May 2, 2022

Ukraine Crisis Fireside Chat

Fireside Chat featuring Firdavs Mayunusov (Co-founder and General Director, MDO Humo) and Taejun Shin (Founder & CEO, Gojo & Company), moderated by Arnaud Ventura (Managing Partner, Gojo & Company) was held on the 14th April 2022. The one-hour event focused on the Ukraine crisis effect on Humo and their management of the crisis. The informative session was supported by the active engagement from the audience.

We were able to deep dive into the crisis situation including specific topics as below. 

  • Impact of the crisis on Tajikistan’s macroeconomics: GDP growth and inflation
  • Impact on Humo’s loan portfolio’s credit quality and hedging cost
  • How the impact on remittance flow would influence Humo’s business  
  • Impact on deposit
  • Product focus: Agriculture, Government employees
  • Plan on green finance
  • 3 top challenges under the crisis
  • Gojo’s position (as a shareholder and an investing company)  

To watch or rewatch the webinar, the recording is available here, while the slideshow used by the speakers can be downloaded here.

If you are interested in learning more about Gojo and receiving invitations to our future webinars, subscribe to our newsletter at the bottom of this page.

May 2, 2022

Ukraine Crisis Fireside Chat

Fireside Chat featuring Firdavs Mayunusov (Co-founder and General Director, MDO Humo) and Taejun Shin (Founder & CEO, Gojo & Company), moderated by Arnaud Ventura (Managing Partner, Gojo & Company) was held on the 14th April 2022. The one-hour event focused on the Ukraine crisis effect on Humo and their management of the crisis. The informative session was supported by the active engagement from the audience.

We were able to deep dive into the crisis situation including specific topics as below. 

  • Impact of the crisis on Tajikistan’s macroeconomics: GDP growth and inflation
  • Impact on Humo’s loan portfolio’s credit quality and hedging cost
  • How the impact on remittance flow would influence Humo’s business  
  • Impact on deposit
  • Product focus: Agriculture, Government employees
  • Plan on green finance
  • 3 top challenges under the crisis
  • Gojo’s position (as a shareholder and an investing company)  

To watch or rewatch the webinar, the recording is available here, while the slideshow used by the speakers can be downloaded here.

If you are interested in learning more about Gojo and receiving invitations to our future webinars, subscribe to our newsletter at the bottom of this page.

April 6, 2022

Gojo’s Governance Framework

Why governance matters for Gojo is clear — Because Gojo aims to operate in 50 countries by 2030, which means Gojo will have to manage at least 50 different group companies as a holding company by then.

Read more

April 5, 2022

Gojo’s Governance Framework

Why governance matters for Gojo is clear — Because Gojo aims to operate in 50 countries by 2030, which means Gojo will have to manage at least 50 different group companies as a holding company by then.

Read more

March 4, 2022

Inch by Inch — My Thoughts on Teamwork

This is a message from Kohei Katada, Gojo's CFO and devoted teamplayer.


A formation of elephants I met in Kenya. “If you want to go fast, go alone. If you want to go far, go together.”

Me and teamwork

Working together as a team and winning a game has always been an important part of my life.

Since I started working, it has become difficult for me to make time for team sports, so I mainly enjoy individual sports (triathlons, marathons, and recently, kickboxing). However, teamwork has always been an important part of my life as I have played various team sports such as soccer, basketball, and lacrosse since my childhood.

Recently, Taejun, our founder, recommended that I watch “The Playbook”, a documentary series on various sports coaches on Netflix. In this blog, I would like to write about my thoughts on teamwork at work.


What is teamwork

When I think back to some of the most memorable projects I’ve had, they have always involved teamwork with wonderfully talented people. When I was in investment banking, M&A advisory work required collaboration with clients, supervisors, colleagues, and external stakeholders such as lawyers and tax accountants. Preparing for the IPO of LIFENET INSURANCE also required close cooperation with the management team, a securities firm, and leaders from different departments. At Gojo, we have overcome many challenges as a team, such as raising funds for the Series D round and implementation of IFRS across group companies.

What is teamwork in the first place? I personally found the following definition by Andrew Carnegie, the Steel Magnate, to be the most convincing (I was a little happy to learn that the term “teamwork” existed over 100 years ago, even in Carnegie’s time!):

Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.

Mr. Deguchi, the founder of LIFENET INSURANCE, where I used to serve as CFO, had this to say about people and teamwork:

“People are all different and imperfect. By combining uneven members with different strengths, you can build a team like a strong stone wall and achieve great results.”

There is also a famous African proverb that goes like this:

“If you want to go fast, go alone. If you want to go far, go together.”


Essentials of teamwork

So, what do we need to work effectively as a team in a diverse, low-context environment like Gojo?

My hypothesis, which is still under development, is that the following elements are necessary.

Three prerequisites:

(from “Team Geek” by Brian W. Fitzpatrick, Ben Collins-Sussman)

  • Humility: No one on the team is perfect, and no one knows the right answer alone.
  • Respect: A sincere concern for the people you work with. Treating members as individuals and fairly evaluating their abilities and achievements.
  • Trust: Belief that every other team member is capable and will do the right thing.

Team Geek also has the following statement, which I agree with 100%.

“Almost every social conflict can ultimately be traced back to a lack of humility, respect or trust.”

Three key elements:

  • Shared Purpose/Goals: Each team member must share the purpose and goals with strong ownership.
  • Communication: Sharing information is the basis for good decision-making. High-frequency communication is essential for mutual trust and psychological safety.
  • Feedback: Based on the belief that everyone can grow, support each other’s growth and development through mutual feedback.

Our team

When I joined Gojo in 2019, I wrote the following in my personal blog.

“I’m committed to devoting myself to everything I must/want to do to bring Gojo closer to its vision. However, it would be impossible for me to do this on my own, so I want to gather the best people I can find and steadily build up step by step to move forward.”

Two and a half years have passed since I joined Gojo. The road has not been smooth, with the Covid-19 pandemic and the coup d'état in Myanmar…etc., however, my desire to build the best team in the industry with the best people has not changed from day 1.

In order to share our purpose as a team, we discussed and created our team’s mission statement during a workshop in 2020 and have been brushing it up every now and then. Below is the latest version of the statement.

  • Enhance the credibility of Gojo and its Partners (group companies) as an investment destination through transparent communication and amplify the financial inclusion around the world
  • Enable internal stakeholders within Gojo and Partners to make high-quality decisions and to achieve our mission, by delivering reliable financial information and thoughtful risk/opportunity analyses in a timely manner
  • Explore and implement an optimal and resilient capital structure that supports dynamic resource allocation in collaboration with Partners
Photo from the finance team workshop in January 2022

Inch by inch

I’d like to conclude this post by writing about “winning” as a team.

I mentioned the documentary “The Playbook — A Coach’s Rules For Life” at the beginning of this post. It was indeed great and I would recommend it to everyone, especially if you have ever played a team sport.

Personally, I’d recommend Episode 1: Doc Rivers, who is currently the head coach of the Philadelphia 76ers (The documentary is mostly about his days with the Boston Celtics and Los Angeles Clippers). I was particularly impressed by the following two statements by him.

“A person is a person through other people. I can’t be all I can be unless you are all you can be. (…) I can never be threatened by you because you’re good, because the better you are, the better I am.”
(Rule No. 3: UBUNTU IS A WAY OF LIFE)

“Champions get hit over, and over, and over. You know, it’s just that the champion is the one that decides to keep moving forward”
(Rule No. 5: CHAMPIONS KEEP MOVING FORWARD)

The second quote is about the 2008 NBA Finals, in which the Boston Celtics defied all expectations to win against the L.A. Lakers and become NBA champions for the first time in 24 years.

One last thing. Let me quote here my favorite speech Al Pacino from the movie “Any Given Sunday”.

“You find out that life is just a game of inches. So is football. Because in either game — life or football — the margin for error is so small. I mean one half step too late or too early and you don’t quite make it. One-half second too slow or too fast and you don’t quite catch it. The inches we need are everywhere around us. They are in every break of the game every minute, every second.

On this team, we fight for that inch. On this team, we tear ourselves and everyone else around us to pieces for that inch. We claw with our fingernails for that inch. Because we know when we add up all those inches that’s gonna make the f****** difference between WINNING and LOSING, between LIVING and DYING!”

Our long-term goal is to enable the provision of high-quality affordable financial services for 100+ million unserved and underserved people in 50+ countries by 2030. There have been and I believe there will be so many unexpected things happening. However, let’s work together as a team and move forward one step at a time, inch by inch, until we win.


Kohei Katada is Gojo’s CFO. He leads Gojo’s fundraising, finance and admin teams. Prior to joining Gojo, Kohei served as the Senior Vice President of Finance at SmartNews and as CFO at LIFENET INSURANCE COMPANY.

March 4, 2022

Inch by Inch — My Thoughts on Teamwork

This is a message from Kohei Katada, Gojo's CFO and devoted teamplayer.


A formation of elephants I met in Kenya. “If you want to go fast, go alone. If you want to go far, go together.”

Me and teamwork

Working together as a team and winning a game has always been an important part of my life.

Since I started working, it has become difficult for me to make time for team sports, so I mainly enjoy individual sports (triathlons, marathons, and recently, kickboxing). However, teamwork has always been an important part of my life as I have played various team sports such as soccer, basketball, and lacrosse since my childhood.

Recently, Taejun, our founder, recommended that I watch “The Playbook”, a documentary series on various sports coaches on Netflix. In this blog, I would like to write about my thoughts on teamwork at work.


What is teamwork

When I think back to some of the most memorable projects I’ve had, they have always involved teamwork with wonderfully talented people. When I was in investment banking, M&A advisory work required collaboration with clients, supervisors, colleagues, and external stakeholders such as lawyers and tax accountants. Preparing for the IPO of LIFENET INSURANCE also required close cooperation with the management team, a securities firm, and leaders from different departments. At Gojo, we have overcome many challenges as a team, such as raising funds for the Series D round and implementation of IFRS across group companies.

What is teamwork in the first place? I personally found the following definition by Andrew Carnegie, the Steel Magnate, to be the most convincing (I was a little happy to learn that the term “teamwork” existed over 100 years ago, even in Carnegie’s time!):

Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.

Mr. Deguchi, the founder of LIFENET INSURANCE, where I used to serve as CFO, had this to say about people and teamwork:

“People are all different and imperfect. By combining uneven members with different strengths, you can build a team like a strong stone wall and achieve great results.”

There is also a famous African proverb that goes like this:

“If you want to go fast, go alone. If you want to go far, go together.”


Essentials of teamwork

So, what do we need to work effectively as a team in a diverse, low-context environment like Gojo?

My hypothesis, which is still under development, is that the following elements are necessary.

Three prerequisites:

(from “Team Geek” by Brian W. Fitzpatrick, Ben Collins-Sussman)

  • Humility: No one on the team is perfect, and no one knows the right answer alone.
  • Respect: A sincere concern for the people you work with. Treating members as individuals and fairly evaluating their abilities and achievements.
  • Trust: Belief that every other team member is capable and will do the right thing.

Team Geek also has the following statement, which I agree with 100%.

“Almost every social conflict can ultimately be traced back to a lack of humility, respect or trust.”

Three key elements:

  • Shared Purpose/Goals: Each team member must share the purpose and goals with strong ownership.
  • Communication: Sharing information is the basis for good decision-making. High-frequency communication is essential for mutual trust and psychological safety.
  • Feedback: Based on the belief that everyone can grow, support each other’s growth and development through mutual feedback.

Our team

When I joined Gojo in 2019, I wrote the following in my personal blog.

“I’m committed to devoting myself to everything I must/want to do to bring Gojo closer to its vision. However, it would be impossible for me to do this on my own, so I want to gather the best people I can find and steadily build up step by step to move forward.”

Two and a half years have passed since I joined Gojo. The road has not been smooth, with the Covid-19 pandemic and the coup d'état in Myanmar…etc., however, my desire to build the best team in the industry with the best people has not changed from day 1.

In order to share our purpose as a team, we discussed and created our team’s mission statement during a workshop in 2020 and have been brushing it up every now and then. Below is the latest version of the statement.

  • Enhance the credibility of Gojo and its Partners (group companies) as an investment destination through transparent communication and amplify the financial inclusion around the world
  • Enable internal stakeholders within Gojo and Partners to make high-quality decisions and to achieve our mission, by delivering reliable financial information and thoughtful risk/opportunity analyses in a timely manner
  • Explore and implement an optimal and resilient capital structure that supports dynamic resource allocation in collaboration with Partners
Photo from the finance team workshop in January 2022

Inch by inch

I’d like to conclude this post by writing about “winning” as a team.

I mentioned the documentary “The Playbook — A Coach’s Rules For Life” at the beginning of this post. It was indeed great and I would recommend it to everyone, especially if you have ever played a team sport.

Personally, I’d recommend Episode 1: Doc Rivers, who is currently the head coach of the Philadelphia 76ers (The documentary is mostly about his days with the Boston Celtics and Los Angeles Clippers). I was particularly impressed by the following two statements by him.

“A person is a person through other people. I can’t be all I can be unless you are all you can be. (…) I can never be threatened by you because you’re good, because the better you are, the better I am.”
(Rule No. 3: UBUNTU IS A WAY OF LIFE)

“Champions get hit over, and over, and over. You know, it’s just that the champion is the one that decides to keep moving forward”
(Rule No. 5: CHAMPIONS KEEP MOVING FORWARD)

The second quote is about the 2008 NBA Finals, in which the Boston Celtics defied all expectations to win against the L.A. Lakers and become NBA champions for the first time in 24 years.

One last thing. Let me quote here my favorite speech Al Pacino from the movie “Any Given Sunday”.

“You find out that life is just a game of inches. So is football. Because in either game — life or football — the margin for error is so small. I mean one half step too late or too early and you don’t quite make it. One-half second too slow or too fast and you don’t quite catch it. The inches we need are everywhere around us. They are in every break of the game every minute, every second.

On this team, we fight for that inch. On this team, we tear ourselves and everyone else around us to pieces for that inch. We claw with our fingernails for that inch. Because we know when we add up all those inches that’s gonna make the f****** difference between WINNING and LOSING, between LIVING and DYING!”

Our long-term goal is to enable the provision of high-quality affordable financial services for 100+ million unserved and underserved people in 50+ countries by 2030. There have been and I believe there will be so many unexpected things happening. However, let’s work together as a team and move forward one step at a time, inch by inch, until we win.


Kohei Katada is Gojo’s CFO. He leads Gojo’s fundraising, finance and admin teams. Prior to joining Gojo, Kohei served as the Senior Vice President of Finance at SmartNews and as CFO at LIFENET INSURANCE COMPANY.

November 16, 2021

Governance, Decision Making, Leadership and Microfinance

As I was getting involved in microfinance in the late 90s, it was mainly operated by 2 types of players: Non-Profit Organisations (such as NGOs and International NGOs) and Cooperatives. Most countries had not yet set up regulations to allow commercial microfinance banks to operate.

I remember the significant opposition against commercial microfinance by many players in the microfinance sector. Many donor representatives but also a large number of practitioners did not feel comfortable with the commercial model. The cooperative movement was perceived by many as the “ideal” model, allowing the end beneficiaries to be part of the governance of the microfinance banks to decide on their services. Cooperative systems were perceived as superior models.

Beyond the governance, it is also clear that private ownership in microfinance was not accepted for another reason. The idea that private interest could generate profits from “poor people” was unacceptable to most.

As I co-founded PlaNet Finance in 1998 with the support of Jacques Attali and Muhammed Yunus (Chairman of the Advisory Board) and started providing independent rating & evaluations in the sector, as well as other services (consulting and funding), we started evaluating and financing many MFIs. 

As we were doing so, in the early 2000s, we witnessed many cooperatives failing. In West Africa but also in Latin America and other parts of the world, large cooperatives were bankrupt or nearly bankrupt, only being saved by governments and development agencies providing them every year with the funds they needed to survive. At this time, I got involved with PlaNet Finance & PlaNet Rating in many programmes with cooperatives, either to try to support / save some of those cooperative microfinance banks by providing them with technical assistance (such as in Mexico for instance) or to rate and evaluate them and allow governments or donors to design programmes to support them (such as in West Africa)

A shopkeeper in a transaction with a client in Madagascar / Arnaud Ventura

For years (mainly in the late 80s and 90s), a number of international cooperative movements such as Desjardins International, Crédit Mutuel International, WOCCU, were promoting the models that had worked in their home countries internationally by supporting local microfinance cooperatives with expertise and funding..

However, during the 2000s decade, commercial microfinance emerged and started growing at an accelerated pace, to become during the 2010s the main player in the microfinance sector.

How come commercial microfinance was able in less than 10 years to thrive while cooperatives did not manage in the previous 30 years?

There are probably many reasons behind this factor but I would like to highlight 2 of the reasons which I believe are fundamentally behind the success1 of commercial and the failure of cooperatives models in microfinance:

  1. The efficiency of commercial microfinance. This efficiency is largely the result of efficient decision making which private companies with simple and aligned shareholding bases and clear decision makers excel at doing. Cooperative microfinance banks are often struggling with complex governance, many hundreds of owners (the clients) with different and sometimes conflicting agenda which makes decision making much more complicated and sometimes impossible. In specific situations, a strong leader is able to make this governance structure work and can, thanks to his/her natural authority and/or his legitimacy, accelerate decision making. This was for instance the case at Grameen Bank, a cooperative bank with a strong charismatic leader, the founder: Muhammed Yunus. However, unfortunately too few cooperative microfinance banks could benefit from such a charismatic leader.
  2. The strength of commercial capital: as was expected in the early 2000s, as soon as commercial investors realized that microfinance was a new asset class they could benefit from, with potentially good profitability, commercial capital started to flow significantly into the sector. And commercial capital was invested primarily into commercial microfinance rather than cooperatives, not only because of the reason above but also because of legal & regulatory limitations (much easier to invest in a private company than in a cooperative company). As a reminder, in 2020 more than 150 million people have access to microfinance with a total loan portfolio above 140 billion USD, while in the early 2000s, microfinance was reaching fewer than 20 million people for a portfolio below 20 billion USD. Commercial capital is largely responsible for this huge growth in the last 20 years.

I think this story around Efficiency, commercial and cooperative decision making can be applied beyond the cooperative sector (for instance the public sector or government-owned businesses, etc.). I would argue that the key to efficiency is alignment. An organization is efficient if the key stakeholders are fully aligned so that decisions can be made quickly and implemented efficiently. There are many ways to reach alignment in an organisation but the most efficient ways are probably those highlighted above:  

  1. One, or a limited number, of charismatic leaders followed by their teams, 
  2. A simple governance with very few owners aligned on the same goals.

As many microfinance banks are now facing serious challenges to face digital disruption and to meet clients’ expectations, quick decision making and alignment are going to be key success factors in upcoming digital transformation, so it is time for every organisation to learn from history and improve their governance & organisation to become more efficient in decision making.


Arnaud Ventura is a Managing Partner of Gojo & Company. As Managing Partner, Arnaud oversees strategy, business performance & development. He also leads the development of Gojo & Company in Africa.

Prior to joining Gojo, Arnaud founded and led two of the leading financial inclusion group worldwide. From 1998 to 2008 Arnaud cofounded and led with Mr Attali & Mr Yunus PlaNet Finance, one of the global and most successful European Financial Inclusion Group. From 2008 to 2019, Arnaud founded & led Baobab (formerly MicroCred), the leading Micro&SME digital bank in Africa & China.Additionally, Arnaud has been appointed Young Global Leader of the World Economic Forum in 2013 and he cofounded the French China Foundation the leading network of Young Leaders between French and China and Share Africa, a platform to support African youth.

November 15, 2021

Governance, Decision Making, Leadership and Microfinance

As I was getting involved in microfinance in the late 90s, it was mainly operated by 2 types of players: Non-Profit Organisations (such as NGOs and International NGOs) and Cooperatives. Most countries had not yet set up regulations to allow commercial microfinance banks to operate.

I remember the significant opposition against commercial microfinance by many players in the microfinance sector. Many donor representatives but also a large number of practitioners did not feel comfortable with the commercial model. The cooperative movement was perceived by many as the “ideal” model, allowing the end beneficiaries to be part of the governance of the microfinance banks to decide on their services. Cooperative systems were perceived as superior models.

Beyond the governance, it is also clear that private ownership in microfinance was not accepted for another reason. The idea that private interest could generate profits from “poor people” was unacceptable to most.

As I co-founded PlaNet Finance in 1998 with the support of Jacques Attali and Muhammed Yunus (Chairman of the Advisory Board) and started providing independent rating & evaluations in the sector, as well as other services (consulting and funding), we started evaluating and financing many MFIs. 

As we were doing so, in the early 2000s, we witnessed many cooperatives failing. In West Africa but also in Latin America and other parts of the world, large cooperatives were bankrupt or nearly bankrupt, only being saved by governments and development agencies providing them every year with the funds they needed to survive. At this time, I got involved with PlaNet Finance & PlaNet Rating in many programmes with cooperatives, either to try to support / save some of those cooperative microfinance banks by providing them with technical assistance (such as in Mexico for instance) or to rate and evaluate them and allow governments or donors to design programmes to support them (such as in West Africa).

A shopkeeper in a transaction with a client in Madagascar / Arnaud Ventura

For years (mainly in the late 80s and 90s), a number of international cooperative movements such as Desjardins International, Crédit Mutuel International, WOCCU, were promoting the models that had worked in their home countries internationally by supporting local microfinance cooperatives with expertise and funding.

However, during the 2000s decade, commercial microfinance emerged and started growing at an accelerated pace, to become during the 2010s the main player in the microfinance sector.

How come commercial microfinance was able in less than 10 years to thrive while cooperatives did not manage in the previous 30 years?

There are probably many reasons behind this factor but I would like to highlight 2 of the reasons which I believe are fundamentally behind the success1 of commercial and the failure of cooperatives models in microfinance:

  1. The efficiency of commercial microfinance. This efficiency is largely the result of efficient decision making which private companies with simple and aligned shareholding bases and clear decision makers excel at doing. Cooperative microfinance banks are often struggling with complex governance, many hundreds of owners (the clients) with different and sometimes conflicting agenda which makes decision making much more complicated and sometimes impossible. In specific situations, a strong leader is able to make this governance structure work and can, thanks to his/her natural authority and/or his legitimacy, accelerate decision making. This was for instance the case at Grameen Bank, a cooperative bank with a strong charismatic leader, the founder: Muhammed Yunus. However, unfortunately too few cooperative microfinance banks could benefit from such a charismatic leader.
  2. The strength of commercial capital: as was expected in the early 2000s, as soon as commercial investors realized that microfinance was a new asset class they could benefit from, with potentially good profitability, commercial capital started to flow significantly into the sector. And commercial capital was invested primarily into commercial microfinance rather than cooperatives, not only because of the reason above but also because of legal & regulatory limitations (much easier to invest in a private company than in a cooperative company). As a reminder, in 2020 more than 150 million people have access to microfinance with a total loan portfolio above 140 billion USD, while in the early 2000s, microfinance was reaching fewer than 20 million people for a portfolio below 20 billion USD. Commercial capital is largely responsible for this huge growth in the last 20 years.

I think this story around Efficiency, commercial and cooperative decision making can be applied beyond the cooperative sector (for instance the public sector or government-owned businesses, etc.). I would argue that the key to efficiency is alignment. An organization is efficient if the key stakeholders are fully aligned so that decisions can be made quickly and implemented efficiently. There are many ways to reach alignment in an organisation but the most efficient ways are probably those highlighted above:  

  1. One, or a limited number, of charismatic leaders followed by their teams, 
  2. A simple governance with very few owners aligned on the same goals.

As many microfinance banks are now facing serious challenges to face digital disruption and to meet clients’ expectations, quick decision making and alignment are going to be key success factors in upcoming digital transformation, so it is time for every organisation to learn from history and improve their governance & organisation to become more efficient in decision making.


Arnaud Ventura is a Managing Partner of Gojo & Company. As Managing Partner, Arnaud oversees strategy, business performance & development. He also leads the development of Gojo & Company in Africa.

Prior to joining Gojo, Arnaud founded and led two of the leading financial inclusion group worldwide. From 1998 to 2008 Arnaud cofounded and led with Mr Attali & Mr Yunus PlaNet Finance, one of the global and most successful European Financial Inclusion Group. From 2008 to 2019, Arnaud founded & led Baobab (formerly MicroCred), the leading Micro&SME digital bank in Africa & China.Additionally, Arnaud has been appointed Young Global Leader of the World Economic Forum in 2013 and he cofounded the French China Foundation the leading network of Young Leaders between French and China and Share Africa, a platform to support African youth.

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