Our Procedure


The Importance of the Process
“We overestimate the event and underestimate the process. Every fulfilled dream occurred because of dedication to the process.”
John C. Maxwell

A well-structured and refined process is the key to any successful project. And, even though every project is an entirely different world, there are a number of patterns that we have identified and cultivated overtime. These patterns make up recurring pathways that can lead to many different outcomes.

Several months can span between the first email or the first informal conversation at an event, to the final submission of a project. However, no matter how long a project stretches in time, the process is always present. Foresight is key. Following a defined roadmap and keeping it updated helps reduce uncertainty and makes our client engage in all the events that take place throughout the project.

Here we will go into detail about the unique process we use throughout our work. In reality, this process is made up of many different processes. We have decided to differentiate between three key types of processes that transpire during a project’s chronology:

  • The strategy-definition processes will help us establish the path we need to take to help our clients. The strategy comes from the specific context, goals, needs and target markets, all of which set the base of our work.
  • The product processes relate to complex problems and their solutions, based on a series of goals in a specific context.
  • The graphics-definition process - as visual communication is our main tool (though not the only one) for the success of a digital product.
General work flow chart that we use in the studio

1. Preparation

Every project is born from a client’s need. But sometimes, the client doesn’t know what they need or why they have come to us. It’s important to confirm that the client has a clear grasp of our company culture and the approach we take to our work so that they fully comprehend the distinctive value that we can add.

This informative endeavour can be done in different ways:

  • We educate the client. Clients usually define us with their preconceived ideas of Graphic Design, which revolves around the aesthetic aspect only. When they start working with us, we show them the impact that product design can have by teaching them our methodology.
  • We seek out and educate designers for our clients. A very important aspect which defines and differentiates us as a company is that we find talent and train them during a project to later incorporate them into the client's project team.

Why is this so important?

  • Sharing vision and culture. It’s very important for your client to know what they will obtain from you and what they won’t.
  • Avoid clients that don’t fit well. It’s better to give up a job that is not in your area of expertise and hand it over to a teammate.
  • Improve the client's own evaluation of our work. Telling our clients about previous projects will help them critically understand the complexity of our days and what we do as a company.

1.1 Proposal

Projects are born out of the client’s needs. They reach out to us and explain their ideas in a briefing. Based on this brief, we formalise a proposal, evaluate our client’s ideas and goals, and work out how our skills can best be used to add value to their product.

Our proposals consist of:

  • A detailed description of the potential project’s stages.
  • An estimation of the deadlines.
  • A detailed budget.
  • Service conditions.
  • Deliverables the client will receive and when.
  • On certain occasions, examples of other projects.

Accepting or refusing a proposal can seem like a rational decision at first. However, a big part of it is based on our emotions. This is why the proposal must be a reflection of, and perfectly aligned with, our studio’s culture and identity. To achieve this we must never neglect the details, the narrative, or the aesthetic quality of our proposal.

Once a proposal is approved, and the services and the goals that will be provided have been defined, it is documented in Notion.

2. Understanding

The understanding phase is a process that allows us to establish a framework for putting our work into action. This framework consists of a series of work processes that will take place − in accordance with our criteria − to extract all necessary information for the project development in future stages. The conclusions we come to during this stage must be presented to the client and validated by them, the same as any other product. This way we establish a dynamic in which we eliminate non-committal expressions such as “I like it” from our client’s vocabulary.

Getting to know the problem

It’s during the understanding stage when any project starts taking shape. It’s probably the most important stage of the entire process. The key is to define the problem that we are dealing with very clearly. If the problem is not properly described, we may never find a suitable solution. There are many different ways we can properly get to grips with our client’s problem. Normally, this understanding phase starts from the very beginning when we first speak to the client.

This is the moment to prepare the project, technically speaking. We open a project on Figma and give access to everyone involved so that they can keep up to date with the progress and give feedback. At this stage we also create and organise all the documents and start setting up tasks on Notion.

In Project Management you will learn a little more about how to create and document a project.

2.1 Brief

One of the most common ways to begin to understand a project is through a brief, on occasion we receive one before the proposal. We receive briefs in a variety of different formats. It can simply be a document that details the client’s service request, or it can be much more than that. For us, the brief is a mental disposition that takes place during the first contact meeting and allows us to test what the client wants, anticipate possible problems and/or benefits of the project and, ultimately, extract as much information as possible.

2.2 Brand Strategy Brief

In order to fully understand the product and the brand, we normally send a document created by us called Brand Strategy Brief. This is a small questionnaire that invites the client to make a strategic and conceptual evaluation of their organisation, from their vision, mission and values to their target public and competition. This way, the team at mendesaltaren is on the same page as the client and can adopt their principles and values throughout the whole project. This brief isn’t always necessary, but it is crucial if the project includes branding or if there isn’t a well-defined strategy.

Brand Strategy Brief

2.3 Kick-Off

Once the Brand Strategy Brief has been completed, a kickoff meeting takes place. In this meeting, we discuss the business goals that are to be met and what is expected of mendesaltaren. This kickoff meeting helps establish some measurable and achievable goals, and we establish a realistic roadmap. In this session, we must start to understand the client's dilemma, as well as create a hypothesis around where it came from. It’s interesting when ideas for different solutions are quickly put forward by our stakeholders, the client’s team and our own team. This allows us to test how receptive our stakeholders are, how flexible they are and how easy it will be to convince them of our decisions. A good exercise is the Product Canvas, which is explained below.

2.4 Product Canvas

Product Canvas is a great tool that allows us to have a global picture of the product through the client-agency approach. It’s very similar to a business canvas but it focuses on the product. It’s basically a communication tool that looks to detect the client’s unfulfilled needs as well as the shortcomings and benefits of their product. We can then transform all of this information into a solid value proposition that will be materialised into a non-prioritised set of functions. From this set of functions we get a “letter to Santa” from where we draw the basis of the product.

This Product Canvas includes different spokespeople from the different teams in the decision-making process. It’s important to have a facilitator who takes notes on the participants’ contributions on our canvas. This facilitator mustn’t take part in decisions in order to properly be of help to the rest of the teams when it comes to verbalising ideas, selecting them, categorising them and avoiding delays.

The product canvas is also a great way for the client to get to know us, understand that we are here to listen and help them improve their processes and products.

  • Client section – What is our product target? Who is it directed at?
  • Unfulfilled needs – What are the needs that have been identified in the market that this product can resolve?
  • Pains – What are the client’s issues or weaknesses when it comes to launching the product?
  • Gains – What are the client’s strengths that help develop the product?
  • Value proposition – The value proposition is the last box to be ticked. It’s important that it’s the last one as it must be nourished by everything that has been previously discussed. It represents the competitive advantage of the product compared to the others in the market. What makes clients choose our product?
  • Feature set – What are the characteristics of a product?
  • UX – What tool and UX exercises are going to be used to get to know our users? How are we going to get information about them?
  • Channels – What channels are we going to use to advertise the product? What channels are used by the product?
  • Pricing – How is the product going to bring in revenue?

Access the Product Canvas template.

2.5 Documentation

Documenting the process is just as important, if not more important, than the process itself. Without proper documentation, the information will be lost as the days go by and we will make mistakes and fall out of synchronicity which will lead to uncertainties. We use different systems for documentation, focusing everything on Notion. We document our client’s impressions at each meeting. We include different aspects such as goals, roadmaps or deliverables, interesting and relevant links, conclusions that we come to and presentations that we have given to our clients throughout the project.

2.6 Research

Once we have a series of clear hypotheses about the client’s product or brand, we begin researching it. Depending on the type of service we offer, the research plan may change. For a job that is more focused on branding, the research will be concentrated on competition and the market more than if it was a definition job. A definition job would be more about researching the user. However, no matter the plan, it will follow these stages:

  • Collecting information – we will discuss the tools we need to extract all the necessary, valuable information to start analysing hypotheses and setting out the next steps.
  • Drawing conclusions – we will produce documents that will allow us to establish and communicate solutions that we can think of based on the data we have.
  • Sharing and approving – all information must be shared and approved, not only because it can be very useful for everyone, but also to make our work more valuable and to support the decisions we make later on during the reasoning processes. The reasoning process could result in more research.

2.7 Collect Information

When it comes to gathering valuable information, there are many tools and resources we can use. Here we describe some of the most commonly used ones in our studio:

  • Shadowing – This consists of following and observing a user at the time they use the platform. It’s convenient to not interfere with their performance as this allows us to collect valuable information about the real use without creating any bias.
  • Desk research – This is all about searching for common information, be it reading articles or interviews or trying similar products and services… The goal is to document the problem through the research that others have done and collect all possible information about the context, competition, and the market…
  • Surveys – Carrying out a series of surveys of the users will allow us to extract information about the product. They are especially useful when it comes to measuring big user bases. It’s important not to ask very direct questions or ask users to make value judgements as implicit biases mean the answers tend to be more forgiving.
  • Interviews – If we want quality information, a few interviews will be much more valuable than lots of surveys. Then again, it’s key not to coerce users with very close-ended questions. The key is to create a comfortable atmosphere where the interviewees feel able to express themselves free of judgement. That’s why the interviewer should adopt a passive role as facilitator. It’s also of great interest to interview key members of our client’s organisation.

2.8 Drawing Conclusions

The conclusions we draw can be represented in many ways. Here are the two ways mostly commonly used in product design:

  • Customer journey – This shows, in a visual manner, the process that the user is following when using the product or service.  It shows what they expect to achieve and how they feel during the process, paying special attention to those moments that can result in frustration. It allows us to point out parts of the process that provoke friction as well as where there is room for improvement. It’s ideal to establish these journeys based on real information.
  • User personas – There are two types: proto personas, if the information is made up, and personas, if we base them on information that has been previously collected. It’s all about creating a realistic personality for the product user. This helps us highlight their needs, their frustrations, their likes and their tools in order to approach the design from the appropriate angle.

We mustn’t forget to document the results from all of these stages on Notion.

Learn how we work with Notion here.

3. Definition

During the definition stage, we will set the foundations for our product or brand. In this stage, we need to prioritise simplicity in order to make a large amount of documents, charts and notes into a consumable entity.

The goals for this stage are the following:

  • Take away complexity from the product or brand. This can include establishing common terminology for all teams.
  • Generate the narrative that allows us to support our discourse.

Meet all the set goals to a great extent. This isn't about stating what the specific section of the form that is going to measure will be like, but rather thinking of those sections or modules that fulfil a function and specific goal.

  • Building the information architecture that will serve as the structure for our product.
  • Establish a realistic hierarchy of which functions will make up the next release or MVP and why.
  • Turn anything abstract into something concrete.

3.1 Ideation

The objective of this phase is to define and specify product functions, which have to be in line with our user’s needs.

Once we have validated and understood the problem, we start looking for solutions. The more the better, prioritising quantity over quality. In this stage, we explore ideas that go beyond the “obvious solution”. We try to come up with many ideas before starting with the selection and development of concrete concepts. We then review and consolidate everything afterwards.

Users’ experiences are a great exercise that help us during this phase to come up with new functions based on the users’ points of view, taking into account their frustrations, problems, needs and motivations.

Users’ Stories:

  • Give us context on the problem.
  • Help us focus on finding solutions for, and empathising with, our users.
  • Allow us to easily differentiate between the different kinds of consumers of the product.
  • Help us detect useful functions.

To create users’ stories, we use the following structure, taking into account the user’s needs and the value they can add to fulfil that need.

As ___________ I want ___________ to _________.

This could be an example for a supermarket app: “As a recurrent customer I want to be able to look among my previous orders to make the same order again quickly.”  

The function that would result from this user’s story would be: to have a list of previous orders within their profile that can be reordered as often as the user sees fit.

With users’ stories, we are not trying to define the solution but rather specify a function that would allow us to address the problem that we picked up on.

3.2 Content Architecture

Once we are clear about what we want to do, we move on to defining how we are going to do it. Before thinking about graphics solutions, we must focus on the complexity of the task and organise ourselves to make the process easier. This means deciding what content is appropriate and what structure we should use to show it, organising available information on charts, content trees and flowcharts.

This information architecture allows us to:

  • Use a hierarchy to identify and organise the components that are present in the app or website that we are working on.
  • Organise, structure and name these components in an effective and suitable way throughout the project.
  • Identify KPIs and give them an appropriate level of importance.
  • Make high-level decisions regarding content quickly, reflecting on the conceptual idea of the order and the sections as well as functional objectives.

Content architecture in terms of branding includes identifying all different contact points of the brand and how the user interacts with them.

3.3 Concept Map

We make concept maps to organise a variety of information. They can be used to organise the data of a table, allocate sections of a product, organise the content of a specific section or even reorganise all existing sections and try different allocations. The main goal of a concept map is to separate the content into groups.

Concept maps help us to:

  • See all the content that belongs to the same subject group in one place.
  • Put sections of the information in order and make sense of them.
  • Organise everything in a hierarchy and get rid of irrelevant information.

Within a concept map we differentiate between these hierarchies:

  1. KPI: more important actions or content.
  2. Actions: actions of secondary importance.
  3. Notes: components that contain the main function.
  4. Secondary notes: modules and components with supporting information.

Making a concept map is as easy as collecting all the information blocks that we have and organising them with a logical order, either horizontally or vertically. It’s very important to use some kind of code to organise them according to their importance. Once we have several conceptual blocks, we can establish greater correlations by organising, at a later stage, the groups between them. A logical next step for a conceptual map would be a content tree.

3.4 Content Tree

A content tree is like a conceptual map, only it has different sections and branches. It’s useful to organise and establish the groupings and dependencies of a digital product. This is always of great use when starting a project from scratch, or when the project already has a lot of information and content which we need to restructure. A content tree shows restrictions between the app and web pages and allows us to document the organisation and navigation of the website.

It’s important not to confuse a content tree with a flowchart. A content tree reflects the websites' different levels, but it doesn’t show the order or the different scenarios resulting from user interactions.

The process of a standard content tree, based on conceptual maps, could be described as follows:

  1. Organise all the identified blocks into a global structure. This structure must take into account the different levels of navigation (primary, secondary, etc.). It’s not necessary to include all of the blocks that form a conceptual map, it’s only necessary to be able to identify them.
  2. Organise the content in different pages.

3.5 Flowcharts

Flowcharts show how a user interacts with a product or service, illustrating different paths according to those interactions. They allow you to detect pain points in the different app or web funnels as well as reflecting on the conceptual idea and making decisions about the different scenarios and options of a service or product.

Flowcharts can be made throughout the whole definition stage, and they will always be useful. Before making the wireframes, it’s important to have created a flowchart to check the navigation and structure of the app with the client.

There is a standard convention for the making of a flowchart called “flowchart system”. It’s very easy and it will allow us to make readable flowcharts for a multitude of profiles. The convention can be adapted to any product or service. We recommend using the file attached, developed by us, for the creation of your flowcharts.

3.6 Componentisation

During the componentisation we highlight all the different modules that compose our final product and/or all the pieces that are part of the brand. The idea is to find patterns that will allow us to solve all the different problems that will arise with the minimum possible number of solutions.

Depending on the starting point of the project, this can be done either by separating all the components of the product that we start off with, or by beginning with what has been developed during the wireframing phase. One way to do this is by separating all the modules of a low-accuracy wireframe so that we can identify which objectives and problems each module can solve. This helps us identify patterns that allow us to reduce the design options to a minimum and find versatile ways of solving issues.

More than just a tool, componentisation is a way of thinking that allows us to simplify a product or brand in any of its stages.

3.7 Conceptualisation


Representation of an object, a fact, a quality, a situation, etc.

Conceptualising is the only way we can give a soul to a product. A concept is the base on which a product’s narrative is articulated.

Conceptualising is absolutely necessary in a branding job. Without a solid concept to support the brand it will be fragile and unable to reflect the goals pursued at a strategic level. It’s important to be simplistic when defining a brand’s concept. A common mistake is to try to be too intricate because you will then find it difficult to express the concept with graphic or narrative resources. Being as obvious as possible is normally a safer bet when it comes to conceptualising.

During the creating process, be it of a brand, a product or anything else, we have to be conscious of the fact that we come from a far-off place in relation to the world of ideas.

If we manage to connect the work we do with one of those ideas, our public will be able to assimilate the values or traits that we are trying to convey. Only by being aware of these limitations will we be able to notice the effort that is made to see a clear concept in our work.

It’s common that conceptualisation gets pushed aside in jobs that are purely about digital products. However, if we aim to set the base of the job on a concept, we will give our product a guiding thread. This guiding thread is noticeable from the splash screen until the last copy of a button.

In order not to limit ourselves and apply the richness of the narrative of a brand, we tend to work with two types of complementary concepts: narrative and graphic.

Narrative Concept

A narrative concept articulates the language of a product or brand. For instance, if the narrative concept was “effort”, we could use expressions that convey the difficulty of carrying out an action.

Graphic Concept

A graphic concept allows us to find simplistic visual resources that support the narrative. Based on the previous example, to complement “effort” we could look for a concept of “visual tension”. This could be done by using stretched geometric shapes that appear on the verge of collapsing or foreshortened, for example.

An interesting and practical way of testing the possibilities of expressing our concept is to use the following formula:

If our concept is________, our graphic resources will ________.

For example:

If our concept is effort, our graphic resources will convey tension.

4. Production

This point is key for the process. This is when we are going to materialise the value proposition that we have been cultivating in previous stages. At this point in the process, the product functions must be defined. If we have done a good job beforehand, we’ll be able to develop faster and with greater fluidity at this stage.

In order to proceed with the production of the product, we will move from the conceptual idea and general concept to the specific and particular. Roughly, the steps of this phase would be: wireframing 🡪 prototyping 🡪 design. We will go on to explain each of them.

4.1 Wireframing

A wireframe is a draft that is visually and schematically represented by the structure of the digital product or one of its parts. They are very useful to validate ideas and hypotheses with the client and to discuss our theories. These drafts can be either handmade or digital. What’s important is to dismiss all visual aesthetics, as it will be a waste of time to worry about them at this stage of the process.

The goal of the wireframing is to define the navigation flowchart, the product content blocks, the position, and functionality of the different components. For this, we differentiate between two different types of wireframes:

  • Lo-fi – As designers, they are our starting point to translate the value proposition into a layout. They must provide a very simplistic image of how the information is going to be structured at a general level. We work on a block-by-block basis, without delving into how each block works. They are useful to validate different modules that will form each section and the correlation between them, to reduce the number of components to a minimum and to create a well-defined structure in a quick way.
  • Hi-fi – High-accuracy wireframes are the natural evolution in which we start to see how each module and component works. The idea is to validate the functionality of the product before worrying about the visuals.

4.2 Prototyping

Prototyping allows us to test the product with different users in different stages and identify problems in terms of navigation and content.  When we talk about prototyping, we are referring to: designs which, to a greater or smaller extent, are similar to the final product, which allows us to interact with the functions that we are proposing.

The prototype allows us to:

  • Understand and experience navigation in a visual way.
  • Validate with the client the structure of the content and which components and modules will finally go on which page. The prototype gives us a quick and close idea of what the final product will be like.
  • Test out the content structure with the users, as well as the components and modules that will eventually be on each page.
  • Confirm everything with the development team that will be in charge of implementation.

The prototype has to clarify the value proposition and give solutions to raised problems.

4.3 User Tests

As we have mentioned before, it’s interesting to test the prototype with users to obtain their insights as soon as possible. User testing allows us to see if the problems have been satisfactorily solved.

The same happens with interviews or surveys. It’s of great importance to try and avoid user bias as much as possible. Asking for users’ opinions on the work, or asking for reviews, will often result in indulgent and uncritical answers. The key is to present them with a specific problem and observe if they solve it and how. It’s crucial to do your job as a facilitator and not as a guide and manage the environment so that they feel comfortable: ideally, they will use the product in an environment that resembles reality in order to avoid implicit bias.

In order to test with users, it’s necessary that they complete a checklist on their own. During the testing session, it’s advisable to remind the user that it’s not them that’s being judged, but the app or webpage for further improvement. They will also be told what tasks they have to complete. When they complete a task, we will mark it in the checklist, this will allow us to record if the problem has been solved successfully or if it’s necessary to review it.

4.4 Moodboard

A mood board is of great help during the first stages of a visual exploration of a product or brand. It allows us to translate into a visual language concepts and ideas that have repeatedly come up during the product definition process. It’s also a great way of letting our client know what we think of the product or brand to ensure that we are all on the same page.

This moodboard must be evocative, as it will serve as our inspirational starting point. Normally, we prefer not to concentrate on what we would recognise as references of graphic design and interfaces. Plastic art, photography, architecture, sculpture or, in general, any other field related to the representation of ideas and concepts, is a good starting point to find inspiration.

It’s important for a moodboard to be concise. A very interesting option is to create small sections focused on specific aspects such as colour, shape, texture, typography, communicative tone, etc. This way, we maximise the evocative power of a combination of images, and avoid losing them within a sea of different, mixed visual elements.

Here is a visual example of a moodboard that we use in our presentations.

Here is a visual example of a moodboard that we use in our presentations.

4.5 Branding

Branding, along with product design, is one of the most important services that we offer in the studio. In fact, they almost always go hand-in-hand. A product can’t be understood without its brand and vice versa. It’s not a phase as such, because in an ideal project, the brand would be developed alongside the project in many of its phases, sometimes drawing from it (comprehension, definition, conceptualisation or componentisation) and other times feeding it (production, visual design, narrative). All of this is why we have decided to create a section specifically dedicated to branding, to briefly introduce the process that we follow to create a brand in the studio.

4.6 Visual Design

Once we have defined and tested all functional and structural aspects of the digital product, it’s time to give them a final visual polish that will help us enhance the user’s experience.

Good design is aesthetic
Dieter Rams

In his 10 principles of a good designer, Dieter Rams argues that the aesthetic quality of a product is an integral part of its utility. From our point of view, between user and product, a similar relationship is created to the one that is created between architecture, buildings, and people. In the same way that walking the halls of a nice building can have an impact on our wellbeing, using a digital product that was created well benefits the established relationship between user and product.

Usually, visual elements and codes that we need to use when creating a digital product are encased in a specific context, they must represent a brand. For this reason, a very important part of this phase is to define an ecosystem that evolves them. This ecosystem is the brand identity or branding. Before creating the product on a final visual level and, even if we have already defined the functionalities of the product, it will be crucial to establish that brand identity. This process is, in a way, independent from the product development process. That’s why, at this point, we want to define the branding process.

Once the brand identity is defined, we can move on to developing the design system. In it we will establish patterns that will make the use of commonly recurring elements easier, enhancing recursion. We will define a set of rules that will state the use of this system. We then lay out a base for a clear and consistent language, from which we will create and develop products.

Consult our approach to design systems.

5. Submission

The results of each part of the process must be shared with the client and their team as they are being developed. This will erase all uncertainty and allow the project to progress and the feedback to be actioned at an appropriate time, avoiding significant backtracks. Giving our clients access to Figma and sharing the progress with them step by step will give them the opportunity to see what is being done, to add comments and give feedback about the work. Working with transparency will speed up the project and keep the stakeholders engaged as we progress.

Consult how we work with Figma here.

5.1 How and what to submit

The best way to submit a project is through a link to Figma in which we will have a deliverable. In case we need to modify anything, this will avoid us having to resend the compressed files or upload them to a platform like Wetransfer.

It is of great importance that the client understands that, even if the project appears closed, it’s possible to correct any mistake that we identify later on.

5.2 Organisation

When it comes to preparing a project deliverable it’s very important to establish a system that the client can use that mirrors our procedures. We must select files that will be of value to the client, while ensuring we never forget the files that the client deemed essential in the preparation phase.

The deliverables of the project will be previously defined with the client and will be documented on Notion at all times.

5.3 Hand-off

When it comes to moving the project from design to development, we use Figma. Figma helps us reduce the gap between design and development, which makes implementing the design easier. The files that are ready for development will be left in the project main or will be marked at main using the cover system on Figma.

If you want to know more about the hand-off on Figma, take a look at this article.

6. Follow-up

6.1 Training

Once the project is finished, we will run training sessions with the client. In these sessions, we share all the knowledge we have gained throughout the process with the client.

We train the client to make them understand the extent of the created design system and how to work it based on components that will, in time, enhance their product in a steady and consistent way.

6.2 Support

When we submit a project, we always follow up with the front-end team who develop it. Thanks to this support we can make sure to resolve any doubts that might come up. In case there are any complications regarding the design, we will find the means to offer a solution via this team.

6.3 Internal Evaluation

When we submit a project, the responsible colleague and all members of the team that have taken part in it have a hindsight session. In this meeting, they will analyse what went well and which points of the process could be improved in future projects. This information will then be transferred to the rest of the team so that all that was learned is reflected in all future projects of the studio.

Three months after a project submission, we will contact the client to see how the product is functioning, gather key information and, if it’s relevant or useful, compare it with the information and data we gathered at the start of the project. Thanks to this information we can analyse what has worked well on a product basis and how our work has contributed towards that. Retrospective analysis of all our projects ensures we can continue to improve in future projects.

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