw0.png?scale-down-to=2048\").href} 2048w, ${new URL(\"https://framerusercontent.com/images/fDYEb8BrWoB2ET0KsMzU7afaqw0.png\").href} 4016w`\n },\n eXep1b2gA: \"A market downturn and tech layoffs mean that your outbound sourcing efforts are more high-yield than they've ever been before.\",\n gq_5rwcNN: \"Why sourcing is the best way to hire during a recession\",\n id: \"jYdyjxqci\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"More active candidates = more opportunities to land a hire\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Dover\u2019s internal data shows that candidates are more engaged than ever before: The average interest rate for top roles hiring in tech \u2014 think product, engineering, and bizops \u2014 has doubled since the economy started to dip in June 2022. (Note: Dover measures interest rate as the % candidates who respond with interest to an initial email)\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,USA1xTXEOvTyhg9nSMcrcy8EuUk.png?originalFilename=642474983e550e0f69138c0d_Screenshot%25202023-03-15%2520at%25201.41.27%2520PM.png\",\n src: new URL(\"https://framerusercontent.com/images/USA1xTXEOvTyhg9nSMcrcy8EuUk.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Our data also shows a 13% increase in inbound applications and response rates over the last 90 days, indicating that there are more candidates actively applying and considering their options instead of responding to passive outreach.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Why are interest rates up?\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Layoffs have compounded financial uncertainty with job uncertainty for employees, and keeping options warm can help soften the landing if fears of future restructuring are a concern.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Additionally, many tech folks who got laid off from the tech giants earlier this year (Amazon, Meta, Twitter) \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.spiceworks.com/tech/it-careers-skills/articles/tech-layoffs-could-2023-signal-turnaround/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"are looking to transition\"\n })\n }), \" into smaller companies where they feel like less of a number and more of an asset.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"Hiring is particularly easy for these five roles\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"There are five role types that are seeing the largest increases in interest rate \u2014 if your team is looking to hire across these personas, the next few months will be high-yield in generating top-of-funnel.\"\n }), /*#__PURE__*/_jsx(\"img\", {\n alt: \"\",\n className: \"framer-image\",\n \"data-framer-asset\": \"data:framer/asset-reference,u5695g8LAgVE44254y6sRRE3g.png?originalFilename=642474a13e550e9560138c5e_Percent%2520%283%29%2520%281%29.png\",\n src: new URL(\"https://framerusercontent.com/images/u5695g8LAgVE44254y6sRRE3g.png\").href\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"\u200D\"\n })]\n }),\n KHs3FpFfM: \"why-sourcing-is-the-best-way-to-hire-during-a-recession\",\n lLFjTwedK: 'Dover\u2019s internal data shows that candidates are more engaged than ever before: The average interest rate for top roles hiring in tech \u2014 think product, engineering, and bizops \u2014 has doubled since the economy started to dip in June 2022. (Note: Dover measures interest rate as the % candidates who respond with interest to an initial email)
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/642474983e550e0f69138c0d_Screenshot%202023-03-15%20at%201.41.27%20PM.png\")
Our data also shows a 13% increase in inbound applications and response rates over the last 90 days, indicating that there are more candidates actively applying and considering their options instead of responding to passive outreach.
Layoffs have compounded financial uncertainty with job uncertainty for employees, and keeping options warm can help soften the landing if fears of future restructuring are a concern.
Additionally, many tech folks who got laid off from the tech giants earlier this year (Amazon, Meta, Twitter) are looking to transition into smaller companies where they feel like less of a number and more of an asset.
There are five role types that are seeing the largest increases in interest rate \u2014 if your team is looking to hire across these personas, the next few months will be high-yield in generating top-of-funnel.
![](\"https://uploads-ssl.webflow.com/604b1712d164066f2f150256/642474a13e550e9560138c5e_Percent%20(3)%20(1).png\")
\u200D
',\n nZgZQZjb3: /*#__PURE__*/_jsx(React.Fragment, {\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Hiring is notoriously difficult for early-stage startups and made even more difficult amidst the looming recession. However, as a result of an increase in layoffs, there\u2019s more top talent in the market than ever before \u2014 and consequently, talent is more interested in keeping options warm amidst tenuous job security.\"\n })\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png?scale-down-to=512\").href} 354w, ${new URL(\"https://framerusercontent.com/images/Bz0rzlYsSjIukkzQB9S60ZI7Tk.png\").href} 632w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/eyMByFxKlS8zExEn1ge0cFY0Y3c.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/eyMByFxKlS8zExEn1ge0cFY0Y3c.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/eyMByFxKlS8zExEn1ge0cFY0Y3c.png\").href} 1005w`\n },\n eXep1b2gA: \"\",\n gq_5rwcNN: \"Your first sales hire\",\n id: \"SQvQ8YSXY\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"h2\", {\n children: \"Types of sales roles and typical career ladders\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The journey from Junior Marketer to Director to VP is typically the same across all departments:\"\n }), /*#__PURE__*/_jsxs(\"ol\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Sales Development Rep (BDR)\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Account Executive\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Senior Account Executive\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Director of Sales\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"VP of Sales\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"At startups, the early marketing team will probably wear a wide variety of hats. Additionally, you\u2019ll be hiring more senior folks who will build out your junior team once you have a foundation in place. As your company grows, your senior folks will take on fewer projects and focus primarily on people management.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Here, we\u2019ll describe the functions of each department in more detail:\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Sales/Business Development Representatives\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"SDRs (also commonly called business development reps, or BDRs) are responsible for researching, prospecting, and qualifying leads.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"If you\u2019re an early-stage company, you probably won\u2019t hire SDRs until you\u2019re scaling your sales arm. They\u2019re typically managed by an account executive, and their day-to-day involves:\"]\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"identifying and reaching out to potential good fits,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"answering requests for more information,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"following up with prospects who downloaded content,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"prospecting on LinkedIn and other social networks, and more.\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Once an SDR has determined the lead is qualified, they pass the opportunity to a sales rep, who is responsible for presenting or demoing the product, resolving the buyer\u2019s objections, and creating a proposal.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Account Executives\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Most SDRs move into an AE position after about 6 to 18 months. As an AE, they\u2019ve got a lot more autonomy and responsibility including:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"running demos or giving presentations,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"identifying, surfacing, and addressing potential buying obstacles,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"crafting personalized pitches for different buyer personas,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"getting the commitment to purchase,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"and negotiating contract terms\"\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"AEs are typically held to quotas \u2014 more on that later.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Senior Account Executives or Sales Managers\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If you\u2019re building a sales arm at a startup, your Account Executives will naturally move into senior or managerial positions as you hire more folks. Senior AEs lead teams of SDRs, and AEs. They\u2019ll also:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"set individual quotas and team goals,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"analyze revenue data and make sure targets are met,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"coordinate sales trainings and call reviews,\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"and manage sales territories (whether by location, industry or company size).\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Director of Sales\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"A director of sales works with sales managers to determine sales objectives, forecast and develop sales quotas, maintain sales volume, and remain a crucial part of the hiring process.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"They\u2019ll maintain a more strategic role than that of a sales manager, and will likely report to the VP of Sales when you\u2019re ready to hire one.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"They\u2019ll be held responsible for the performance of the department, and their bonus will be awarded when the sales organization meets or exceeds goals.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"VP of Sales\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"A VP of Sales acts as part team leader, part thought partner. They are typically some of the most highly compensated folks in an organization since they are in charge of driving revenue targets.\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {}), \"Many startups bring in a VP of Sales too early. A true VP of Sales is NOT someone you hire to get sales going at your startup. They\u2019re someone you hire to accelerate pre-existing sales into the upper tier of success. They should help bring structure and efficient processes to the table whereas the day-to-day sales grind is better left to your AEs and SDRs. They shouldn\u2019t have to dive in and do IC work, or your sales will actually stall instead of getting better.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Core responsibilities include:\"\n }), /*#__PURE__*/_jsxs(\"ul\", {\n children: [/*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Working with Marketing to understand the best GTM (go to market) strategy\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Understanding the post-sales buyer journey to understand which types of buyers are at the highest risk for churn\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Understanding why revenue targets are missed and devising a plan to address them\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Creating a repeatable, measurable, scalable process to engage the buyer where they are versus where you want to force them to be\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Recruiting and hiring the best salespeople\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsx(\"p\", {\n children: \"Helping the team scout, engage, and close better deals\"\n })\n }), /*#__PURE__*/_jsx(\"li\", {\n \"data-preset-tag\": \"p\",\n children: /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Reinforcing, and strengthening your culture\", /*#__PURE__*/_jsx(\"br\", {}), /*#__PURE__*/_jsx(\"br\", {\n className: \"trailing-break\"\n })]\n })\n })]\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [/*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Pro tip: On \"\n })\n }), /*#__PURE__*/_jsx(Link, {\n href: \"http://progression.fyi/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"progression.fyi\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \", or \"\n })\n }), /*#__PURE__*/_jsx(Link, {\n href: \"http://levels.fyi/\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"levels.fyi\"\n })\n })\n })\n }), /*#__PURE__*/_jsx(\"em\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \", you can compare your career ladder to those at similar or larger companies than yours to gather insights and inspiration.\"\n })\n })]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: \"4 signs you\u2019re ready to make your first sales hire\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"The first salesperson you hire plays a pivotal role in setting the course of the sales team as you scale. They\u2019ll be in charge of hiring, creating workflows, and pitching your company without the support of a larger team. Here are five signs you're ready to make the leap:\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"1: You aren\u2019t able to meet your revenue number -- but the pipeline or opportunities are plentiful.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Most entrepreneurs start out as the first and only salespeople for their companies, but eventually, your pipeline will outpace your bandwidth. If you\u2019re an entrepreneur who\u2019s spending more than two hours a day on interacting with prospects -- or generating new business -- it\u2019s probably time to hire a salesperson who can take over for you.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"2. You know where your target customers hang out.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"This ties in a bit with question one, as your channel might also be the best path for distribution because it\u2019s where your target customers typically network or go to learn more about their job (like LinkedIn, for example). However, the answer might not be so cut and dry, or a channel might work for some time and then suddenly stop driving results. Part of your first sales hire\u2019s job will be to experiment and research new channels for growth.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"One way to decide which department they should live in is to consider how your target customers are currently finding competitive products or services. For example, if you know from competitive research that clients are finding out about data migration solutions through recommendations from friends, you may want to hire a brand marketer who can work on driving top-of-funnel awareness. If they\u2019re finding out about them through Instagram ads, you\u2019ll want to hire a growth marketer to build campaigns.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"3. You have lots of competitors in your category.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Additionally, ask yourself this: are your competitors dominant players with strong brands? Do they have endless marketing budgets? Are CACs in this space huge because everyone is outbidding each other?\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"If so, you might want to put money into building an exceptional brand or product/customer experience. That means solidifying your pitch and figuring out how to position yourselves against your competitors.\"\n }), /*#__PURE__*/_jsx(\"h3\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"4. You have product-market fit.\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Even an excellent salesperson won\u2019t be able to make an impact if you haven\u2019t proven that people are willing to pay for your product.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"This means that you\u2019ll likely have at least 5-10 customers. With a core group of adopters, you\u2019ll be able to start to identify trends in the sales cycle that will help you understand how to build a process around sales.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"If two or more of these statements resonate, you\u2019re likely ready and in a good financial position to make your first sales hire.\"\n })\n })]\n }),\n KHs3FpFfM: \"your-first-sales-hire\",\n lLFjTwedK: 'The journey from Junior Marketer to Director to VP is typically the same across all departments:
At startups, the early marketing team will probably wear a wide variety of hats. Additionally, you\u2019ll be hiring more senior folks who will build out your junior team once you have a foundation in place. As your company grows, your senior folks will take on fewer projects and focus primarily on people management.
Here, we\u2019ll describe the functions of each department in more detail:
SDRs (also commonly called business development reps, or BDRs) are responsible for researching, prospecting, and qualifying leads.
If you\u2019re an early-stage company, you probably won\u2019t hire SDRs until you\u2019re scaling your sales arm. They\u2019re typically managed by an account executive, and their day-to-day involves:
Once an SDR has determined the lead is qualified, they pass the opportunity to a sales rep, who is responsible for presenting or demoing the product, resolving the buyer\u2019s objections, and creating a proposal.
Most SDRs move into an AE position after about 6 to 18 months. As an AE, they\u2019ve got a lot more autonomy and responsibility including:
AEs are typically held to quotas \u2014 more on that later.
If you\u2019re building a sales arm at a startup, your Account Executives will naturally move into senior or managerial positions as you hire more folks. Senior AEs lead teams of SDRs, and AEs. They\u2019ll also:
A director of sales works with sales managers to determine sales objectives, forecast and develop sales quotas, maintain sales volume, and remain a crucial part of the hiring process.
They\u2019ll maintain a more strategic role than that of a sales manager, and will likely report to the VP of Sales when you\u2019re ready to hire one.
They\u2019ll be held responsible for the performance of the department, and their bonus will be awarded when the sales organization meets or exceeds goals.
A VP of Sales acts as part team leader, part thought partner. They are typically some of the most highly compensated folks in an organization since they are in charge of driving revenue targets.
Many startups bring in a VP of Sales too early. A true VP of Sales is NOT someone you hire to get sales going at your startup. They\u2019re someone you hire to accelerate pre-existing sales into the upper tier of success. They should help bring structure and efficient processes to the table whereas the day-to-day sales grind is better left to your AEs and SDRs. They shouldn\u2019t have to dive in and do IC work, or your sales will actually stall instead of getting better.
Core responsibilities include:
Pro tip: On progression.fyi, or levels.fyi, you can compare your career ladder to those at similar or larger companies than yours to gather insights and inspiration.
The first salesperson you hire plays a pivotal role in setting the course of the sales team as you scale. They\u2019ll be in charge of hiring, creating workflows, and pitching your company without the support of a larger team. Here are five signs you\\'re ready to make the leap:
Most entrepreneurs start out as the first and only salespeople for their companies, but eventually, your pipeline will outpace your bandwidth. If you\u2019re an entrepreneur who\u2019s spending more than two hours a day on interacting with prospects -- or generating new business -- it\u2019s probably time to hire a salesperson who can take over for you.
This ties in a bit with question one, as your channel might also be the best path for distribution because it\u2019s where your target customers typically network or go to learn more about their job (like LinkedIn, for example). However, the answer might not be so cut and dry, or a channel might work for some time and then suddenly stop driving results. Part of your first sales hire\u2019s job will be to experiment and research new channels for growth.
One way to decide which department they should live in is to consider how your target customers are currently finding competitive products or services. For example, if you know from competitive research that clients are finding out about data migration solutions through recommendations from friends, you may want to hire a brand marketer who can work on driving top-of-funnel awareness. If they\u2019re finding out about them through Instagram ads, you\u2019ll want to hire a growth marketer to build campaigns.
Additionally, ask yourself this: are your competitors dominant players with strong brands? Do they have endless marketing budgets? Are CACs in this space huge because everyone is outbidding each other?
If so, you might want to put money into building an exceptional brand or product/customer experience. That means solidifying your pitch and figuring out how to position yourselves against your competitors.
Even an excellent salesperson won\u2019t be able to make an impact if you haven\u2019t proven that people are willing to pay for your product.
This means that you\u2019ll likely have at least 5-10 customers. With a core group of adopters, you\u2019ll be able to start to identify trends in the sales cycle that will help you understand how to build a process around sales.
If two or more of these statements resonate, you\u2019re likely ready and in a good financial position to make your first sales hire.
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"Your sales team is the engine of your startup: they keep revenue streams coming in, have a pulse on the pain points and pivots needed to close customers, and can often see where the product needs improvement through direct feedback from prospects.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Get this hire right and you can start to build a consistent, scalable revenue stream and grow quickly. Get it wrong and you\u2019ll burn a ton of time and money. Your first hire is often even more difficult and critical, as they\u2019ll set the pace and tone for the team moving forward, and provide them with the necessary tools/training to understand your customer and their pain points.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"This guide aims to help you answer the who, what, where, when, and why about bringing a salesperson onto your team \u2014 we\u2019ve also backed it up with Dover\u2019s internal data and insights from our work with 200+ startups.\"\n })]\n }),\n U2kj_fobh: \"Magda Cychowski\",\n zq2y4o_eQ: \"\"\n}, {\n AejAxqZYm: {\n src: new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/AszDSDRcMXeBRH3caNzFKBCgc.jpeg\").href} 725w`\n },\n akHXtpNEe: {\n src: new URL(\"https://framerusercontent.com/images/bP8e5OlKV2HOPUnZ6NNHVZqZfA.png\").href,\n srcSet: `${new URL(\"https://framerusercontent.com/images/bP8e5OlKV2HOPUnZ6NNHVZqZfA.png?scale-down-to=512\").href} 512w, ${new URL(\"https://framerusercontent.com/images/bP8e5OlKV2HOPUnZ6NNHVZqZfA.png?scale-down-to=1024\").href} 1024w, ${new URL(\"https://framerusercontent.com/images/bP8e5OlKV2HOPUnZ6NNHVZqZfA.png\").href} 1148w`\n },\n eXep1b2gA: \"You did it\u200A\u2014\u200Aafter many, many phone screens and interviews, you extended an offer to \u201Cthe one\u201D and they\u2019re starting soon. \",\n gq_5rwcNN: \"Your startup's complete guide to remote onboarding\",\n id: \"aLuDiV4Ab\",\n k0Vi3jtec: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsxs(\"p\", {\n children: [\"At Dover, we believe in crafting top-notch hiring processes and in perfecting the candidate experience so that when an employee starts, they can hit the ground running. If new hires are to feel a high sense of ownership and responsibility right away, their onboarding must \", /*#__PURE__*/_jsx(\"strong\", {\n children: \"optimize for collaboration and delivering results. \"\n }), \"Onboarding is traditionally a period to see what can be done\u200A\u2014\u200Awhat we\u2019ve seen is that actually doing things builds trust and impact.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"All that being said, there are a few things you should do to make space for a new employee to dive right in.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Step 1: Do your pre-work\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"You\u2019re too late in the game if you start ramping up a new hire \", /*#__PURE__*/_jsx(\"em\", {\n children: \"on \"\n }), \"their start date. When you have a new hire\u2019s start date, make sure to hit \u201Cstart\u201D on their onboarding a couple of weeks out. This allows the new hire to order the necessary equipment and provision accounts that will allow them to spend more of their time learning right from the start.\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Make yourself and your team available to the new hire\u200A\u2014\u200Aif you\u2019re a hiring manager, provide your personal phone number in case of any questions that come up. Brief your teammates of the hire\u2019s start date and start to block off time on calendars for introductions so that the new hire can look forward to some conversations that have already been scheduled.\"\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Step 2: Plan for a quick win\"\n })\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Each onboarding will require a few weeks or months of learning, asking questions, and exploration. Tip: structure a new hire\u2019s onboarding so that they can offer the team a quick win during their first week\u200A\u2014\u200Ahave them ship something that the team hasn\u2019t been able to get to, complete a small project, or write a blog post. Sharon, one of Dover\u2019s engagement managers, \", /*#__PURE__*/_jsx(Link, {\n href: \"https://medium.com/doverhq/my-first-few-months-at-dover-what-it-was-like-to-join-a-new-company-remotely-6cf533d71d2f\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"details how she\"\n })\n }), \" took a client call and owned follow-up tasks\u200A\u2014\u200Aon Day 2:\"]\n }), /*#__PURE__*/_jsx(\"p\", {\n children: /*#__PURE__*/_jsx(\"em\", {\n children: \"\u201CRoles at Dover being as cross functional as they are has made it easy for me to really get to know my coworkers. People I know at other companies may have happy hours & team parties, but they don\u2019t always have the opportunity to build relationships through collaboration like I do.\u201D\"\n })\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Step 3: Create team and manager/employee \u201Cuser guides\u201D\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Written documentation is essential for an effective and remote-friendly onboarding, and an easy way to disseminate institutional knowledge. Create an effective knowledge base with general best practices, commonly asked questions, and up-to-date processes.\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"As a hiring manager, create a \", /*#__PURE__*/_jsx(Link, {\n href: \"https://review.firstround.com/the-indispensable-document-for-the-modern-manager\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"user guide for yourself\"\n })\n }), \"\u200A\u2014\u200Ahow do you prefer to communicate, what are your working hours, and how do you give feedback? Share in writing before your first 1:1 and encourage your new report to do the same. This reduces ramp time dramatically.\"]\n }), /*#__PURE__*/_jsx(\"h2\", {\n children: /*#__PURE__*/_jsx(\"strong\", {\n children: \"Step 4: Ask for feedback\u200A\u2014\u200Arinse and repeat!\"\n })\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"As companies grow quickly, things break, or need to be changed early and often. Treat your onboarding as a dynamic process\u200A\u2014\u200Agather feedback (an onboarding buddy comes especially handy here), ask new hires to document when things are confusing, and schedule more check-ins than you would for an in-person relationship.\"\n }), /*#__PURE__*/_jsx(\"p\", {\n children: \"Building a process that\u2019s thoughtful and intentional for your new hire has unbelievable upside\u200A\u2014\u200Afor you, for them, and for your team. With just a bit of planning and empathy, you\u2019re off to the races\u200A\u2014\u200Agood luck!\"\n })]\n }),\n KHs3FpFfM: \"your-startups-complete-guide-to-remote-onboarding\",\n lLFjTwedK: 'At Dover, we believe in crafting top-notch hiring processes and in perfecting the candidate experience so that when an employee starts, they can hit the ground running. If new hires are to feel a high sense of ownership and responsibility right away, their onboarding must optimize for collaboration and delivering results. Onboarding is traditionally a period to see what can be done\u200A\u2014\u200Awhat we\u2019ve seen is that actually doing things builds trust and impact.
All that being said, there are a few things you should do to make space for a new employee to dive right in.
You\u2019re too late in the game if you start ramping up a new hire on their start date. When you have a new hire\u2019s start date, make sure to hit \u201Cstart\u201D on their onboarding a couple of weeks out. This allows the new hire to order the necessary equipment and provision accounts that will allow them to spend more of their time learning right from the start.
Make yourself and your team available to the new hire\u200A\u2014\u200Aif you\u2019re a hiring manager, provide your personal phone number in case of any questions that come up. Brief your teammates of the hire\u2019s start date and start to block off time on calendars for introductions so that the new hire can look forward to some conversations that have already been scheduled.
Each onboarding will require a few weeks or months of learning, asking questions, and exploration. Tip: structure a new hire\u2019s onboarding so that they can offer the team a quick win during their first week\u200A\u2014\u200Ahave them ship something that the team hasn\u2019t been able to get to, complete a small project, or write a blog post. Sharon, one of Dover\u2019s engagement managers, details how she took a client call and owned follow-up tasks\u200A\u2014\u200Aon Day 2:
\u201CRoles at Dover being as cross functional as they are has made it easy for me to really get to know my coworkers. People I know at other companies may have happy hours & team parties, but they don\u2019t always have the opportunity to build relationships through collaboration like I do.\u201D
Written documentation is essential for an effective and remote-friendly onboarding, and an easy way to disseminate institutional knowledge. Create an effective knowledge base with general best practices, commonly asked questions, and up-to-date processes.
As a hiring manager, create a user guide for yourself\u200A\u2014\u200Ahow do you prefer to communicate, what are your working hours, and how do you give feedback? Share in writing before your first 1:1 and encourage your new report to do the same. This reduces ramp time dramatically.
As companies grow quickly, things break, or need to be changed early and often. Treat your onboarding as a dynamic process\u200A\u2014\u200Agather feedback (an onboarding buddy comes especially handy here), ask new hires to document when things are confusing, and schedule more check-ins than you would for an in-person relationship.
Building a process that\u2019s thoughtful and intentional for your new hire has unbelievable upside\u200A\u2014\u200Afor you, for them, and for your team. With just a bit of planning and empathy, you\u2019re off to the races\u200A\u2014\u200Agood luck!
',\n nZgZQZjb3: /*#__PURE__*/_jsxs(React.Fragment, {\n children: [/*#__PURE__*/_jsx(\"p\", {\n children: \"You did it\u200A\u2014\u200Aafter many, many phone screens and interviews, you extended an offer to \u201Cthe one\u201D and they\u2019re starting soon. Good job!\"\n }), /*#__PURE__*/_jsxs(\"p\", {\n children: [\"Now, on to your next challenge: setting up the new hire for success while working remotely. Not to worry\u200A\u2014\u200Aour team at Dover has grown from 5 folks pre-COVID to 20+ people and is \", /*#__PURE__*/_jsx(Link, {\n href: \"https://www.dover.com/team\",\n openInNewTab: false,\n smoothScroll: false,\n children: /*#__PURE__*/_jsx(\"a\", {\n children: \"going strong\"\n })\n }), \". Through some thoughtful preparation and experimentation, we\u2019ve perfected our remote onboarding playbook.\"]\n })]\n }),\n U2kj_fobh: \"Gillian O'Brien\",\n zq2y4o_eQ: \"\"\n}];\ndata.forEach(item => Object.freeze(item));\naddPropertyControls(data, {\n gq_5rwcNN: {\n defaultValue: \"\",\n title: \"Title\",\n type: ControlType.String\n },\n akHXtpNEe: {\n title: \"Main Image\",\n type: ControlType.ResponsiveImage\n },\n U2kj_fobh: {\n defaultValue: \"\",\n title: \"Blog Author Name\",\n type: ControlType.String\n },\n AejAxqZYm: {\n title: \"Blog Author\",\n type: ControlType.ResponsiveImage\n },\n KHs3FpFfM: {\n title: \"Slug\",\n type: ControlType.String\n },\n nZgZQZjb3: {\n defaultValue: \"\",\n title: \"Intro Text\",\n type: ControlType.RichText\n },\n lLFjTwedK: {\n defaultValue: \"\",\n displayTextArea: true,\n title: \"None\",\n type: ControlType.String\n },\n eXep1b2gA: {\n defaultValue: \"\",\n title: \"Post Summary\",\n type: ControlType.String\n },\n zq2y4o_eQ: {\n defaultValue: \"\",\n title: \"CTA Text\",\n type: ControlType.String\n },\n PhjRvzbI_: {\n title: \"CTA Link\",\n type: ControlType.Link\n },\n k0Vi3jtec: {\n defaultValue: \"\",\n title: \"Post Body\",\n type: ControlType.RichText\n }\n});\ndata[\"displayName\"] = \"Blog Posts\";\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\": \"KHs3FpFfM\",\n \"framerEnumToDisplayNameUtils\": \"1\"\n }\n },\n \"__FramerMetadata__\": {\n \"type\": \"variable\"\n }\n }\n};"], "mappings": "8GAQA,IAAMA,EAAO,CAAC,CACZ,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,EACA,UAAW,GACX,UAAW,sCACX,GAAI,YACJ,UAAwBC,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,4MACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yUACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gIACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0EACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4WACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gQACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wYACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0aACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0DACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sKACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0VACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kgBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kKACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4BAA0CE,EAAKC,EAAM,CAC9D,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,iCACX,UAAW,GACX,UAAW,KACX,UAAW,CACT,UAAW,WACb,EACA,UAAW,aACX,UAAW,aACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,WAC7M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,iDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,sBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iJACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0KACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wRACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2DAAyEE,EAAK,KAAM,CAC7F,SAAU,MACZ,CAAC,EAAG,kCAA6B,CACnC,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6IACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uZACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gKACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iBACZ,CAAC,EAAG,2TAA2T,CACjU,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,wNAAwN,CAC9N,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sGACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gBACZ,CAAC,EAAG,6DAA6D,CACnE,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2BACZ,CAAC,EAAG,2HAA2H,CACjI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uDACZ,CAAC,EAAG,kIAAkI,CACxI,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uNACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,2CAAyDE,EAAK,KAAM,CAC7E,SAAU,MACZ,CAAC,EAAG,4JAAgKA,EAAK,KAAM,CAC7K,SAAU,gGACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,0EACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wGACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oOACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,0DAAwEE,EAAK,KAAM,CAAC,CAAC,EAAG,0CAA8B,CACnI,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4KACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yOACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0BACX,UAAW,GACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,0EACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uJACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ySACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oLACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,cACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,sDACX,UAAW,mDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,mHACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,0BACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2JAA+JE,EAAKC,EAAM,CACnL,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,uBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,2EACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uFACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4IACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mIACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,cACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,8FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iBAA+BE,EAAKC,EAAM,CACnD,KAAM,uMACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,wFAAwF,CAC9F,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,2BACX,UAAW,GACX,UAAW,KACX,UAAW,8FACX,UAAW,cACX,UAAW,uBACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,+EACX,UAAW,2FACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,uJACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gKACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gKACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mQACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,kCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oOACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oOACZ,CAAC,EAAG,qGAAqG,CAC3G,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iNACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,mKACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gBACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oOAAkPE,EAAK,SAAU,CAC1Q,SAAU,wGACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0KACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yLAAkME,EAAK,KAAM,CACtN,SAAU,KACZ,CAAC,EAAG,+HAA0H,CAChI,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,gJAAoJE,EAAK,SAAU,CAC5K,SAAU,MACZ,CAAC,EAAG,WAAyBA,EAAK,KAAM,CACtC,SAAuBA,EAAK,SAAU,CACpC,SAAU,UACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wNACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6JACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oQACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,WACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,KACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,UACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kFACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wSACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mEAA4EE,EAAK,SAAU,CACpG,SAAU,6DACZ,CAAC,EAAG,qPAAqP,CAC3P,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iBACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,KACZ,CAAC,EAAG,mEAAmE,CACzE,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,OACZ,CAAC,EAAG,gIAAgI,CACtI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,qCAAqC,CAC3C,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,KACZ,CAAC,EAAG,4PAA4P,CAClQ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,UACZ,CAAC,EAAG,+QAA+Q,CACrR,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,aACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,8BACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,SACZ,CAAC,EAAG,yCAAyC,CAC/C,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,SACZ,CAAC,EAAG,2CAA2C,CACjD,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,QACZ,CAAC,EAAG,uGAAwF,CAC9F,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uFACZ,CAAC,EAAG,sDAAsD,CAC5D,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,cACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4TACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,sDACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,uMAA6L,CACnM,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,UACZ,CAAC,EAAG,GAAG,CACT,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,uHACrB,IAAK,IAAI,IAAI,mEAAmE,EAAE,IACpF,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,6GACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,SAAkBE,EAAK,SAAU,CAC1C,SAAU,QACZ,CAAC,EAAG,SAAkBA,EAAK,SAAU,CACnC,SAAU,SACZ,CAAC,EAAG,8BAA4CA,EAAK,SAAU,CAC7D,SAAU,iCACZ,CAAC,EAAG,gKAA8KA,EAAK,KAAM,CAC3L,SAAuBA,EAAK,SAAU,CACpC,SAAU,6HACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,4MACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,cACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0WACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,YACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,sDACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,wLAAwL,CAC9L,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,yGACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,8EACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,+gBAA2f,CACjgB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gDACZ,CAAC,EAAG,gCAAgC,CACtC,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gDACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,2CACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,6OAAiPA,EAAK,KAAM,CAC9P,SAAuBA,EAAK,SAAU,CACpC,SAAU,SACZ,CAAC,CACH,CAAC,EAAG,kDAAkD,CACxD,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,UACZ,CAAC,EAAG,iGAA+GA,EAAK,SAAU,CAChI,SAAU,gBACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,4MACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wEACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,aAAoBA,EAAM,SAAU,CAC7C,SAAU,CAAC,WAAyBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,QAAG,CACtF,CAAC,EAAG,qBAAmCA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2IAA+IA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,mDAAiEA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,sBAAoCA,EAAK,KAAM,CAAC,CAAC,EAAG,sEAAoFA,EAAK,KAAM,CAAC,CAAC,EAAG,2EAAyFA,EAAK,KAAM,CAAC,CAAC,EAAG,qCAAmDA,EAAK,KAAM,CAAC,CAAC,EAAG,uDAAqEA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,4EAA0FA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,QAAsBA,EAAK,KAAM,CAAC,CAAC,EAAG,UAAU,CAC7+B,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qBACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6DAA2EE,EAAK,SAAU,CACnG,SAAU,8HACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wYAAsZE,EAAKC,EAAM,CAC1a,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,+BAA+B,CACrC,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8FACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,+JACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0MACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,WAAyBE,EAAKC,EAAM,CAC7C,KAAM,yEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAG,kBAAgCA,EAAKC,EAAM,CAC7C,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0FACX,UAAW,gmdACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,uUACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+ZACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,mEAAmE,EAAE,KAClF,OAAQ,GAAG,IAAI,IAAI,qFAAqF,EAAE,cAAc,IAAI,IAAI,mEAAmE,EAAE,YACvM,EACA,UAAW,8IACX,UAAW,0EACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,wCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iSAAqSE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+XAAmYA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+TAA8TA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yOAAkPA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACh5C,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qPAA+OE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0MAAyMA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,kSAAiSA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,oOAAkPA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnoC,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wQAAuQE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,8KAAuLA,EAAK,KAAM,CAC/f,SAAU,SACZ,CAAC,EAAG,iCAA+CA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,6NAAsOA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qQAA8QA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yTAA6TA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACjhC,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2DACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gOAAyOE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,eAA6BA,EAAKC,EAAM,CACvU,KAAM,wBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wBACZ,CAAC,CACH,CAAC,EAAG,qKAAmLA,EAAKC,EAAM,CAChM,KAAM,yCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,EAAG,OAAqBA,EAAKC,EAAM,CAClC,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,sBACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,yCACX,UAAW,u1IACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,yKACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6EAA2FE,EAAK,KAAM,CAC/G,SAAU,2GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,QACZ,CAAC,EAAG,4VAA6U,CACnV,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qHAA8HE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC/K,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,oEAAoE,EAAE,YACzM,EACA,UAAW,GACX,UAAW,iFACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,6BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6dACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qRACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kUACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wHACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0UACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sVAA0VE,EAAK,KAAM,CAC9W,SAAU,KACZ,CAAC,EAAG,0BAA0B,CAChC,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,0MACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yVACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qHAAmIE,EAAK,KAAM,CACvJ,SAAU,WACZ,CAAC,EAAG,6HAA2IA,EAAK,SAAU,CAC5J,SAAU,wEACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6XACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,uJACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+WACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iUACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oHAA6HE,EAAKC,EAAM,CACjJ,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,iFACX,UAAW,ujJACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,0NAAwOE,EAAKC,EAAM,CAC5P,KAAM,4FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,+DACZ,CAAC,CACH,CAAC,EAAG,6MAAwM,CAC9M,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,onBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kLACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,wFAAwF,EAAE,eAAe,IAAI,IAAI,qEAAqE,EAAE,YAC5T,EACA,UAAW,GACX,UAAW,kDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,0CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uRACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2PAAoQE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+KAA+K,CAC7e,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yJACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qLACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oHACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2LACZ,CAAC,EAAG,0OAA0O,CAChP,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6WACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,iDACX,UAAW,6pEACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,+NACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oEACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,mEAAmE,EAAE,IACpF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,oBACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,gDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uNAAgOE,EAAKC,EAAM,CACpP,KAAM,4GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mCACZ,CAAC,CACH,CAAC,EAAG,qCAAqC,CAC3C,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2IAAyJE,EAAKC,EAAM,CAC7K,KAAM,0CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,wQAA8P,CACpQ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mLACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uJAAgKE,EAAK,SAAU,CACxL,SAAU,UACZ,CAAC,EAAG,SAAuBA,EAAK,SAAU,CACxC,SAAU,aACZ,CAAC,EAAG,yLAAgK,CACtK,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oLACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kKACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kNACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0DACZ,CAAC,EAAG,uXAA6W,CACnX,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0EACZ,CAAC,EAAG,iWAAuV,CAC7V,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+EACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mKACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8PACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6PACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wDACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oFACZ,CAAC,EAAG,kQAA6P,CACnQ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sEACZ,CAAC,EAAG,6UAAmU,CACzU,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+CACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,GACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,sBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,MACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,aACZ,CAAC,EAAG,yLAAoL,CAC1L,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uXACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,0FACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sPACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kGACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8NAA4OE,EAAK,KAAM,CAChQ,SAAU,QACZ,CAAC,EAAG,sBAAsB,CAC5B,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,oBACX,UAAW,43NACX,UAAW,KACX,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,wHACX,UAAW,2DACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,4BACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mKACZ,CAAC,EAAG,kHAAkH,CACxH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iVACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+BACZ,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,gJAAgJ,CACtJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sBACZ,CAAC,EAAG,sJAAsJ,CAC5J,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,8GAA8G,CACpH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,sFAAsF,CAC5F,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sBACZ,CAAC,EAAG,8HAA8H,CACpI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yBACZ,CAAC,EAAG,gJAAgJ,CACtJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gCACZ,CAAC,EAAG,0JAA0J,CAChK,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8DACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,0SAA0S,CAChT,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kCACZ,CAAC,EAAG,0VAAwWA,EAAKC,EAAM,CACrX,KAAM,8FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,yKAAuLA,EAAKC,EAAM,CACpM,KAAM,2CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAG,2BAA2B,CACjC,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wBACZ,CAAC,EAAG,4dAA0eA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACphB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,4HACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wBACZ,CAAC,EAAG,4PAA4P,CAClQ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,cACZ,CAAC,EAAG,sKAAoLA,EAAKC,EAAM,CACjM,KAAM,4GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,6CACZ,CAAC,CACH,CAAC,EAAG,mIAAmI,CACzI,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6LAA2ME,EAAK,SAAU,CACnO,SAAU,uCACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,QACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,2GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yKACZ,CAAC,EAAG,yPAAyP,CAC/P,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,4FACZ,CAAC,EAAG,igBAA4f,CAClgB,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAKC,EAAM,CACxC,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,SACZ,CAAC,CACH,CAAC,EAAG,2DAA2D,CACjE,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4cACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,SACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,4DACZ,CAAC,EAAG,oWAAoW,CAC1W,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wDACZ,CAAC,EAAG,0DAAwEA,EAAK,KAAM,CACrF,SAAU,KACZ,CAAC,EAAG,+NAA+N,CACrO,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yCACZ,CAAC,EAAG,mPAAmP,CACzP,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,YACZ,CAAC,EAAG,IAAkBA,EAAK,SAAU,CACnC,SAAU,IACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6FAA2GE,EAAK,KAAM,CAC/H,SAAU,IACZ,CAAC,EAAG,yYAAyY,CAC/Y,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAKC,EAAM,CACxC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,0DAA0D,CAChE,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wXACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,SACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iBACZ,CAAC,EAAG,2GAA2G,CACjH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qBACZ,CAAC,EAAG,6VAAwV,CAC9V,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sCACZ,CAAC,EAAG,wKAAwK,CAC9K,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,wWAAsXE,EAAK,KAAM,CAAC,CAAC,EAAG,QAAG,CACtZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAKC,EAAM,CACxC,KAAM,sBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,SACZ,CAAC,CACH,CAAC,EAAG,sDAAsD,CAC5D,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iOACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,UACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qBACZ,CAAC,EAAG,2LAA2L,CACjM,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wCACZ,CAAC,EAAG,2QAA2Q,CACjR,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,oGAAoG,CAC1G,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,cACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,udACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sLACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAKC,EAAM,CACxC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,EAAG,sBAAsB,CAC5B,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2LACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,UACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gBACZ,CAAC,EAAG,wVAAwV,CAC9V,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,4MAA4M,CAClN,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,6BACZ,CAAC,EAAG,iUAAiU,CACvU,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,cACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,maACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAKC,EAAM,CACxC,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,EAAG,kCAAkC,CACxC,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8MACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,SACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+BACZ,CAAC,EAAG,4KAA4K,CAClL,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uBACZ,CAAC,EAAG,gHAAgH,CACtH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0BACZ,CAAC,EAAG,6QAA6Q,CACnR,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAKC,EAAM,CACxC,KAAM,gCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,wDAAwD,CAC9D,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6KACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,SACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gEACZ,CAAC,EAAG,4RAA4R,CAClS,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+PACZ,CAAC,EAAG,sdAAsd,CAC5d,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,cACZ,CAAC,EAAG,mXAAmX,CACzX,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,cACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uaACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,6EACX,UAAW,+ukBACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,+RACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mEACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,sEAAsE,EAAE,YAC/T,EACA,UAAW,GACX,UAAW,6DACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,KAAM,CAClC,SAAU,CAAC,SAAkBE,EAAK,KAAM,CAAC,CAAC,EAAG,sBAAsB,CACrE,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2UACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wQACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6BACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kBACZ,CAAC,EAAG,2KAA2K,CACjL,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wCACZ,CAAC,EAAG,gNAAsM,CAC5M,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0CACZ,CAAC,EAAG,oKAAoK,CAC1K,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wBACZ,CAAC,EAAG,+XAAgX,CACtX,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0HAAmIE,EAAKC,EAAM,CACvJ,KAAM,0DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sFAAoGE,EAAKC,EAAM,CACxH,KAAM,uEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAG,2BAAyCA,EAAKC,EAAM,CACtD,KAAM,yEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mCACZ,CAAC,CACH,CAAC,EAAG,kgBAAye,CAC/e,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iXACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gHAA+GE,EAAKC,EAAM,CACnI,KAAM,iDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,8BACZ,CAAC,CACH,CAAC,EAAG,0OAAgO,CACtO,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yDACZ,CAAC,EAAG,uYAAsYA,EAAK,KAAM,CACnZ,SAAU,MACZ,CAAC,EAAG,8EAA8E,CACpF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oLACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6dACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kGACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6IACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kGACZ,CAAC,EAAG,yIAAoI,CAC1I,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uDACZ,CAAC,EAAG,4NAAuN,CAC7N,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6GACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,6DACX,UAAW,2lNACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,gPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iHACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qIACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gFACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gNAA8NE,EAAK,SAAU,CACtP,SAAU,WACZ,CAAC,EAAG,WAAW,CACjB,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,mEAAmE,EAAE,IACpF,EACA,UAAW,GACX,UAAW,6DACX,GAAI,YACJ,UAAW,KACX,UAAW,6DACX,UAAW,GACX,UAAW,KACX,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,oEAAoE,EAAE,IACrF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,qEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0RACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iIACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6CACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kMACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,kCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2SACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uHACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,0DACL,UAAW,eACX,oBAAqB,mQACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0CACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,UACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,8QAAoQ,CAC1Q,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,iQAAkP,CACxP,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,UACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,OACZ,CAAC,EAAG,6PAAwP,CAC9P,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,OACZ,CAAC,EAAG,0MAA2L,CACjM,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,WACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,OACZ,CAAC,EAAG,0PAAqP,CAC3P,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,QACZ,CAAC,EAAG,qHAAqH,CAC3H,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,SACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,KAAmBA,EAAKC,EAAM,CAChC,KAAM,wEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,sOAAiO,CACvO,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,QACZ,CAAC,EAAG,mOAAoN,CAC1N,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wFAAsGE,EAAKC,EAAM,CAC1H,KAAM,iFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,4GAA4G,CAClH,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,yDACL,UAAW,eACX,oBAAqB,mQACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6BAA2CE,EAAKC,EAAM,CAC/D,KAAM,uIACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,sCACZ,CAAC,CACH,CAAC,EAAG,mGAAiHA,EAAK,SAAU,CAClI,SAAU,uIACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kQAAgRE,EAAKC,EAAM,CACpS,KAAM,oEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,QAAsBE,EAAKC,EAAM,CAC1C,KAAM,2JACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,6FAA6F,CACnG,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8PACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,kDACL,UAAW,eACX,oBAAqB,mQACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+BACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qKAA8KE,EAAKC,EAAM,CAClM,KAAM,mDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qCACZ,CAAC,CACH,CAAC,EAAG,4EAA4E,CAClF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uLACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uBACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,2GACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,6FACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,2HACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+OAAwPE,EAAKC,EAAM,CAC5Q,KAAM,0KACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,EAAG,8EAA8E,CACpF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,QAAsBE,EAAKC,EAAM,CAC1C,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qBACZ,CAAC,CACH,CAAC,EAAG,6CAA6C,CACnD,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6CACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,8DACZ,CAAC,EAAG,uKAAuK,CAC7K,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,mQACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yFAAuGE,EAAKC,EAAM,CAC3H,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yCACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gLAA8LE,EAAKC,EAAM,CAClN,KAAM,6DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,+HAAqH,CAC3H,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oDACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8BACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,UACZ,CAAC,EAAG,qEAA8EA,EAAKC,EAAM,CAC3F,KAAM,sBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,EAAG,wGAAwG,CAC9G,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wEAAsFE,EAAKC,EAAM,CAC1G,KAAM,wEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0MAA8ME,EAAK,SAAU,CACtO,SAAU,GACZ,CAAC,EAAG,KAAmBA,EAAK,SAAU,CACpC,SAAU,GACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,qHACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,IACZ,CAAC,EAAG,oTAAwTA,EAAKC,EAAM,CACrU,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,KAAmBA,EAAKC,EAAM,CAChC,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,EAAG,KAAmBA,EAAKC,EAAM,CAChC,KAAM,2BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,EAAG,QAAsBA,EAAKC,EAAM,CACnC,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6NACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,qEACX,UAAW,2ocACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,kEAA2EE,EAAKC,EAAM,CAC/F,KAAM,4HACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mEACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+IACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,oBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,8BACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,4JAA0KE,EAAKC,EAAM,CAC9L,KAAM,2GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wCACZ,CAAC,CACH,CAAC,EAAG,4GAA4G,CAClH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wnBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8pBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yXACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yjBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,cACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,4BACX,UAAW,qgGACX,UAAW,KACX,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,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,GACX,UAAW,kEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,6JACZ,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,gBACZ,CAAC,EAAG,kCAAkC,CACxC,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sHACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,qCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0IACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,sFACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,+CACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mMACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,kIACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yCAAuDE,EAAK,SAAU,CAC/E,SAAU,wDACZ,CAAC,EAAG,+MAAgM,CACtM,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iIACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,uNACZ,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,cACZ,CAAC,EAAG,4BAA4B,CAClC,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0DACX,UAAW,msFACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,6DAA2EE,EAAKC,EAAM,CAC/F,KAAM,4CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,EAAG,KAAmBA,EAAKC,EAAM,CAChC,KAAM,2CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,EAAG,KAAmBA,EAAKC,EAAM,CAChC,KAAM,+CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,SACZ,CAAC,CACH,CAAC,EAAG,KAAmBA,EAAKC,EAAM,CAChC,KAAM,8CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,EAAG,mFAAmF,CACzF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6NACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uEAA2EE,EAAK,SAAU,CACnG,SAAU,6BACZ,CAAC,EAAG,SAAkBA,EAAK,SAAU,CACnC,SAAU,2FACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,gGACX,UAAW,gFACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,0CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,4DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+MACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2iBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uWACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4LACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uVACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,yCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oUACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gWACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8DACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,0EACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6KAA2LE,EAAK,SAAU,CACnN,SAAU,oBACZ,CAAC,EAAG,yBAAyB,CAC/B,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gsBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gKACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6YACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2UACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yTACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,sJACrB,IAAK,IAAI,IAAI,oEAAoE,EAAE,IACrF,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,0HACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kOACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oLACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0EACX,UAAW,kuNACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,KAAM,CAClC,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,iSACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,mHACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,qFACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,gBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,6DACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,oEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2GACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4BAA0CE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC3F,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wIACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,0DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,6FAA2GE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5J,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yJACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yJAAkKE,EAAK,SAAU,CAC1L,SAAU,8FACZ,CAAC,EAAG,mIAAmI,CACzI,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+HACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gJACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,0CAA0C,CACpF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,mCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,gCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,mDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,0CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,0BACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,yCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,wCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,mDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gIACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0DACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kCACZ,CAAC,EAAG,0MAAgM,CACtM,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,iWAAuV,CAC7V,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wBACZ,CAAC,EAAG,gDAA8DA,EAAK,KAAM,CAC3E,SAAU,WACZ,CAAC,EAAG,qPAAqP,CAC3P,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sBACZ,CAAC,EAAG,oQAA+P,CACrQ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kBACZ,CAAC,EAAG,wMAAwM,CAC9M,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,+iBAA0iB,CAChjB,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,kGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,0GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,+DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,0HACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,0GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,4FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,gGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,kEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACvD,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wKACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qMACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,+DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qGACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sIACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qUACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,eACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0SACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBF,EAAM,KAAM,CACjC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,WACZ,CAAC,EAAG,mOAAyN,CAC/N,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,4HACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,sEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,WACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,gKACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,UACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kSACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wIACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACvD,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,eACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,yJACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uOACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mCACZ,CAAC,EAAG,2NAAiN,CACvN,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oEACZ,CAAC,EAAG,8OAA0N,CAChO,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+CACZ,CAAC,EAAG,yXAA+W,CACrX,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,oLACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+KACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,+HACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,kDAAgEE,EAAKC,EAAM,CACpF,KAAM,kEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mCACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,4DACX,UAAW,45aACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBD,EAAM,IAAK,CAChC,SAAU,CAAC,qcAAycE,EAAK,KAAM,CAC7d,SAAU,MACZ,CAAC,EAAG,gCAAgC,CACtC,CAAC,CACH,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,KACtF,OAAQ,GAAG,IAAI,IAAI,yFAAyF,EAAE,cAAc,IAAI,IAAI,0FAA0F,EAAE,eAAe,IAAI,IAAI,uEAAuE,EAAE,YAClU,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,8CACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,YAA0BE,EAAKC,EAAM,CAC9C,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,sXAAiX,CACvX,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mCAA4CE,EAAKC,EAAM,CAChE,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,mQAA8P,CACpQ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yGACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mQACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2IACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+SACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,2CACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iIACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+VAAwWE,EAAK,KAAM,CAC5X,SAAU,OACZ,CAAC,EAAG,sYAA4X,CAClY,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yLAAkME,EAAK,KAAM,CACtN,SAAU,mFACZ,CAAC,EAAG,yMAA6MA,EAAK,KAAM,CAC1N,SAAU,QACZ,CAAC,EAAG,sRAA2QA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACrT,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,oIACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,sDACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4xBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0KACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iVACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,sDACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uTACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gDAA8DE,EAAK,KAAM,CAClF,SAAU,4DACZ,CAAC,EAAG,+rBAAgrB,CACtrB,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uKACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,+CACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8LACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iMACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iTAA2SE,EAAK,KAAM,CAC/T,SAAU,OACZ,CAAC,EAAG,wQAA0O,CAChP,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,wDACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,g4BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,mDACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0dACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sWACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,qIACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oGACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAKC,EAAM,CAChC,KAAM,gCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,+BACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iBACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,8CACX,UAAW,qmXACX,UAAW,KACX,UAAW,eACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,4EACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,iNACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iSAA0SE,EAAK,SAAU,CAClU,SAAU,sCACZ,CAAC,EAAG,4JAAkJ,CACxJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qCACZ,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,sIAAsI,CAC5I,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,kFAAgGA,EAAK,SAAU,CACjH,SAAU,qEACZ,CAAC,EAAG,GAAG,CACT,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+NAA6OE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CAClS,SAAU,4CACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iIAA+IE,EAAKC,EAAM,CACnK,KAAM,qDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,uFAAgGA,EAAKC,EAAM,CAC7G,KAAM,4FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qBACZ,CAAC,CACH,CAAC,EAAG,sJAAiJ,CACvJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gNAA8NE,EAAKC,EAAM,CAClP,KAAM,oFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,6CACZ,CAAC,CACH,CAAC,EAAG,0BAA0B,CAChC,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kkBAAskBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CAC3nB,SAAU,4BACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0CACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,SAAkBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CACvE,SAAU,uBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,yIAAkJE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnM,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,uCACZ,CAAC,CACH,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,2CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,8CAA4DE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC7G,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,oJACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gJACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CAClE,SAAU,2BACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4FACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,0CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,eACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yHACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,+GACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kDACX,UAAW,0xKACX,UAAW,KACX,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,mDACX,GAAI,YACJ,UAAW,KACX,UAAW,iDACX,UAAW,GACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,aAA2BE,EAAKC,EAAM,CAC/C,KAAM,2GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,EAAG,wfAAwf,CAC9f,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oDAAkEE,EAAKC,EAAM,CACtF,KAAM,2GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,oIAA6H,CACnI,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iIAA2HE,EAAKC,EAAM,CAC/I,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,+BAAwB,CAC9B,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4LACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gGACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,yDACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wLAAsME,EAAKC,EAAM,CAC1N,KAAM,oCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,EAAG,6RAA6R,CACnS,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,6EACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,6DACZ,CAAC,CACH,CAAC,EAAG,MAAoBA,EAAKC,EAAM,CACjC,KAAM,yIACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qCACZ,CAAC,CACH,CAAC,EAAG,IAAI,CACV,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gUACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,mHACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,0HACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,IACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,gGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,IACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,yIACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,IACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,8FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,KACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,iGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4HACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oMACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4JACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,yDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sIACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sEAAoFE,EAAK,KAAM,CACxG,SAAU,wCACZ,CAAC,EAAG,sBAAiB,CACvB,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kJAAgKE,EAAK,KAAM,CACpL,SAAU,4EACZ,CAAC,EAAG,qBAAgB,CACtB,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kGACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+MACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yHACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kKACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kGAA2GE,EAAK,KAAM,CAC/H,SAAU,8BACZ,CAAC,EAAG,yDAAyD,CAC/D,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iBACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+SACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4EACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mQACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,+WAAmXE,EAAK,KAAM,CACvY,SAAU,iBACZ,CAAC,EAAG,0LAAqL,CAC3L,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kMACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gQACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mJACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,SAAkBE,EAAK,SAAU,CAC1C,SAAU,UACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0IAAwJE,EAAK,KAAM,CAC5K,SAAU,OACZ,CAAC,EAAG,uRAAmQ,CACzQ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8FACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oPACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,uKAAgLE,EAAK,KAAM,CACpM,SAAU,KACZ,CAAC,EAAG,mGAA8F,CACpG,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,yBAAuCE,EAAKC,EAAM,CAC3D,KAAM,8BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,EAAG,uZAAkZ,CACxZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,WACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+VACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uEACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iGACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wTACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oWACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,MACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qFACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,ygBACZ,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,sKACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yNACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,2HAA+HE,EAAK,KAAM,CACnJ,SAAU,QACZ,CAAC,EAAG,oIAA+H,CACrI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kMACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iWACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,KACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yOACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4LACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iBACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,gBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2KACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qSACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,cACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gUACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mRACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,UACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gPAA+OE,EAAK,KAAM,CACnQ,SAAU,GACZ,CAAC,EAAG,0GAA0G,CAChH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iLAA0LE,EAAK,KAAM,CAC9M,SAAU,SACZ,CAAC,EAAG,+SAAqS,CAC3S,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,YACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2TACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,saACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qUAA+TE,EAAKC,EAAM,CACnV,KAAM,wDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mEACZ,CAAC,CACH,CAAC,EAAG,0DAA0D,CAChE,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,aACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wLACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mOACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yZACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,UAAmBE,EAAK,SAAU,CAC3C,SAAU,gBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oMACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8WACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ghBACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8CAA4DE,EAAK,KAAM,CAChF,SAAU,MACZ,CAAC,EAAG,sHAAsH,CAC5H,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gEAAyEE,EAAKC,EAAM,CAC7F,KAAM,oFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,OAAqBA,EAAKC,EAAM,CAClC,KAAM,2GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,EAAG,6CAA6C,CACnD,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qFACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2LACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,6CACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,6RAA2SE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5V,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2EACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yDACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,0NAAwOE,EAAKC,EAAM,CAC5P,KAAM,oCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,6BACZ,CAAC,CACH,CAAC,EAAG,0PAAwQA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClT,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,kBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,sUAAoVE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACrY,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,oBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,gLAA8LE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC/O,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,yCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,mPAAiQE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClT,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,2BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,0NAAwOE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACzR,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,iBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,kTAAgUE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACjX,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,oUAAwUE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACzX,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,gCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,6MAA2NE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5Q,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,iBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wKACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,qBACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,wBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,oCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,sBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,mCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,gBACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,sCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,8BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,kCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,kCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,sCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,sBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,kCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,iCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qOACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8LACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2UAAyVE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gEAAgE,CACnd,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gFACZ,CAAC,EAAG,QAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qRACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAuBA,EAAK,SAAU,CACpC,SAAU,yDACZ,CAAC,CACH,CAAC,EAAG,oKAA+J,CACrK,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAuBA,EAAK,SAAU,CACpC,SAAU,sDACZ,CAAC,CACH,CAAC,EAAG,srBAAwpB,CAC9pB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAuBA,EAAK,SAAU,CACpC,SAAU,kDACZ,CAAC,CACH,CAAC,EAAG,6ZAA8Y,CACpZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,SAAkBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnE,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,wFACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8RACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qBACZ,CAAC,EAAG,8BAA4CA,EAAKC,EAAM,CACzD,KAAM,mEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,8BACZ,CAAC,CACH,CAAC,EAAG,2NAA2N,CACjO,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kBACZ,CAAC,EAAG,qXAAgX,CACtX,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gBACZ,CAAC,EAAG,2UAAsU,CAC5U,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,SAAkBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnE,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,wCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qMAA8ME,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,6UAAyT,CACjkB,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,qDACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,6MAAsNA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2OAAoPA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC3lB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,gRACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gWACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,YACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wXAAuXE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACxa,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,eACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8aACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBF,EAAM,KAAM,CACjC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,WACZ,CAAC,EAAG,mOAAyN,CAC/N,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2FACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,qIAAqI,CAC3I,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,2SAAsS,CAC5S,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,uRAAiRE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClU,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,WACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2HACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wYACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,kIACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,uFAAuF,CAC7F,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,cACZ,CAAC,EAAG,4PAAqQA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC/S,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,+EACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,4HAAuH,CAC7H,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iBACZ,CAAC,EAAG,qQAA8QA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACxT,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kRACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,oBAAkCE,EAAK,SAAU,CAC1D,SAAU,sFACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,uIAAkI,CACxI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,iaAA0aA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACpd,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,QACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yWACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,gKACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,kIAAkI,CACxI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,wMAA8L,CACpM,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,+BAA6CE,EAAKC,EAAM,CACjE,KAAM,oDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qCACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,4CACX,UAAW,wwlBACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,8FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0aACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,KACtF,OAAQ,GAAG,IAAI,IAAI,yFAAyF,EAAE,cAAc,IAAI,IAAI,0FAA0F,EAAE,eAAe,IAAI,IAAI,uEAAuE,EAAE,YAClU,EACA,UAAW,GACX,UAAW,kDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,0DACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4XACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ySACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sGACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,8CACZ,CAAC,EAAG,sqBAAupB,CAC7pB,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uCACZ,CAAC,EAAG,kFAAkF,CACxF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mJACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0PACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+jBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,iQACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,s2BACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,mUACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,oFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,gDACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sUACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gGACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iLACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mFACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4NACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,6BACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gIACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oDACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oEACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mDACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wBACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sDACZ,CAAC,EAAG,IAAkBA,EAAK,KAAM,CAC/B,SAAU,gOACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iDACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uHACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kCACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uFACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qVACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oPACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,wGACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,gHACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,mCACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,wEACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,8RACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wTACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0FACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qGACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0OACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iCACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,MACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,4DACZ,CAAC,EAAG,+IAA+I,CACrJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,yEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sEACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iFACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qFACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+HACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mSACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gXACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8UACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sKACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wZACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qaACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ySACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0HACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,iDACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,aACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,WACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,6DACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,2CACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,eACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kDACX,UAAW,i5bACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBD,EAAM,KAAM,CACjC,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,iIACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,gKACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,6MACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,8FACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EACD,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,8GACX,UAAW,yDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,mCAAiDE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClG,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oDACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mWAAkWE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnZ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,oCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wlBAA4lBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC7oB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,KAAmBE,EAAK,SAAU,CAC3C,SAAU,uCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0HAAmIE,EAAK,SAAU,CAC3J,SAAU,mHACZ,CAAC,EAAG,0PAAwQA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClT,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,KAAmBE,EAAK,SAAU,CAC3C,SAAU,4EACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iMAA0ME,EAAKC,EAAM,CAC9N,KAAM,qEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAG,yBAAyB,CAC/B,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wUACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oOACZ,CAAC,EAAG,6FAA6F,CACnG,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qHACZ,CAAC,EAAG,4UAAkU,CACxU,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,+IACrB,IAAK,IAAI,IAAI,oEAAoE,EAAE,IACrF,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iJACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,MAAoBA,EAAK,SAAU,CACzE,SAAU,iIACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+KACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,yFAAuGE,EAAKC,EAAM,CAC3H,KAAM,yDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,uCACX,UAAW,8gKACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uHACZ,CAAC,EAAG,0aAAqa,CAC3a,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,8KACZ,CAAC,EAAG,0QAA0Q,CAChR,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qHACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gHACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0KACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,4GACX,UAAW,8DACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,qCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4bACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,IAAkBA,EAAK,SAAU,CACnC,SAAU,wDACZ,CAAC,EAAG,4GAA0HA,EAAK,SAAU,CAC3I,SAAU,oBACZ,CAAC,EAAG,wBAAsCA,EAAK,SAAU,CACvD,SAAU,2FACZ,CAAC,EAAG,iBAAiB,CACvB,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qYACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gCACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kJACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,+BACZ,CAAC,EAAG,mKAAmK,CACzK,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,4CACZ,CAAC,EAAG,6CAA6C,CACnD,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,gCACZ,CAAC,EAAG,sPAA4O,CAClP,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,sDACZ,CAAC,EAAG,wGAAwG,CAC9G,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iIACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4LACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ycACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yLACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2DACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0EACZ,CAAC,EAAG,yMAAyM,CAC/M,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,SAAuBE,EAAK,SAAU,CAC/C,SAAU,kEACZ,CAAC,EAAG,+BAA+B,CACrC,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sFACZ,CAAC,EAAG,4EAA4E,CAClF,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,kCACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0DACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,qGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAG,4VAA4V,CAClW,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kNACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uVACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+TAA6UE,EAAK,KAAM,CACjW,SAAU,UACZ,CAAC,EAAG,iHAAmH,CACzH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qLACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,kIACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mEACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uPAAgQE,EAAKC,EAAM,CACpR,KAAM,yDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,sIAAsI,CAC5I,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6EAA2FE,EAAKC,EAAM,CAC/G,KAAM,wEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAG,sJAA4I,CAClJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yQACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gIACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,qCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,EAAG,4FAA4F,CAClG,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,MACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,mCACX,UAAW,61RACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBD,EAAM,IAAK,CAChC,SAAU,CAAC,2IAAyJE,EAAKC,EAAM,CAC7K,KAAM,gHACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,6BACZ,CAAC,CACH,CAAC,EAAG,oJAAoJ,CAC1J,CAAC,CACH,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,uFAAuF,EAAE,KACtG,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,oEAAoE,EAAE,YACzhB,EACA,UAAW,GACX,UAAW,2EACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,KAAM,CAClC,SAAU,CAAC,+BAA6CE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9F,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oXAAoWE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,sPAAiP,CAC/oB,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,8CAA4DE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC7G,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,uCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mRACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,4bACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,+IACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yGACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uRACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,kGACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0VACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uHACZ,CAAC,EAAG,sFAAiF,CACvF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qPAAmQE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACpT,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,yFAAkGE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnJ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,KAAmBE,EAAK,SAAU,CAC3C,SAAU,oCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sOAAgOE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2FAAyGA,EAAK,SAAU,CAC9Y,SAAU,kCACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qQAA4O,CAC5S,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,+CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,mFAAiGE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClJ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,0BACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0SAAwTE,EAAKC,EAAM,CAC5U,KAAM,mKACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gEACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oSACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sPAAoQE,EAAK,SAAU,CAC5R,SAAU,2EACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,+BACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qQACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,oCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mNAAuNE,EAAKC,EAAM,CAC3O,KAAM,iEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,qEAAqE,CAC3E,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sPACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,yCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qOACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,uFAAuF,CAC7F,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gDACZ,CAAC,EAAG,qNAAsN,CAC5N,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yBACZ,CAAC,EAAG,4QAAuQ,CAC7Q,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wEACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+KAAqK,CACxM,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iCAA+CE,EAAKC,EAAM,CACnE,KAAM,qEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,8BACZ,CAAC,CACH,CAAC,EAAG,gGAA8GA,EAAK,KAAM,CAC3H,SAAU,SACZ,CAAC,EAAG,iJAAiJ,CACvJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0BACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uGAAgHE,EAAKC,EAAM,CACpI,KAAM,8BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAG,4GAAuG,CAC7G,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+BAA6CE,EAAKC,EAAM,CACjE,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,wDAAwD,CAC9D,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,uCACX,UAAW,mjTACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBD,EAAM,IAAK,CAChC,SAAU,CAAC,kTAA6RE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,4WAAgXA,EAAKC,EAAM,CAC9sB,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CACH,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,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,GACX,UAAW,kEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,sVACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4UACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,uCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sNACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wCACZ,CAAC,EAAG,4dAA0eA,EAAK,SAAU,CAC3f,SAAU,2HACZ,CAAC,EAAG,uIAAuI,CAC7I,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,+DACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4XAA0YE,EAAK,SAAU,CACla,SAAU,0GACZ,CAAC,EAAG,8HAA8H,CACpI,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oRAAkSE,EAAKC,EAAM,CACtT,KAAM,iCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mBACZ,CAAC,CACH,CAAC,EAAG,wbAAyb,CAC/b,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qJACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mEACZ,CAAC,EAAG,iLAAiL,CACvL,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,gBACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oDACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,IACZ,CAAC,EAAG,2WAAsW,CAC5W,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,MAAoBE,EAAK,SAAU,CAC5C,SAAU,qGACZ,CAAC,EAAG,kIAAkI,CACxI,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wEACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,2FAA2F,CACjG,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,iEACX,UAAW,6sJACX,UAAW,KACX,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,oDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,mCAA4CE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,mgBAAwfA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2TAAoUA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,kTAA6S,CACzyC,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sSAA+SE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0HAAwIA,EAAKC,EAAM,CACxf,KAAM,wCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iCACZ,CAAC,CACH,CAAC,EAAG,kLAA2LA,EAAKC,EAAM,CACxM,KAAM,4EACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,iTAAgTA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,iJAA+JA,EAAKC,EAAM,CACzgB,KAAM,gEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAG,+DAA6EA,EAAK,KAAM,CAC1F,SAAU,QACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,gEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,SACZ,CAAC,CACH,CAAC,EAAG,sMAA4L,CAClM,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gIAAyIE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,iEAAqEA,EAAKC,EAAM,CAC/Q,KAAM,kFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,sRAA0RA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,8PAA4QA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+hBAA6gB,CACnpC,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2EACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qJAAmKE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gaAAoaA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,6RAAiSA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yNAAuOA,EAAK,SAAU,CAC9uC,SAAU,MACZ,CAAC,EAAG,yTAA+S,CACrT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uEACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iVAAqVE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gBAA8BA,EAAKC,EAAM,CACpb,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,uBACZ,CAAC,CACH,CAAC,EAAG,uHAAqIA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,oCAAkDA,EAAKC,EAAM,CACjP,KAAM,2BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,0LAAwMA,EAAKC,EAAM,CACrN,KAAM,yCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,OAAqBA,EAAKC,EAAM,CAClC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,mDACX,UAAW,44NACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBC,EAAK,IAAK,CAC/B,SAAU,iQACZ,CAAC,CACH,CAAC,EACD,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,8CACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,KAAM,CAClC,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,kFACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,qJACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,eAA6BE,EAAKC,EAAM,CACjD,KAAM,gFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,+MAA+M,CACrN,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,sMACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oGACZ,CAAC,CACH,CAAC,EAAG,6CAA6C,CACnD,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kOACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oEACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,seACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qXACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4nBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wgBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4fACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8QAA4RE,EAAKC,EAAM,CAChT,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,6CACX,UAAW,+9JACX,UAAW,KACX,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,gDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,uDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8OACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uIACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iBACZ,CAAC,EAAG,qGAAqG,CAC3G,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,mFAAmF,CACzF,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iDACZ,CAAC,EAAG,4FAA4F,CAClG,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kBACZ,CAAC,EAAG,oKAAkLA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5N,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6cACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mHACZ,CAAC,EAAG,kEAA2EA,EAAK,KAAM,CACxF,SAAU,eACZ,CAAC,EAAG,WAAW,CACjB,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iNAA0NE,EAAK,SAAU,CAClP,SAAU,8DACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+TAAwUA,EAAK,SAAU,CACnZ,SAAU,8JACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,qHACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,oLAA+K,CACtP,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,sHACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uTACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2GACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sDACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,YAA0BA,EAAK,KAAM,CAAC,CAAC,EAAG,gBAA8BA,EAAK,KAAM,CAAC,CAAC,EAAG,wCAAsDA,EAAK,KAAM,CAAC,CAAC,EAAG,yEAAuFA,EAAK,KAAM,CAAC,CAAC,EAAG,sDAAoEA,EAAK,KAAM,CAAC,CAAC,EAAG,WAAyBA,EAAK,KAAM,CAAC,CAAC,EAAG,mBAAiCA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,ocAA8bA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CACz9B,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mDACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,SAAuBA,EAAK,KAAM,CAAC,CAAC,EAAG,QAAsBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0WAA8WA,EAAK,SAAU,CACtgB,SAAU,+MACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CACxF,SAAU,wHACZ,CAAC,EAAG,6WAAiXA,EAAK,KAAM,CAAC,CAAC,EAAG,SAAkBA,EAAK,SAAU,CACpa,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mDACZ,CAAC,EAAG,IAAkBA,EAAK,KAAM,CAAC,CAAC,EAAG,4MAA0NA,EAAK,KAAM,CAAC,CAAC,EAAG,yUAAuVA,EAAK,SAAU,CACpnB,SAAU,0CACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,aAA2BA,EAAK,KAAM,CAAC,CAAC,EAAG,WAAyBA,EAAK,KAAM,CAAC,CAAC,EAAG,YAA0BA,EAAK,KAAM,CAAC,CAAC,EAAG,mBAAiCA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,siBAA+iBA,EAAK,KAAM,CAAC,CAAC,EAAG,SAAkBA,EAAK,SAAU,CAC30B,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qIACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,SAAuBA,EAAK,KAAM,CAAC,CAAC,EAAG,QAAsBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,mdAA8c,CAC3lB,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uVACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBF,EAAM,KAAM,CACjC,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,ghBAA6e,CACvhB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CAClE,SAAU,oBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,8BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,mCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,uBACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,sCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,8BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,kCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,kCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wCACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,sCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,sBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,kCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAKC,EAAM,CAChC,KAAM,iCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wUACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,wBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iQACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,wFACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,qIAAqI,CAC3I,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,2SAAsS,CAC5S,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uRAAiRE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClU,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qBACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qNAAoNE,EAAK,SAAU,CAC5O,SAAU,kKACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,QACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iUACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qIACZ,CAAC,EAAG,sOAA+OA,EAAK,KAAM,CAC5P,SAAU,MACZ,CAAC,EAAG,sLAAsL,CAC5L,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,+EACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,gIAA2H,CACjI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iBACZ,CAAC,EAAG,wWAA4WA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACtZ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sBACZ,CAAC,EAAG,GAAG,CACT,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mUACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,6BACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,0DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,SACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,mJACZ,CAAC,EAAG,+ZAAgZ,CACtZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6RACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oBAAkCE,EAAK,SAAU,CAC1D,SAAU,yCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,oJAA+I,CACrJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,2OAAyPA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnS,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qIACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,kBAAgCA,EAAK,KAAM,CAC7C,SAAU,IACZ,CAAC,EAAG,mMAA8L,CACpM,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,ghBAAwe,CAC9e,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,6MAA2NE,EAAKC,EAAM,CAC/O,KAAM,sKACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,gDACX,UAAW,m6jBACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,ySACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2LACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oOACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,oEAAoE,EAAE,YACzM,EACA,UAAW,sIACX,UAAW,iEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,iHAA0HE,EAAKC,EAAM,CAC9I,KAAM,qDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,2DAAyEA,EAAKC,EAAM,CACtF,KAAM,uDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,iMAA4L,CAClM,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,2CACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gGACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wGACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,uGACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uOAA2OE,EAAKC,EAAM,CAC/P,KAAM,oGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,2CACZ,CAAC,CACH,CAAC,EAAG,wQAA8P,CACpQ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+gBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uVACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,kGACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kcAA2cE,EAAK,KAAM,CAC/d,SAAU,uHACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,szBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6iBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iHACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wRAAsSE,EAAKC,EAAM,CAC1T,KAAM,2DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,obAA+a,CACrb,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,cACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+CAA6DE,EAAKC,EAAM,CACjF,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,4aAA4a,CAClb,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,gEACX,UAAW,89MACX,UAAW,KACX,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,WAC7M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,gFACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,4SAAqTE,EAAK,KAAM,CACzU,SAAU,OACZ,CAAC,EAAG,+HAA6IA,EAAKC,EAAM,CAC1J,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,6BAA6B,CACnC,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2NACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0HAAmIE,EAAK,KAAM,CACvJ,SAAU,kCACZ,CAAC,EAAG,qBAAmCA,EAAK,KAAM,CAChD,SAAU,oBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0QACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4eACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0BACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qIAAyIE,EAAK,KAAM,CAC7J,SAAU,MACZ,CAAC,EAAG,wJAAmJ,CACzJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gfACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ojBACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yBAAuCE,EAAK,KAAM,CAC3D,SAAU,MACZ,CAAC,EAAG,yiBAA0hB,CAChiB,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6DACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yoBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yYACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iJAA0JE,EAAK,KAAM,CAC9K,SAAU,gBACZ,CAAC,EAAG,8TAA0S,CAChT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2zBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2mBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kgBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sjBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,okBACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,qIACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qVACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8FAA4GE,EAAK,KAAM,CAChI,SAAU,SACZ,CAAC,EAAG,sYAA4X,CAClY,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gRACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sIACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,mBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0DACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yDAAuEE,EAAKC,EAAM,CAC3F,KAAM,gCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,sBAAiB,CACvB,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,+EACX,UAAW,41WACX,UAAW,KACX,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,oEAAoE,EAAE,YACzT,EACA,UAAW,mFACX,UAAW,uDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,iCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8cACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6TACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8DACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0bACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yJACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yBACZ,CAAC,EAAG,8IAA8I,CACpJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gCACZ,CAAC,EAAG,0NAA0N,CAChO,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qCACZ,CAAC,EAAG,kUAAoU,CAC1U,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,6BACZ,CAAC,EAAG,uHAAuH,CAC7H,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uJACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,mCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,kRACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,sFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,wRACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,8BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,gbACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,oFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,mPACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,0bACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,eACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uIACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4WACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yTACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oOACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oNACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kIAAgJE,EAAKC,EAAM,CACpK,KAAM,qGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAG,IAAkBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,uDACX,UAAW,sjNACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBC,EAAK,IAAK,CAC/B,SAAU,oWACZ,CAAC,CACH,CAAC,EACD,UAAW,eACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,uFAAuF,EAAE,KACtG,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,uFAAuF,EAAE,eAAe,IAAI,IAAI,oEAAoE,EAAE,YACzhB,EACA,UAAW,4FACX,UAAW,wBACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAuBA,EAAK,SAAU,CACpC,SAAU,sCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yNAA8NE,EAAK,KAAM,CAClP,SAAU,6CACZ,CAAC,EAAG,SAAI,CACV,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kSAA2SE,EAAK,KAAM,CAC/T,SAAU,MACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iKACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sWACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iNACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kMACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sQACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uMACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,kEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ySACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0OACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,4BAAqCA,EAAKC,EAAM,CACtF,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wDACZ,CAAC,CACH,CAAC,EAAG,yEAAoE,CAC1E,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,wBACX,UAAW,+sGACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,mVACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gJACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,sEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAuBA,EAAK,SAAU,CACpC,SAAU,iCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2HAAyIE,EAAK,KAAM,CAC7J,SAAuBA,EAAK,SAAU,CACpC,SAAU,0HACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,mDACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sLACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iHACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kEACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8EACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kHACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mGACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8GACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,mIACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,uHAAuH,CAC7H,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uIAAqJE,EAAK,KAAM,CACzK,SAAU,QACZ,CAAC,EAAG,wEAAsFA,EAAK,KAAM,CACnG,SAAU,SACZ,CAAC,EAAG,mHAAmH,CACzH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,+BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qGACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,UACZ,CAAC,EAAG,IAAkBA,EAAK,SAAU,CACnC,SAAU,WACZ,CAAC,EAAG,+RAA+R,CACrS,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0BACZ,CAAC,EAAG,wBAAsCA,EAAKC,EAAM,CACnD,KAAM,yCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,wIAAwI,CAC9I,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0BACZ,CAAC,EAAG,kJAAkJ,CACxJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,yCACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,0CACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,yCACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,0DACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mHAAiIE,EAAK,KAAM,CACrJ,SAAU,WACZ,CAAC,EAAG,mEAAmE,CACzE,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qHACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gDACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2BACZ,CAAC,EAAG,yKAAyK,CAC/K,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,4CACZ,CAAC,EAAG,6JAA6J,CACnK,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,MACZ,CAAC,EAAG,IAAkBA,EAAK,SAAU,CACnC,SAAU,WACZ,CAAC,EAAG,KAAmBA,EAAKC,EAAM,CAChC,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,KACZ,CAAC,CACH,CAAC,EAAG,wNAAwN,CAC9N,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+PACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,OACZ,CAAC,EAAG,8IAA8I,CACpJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2BACZ,CAAC,EAAG,mPAAmP,CACzP,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iCACZ,CAAC,EAAG,+JAA+J,CACrK,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8GACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+VACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,yBACX,UAAW,mxOACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,UAAwBE,EAAKC,EAAM,CAC5C,KAAM,kGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qBACZ,CAAC,CACH,CAAC,EAAG,8QAA8Q,CACpR,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6BACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,yCAAuDE,EAAK,KAAM,CAC3E,SAAU,WACZ,CAAC,EAAG,OAAqBA,EAAK,KAAM,CAClC,SAAU,WACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,cACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,qEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,4OACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iJACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iJACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iSACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6DACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qFAA8FE,EAAKC,EAAM,CAClH,KAAM,iDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oBACZ,CAAC,CACH,CAAC,EAAG,8QAAuRA,EAAK,SAAU,CACxS,SAAU,qBACZ,CAAC,EAAG,sDAAoEA,EAAKC,EAAM,CACjF,KAAM,wHACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAG,yBAAyB,CAC/B,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,uEAAqFE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACtI,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yWAAuXE,EAAKC,EAAM,CAC3Y,KAAM,wHACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qCACZ,CAAC,CACH,CAAC,EAAG,wMAAmM,CACzM,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+BACZ,CAAC,EAAG,iJAA+JA,EAAKC,EAAM,CAC5K,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,SACZ,CAAC,CACH,CAAC,EAAG,wHAAwH,CAC9H,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8BAA4CE,EAAKC,EAAM,CAChE,KAAM,oFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wBACZ,CAAC,CACH,CAAC,EAAG,kUAAkU,CACxU,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uFAAqGE,EAAKC,EAAM,CACzH,KAAM,4BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,EAAG,OAAqBA,EAAKC,EAAM,CAClC,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,6MAA6M,CACnN,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oEACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wYACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,MAAoBE,EAAKC,EAAM,CACxC,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,8gBAA6gBA,EAAK,SAAU,CAC9hB,SAAU,2GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iJACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gEACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sJAA+JE,EAAKC,EAAM,CACnL,KAAM,mHACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mCACZ,CAAC,CACH,CAAC,EAAG,qJAAyJA,EAAK,SAAU,CAC1K,SAAU,eACZ,CAAC,EAAG,oLAAkMA,EAAK,SAAU,CACnN,SAAU,uCACZ,CAAC,EAAG,8CAA8C,CACpD,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kNAAgOE,EAAKC,EAAM,CACpP,KAAM,+EACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+FACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gHAA8HE,EAAKC,EAAM,CAClJ,KAAM,oKACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wBACZ,CAAC,CACH,CAAC,EAAG,0LAA0L,CAChM,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yFACZ,CAAC,EAAG,yBAAuCA,EAAKC,EAAM,CACpD,KAAM,qHACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wCACZ,CAAC,CACH,CAAC,EAAG,6UAAyT,CAC/T,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gHACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gIAA8IE,EAAKC,EAAM,CAClK,KAAM,4FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,KACZ,CAAC,CACH,CAAC,EAAG,qNAAmOA,EAAKC,EAAM,CAChP,KAAM,gRACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mBACZ,CAAC,CACH,CAAC,EAAG,iFAAiF,CACvF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,wCAAsDE,EAAKC,EAAM,CAC1E,KAAM,8GACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,QAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4YACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sMACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,OAAqBE,EAAKC,EAAM,CACzC,KAAM,+FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAG,WAAW,CACjB,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4EACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mDACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,8IACrB,IAAK,IAAI,IAAI,mEAAmE,EAAE,IACpF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,kDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6JAA2KE,EAAKC,EAAM,CAC/L,KAAM,oFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,+BACZ,CAAC,CACH,CAAC,EAAG,wGAAmG,CACzG,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0CAAwDE,EAAK,SAAU,CAChF,SAAU,0DACZ,CAAC,EAAG,sKAAiK,CACvK,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8EAA4FE,EAAKC,EAAM,CAChH,KAAM,oJACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,8DACX,UAAW,mnXACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBD,EAAM,IAAK,CAChC,SAAU,CAAC,uLAAgME,EAAKC,EAAM,CACpN,KAAM,6PACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,6CACZ,CAAC,CACH,CAAC,EAAG,qOAAmPA,EAAKC,EAAM,CAChQ,KAAM,+BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,EAAG,0BAA0B,CAChC,CAAC,CACH,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,wEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,KAAM,CAClC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0BACZ,CAAC,EAAG,MAAM,CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kTAA2TE,EAAK,SAAU,CACnV,SAAU,8CACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,sCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0NACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yFAAuGE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACxJ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sBACZ,CAAC,EAAG,uPAAuP,CAC7P,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oCACZ,CAAC,EAAG,uHAAuH,CAC7H,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,eACZ,CAAC,EAAG,4BAA0CA,EAAK,KAAM,CACvD,SAAU,KACZ,CAAC,EAAG,kNAAgOA,EAAKC,EAAM,CAC7O,KAAM,0EACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,QACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oBACZ,CAAC,EAAG,uHAAuH,CAC7H,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,sFAAsF,CAC5F,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iDACZ,CAAC,EAAG,4IAA4I,CAClJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,aACZ,CAAC,EAAG,+HAA+H,CACrI,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,6BACZ,CAAC,EAAG,iJAAiJ,CACvJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4BAA0CE,EAAK,KAAM,CAC9D,SAAU,KACZ,CAAC,EAAG,sSAA4R,CAClS,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oNACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,6BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oDACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,+CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qEACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+GACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,0SACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wMACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8BACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0EACZ,CAAC,EAAG,iHAAiH,CACvH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+BACZ,CAAC,EAAG,yIAAyI,CAC/I,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iEACZ,CAAC,EAAG,wiBAAmiB,CACziB,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uMACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+MACZ,CAAC,EAAG,4QAAuQ,CAC7Q,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2JACZ,CAAC,EAAG,mGAAmG,CACzG,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gIAAoIE,EAAK,SAAU,CAC5J,SAAU,8NACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBF,EAAM,SAAU,CACrC,SAAU,CAAC,SAAkBE,EAAK,KAAM,CAAC,CAAC,CAAC,CAC7C,CAAC,CACH,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,oBAAkCE,EAAKC,EAAM,CACtD,KAAM,wEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4DAA0EE,EAAKC,EAAM,CAC9F,KAAM,6DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,qJAAyJA,EAAKC,EAAM,CACtK,KAAM,kFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,EAAG,2LAAiL,CACvL,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4FACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oEACZ,CAAC,EAAG,8KAAwKA,EAAKC,EAAM,CACrL,KAAM,2FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,EAAG,qNAAgN,CACtN,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,2SACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBF,EAAM,KAAM,CAC3B,MAAO,IACP,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uBACZ,CAAC,EAAG,wLAAyK,CAC/K,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uCACZ,CAAC,EAAG,wDAAsEA,EAAKC,EAAM,CACnF,KAAM,uDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAG,kBAAkB,CACxB,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yNACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2VAA+VE,EAAK,KAAM,CACnX,SAAU,MACZ,CAAC,EAAG,gGAA2F,CACjG,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,kEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uQACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sHACZ,CAAC,EAAG,4SAAgTA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yDAAoD,CACvZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,yGACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,2IACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,0DACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,8DACZ,CAAC,EAAG,2PAAyQA,EAAK,KAAM,CAAC,CAAC,EAAG,QAAG,CAClS,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,6DACZ,CAAC,EAAG,6QAA2RA,EAAK,KAAM,CAAC,CAAC,EAAG,QAAG,CACpT,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wCACZ,CAAC,EAAG,kRAA2RA,EAAK,SAAU,CAC5S,SAAU,gDACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,mFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,GACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,QACZ,CAAC,EAAG,0CAAwDA,EAAKC,EAAM,CACrE,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,0BACZ,CAAC,CACH,CAAC,EAAG,SAAuBA,EAAK,SAAU,CACxC,SAAU,wFACZ,CAAC,EAAG,gDAA8DA,EAAK,SAAU,CAC/E,SAAU,MACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,sDACZ,CAAC,EAAG,sRAAoSA,EAAKC,EAAM,CACjT,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,uEACX,UAAW,wncACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,sCAAoDE,EAAKC,EAAM,CACxE,KAAM,gEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,8BACZ,CAAC,CACH,CAAC,EAAG,oWAA+V,CACrW,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6FAAsGE,EAAKC,EAAM,CAC1H,KAAM,sDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,iHAAuG,CAC7G,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,SAAkBE,EAAKC,EAAM,CACtC,KAAM,uGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,6BACZ,CAAC,CACH,CAAC,EAAG,kTAAwS,CAC9S,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,8DACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,wCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4OAAqPE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qIAAmJA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0SAA8SA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yUAAwUA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,mVAAkVA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,wTAAiUA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACn6D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8OAAwOE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,wQAA4QA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gHAAgH,CAC3sB,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,8BACZ,CAAC,EAAG,8HAAuIA,EAAK,KAAM,CACpJ,SAAU,GACZ,CAAC,EAAG,kBAAkB,CACxB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gCACZ,CAAC,EAAG,yEAAuFA,EAAK,KAAM,CACpG,SAAU,GACZ,CAAC,EAAG,sDAAsD,CAC5D,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4RAAqSE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,ubAA2bA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,kLAA2LA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qUAAyUA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,6RAAsSA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2MAA+MA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,sRAAqRA,EAAK,KAAM,CAChxE,SAAU,MACZ,CAAC,EAAG,mCAAiDA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC3F,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6MAAiNE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,odAAocA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnvB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mUAA6TE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,ubAA2bA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gEAAyEA,EAAK,KAAM,CAC/6B,SAAU,KACZ,CAAC,EAAG,8PAAwPA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClS,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,kFACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sJAAoKE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,sKAA+KA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,wKAAiLA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC/oB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4HAAqIE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gHAA8HA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,8WAA4XA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,wMAAsNA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,iRAA0RA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yOAAkPA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2YAA+YA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC/iE,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2HAA+HE,EAAK,KAAM,CACnJ,SAAU,QACZ,CAAC,EAAG,gRAAoRA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yUAAyTA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gBAA8BA,EAAKC,EAAM,CACltB,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,4CACZ,CAAC,CACH,CAAC,EAAG,sHAAsH,CAC5H,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gCAA8CE,EAAKC,EAAM,CAClE,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,8DACX,UAAW,2nUACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,2DAAyEE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qHAAoHA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,mOAA6NA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0QAA8QA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACh2B,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6IACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uJACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,kKAAsKE,EAAK,KAAM,CAC1L,SAAU,GACZ,CAAC,EAAG,SAAS,CACf,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+GACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,+DACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,6BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,UACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8DACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,+BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qOAAoOE,EAAKC,EAAM,CACxP,KAAM,iGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yFACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0RACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mMAAiNE,EAAK,SAAU,CACzO,SAAU,0NACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+HACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,qBAAmCE,EAAK,SAAU,CAC3D,SAAU,sBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+CAA6DE,EAAK,SAAU,CACrF,SAAU,GACZ,CAAC,EAAG,IAAkBA,EAAK,SAAU,CACnC,SAAU,uEACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2RACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0TACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,qBAAmCE,EAAK,SAAU,CAC3D,SAAU,oBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6DAA2EE,EAAK,SAAU,CACnG,SAAU,gEACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2SACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iRACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,qBAAmCE,EAAK,SAAU,CAC3D,SAAU,YACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6DAA2EE,EAAK,SAAU,CACnG,SAAU,2DACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,odACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mVACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,qBAAmCE,EAAK,SAAU,CAC3D,SAAU,mBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yEAAuFE,EAAK,SAAU,CAC/G,SAAU,uFACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAKC,EAAM,CACjC,KAAM,kDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qBACZ,CAAC,CACH,CAAC,EAAG,6UAAmU,CACzU,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mRACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,qBAAmCE,EAAK,SAAU,CAC3D,SAAU,oBACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yCAAuDE,EAAK,SAAU,CAC/E,SAAU,mEACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+TACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,sBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uWACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sFACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,eAAwBE,EAAK,KAAM,CAC5C,SAAU,8DACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,mBAA4BE,EAAK,KAAM,CAChD,SAAU,sKACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,gBAAyBE,EAAK,KAAM,CAC7C,SAAU,yDACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,kBAA2BE,EAAK,KAAM,CAC/C,SAAU,6CACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,4BAAqCE,EAAK,KAAM,CACzD,SAAU,2KACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+GACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,oBAA6BE,EAAK,KAAM,CACjD,SAAU,oGACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,oBAA6BE,EAAK,KAAM,CACjD,SAAU,kFACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,8BAAuCE,EAAK,KAAM,CAC3D,SAAU,gGACZ,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4IACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,uCACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,+FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,OACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4IACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,+DACX,UAAW,y4RACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,cAA4BE,EAAKC,EAAM,CAChD,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,qQAAgQ,CACtQ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8GAAuHE,EAAK,SAAU,CAC/I,SAAU,8FACZ,CAAC,EAAG,6OAAwO,CAC9O,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,qDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,2OACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,KACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,wDACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yBACZ,CAAC,EAAG,+RAA2R,CACjS,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,4DACZ,CAAC,EAAG,IAAkBA,EAAK,KAAM,CAC/B,SAAU,IACZ,CAAC,EAAG,IAAkBA,EAAK,KAAM,CAC/B,SAAU,4CACZ,CAAC,EAAG,2HAAyIA,EAAK,KAAM,CACtJ,SAAU,cACZ,CAAC,EAAG,OAAqBA,EAAK,KAAM,CAClC,SAAU,SACZ,CAAC,EAAG,kaAAma,CACza,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gIACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,oGACZ,CAAC,EAAG,4GAA4G,CAClH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,QACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gDACZ,CAAC,EAAG,mJAAmJ,CACzJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,iDACZ,CAAC,EAAG,0TAA4T,CAClU,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uEACZ,CAAC,EAAG,8ZAA8Z,CACpa,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,0CACZ,CAAC,EAAG,0JAA0J,CAChK,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+CACZ,CAAC,EAAG,8NAA+N,CACrO,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,iDACX,UAAW,0+GACX,UAAW,KACX,UAAW,iBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,gDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,iFACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0NAAwOE,EAAKC,EAAM,CAC5P,KAAM,4EACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,SACZ,CAAC,CACH,CAAC,EAAG,uCAAuC,CAC7C,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kFACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iJACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6OACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sJACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yJACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uIACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kLACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uCACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,qBACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,SACZ,CAAC,EAAG,qQAAqQ,CAC3Q,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,SACZ,CAAC,EAAG,gTAAgT,CACtT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qOACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0FACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sOACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,weACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qIACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4BACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gJACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2IACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0GAAwHE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACzK,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,gDACX,UAAW,wxIACX,UAAW,KACX,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,GACX,UAAW,qEACX,GAAI,YACJ,UAAW,KACX,UAAW,mEACX,UAAW,GACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,6QAA4QE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0SAAmTA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2CAAyDA,EAAK,SAAU,CAC1uB,SAAU,iCACZ,CAAC,EAAG,0LAAwMA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gHAAsG,CACjW,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,kCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+PAAwQE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0VAA8VA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,uLAAqMA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,ycAAkdA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,4OAAqPA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,8RAAyR,CACz/D,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yNAA6NE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,uTAAqUA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAChoB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gIACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,sPAA0PA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,iPAA+PA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gRAAyRA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,6WAA8V,CACjyC,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,wDACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mOAAuOE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,iVAAqVA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,ieAA4cA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2WAA6U,CACz+C,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iIACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6ZAA4ZE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,ucAAkc,CACx5B,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0DACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4MAA0NE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,oXAAkYA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC1rB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iIACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,oKAAwKA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,sQAAiQ,CAChgB,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAG,+CAA+C,CACzF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qQAAoQE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,gBAA8BA,EAAKC,EAAM,CACnW,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,oDACZ,CAAC,CACH,CAAC,EAAG,0KAAwLA,EAAKC,EAAM,CACrM,KAAM,yCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,OAAqBA,EAAKC,EAAM,CAClC,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,eACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,oEAAoE,EAAE,YACzM,EACA,UAAW,GACX,UAAW,kEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAuBA,EAAK,SAAU,CACpC,SAAU,qEACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gNAA8NE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2PAAoQA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2ZAA+ZA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5gC,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uDACZ,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACvD,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wFAAsGE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qNAAmOA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+PAAmQA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,oLAAmLA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACv7B,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,0CACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gJAAyJE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+QAAmRA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,yMAAkNA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACzwB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,sCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+KAA8KE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+NAA8NA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAKC,EAAM,CACvgB,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,YACZ,CAAC,CACH,CAAC,EAAG,8EAAuFA,EAAKC,EAAM,CACpG,KAAM,yBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kEACX,UAAW,2rGACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,4MACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qIAA8IE,EAAKC,EAAM,CAClK,KAAM,4EACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,uCACZ,CAAC,CACH,CAAC,EAAG,0FAA0F,CAChG,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qLACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,wHACX,UAAW,0FACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,4CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8iBAA6iBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9lB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qDACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oHACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yFACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6CACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4JACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,+JACrB,IAAK,IAAI,IAAI,qEAAqE,EAAE,IACtF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,aACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gNAAyNE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC1Q,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+OAA6PE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9S,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mJACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gKAA8KE,EAAKC,EAAM,CAClM,KAAM,6DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,gBACZ,CAAC,CACH,CAAC,EAAG,qJAAyJA,EAAKC,EAAM,CACtK,KAAM,kFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,WACZ,CAAC,CACH,CAAC,EAAG,mGAA4GA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACtJ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uNACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oRACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,qKACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uEACZ,CAAC,EAAG,wNAAsOA,EAAKC,EAAM,CACnP,KAAM,mLACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,+DACZ,CAAC,CACH,CAAC,EAAG,IAAkBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,yBAAuCE,EAAKC,EAAM,CAC3D,KAAM,wEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,qCACZ,CAAC,CACH,CAAC,EAAG,+CAA+C,CACrD,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,WACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6BACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iHACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qIACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,iFAA+FE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAChJ,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sNAAoOE,EAAKC,EAAM,CACxP,KAAM,uEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,4BACZ,CAAC,CACH,CAAC,EAAG,2BAAyCA,EAAKC,EAAM,CACtD,KAAM,yEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mCACZ,CAAC,CACH,CAAC,EAAG,KAAmBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC7D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,ggBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,iCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,4LAA0ME,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC3P,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6BACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,kBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,sCACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,0CACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,sBACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAC,2EAAyFE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC1I,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iXAAgXE,EAAKC,EAAM,CACpY,KAAM,0DACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,MACZ,CAAC,CACH,CAAC,EAAG,yCAAuDA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACjG,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,WACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,maAAibE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACle,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2PAA+PE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAChT,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,KAAM,CAChC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,4JAA0KE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC3N,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mhBAAqeE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACthB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oFAAmFE,EAAK,KAAM,CACvG,SAAuBA,EAAK,SAAU,CACpC,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,iTAA2SA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACrV,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uIAAqJE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACtM,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wMACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,yBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0JACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,uBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iJACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,gCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6IACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4IACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oCACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,cAA4BE,EAAKC,EAAM,CAChD,KAAM,wGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,4KAA4K,CAClL,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,0FACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oKAAkLE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnO,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mGACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,0CACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oOAAkPE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACnS,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6PAA2QE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5T,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8QAA4RE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC7U,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,wMACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,sCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wFACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qGACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6HACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,4DACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6LAA2ME,EAAKC,EAAM,CAC/N,KAAM,gEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,wDACZ,CAAC,CACH,CAAC,EAAG,gSAAgS,CACtS,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,kEACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8KAA4LE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC7O,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gQAA8QE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC/T,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,mKAAiLE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClO,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,sLAAoME,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACrP,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,+RAAwSE,EAAKC,EAAM,CAC5T,KAAM,qCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,mBACZ,CAAC,CACH,CAAC,EAAG,IAAkBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC5D,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,qCACX,UAAW,w4dACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,+KAA6LE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9O,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wVACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,mEAAmE,EAAE,IACpF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,YAC3M,EACA,UAAW,uIACX,UAAW,0EACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,uDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2GACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,UACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,UACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,+BAA6CE,EAAK,SAAU,CACrE,SAAU,WACZ,CAAC,EAAG,GAAG,CACT,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,2CAAyDE,EAAK,SAAU,CACjF,SAAU,wBACZ,CAAC,EAAG,GAAG,CACT,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kKACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oBACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wCACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uBAAqCE,EAAK,SAAU,CAC7D,SAAU,kEACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qHACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4EACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wKACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8IACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8TACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wSACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mQACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0EACX,UAAW,ykFACX,UAAW,KACX,UAAW,aACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,sEAAsE,EAAE,YAC/T,EACA,UAAW,GACX,UAAW,6CACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,+BACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uCAAqDE,EAAK,SAAU,CAC7E,SAAU,yFACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oHACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mGACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4CACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yMACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iFAA+FE,EAAKC,EAAM,CACnH,KAAM,mEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAG,kFAA6E,CACnF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8EAA4FE,EAAKC,EAAM,CAChH,KAAM,mEACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAG,sFAAiF,CACvF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oDACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8EAAkFE,EAAK,SAAU,CAC1G,SAAU,oDACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,qDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,sEACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yJACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,6CACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iLAA+LE,EAAK,SAAU,CACvN,SAAU,aACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,qDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,uEACZ,CAAC,EAAG,GAAG,CACT,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sHACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8NAAwNE,EAAK,SAAU,CAChP,SAAU,gEACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qVACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gSAAqRE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CAC1U,SAAU,6CACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,8EACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wIACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,sDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iMACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kIACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,+EACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,4CACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2NAAgNE,EAAKC,EAAM,CACpO,KAAM,0BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAG,0ZAAqZ,CAC3Z,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wPAAiQE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,SAAU,CACtT,SAAU,oCACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mRACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sUACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,+EACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oDACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,+BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,8DACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0BAAwCE,EAAKC,EAAM,CAC5D,KAAM,gCACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,6CACX,UAAW,wmOACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,kKAAsKE,EAAK,KAAM,CAC1L,SAAU,SACZ,CAAC,EAAG,0EAA0E,CAChF,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,6LAAsME,EAAK,SAAU,CAC9N,SAAU,GACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,qDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,sFACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,4FACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,SAAU,CACpC,SAAU,qBACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,SAAU,CAC9B,SAAU,gDACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yJACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oLAAkME,EAAK,SAAU,CAC1N,SAAU,sFACZ,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,gLACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,sEAAsE,EAAE,YAC/T,EACA,UAAW,+IACX,UAAW,6EACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,wCACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,0IACrB,IAAK,IAAI,IAAI,mEAAmE,EAAE,IACpF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0aAAoaE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qgBAA+fA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+TAAmUA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,4SAA6R,CACvpD,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,2DACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,ylBAA+jBE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qZAA0YA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,4WAA8U,CAC93C,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,cACZ,CAAC,EAAG,unBAA4mBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACtpB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,mBACZ,CAAC,EAAG,2vBAAwtB,CAC9tB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,2CACZ,CAAC,EAAG,gjBAAiiB,CACviB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,qBACZ,CAAC,EAAG,uiBAA8gB,CACphB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,gBACZ,CAAC,EAAG,unBAAmmB,CACzmB,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,oBACZ,CAAC,EAAG,2nBAA4mB,CAClnB,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,6CACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,2XAAoYE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qlBAAmmBA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,+RAAoRA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,qUAA2T,CAC1sD,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,4EACX,UAAW,+mSACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBD,EAAM,KAAM,CACjC,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,+NACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,4LACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EACD,UAAW,mBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,uEAAuE,EAAE,IACxF,EACA,UAAW,CACT,IAAK,IAAI,IAAI,oEAAoE,EAAE,KACnF,OAAQ,GAAG,IAAI,IAAI,sFAAsF,EAAE,cAAc,IAAI,IAAI,oEAAoE,EAAE,YACzM,EACA,UAAW,GACX,UAAW,wEACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,wCACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uiBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gYACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,SACZ,CAAC,EAAG,6SAAmS,CACzS,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,WACZ,CAAC,EAAG,uMAAuM,CAC7M,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,WACZ,CAAC,EAAG,qNAAqN,CAC3N,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yNACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,gDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uRACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,oBAAkCE,EAAKC,EAAM,CACtD,KAAM,oBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,OACZ,CAAC,CACH,CAAC,EAAG,wZAAwZ,CAC9Z,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mXACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,yIACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,iEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,yDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8MACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,eACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,kHAA2HE,EAAKC,EAAM,CAC/I,KAAM,gKACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,kBACZ,CAAC,CACH,CAAC,EAAG,4cAA4c,CACld,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wcACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,uBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,4JACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,kBACZ,CAAC,EAAG,idAA4c,CACld,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,SAAU,CACrC,SAAU,+BACZ,CAAC,EAAG,iYAA4X,CAClY,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iSACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,iJACrB,IAAK,IAAI,IAAI,oEAAoE,EAAE,IACrF,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,4BACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kKACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8PACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,wHACrB,IAAK,IAAI,IAAI,oEAAoE,EAAE,IACrF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0hBACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wMACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,iDACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,uBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,aACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,WACZ,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAU,6DACZ,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,uDACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,WACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,sEACX,UAAW,+5RACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBD,EAAM,KAAM,CACjC,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,oHACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,6KACZ,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAU,yKACZ,CAAC,CACH,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,EACD,UAAW,iBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,yFAAyF,EAAE,eAAe,IAAI,IAAI,sEAAsE,EAAE,YACjb,EACA,UAAW,iIACX,UAAW,0DACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,4DACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,mWACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,gKACrB,IAAK,IAAI,IAAI,sEAAsE,EAAE,IACvF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2OACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,4BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,wLACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iHAA+HE,EAAKC,EAAM,CACnJ,KAAM,wGACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,2BACZ,CAAC,CACH,CAAC,EAAG,qFAAqF,CAC3F,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,kDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,oNACZ,CAAC,EAAgBA,EAAK,MAAO,CAC3B,IAAK,GACL,UAAW,eACX,oBAAqB,0IACrB,IAAK,IAAI,IAAI,oEAAoE,EAAE,IACrF,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,QACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,0DACX,UAAW,ysEACX,UAAwBA,EAAWD,EAAU,CAC3C,SAAuBC,EAAK,IAAK,CAC/B,SAAU,yUACZ,CAAC,CACH,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,sEAAsE,EAAE,KACrF,OAAQ,GAAG,IAAI,IAAI,wFAAwF,EAAE,cAAc,IAAI,IAAI,sEAAsE,EAAE,YAC7M,EACA,UAAW,GACX,UAAW,wBACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,KAAM,CACjC,SAAU,iDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kGACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,0BACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,aACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iUAA0UE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,6EAAsFA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC9f,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,4CACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qIAAmJE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,2MAAuL,CACpY,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,sDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,0CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8DACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,wNAAiOE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAClR,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,oBACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,6IACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,oEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,6DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,gCACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,8DAAuEE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACxH,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,6CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,sNACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,uCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,qDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,8CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,gFAA8FE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC/I,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,mBACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,0LAAwME,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,0JAA8JA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,8JAAuKA,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CACxpB,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,aACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qMAAmNE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAAC,CAAC,EAAG,8dAAod,CACjuB,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gCACZ,CAAC,EAAgBF,EAAM,KAAM,CAC3B,SAAU,CAAcE,EAAK,KAAM,CACjC,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,2EACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kHACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kFACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,kIACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,4CACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBA,EAAK,IAAK,CAC/B,SAAU,wDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,kBAAmB,IACnB,SAAuBF,EAAM,IAAK,CAChC,SAAU,CAAC,8CAA4DE,EAAK,KAAM,CAAC,CAAC,EAAgBA,EAAK,KAAM,CAC7G,UAAW,gBACb,CAAC,CAAC,CACJ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAcE,EAAK,KAAM,CACjC,SAAuBA,EAAK,SAAU,CACpC,SAAU,cACZ,CAAC,CACH,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,0BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,iBACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,OACZ,CAAC,CACH,CAAC,EAAgBA,EAAKC,EAAM,CAC1B,KAAM,qBACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAuBA,EAAK,KAAM,CAChC,SAAuBA,EAAK,SAAU,CACpC,SAAU,YACZ,CAAC,CACH,CAAC,CACH,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,6HACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAU,yDACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uRACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,yGACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,qWACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,mDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,0cACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,kgBACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,mDACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,2MACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+MACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,iCACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,gJACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uOACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,SAAU,CACpC,SAAU,uIACZ,CAAC,CACH,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,wBACX,UAAW,oyQACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,yPACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uYACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,uOACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,EAAG,CACD,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,qEAAqE,EAAE,WAC3M,EACA,UAAW,CACT,IAAK,IAAI,IAAI,qEAAqE,EAAE,KACpF,OAAQ,GAAG,IAAI,IAAI,uFAAuF,EAAE,cAAc,IAAI,IAAI,wFAAwF,EAAE,eAAe,IAAI,IAAI,qEAAqE,EAAE,YAC5T,EACA,UAAW,2JACX,UAAW,qDACX,GAAI,YACJ,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcD,EAAM,IAAK,CACjC,SAAU,CAAC,oRAAkSE,EAAK,SAAU,CAC1T,SAAU,qDACZ,CAAC,EAAG,2JAAuI,CAC7I,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8GACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,0BACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,uEAAgFE,EAAK,KAAM,CACpG,SAAU,KACZ,CAAC,EAAG,8SAA+R,CACrS,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+XACZ,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,8BACZ,CAAC,CACH,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,gZAAgYE,EAAKC,EAAM,CACpZ,KAAM,uHACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,iBACZ,CAAC,CACH,CAAC,EAAG,0EAA2D,CACjE,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAuBA,EAAK,KAAM,CAChC,SAAU,4SACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,kEACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,iQACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,iCAA+CE,EAAKC,EAAM,CACnE,KAAM,kFACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,yBACZ,CAAC,CACH,CAAC,EAAG,0OAA2N,CACjO,CAAC,EAAgBA,EAAK,KAAM,CAC1B,SAAuBA,EAAK,SAAU,CACpC,SAAU,6DACZ,CAAC,CACH,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,+UACZ,CAAC,EAAgBA,EAAK,IAAK,CACzB,SAAU,8PACZ,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,oDACX,UAAW,85HACX,UAAwBF,EAAYC,EAAU,CAC5C,SAAU,CAAcC,EAAK,IAAK,CAChC,SAAU,mKACZ,CAAC,EAAgBF,EAAM,IAAK,CAC1B,SAAU,CAAC,qMAAoME,EAAKC,EAAM,CACxN,KAAM,6BACN,aAAc,GACd,aAAc,GACd,SAAuBD,EAAK,IAAK,CAC/B,SAAU,cACZ,CAAC,CACH,CAAC,EAAG,iHAA4G,CAClH,CAAC,CAAC,CACJ,CAAC,EACD,UAAW,kBACX,UAAW,EACb,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,aACP,KAAMA,EAAY,eACpB,EACA,UAAW,CACT,aAAc,GACd,MAAO,mBACP,KAAMA,EAAY,MACpB,EACA,UAAW,CACT,MAAO,cACP,KAAMA,EAAY,eACpB,EACA,UAAW,CACT,MAAO,OACP,KAAMA,EAAY,MACpB,EACA,UAAW,CACT,aAAc,GACd,MAAO,aACP,KAAMA,EAAY,QACpB,EACA,UAAW,CACT,aAAc,GACd,gBAAiB,GACjB,MAAO,OACP,KAAMA,EAAY,MACpB,EACA,UAAW,CACT,aAAc,GACd,MAAO,eACP,KAAMA,EAAY,MACpB,EACA,UAAW,CACT,aAAc,GACd,MAAO,WACP,KAAMA,EAAY,MACpB,EACA,UAAW,CACT,MAAO,WACP,KAAMA,EAAY,IACpB,EACA,UAAW,CACT,aAAc,GACd,MAAO,YACP,KAAMA,EAAY,QACpB,CACF,CAAC,EACDP,EAAK,YAAiB,aACtB,IAAOQ,EAAQR,EACFS,EAAqB,CAChC,QAAW,CACT,QAAW,CACT,KAAQ,OACR,KAAQ,OACR,YAAe,CACb,WAAc,GACd,kBAAqB,KACrB,sBAAyB,IACzB,WAAc,YACd,6BAAgC,GAClC,CACF,EACA,mBAAsB,CACpB,KAAQ,UACV,CACF,CACF", "names": ["data", "u", "x", "p", "Link", "item", "addPropertyControls", "ControlType", "qahB52uXc_default", "__FramerMetadata__"] }