The “Making the Future Visible: 100 Innovative Women in Tech” project saw female scientists from the Institute for Research in Social Sciences (ISF) in Munich, Germany, and the University of Erlangen-Nuremberg study the tech industry to discover whether it is creating opportunities for women. The project’s researchers interviewed 100 trailblazing women who are driving a new culture of innovation and transformation at tech companies, but don’t necessarily have a background in STEM.

100 Women in Tech

The results of the study are in, and one thing is clear: women have a bright future in tech. This was also the message from the female trailblazers who were interviewed as part of the project.

“Our key finding is optimistic: the digital transformation is opening up new opportunities for women,” Kira Marrs from ISF Munich says. It is important here, she notes, to think about how digitalization and gender equality fit together. We need to consider how we can break with existing structures and look at what we can do to create even more possibilities, she says.

According to Christine Regitz, cofounder of the Business Women’s Network from SAP, head of 51·çÁ÷Women in Tech, and president of the German Informatics Society, the number of women in tech has stagnated over the last 15 years. Yet the sector needs women who will shape its progress, especially given the skills shortage, she says. “We need digital sovereignty to make conscious decisions. It’s about more than programming,” she continues. “We also need the skills and expertise to make digital technologies work for us.”

Anja Bultemeier from the University of Erlangen-Nuremberg agrees that it is no longer about the technology itself, but about how people interact, which is why new factors, such as customer and user experience, are becoming increasingly important. “Seeing technology through this new lens has created opportunities for women who do not have a technical background,” she says. One quote from a study participant explains this change very neatly: “I don’t sell technology; I sell solutions.” Increasingly, non-tech women are heading up technical teams and shaping the strategies and visions that will produce the best possible customer experience.

From Literary Studies to Google: Examples of Innovative Career Paths

The researchers also found that taking a less traditional approach to hiring makes it easier for women to get a foot in the door – after all, when roles are flexibly defined, they are open to people who have an atypical background. Take these women for example.

Eva Bacon’s patchwork and rather unconventional career path took her from studying literature to working for Google in New York – a perfect example of a non-tech woman at the center of the tech world. Bacon now oversees transformation projects as a senior program manager at Google. “Anything is possible in this job,” she says enthusiastically. Part of her work involves motivating and guiding her employees. At a workshop, she recalls, the participants were tasked with building houses out of spaghetti, and the instructor said to her, “You need to be the glue that holds everything together. We have enough people building houses. We now need someone who can make a city out of them.” Being a born organizer, she found that an easy task. Abstract thinking, she says, is something that comes to her naturally. What really helped her gain a foothold in the tech world, though, was the fact that she had taken the time to learn about HTML. Whenever she needed to know anything else, she would ask the computer geeks, adding that it is nevertheless important to have “a certain affinity for technology and to have the confidence to tackle new topics and ask questions.”

Back when Sarah Mang-Schäfer was at high school, she set an ambitious goal in her art class of one day coming up with the advertising image of the century. These days, as head of a public cloud engineering team, she flexes her creative muscle in a more technical capacity. Although she went on to study computer science, she found that art and technology were not so different after all. “To solve problems, you need to be creative,” she says. She worked initially in neuroscience, which taught her the importance of networking. She then poured her energy into cancer research, teaming up with doctors to test software. It was in this role that she realized what successful IT implementation was all about, namely understanding what customers want without them needing to ask for it. Today, we call that customer or user experience, fields which are growing in the IT industry and where women in particular have the breadth of skills and expertise required.

Driving Change to Shape the Future

At BSH, one of Europe’s largest makers of home appliances, the officer in charge of manufacturing strategy is Fiona Taylor. A scientist by training, Taylor is on a mission to attract more women into manufacturing, because she firmly believes that gender diversity benefits companies. With so few women in industry, she knows all too well how it feels to be the lone woman in the room, which is one reason why she wants to see the situation change.

Passionate about her work, she loves the variety her job brings: “I work with so many different people across the company, from purchasing and manufacturing to logistics.” Her task is to ensure everyone on the operational side pulls together. “Being one of the people who determines where we invest and where we build new manufacturing plants, I can help ensure that we remain competitive as a German company. And it means I can influence our corporate culture.” When she returned to work after having her second child, Taylor was pleased to discover that the company’s thinking had shifted. She was asked to head up manufacturing for the very reason that she thinks out of the box and asks the questions that need asking – and would be an ideal role model for combining a leadership position with working part-time. Taylor urges women to “have the courage to start the conversation and drive change,” and calls on other female leaders to reach out to two other women to help them progress as well.

Stephanie Karger, head of Standard and Safety at BSH, is further proof that you do not have to work full-time nor have technical expertise to be an effective leader. “We’ve adopted a new leadership style, one that is based on trust and equality,” Karger says. “Whenever I need specialist technical knowledge, I simply ask my team.” Women are more likely to see leadership roles in this way, which is something their team members appreciate too, because it gives them the autonomy that many of them desire.

Anja Schneider has been global head of Premium Engagement & Advisory, Customer Services & Delivery at SAP, since April 2024. Prior to this, she was chief operating officer of Technology & Innovation for many years. “I enjoy creating impact – and being the person who is ultimately responsible when customers have a problem,” Schneider says. “Bringing together a whole network of experts to find a solution is rewarding.” At SAP, she says, she has never encountered anyone who doubted women’s ability to lead. Schneider’s career has taken an unconventional path, too: she joined 51·çÁ÷from Germany’s civil service. Leaving the public sector for the private one was a leap into the unknown for her. But, as Schneider puts it, challenges like this push us out of our comfort zone so that we can learn and grow. In her case, it took an open mindset and an interest in technology. Besides, she adds, having a different perspective is also an advantage when it comes to being an advocate for the customer. According to Schneider, a team of developers does not need another developer to lead it.

AI Creates New Opportunities and Reduces Bias

Eva Zauke, executive vice president of 51·çÁ÷Enterprise Adoption and engineering location lead for 51·çÁ÷Labs Walldorf and St. Leon-Rot at 51·çÁ÷SE, is involved in examining how artificial intelligence (AI) is changing the way we work and creating new careers for women. “AI is opening up opportunities to women who are ready to enhance their skills.” For instance, AI is leading to new roles in IT beyond traditional programming ones. According to Zauke, data scientist, prompt engineer, ethics expert, interface designer, model engineer, and user experience designer are just some of the careers emerging in the field of AI. They also appeal to a wider spectrum of applicants, including graphic designers, people with a humanities background, and psychologists. However, while AI can unlock opportunities for women, it can also perpetuate gender disparities because, as Zauke says, data is biased: “AI inherits bias from the humans who program it, who, more often than not, are white men.” Having more women working on AI would, Zauke believes, not only reduce data bias but also help fill the talent gap in Europe’s tech sector.

Verena Laumayer is a member of the 51·çÁ÷Women in Tech strategy team, which is part of the Office of the CEO. She often finds herself at business events where not one speaker is a woman. Whenever she mentions this to the organizers, invariably the answer is that they simply could not find one, which is why she calls on women to have more confidence in their expertise and to increase their visibility. Public speaking skills can be learned, she says. Laumayer has no doubt that women need to be at the forefront of the tech economy and help shape its future.

Photo copyright: Markus Seidl, SAP
This feature first appeared on the German 51·çÁ÷News Center.

“One of the biggest challenges I faced was the age-old problem of gender discrimination,” Thomé recalled years later. She is one of many women driven to lead businesses that reflect their life passions.

Like other entrepreneurial women, she needed support. But where are the networks to help women turn their passions into successful businesses? ThomĂ© found her network in an 51·çÁ÷customer. connects women-owned businesses to qualified buyers around the world. As a result of becoming WEConnect International certified – and a lot of hard work by ThomĂ© and her team – Projex Engenharia’s revenue grew by a staggering 200% in just two years.

Many Challenges, Huge Potential Impact

Women who start and lead businesses face unique challenges. Cultural and social norms, or simply being underestimated by investors, can impede their entrepreneurial efforts. observes that “women are massively under-represented among both venture-backed entrepreneurs and VC investors.” It adds that companies founded solely by women receive  of all venture capital investments.

Also, the pandemic exacerbated the imbalance in unpaid care work – managing the household or caring for children and aging parents – which disproportionally affects women in business.

Women must also deal with the challenges other businesses face, including access to markets, information technology gaps, and the red tape involved with government programs designed to help new businesses.

Yet despite these challenges, women-owned and women-led businesses offer the potential to make a significant impact on the global economy. The observed that “societies with greater gender equality not only offer better socioeconomic opportunities for women, but also tend to grow faster and more equitably.”

The WEF also reports that advancing women’s employment .

Yet despite a clear business case, the WEF sees global progress stagnating.

Who Has the Power to Drive Change? All of Us.

Traditionally, the procurement function within larger organizations has held the power to fill supply chain gaps and build networks of suppliers. Yet today, other voices are making themselves heard. Consumers are expressing preferences to buy from women and other diverse businesses. Around the world – for example in the United States, Australia, and Canada – government regulations are requiring increased diversity and inclusion.

Additionally, the C-suite is reframing corporate policy to reflect more sophisticated approaches to selecting suppliers. In my role as customer officer, 51·çÁ÷Intelligent Spend & Business Network, I see business leaders prioritizing inclusive sourcing metrics within their procurement strategies to help ensure they have access to all the world’s best suppliers, not just the ones they always buy from.

Concerned about supply chain risks, procurement leaders are increasingly adopting localization strategies. While seeking new local suppliers, they also focus on inclusive sourcing. Of course, finding diverse suppliers is not easy – even local ones. Many women-owned businesses are small entities, not well-known in the business community. They often lack access to communication technology that would help them create greater visibility for the business.

How can we make it easier to connect enterprise buyers and women-owned businesses?

Creating Connections with 51·çÁ÷Technology

As president, CEO, and co-founder of , Elizabeth Vazquez is a leader in women’s economic empowerment and global supplier diversity and inclusion. Through WEConnect International, she helps women around the world grow their businesses to create wealth, hire more people, and contribute to the prosperity of their communities.

Last week, she participated in panel discussions during the World Economic Forum Annual Meeting in Davos, Switzerland. The discussions focused on opportunities to direct more corporate spend to women-owned businesses, not only to do good but to close supply chain gaps.

“Women-owned businesses are a valuable and under-utilized resource,” she said. “The women who run these businesses understand what their communities need most, and they are in a unique position to help solve them. In the process, they are creating entirely new industries.”

WEConnect International recognizes that to compete in the global marketplace, women-owned businesses must be visible to potential customers. It developed the WECommunity platform, a global register of women-owned businesses that makes it easier for buyers to find women-owned suppliers.

Unfortunately, the initial version of WECommunity relied on technology that delivered a poor user experience, making searching the register cumbersome. WEConnect International needed a scalable, global solution that offered smooth user experiences in multiple languages for buyers and suppliers.

The solution and more than met these criteria. As an added advantage, many of the WECommunity member buyers were already transacting on 51·çÁ÷Business Network. 51·çÁ÷partner Premikati Inc., a women-owned business, was engaged to help deploy the 51·çÁ÷solutions.

In its first year, the improved functionality of WECommunity produced dramatic outcomes:

• Buyer membership increased by 91%, a $2 trillion increase in purchasing power.
• Over 6,000 women-owned businesses experienced revenue growth, creating 24,000 new jobs.
• Over 7,800 new registered women-owned businesses joined the database, a 95% growth.

“By making it easier for women to register their businesses and for large buyers to find them, our online portal based on the 51·çÁ÷Ariba Supplier Lifecycle and Performance solution, 51·çÁ÷Business Network, and 51·çÁ÷Business Technology Platform helps women compete in a global marketplace,” Vazquez explained.

Breaking Through the Barriers

Remember Thomé, the teenage girl who wanted to work in her father’s construction business? Today, she is owner-director of Projex Engenharia, the business her father founded.

, Projex Engenharia earned the WEConnect International Women’s Business Enterprise Certification. Thomé leveraged the global network of women suppliers and large buyers to become a more confident and assertive leader.

The relationship has also helped produce significant benefits for her business. In just six years, Projex Engenharia landed six large corporations as clients. This enabled the company to hire more people, ensure their safety and well-being, and support social, health, and environmental campaigns.

51·çÁ÷is committed to helping all customers achieve their diversity and equity goals. And it is gratifying to know that our technology has become a valuable tool in making this happen.

Megan O’Connor is customer officer for 51·çÁ÷Intelligent Spend & Business Network.

Recently, a group of psychologists at the annual Society for Industrial & Organizational Psychology conference met to present emerging research on the broken rung. Caitlynn Sendra, Ph.D., experience product scientist at 51·çÁ÷SuccessFactors, who hosted the session, explained that because of the roles men and women historically held in society, our stereotypes around men and women can carry over into today’s workplace, even if not intentionally. “Men are stereotypically thought to be agentic, direct, and task-focused – traits historically associated with leaders. On the other hand, women are stereotyped to be nurturing, communal, and community-focused,” explained Sendra. Although this has led women to be seen as less leader-like, Sendra presented original research on how this may actually give women leaders an advantage when it comes to influencing organizational culture.

Throughout the session, the researchers presented data on several different sources of potential bias around women leaders, including 360-degree reviews, “high-potential” programs, and feedback. For example, Dr. Martin Lanik, CEO of Pinsight, demonstrated that men are three times more likely than women to be identified as “high potential.” Additionally, Dr. Stefanie Mockler, co-founder of The Violet Group, showed data indicating that managers tended to “soften” their feedback to women. The message of the session was clear: businesses need to be proactive in removing this bias from people processes in order to level the playing field for women leaders.

The session ended with a discussion about what HR leaders can do to help reduce bias towards women leaders. Providing training on bias awareness and reduction was one solution provided by the researchers. HR technology was also called out as a key piece of the puzzle.

At SAP, we’re working with organizations of all sizes to help drive more equitable and inclusive HR strategies that empower equitable experiences for every employee, including women. With embedded features throughout , our customers are provided with the tools they need to help detect and prevent unconscious bias while also gaining the insights required to make decisions that can cultivate a diverse and inclusive workforce. 

Here are three examples of how organizations are using 51·çÁ÷SuccessFactors solutions to help solve for the broken rung and other systemic biases in the workplace:

Sanlam

is one of the largest financial services groups in South Africa and believes building a diverse, future-ready workforce is key to becoming the unrivaled industry leader in Africa and to strengthening its position abroad. With 105,000 team members, including both permanent employees and contingent staff, Sanlam is committed to ensuring access and opportunity across its total workforce. 

With 51·çÁ÷SuccessFactors solutions, Sanlam is bridging the gap between permanent and contingent workers by providing a consistent experience for all workers. With visibility into the total workforce, management can identify skill gaps and offer all workers development opportunities that match future priorities. And with group-wide analytics, Sanlam’s leadership can set and actively track targets around race, gender, and disability.

“We have all the information we need at the drop of a hat,” said Ronel Pfotenhauer, 51·çÁ÷SuccessFactors portfolio product owner, Sanlam Life Insurance Limited. “For instance, we can report on the number of Black, African females with five years of experience and an MBA as potential candidates for a leadership role, with 51·çÁ÷SuccessFactors solutions acting as a type of internal recruitment portal.”

The University of Toronto

The University of Toronto’s mission is to build a community where academic and learning opportunities are given to every member of its community, including 12,000 full-time and 14,000 part-time employees across three campuses. Its recent work on the anti-Black racism task force and similar initiatives to do with anti-semitism and anti-Asian racism demonstrates the organization’s commitment to ensuring the principles of equity, diversity, and inclusion are deeply embedded in the fabric of everything it does.

With 51·çÁ÷SuccessFactors solutions, the University of Toronto is bringing a consistent look and feel to the employee experience, providing comprehensive learning programs and empowering people leaders to create the conditions for all talent to thrive. .

MOD Pizza

is dedicated to making positive social impacts in the lives of its employees and the communities it serves. The company strives to create a more equitable world full of opportunities for those who face barriers to steady employment, such as people formerly incarcerated as well as individuals with intellectual or developmental disabilities. It calls its community of employees the MOD Squad, and the MOD Squad is 10,000 employees strong and growing along with the company.

With 51·çÁ÷SuccessFactors solutions, MOD Pizza has redefined the value of HR data, processes, and experiences – putting the MOD Squad at the heart of its business success. All candidates and new hires are provided with a welcoming experience to help them feel supported and prepared. All employees are provided with on-demand digital training to encourage continuous learning and growth. And with multiple touchpoints to gather sentiment feedback, MOD Pizza can quickly identify areas for potential improvement.

“SAP’s dedication to people sustainability struck a chord with us. This focus continues to show us that 51·çÁ÷solutions are the right choice for MOD Pizza because they’re designed to create a fair future full of opportunities for our employees,” said Tara Gambill, senior director of Enterprise Systems, MOD Pizza LLC.

Carrie Klauss is global director of Solution Marketing at 51·çÁ÷SuccessFactors.

The event was moderated by Monica Gassmann, a chapter lead for the Business Women’s Network (BWN) from 51·çÁ÷and sustainability program lead for SAP’s Discrete and Energy and Natural Resources Industries. On the panel were Marjan Olthof, head of Customer Services at Tata Steel, and Mari Pulkkinen, director of 51·çÁ÷and M&A Center of Excellence at LyondellBasell. Both women are helping lead innovations at their respective companies that are also 51·çÁ÷customers. During the illuminating conversation, they opened up about taking career risks, rising above gender-based stereotypes, and forging new paths to leadership in historically male-dominated industries.

Women’s Voices Can Head Off Stereotyping

research has found that initiatives like “promoting diversity in succession planning and holding celebratory events to highlight underrepresented groups” are highly effective at creating cultures of belonging. Indeed, the luncheon’s relaxed, friendly setting united all of us in a shared passion for diversity and inclusion. Rising above narrow stereotypes that can trap women was a common theme. Olthof talked about her learnings from working in sales, production, and engineering at Tata Steel, a multinational steel supplier and manufacturer based in India.

“With fewer women in the workplace, there can be role expectations that don’t necessarily align with who you are,” said Olthof. “My advice to women is to be yourself because what you have to offer is really valuable. Stay with your own personality while pursuing your ambitions.”

Pulkkinen shared lessons from her early career experiences. She currently works at LyondellBasell, a multinational chemical company headquartered in the Netherlands.

“Men have traditionally dominated leadership positions in the chemical industry but when women use their voice, they can continue to offer new perspectives,” said Pulkkinen. “During my first role on the supply chain team at a chemicals company, the first thing that my male colleagues wanted me to do was take notes. I told him that with my qualifications, I had been hired to do something else.”

Preventing Unconscious Bias

Everyone on the panel agreed that addressing unconscious bias starts with clear goals that increase opportunities for women. It’s just as important to change daily behaviors that define corporate culture.

“Addressing unconscious bias is something that I’m passionate about, and we have been accelerating our diversity and inclusion commitment,” said Pulkkinen. “For example, we have 47 nationalities in our Rotterdam office and want to make sure that people appreciate everyone’s unique background in a positive way. Small jokes based on stereotypes can affect how people are treated and perceived in the workplace.”

Building a Workforce Culture of Diversity

Tata Steel is also building a people culture that celebrates and encourages diversity and inclusion. Its five-pillar approach includes recruitment, sensitization, retention and development, infrastructure, and celebration.

“We’ve made diversity a No.1 priority by putting more women in senior roles,” said Olthof. “People are inherently biased towards their definition of normal and what they see in their environments and experiences. Unconscious bias also extends beyond gender to assumptions based on someone’s age. To make mindset changes, we need to be aware of these challenges and address them.”

Sponsors Help Women Progress

What became clear from the discussion was that women want to contribute their talents but need the space to be heard. Managers – women and men – have the clout to help. While recognizing the value of mentoring, Gassmann said that more women need sponsors who advocate for them.

“Mentors are great, but sponsors lift you up, connecting you with the people who can help advance your career,” she said. “These are men and women in management who provide you with visibility in meetings or informal settings to develop your career.”

Corporate women’s networks are growing. Olthof said that Tata Steel has a group of people who identify women candidates for promotion as vacancies occur. The BWN from 51·çÁ÷is an employee-driven group with over 90 global chapters that share professional insights, education, and experience to help women advance their careers. At LyondellBasell, mentors regularly help women with introductions and other support.

After 90 minutes of a fascinating dialogue, I walked out of this session at the conference fully energized. Yes, in leadership positions across some industries, including chemicals and steel. But as leaders at industry associations and companies like SAP, Tata Steel, and LyondellBasell speak up and act on diversity and inclusion commitments, there’s hope that more change will surely follow.

Follow me @smgaler.

Now with over 27 years of experience in tech and mentoring women, I have learned many things that I wish I could tell my younger self.

Take Risks and Question the Status Quo

The most important thing I would say to myself is this: take risks. In my experience, women always have the tendency to think that they are not ready for the job. An oft-cited Hewlett Packard study found that men will apply for jobs that interest them, whereas most women only apply for jobs if they meet 100% of the requirements.

But the fact is this: we grow when we challenge the status quo, push our boundaries, and take risks. While you may not have a particular skill, it’s important to test your limits and reach out for that new challenge. That steep learning curve may seem daunting at first, but that’s exactly what will get you to the next level. Moving out of your comfort zone will break barriers for you, your team, and other women.

Once you’re on the job, it’s important to be visible and speak up, but remember to be your authentic self. Just like leaving your comfort zone, staying true to yourself creates more space for you and other women to be assertive at work.

Challenge Bias

The second piece of advice is to challenge existing biases. As someone who has sat on hiring boards, I’ve seen firsthand that many leaders tend to have an unconscious similarity bias. They tend to hire people who are similar to them in interests, ethnic background, and other factors.

We need to challenge that in two ways. First, for those of us that are leaders, we must become more aware of our own hiring choices and make a commitment to hire and promote diverse views and skills. As Albert Einstein said, “We must not only learn to tolerate our differences. We must welcome them, as the richness and diversity can lead to true intelligence.”

Second, we need to promote intelligent technologies in our hiring and other talent management processes that can help uproot unconscious bias. For example,  solutions help flag prejudice across different parts of human resources activities including recruiting, compensation, and performance calibration.

Businesses need to increase diversity not just because it’s the right thing to do, but because they owe it to their stakeholders. Consider this: Credit Suisse Research Institute that companies with one or more female board members had higher average ROI and better average growth than companies with male-only boards.

Creating individual and operational change that supports gender – and other forms of – diversity is a win-win for everyone.

Pursue Your Passion

The last piece of advice I would give is pursue your passion. As cliché as it sounds, passion is what will get you ahead. Women tend to have a lot more self-doubt compared to men, which may cause them to second guess their ability to succeed in fields like STEM.

Although women are still highly underrepresented in STEM professions, it is encouraging to see that share steadily grow over the years. As per a U.S. census report, the share of women in STEM increased from 8% in 1970 to 27% in 2019.  Women should continue to be role models and continue to encourage more girls to take up careers in STEM.  I am glad that I have been actively doing this at home as well as via my mentoring program. For example, I encouraged my elder daughter to pursue her interests in math and science, and she recently completed her master’s degree in data science.

Shutting out self-doubt is easier said than done. But in my experience, if women pour their energy into the things that excite them intellectually and stay focused on the results, it will lead to personal and professional growth.

Finally, looking back on my career, I was fortunate to have fantastic female role models. I admired their grit, energy, desire to make a difference, and their ability to navigate a male-dominated business world. Although I can’t truly give advice to my younger self, I hope through my leadership and mentoring I can pass on the advice and skills that I’ve cultivated to ambitious young women who are ready to leverage their passion and take the risks. The world is ready for them.

Aneesha Shenoy is senior vice president and chief operating officer for 51·çÁ÷Business Technology Platform.

Gender equality is a core company value at 51·çÁ÷and a priority for becoming the most inclusive software company on the planet and maintaining its competitiveness. 51·çÁ÷set out to increase women in management in 2011 by establishing a target of having 25 percent women in leadershipby 2017, and 30 percent by 2022. 51·çÁ÷hit its goal of 25 percent women in leadership six months ahead of schedule in June 2017, and as of December 2019 it reached 26.4 percent. The inclusion in the 2020 Bloomberg Index follows SAP’s recertification for Economic Dividends for Gender Equality (EDGE), a global standard, in October 2018.

Bloomberg’s Gender-Equality Index uses a standardized reporting framework that provides public companies with the opportunity to disclose how they promote gender equality in four separate areas: company statistics, policies, community engagement and products and services. Companies that score above a globally established threshold are included in the GEI. The index helps meet the demand from a growing number of investors to incorporate environmental, social and governance data into their daily investment decisions. Currently only 10 percent of eligible companies disclose their workplace gender policies and practices.

Over the last few years, the number of women hired and promoted at SAP, together with the percentage of women in leadership positions across the company, has been on an upward trend.

Visit the . Follow 51·çÁ÷on Twitter at .

Media Contact:
Sue Sutton, +1 (610) 661-4095, sue.sutton@sap.com, ET
51·çÁ÷Press Room; press@sap.com

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