Legal Tech Revolution? CHBeck and Noxtua: Developments in Legal Artificial Intelligence

The future of the legal market: CHBeck and Noxtua as pioneers of the legal tech revolution

Noxtua: The new platform for legal work processes under CHBeck's control

In a groundbreaking development for the legal tech industry, the long-established publishing house CHBeck has announced its majority stake in the Berlin-based technology platform Noxtua. With an investment of over €100 million and the strategic involvement of the Austrian publisher MANZ, the power structure in the European legal market is being reshaped. This transaction not only provides significant financial support for Noxtua but also represents a crucial step into the future of legal artificial intelligence. By combining its centuries-old knowledge infrastructure with cutting-edge technology, CHBeck is creating a platform that not only provides legal information but also revolutionizes workflows in law firms and legal departments. In this context, the question arises: Whoever controls the legal sources could also determine which AI sets the pace in the legal field in the future.

The publisher becomes a platform: How CHBeck is reshaping the legal AI market with Noxtua

Whoever controls the legal sources could in the future also determine which AI sets the pace in law

The investment by CHBeck and MANZ in Noxtua is far more than just a major funding round for a Berlin-based technology company. With a volume exceeding €100 million, CHBeck's rise to majority shareholder status, and the entry of the Austrian legal publisher MANZ, the power structure in the European market for legal artificial intelligence is shifting. Until now, the legal tech sector has often been described as a competition between young software providers, global data corporations, and innovation-driven law firms. Now, a different model is emerging: traditional legal publishers are directly linking their exclusive content, established customer relationships, and brand authority with a proprietary AI platform.

This connection has considerable economic logic. In the legal market, it is not enough to simply provide a high-performance language model. The quality, timeliness, citability, and legal classification of the sources used are crucial. Commentaries, handbooks, specialist journals, and systematically compiled case law play a central role, particularly in continental European legal systems. Those who have exclusive access to this content possess an asset that cannot be replicated quickly. CHBeck is therefore not merely investing capital in Noxtua. The publisher is combining a knowledge infrastructure that has grown over centuries with a technology designed to integrate legal research, analysis, and document creation into a unified workspace.

This transaction represents a strategic move into the next stage of development for the legal information business. The previous model involved selling books, database access, and individual digital products. The new model aims for a platform that actively supports legal workflows, selects content, structures facts, drafts documents, and increasingly coordinates multi-stage tasks independently. The economic value shifts from providing an archive to managing the entire workflow. This is precisely where the significance of the deal lies: the crucial step is not the digitization of the commentary, but rather its integration into an AI system that can become the daily operating system of legal work.

A financing round turns into a strategic change of control

CHBeck is investing more than €100 million and will become the majority shareholder of Noxtua. For the publishing house, which is over 260 years old, this is the largest investment in its history. MANZ is also participating as a further strategic investor. At the same time, the previous investors Global Brain Corporation, KDDI Open Innovation Fund, CMS, Dentons, and Dominik Schiener are leaving the ownership structure. However, CMS and Dentons will remain connected to the company as important customers and operational partners. The change in ownership therefore does not mean that Noxtua will lose its connection to legal practice. Rather, it shifts control from a heterogeneous group of financial investors, technology partners, law firms, and individual investors to a more clearly focused alliance of legal publishers.

Economically, this reorganization is more significant than the sheer amount of funding. A traditional venture capitalist typically pursues a limited investment horizon and anticipates a later sale or IPO. A specialist publisher, on the other hand, doesn't evaluate its stake solely based on the potential capital gain. It can also generate strategic returns: protecting its core business, securing its customer interface, leveraging its own content in new products, fending off global competitors, and building recurring software revenues. This allows an industrial majority shareholder to accept longer development cycles, provided the platform strengthens its overall market position.

However, a volume exceeding €100 million should not automatically be equated with an equally large capital injection for product development. Since some existing shareholders are exiting during this round, a portion of the transaction value may have been used to acquire existing shares. Without a disclosed breakdown between newly issued shares and the purchase of existing holdings, it is impossible to reliably determine the exact amount flowing directly into Noxtua's coffers. Similarly, the aforementioned sum does not permit a sound calculation of the company's valuation. While this difference is of secondary importance for strategic considerations, it is crucial for financial analysis: transaction volume, fresh growth capital, and company value are three distinct metrics.

The new structure reduces potential conflicts of interest. Participating law firms were able to contribute valuable practical experience, but at the same time, they were competing with other law firms that Noxtua wanted to win as clients. A platform controlled by specialist publishers can position itself more neutrally vis-à-vis the market as a whole. At the same time, a different risk of dependency arises: Technological development will be closely linked to the publishers' product and content strategies in the future. Noxtua gains stability and exclusive resources, but loses some of the strategic openness that an independent technology provider might have towards different data suppliers.

The true moat consists of curated legal data

In the general AI market, technical barriers to entry are decreasing in some areas because powerful basic models are available via programming interfaces or as open models. In the legal market, the bottleneck is therefore shifting from pure model performance to data, rights, and workflows. A language model can generate legal language, but it does not automatically have reliable access to current laws, editorially reviewed commentaries, field-specific literature, and well-linked case law. This is precisely where the strongest economic justification for the partnership between CHBeck and Noxtua lies.

Beck-online comprises more than 60 million documents and is part of the central digital infrastructure of the German legal market. According to the company, Noxtua's extended European publishing network brings together more than 130 million searchable documents spanning over 250 years of legal tradition. Besides CHBeck and MANZ, this network includes, among others, Helbing Lichtenhahn in Switzerland, Ciela Norma in Bulgaria, the Blendow Group in Sweden, and Beck-affiliated or cooperating publishers in Poland, the Czech Republic, and Slovakia. These holdings are not merely large collections of texts. Their value arises from selection, editorial processing, metadata, cross-referencing, updates, and the reputation of the authors.

For a legal AI, such content forms a twofold protective barrier. First, it improves the factual quality because answers can be based on verified sources and linked to verifiable references. Second, exclusive usage rights make it more difficult for competitors to enter the market. A competitor can license a similarly powerful basic model, but cannot simply use the same commentaries, journal archives, and systematic links. The combination of model, data set, and usage rights therefore creates a vertical moat that can be stronger than a short-term technological advantage.

This advantage, however, is not absolute. Laws, court decisions, and many official materials are generally accessible outside of commercial databases as well. Furthermore, international competitors can form their own partnerships, better structure public sources, or integrate law firm expertise into their systems. CHBeck's particular value, therefore, lies less in simply possessing large volumes of text than in the depth of its editorial commentary, its market penetration, and the trust that legal professionals place in its content. Whether this translates into a lasting technological advantage depends on how well Noxtua translates the content into concrete work processes.

From reference work to legal operating system

Noxtua covers research, analysis of complex legal issues, and document creation. The company is not developing a single chatbot, but rather an integrated workspace for law firms, legal departments, public administration, and the judiciary. The platform is designed to search for information, summarize documents, develop lines of argumentation, create drafts, and execute multi-stage tasks. Add-ins for Word and Outlook, project-based workspaces, matrix analyses, and automated workflows integrate AI more closely with actual professional practice.

The economic difference between a research tool and an operating system is significant. A research tool is opened as needed and can be replaced relatively easily. An operating system stores work contexts, links documents, standardizes processes, and is embedded in internal quality controls. The more deeply it is integrated into the organization, the higher the switching costs become. Training, templates, authorization concepts, interfaces, knowledge bases, and internal guidelines must be adapted when changing providers. This results in stable, recurring revenue and stronger customer loyalty.

This opens up the possibility for CHBeck to expand its position along the value chain. The publisher no longer simply sells access to legal information, but participates in the productive use of this information. The price of a database subscription can evolve into a higher-value platform fee, based on the scope of functions, the number of users, or the intensity of workflows. Additional revenue can be generated from specialized modules, enterprise solutions, interfaces, training, and country-specific offerings.

Noxtua, in turn, gains access to an established distribution system. In the business with professional clients, technical quality alone is rarely sufficient. Law firms, government agencies, and legal departments demand robust contracts, information security, integration, support, and long-term product stability. A publisher with established customer relationships can significantly reduce market entry costs. The investment therefore combines two complementary resources: Noxtua provides speed, product development, and AI expertise; CHBeck and MANZ contribute content, trust, distribution, and local market knowledge.

A European response to well-funded US platforms

International competition is increasing the pressure to act. US provider Harvey raised several large funding rounds in quick succession and, following another $200 million capital increase in spring 2026, was valued at approximately $11 billion. LexisNexis is integrating its AI assistant Protégé into existing research, contract, and legal practice management products. Wolters Kluwer is combining proprietary specialist content with AI-powered workspaces and accelerated its European strategy through the acquisition of the German provider Libra. In addition, general-purpose software providers are integrating powerful research, analysis, and document creation capabilities directly into their products.

Against this backdrop, more than €100 million is both a lot and a little. For a European legal tech company, the sum is exceptionally large. Compared to global competitors with billion-dollar valuations and access to international capital markets, it remains limited. Noxtua can therefore hardly gain a competitive edge through higher marketing expenditures or a universal product. The more plausible strategy lies in deep local specialization: country-specific legal sources, European infrastructure, professional regulatory compliance, and partnerships with leading specialist publishers.

This positioning reflects the structure of the European legal market. Europe is not a unified legal single market. Language, procedural law, commentary culture, citation styles, professional regulations, and institutional practices differ from country to country. A globally standardized product achieves economies of scale but can reach its limits when it comes to the specialized depth of individual legal systems. Noxtua seeks to turn this disadvantage into an advantage by having local publishers contribute content and market knowledge, while the technological platform scales across borders.

The model resembles a network of decentralized knowledge repositories built on a shared technical foundation. It enables smaller publishers to offer AI products without having to bear high development costs themselves. In return, Noxtua gains access to content and distribution channels. According to the company, revenues are shared with the publishing partners. Such a structure can trigger network effects: Each additional publisher increases the platform's geographic and subject-matter reach; greater reach, in turn, makes the collaboration more attractive to other publishers.

Growth is visible, profitability remains uncertain

Noxtua emerged from a research project founded in 2017 and launched the first version of its legal AI in 2024. The company now boasts more than 30,000 users, around 100 employees, and six locations in Berlin, Paris, Stockholm, Zagreb, Munich, and Fribourg. Its expansion extends from Germany and Austria through Switzerland to Poland, the Czech Republic, Slovakia, Bulgaria, and Sweden. Most recently, additional country-specific workspaces were introduced in a short period of time.

These key figures demonstrate considerable market dynamics, but do not yet allow for a comprehensive assessment of economic quality. The number of users alone reveals little about the number of paying customers, the intensity of product usage, or the average revenue per user. Similarly, claims of rapidly increasing revenue require a baseline. A fivefold increase in revenue within a few months sounds impressive, but in an early growth phase, it may be based on a relatively small starting point. For a reliable evaluation, recurring annual revenue, customer retention rate, gross margin, distribution costs, and capital expenditure would be crucial.

The cost structure of such a company is demanding. In addition to software development and model operation, expenses arise for computing power, information security, certifications, legal quality assurance, customer integration, and country-specific product maintenance. With each new legal system, not only does the addressable market grow, but so does the complexity. Laws and jurisprudence must be continuously updated, publisher content technically indexed, source references checked, and local requirements implemented. European expansion is therefore not a simple translation process.

The involvement of strategic publishers can partially reduce these costs. Existing distribution organizations lessen the effort required for customer acquisition, while local partners support content updates and categorization. Nevertheless, Noxtua must demonstrate that the shared platform is sufficiently standardized to generate economies of scale. If each jurisdiction effectively requires its own product with its own data pipeline and extensive custom development, growth could remain capital-intensive. Economic success therefore hinges on striking a balance between local depth and technical reusability.

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Productivity changes prices, staffing, and law firm models

The economic benefits of legal AI stem primarily from time savings. International studies suggest that AI could free up several hours per week for professional users in the medium term. For legal professionals, figures of approximately 240 hours per year are cited. Applications most frequently involve document review, research, summarizing, contract analysis, and drafting initial proposals. These figures represent expectations and do not guarantee actual savings, but they illustrate the productivity potential.

For law firms, saving time is economically ambivalent. With fixed fees or in-house legal departments, faster processing immediately improves the cost position. In the traditional hourly fee model, however, the same efficiency can initially reduce the number of billable hours. Law firms must therefore translate productivity gains into higher caseloads, better margins, faster response times, or value-based pricing. If this fails, clients primarily benefit from lower costs, while the technology provider recoups a portion of the created value through licensing fees.

Standardized tasks performed by junior lawyers and research assistants are coming under particular pressure. The initial review of large volumes of documents, the compilation of references, simple contract comparisons, and drafting of legal briefs can increasingly be automated. This does not necessarily mean a massive reduction in legal employment. A shift in job profiles is more likely initially. Junior lawyers will need to review, prioritize, communicate with clients, and understand economic contexts earlier in their careers, instead of spending the majority of their training time on manual research.

This shift presents a training challenge. Many of the skills of experienced lawyers have traditionally developed through the intensive study of simple cases and extensive sources. If AI bypasses these stages, law firms will need to develop new forms of learning and oversight. Otherwise, a generation will emerge that produces results quickly but lacks a deep understanding of their underlying principles. For legal tech providers, supporting auditing, traceability, and continuing education will therefore become a crucial quality indicator.

Quality is more important than linguistic elegance

Generative AI produces convincing-sounding texts, even if the source material is incorrect or incomplete. In the legal field, this risk is particularly costly because a fabricated reference, an outdated norm, or an incorrectly weighted exception can have significant consequences. The quality of legal AI is therefore not primarily measured by the naturalness of its language, but by its reliance on sources, its timeliness, its completeness, and its transparency.

Noxtua's strategy of linking inquiries with curated publisher data and making references visible addresses precisely this problem. It can reduce the risk of fabricated statements, but not eliminate it entirely. Even a correctly reproduced document can be misinterpreted, a dissenting opinion overlooked, or a legal standard applied to the wrong set of facts. Moreover, legal work is rarely simply retrieving information. It requires weighing competing interests, developing a procedural strategy, understanding incomplete facts, and assessing how courts or negotiating partners might react.

Therefore, human oversight remains a central component of the business model. Lawyers continue to bear the responsibility for their advice. They must check sources, citations, and conclusions, especially when findings are incorporated into pleadings, contracts, or client recommendations. A good legal AI does not replace this responsibility but reduces preparation costs. Its value lies in enabling humans to reach a verifiable basis for their work more quickly.

This creates a conflict of objectives for providers. The more they market their products as autonomous agents, the greater the expectations and liability risks become. Conversely, the more clearly they emphasize the need for human review, the more limited the promised automation effect appears. Therefore, the most successful platform is likely not the one claiming the greatest degree of supposed autonomy, but rather the one that best combines productivity and verifiable reliability.

Sovereignty is transformed from a political concept into a selling point

In the European market, digital sovereignty has tangible commercial value. Law firms, legal departments, public authorities, and courts process particularly sensitive information. This includes trade secrets, personal data, litigation strategies, and confidential client matters. Attorney-client privilege encompasses not only individual documents but, in principle, all information disclosed in the course of a client matter. Therefore, an AI system must ensure, through contractual, technical, and organizational measures, that inputs and outputs are not stored, shared, or used for external training purposes without proper oversight.

Noxtua highlights its European infrastructure, professional alignment, and certifications according to BSI C5, ISO 27001, and ISO 42001. Such credentials reduce the auditing costs for potential customers and facilitate procurement decisions. However, they do not replace an individual risk analysis. Customers must still clarify where data is processed, which subcontractors are involved, how long information is stored, which models are used, and whether confidential content is used to improve systems.

A European positioning offers a differentiating advantage over non-European platforms, but should not be confused with complete technological independence. Even European providers may rely on chips, cloud components, or models developed outside of Europe. According to Noxtua, they rely on both high-performance open models and access to closed, top-of-the-line models within a European technical environment. In this context, sovereignty therefore means less complete autarky and more controllable data flows, legal enforceability, choice of models, and the ability to replace critical components.

This distinction is particularly important for the judiciary and public administration. Long-term availability, auditability, and democratic control are more important there than short-term functional diversity. A platform that combines technical flexibility with reliable European governance can gain a strong competitive advantage in this segment. However, access to the judiciary also entails particularly high requirements and longer sales cycles.

The AI ​​Act creates entry costs and trust advantages

European AI regulation not only burdens the legal tech market but also acts as a barrier to market entry. Systems that support courts in interpreting facts and law or in applying the law to specific cases can be classified as high-risk AI. In such cases, strict requirements apply to risk management, data quality, documentation, logging, transparency, human oversight, robustness, and cybersecurity. Purely administrative functions or narrowly defined preparatory activities may be treated differently.

This results in significant fixed costs for providers. They have to establish technical and organizational processes before large revenues are guaranteed. Established, well-funded platforms can bear these costs more easily than small startups. Regulation could therefore unintentionally accelerate consolidation and strengthen the position of large information providers. For CHBeck and Noxtua, this is a double-edged sword: compliance costs rise, while at the same time the value of a platform that already integrates certifications, documentation, and legal expertise increases.

Even outside of formal high-risk applications, professional regulations, data protection, and liability remain relevant. Law firms must train their employees, define permissible areas of use, and document controls. Practical competition will therefore not revolve solely around model quality. Crucially, it will depend on which provider offers governance functions: rights management, logs, source control, deletion concepts, client segregation, and transparent approval processes.

A legal AI can thus evolve from a product into a compliance system. If it not only generates texts but also documents compliant usage, its importance within the client organization increases. This, in turn, raises switching costs and strengthens the platform character. Regulation can therefore particularly benefit those companies that possess sufficient capital and institutional trust.

Publishers protect their core business and risk its cannibalization

For specialist publishers, generative AI is both an opportunity and an existential threat. If users receive answers directly in a dialogue system, they may visit individual database documents less frequently or buy fewer printed works. The traditional user interface loses its significance. Those who outsource the AI ​​layer to a third-party provider risk becoming interchangeable data suppliers in the background. CHBeck's majority stake is therefore also a defensive measure to safeguard the customer interface.

However, a company's own AI could cannibalize existing products. If a workspace aggregates and precisely delivers essential content, the willingness to pay for individual modules, books, or traditional database access could decrease. The publisher must therefore structure prices and packages in such a way that the higher value of the AI ​​offering more than compensates for potential losses in its existing business. This is likely to lead to bundled offers in which content, AI functions, and workflows are sold together.

At the same time, the role of authors is changing. Their works are no longer simply read, but serve as the knowledge base for machine-generated answers. This raises questions about remuneration, visibility, and professional attribution. When an AI creates a synthetic answer from multiple comments, it may be less clear to users which author developed the crucial argument. Publishers must therefore find models that preserve the economic value of their author networks while simultaneously enabling this new form of use.

In the long term, editorial work could even gain in importance. The more content is generated automatically, the more valuable reliable, responsible, and up-to-date sources become. Human editorial staff will not become superfluous, but rather form the quality layer upon which AI is built. The publisher will transform from a producer of individual publications into the operator of a continuously maintained knowledge system.

Market power arises at three bottlenecks

The new structure combines three scarce resources: exclusive content, established distribution channels, and an integrated AI platform. This vertical integration can accelerate innovation by reducing coordination costs and enabling better investment planning. However, it can also limit competition. If important commentary or data sets are exclusively tied to one platform, competing AI providers will not have equal access. As a result, customers could effectively have to choose between in-depth expertise and technical diversity.

A monopolistic position is not automatically guaranteed. The legal information market comprises several strong publishers, public sources, law firm expertise, and international platforms. Furthermore, clients can use various systems simultaneously. In large law firms, a multi-provider model is likely because different tools are used for research, transaction review, contract management, and internal knowledge repositories. Competition is therefore unlikely to result in a single winner.

The critical issue, however, is interoperability. Can law firms transfer their data, templates, and work products between platforms? Can results be integrated into document management and law firm systems via open interfaces? Are sources documented in an exportable format? The more closed an ecosystem is, the greater the dependency and switching costs. From the client's perspective, a robust platform with open interfaces would be more advantageous than a completely isolated system.

The relationship is ambivalent for smaller specialist publishers as well. Participation in a European network grants them access to modern AI technology and new revenue streams. At the same time, they risk becoming dependent on the central platform. Therefore, it is crucial that they retain control over their content, transparent revenue sharing, and strategic influence. The network will only grow sustainably if it is not perceived as merely a supply channel for the majority shareholder.

The legal market is becoming faster, but not automatically cheaper

It is often assumed that higher productivity directly leads to lower prices. In the legal market, this relationship is more complex. Some efficiency gains will remain with law firms and legal tech providers in the form of improved margins. Another portion is likely to be passed on to clients through fixed prices, competition, and procurement pressure. At the same time, demand may increase because legal services become more affordable or available more quickly.

Especially in standardized contract reviews, compliance tasks, and internal investigations, companies can examine more processes than before. Work that was previously neglected for cost reasons becomes economically viable. AI then not only replaces existing hours but also creates additional market volume. For legal departments, this means that more tasks can be handled internally. External law firms must focus more on complex consulting, negotiation, litigation strategy, and specialized industry knowledge.

For smaller law firms, technology can mitigate some of the disadvantages of scale. A small team gains access to research and drafting capabilities that previously required extensive human resources. At the same time, high-quality legal content and specialized AI licenses are expensive. If leading platforms charge high prices, the gap between well-equipped and financially weaker market participants could even widen. True democratization, therefore, depends on pricing, usage-based models, and access for smaller organizations.

Access to justice doesn't automatically improve. A more efficient justice system could accelerate proceedings and reduce backlogs. However, technology can only partially compensate for staff shortages, complex procedural rules, and inadequate digital infrastructure. Without organizational reforms, AI may simply shift existing bottlenecks. The greatest societal benefit arises when technological implementation is combined with process simplification, training, and clear accountability.

The decisive risks lie beyond the model

The most visible risk is a quality error in the AI. However, strategic missteps can be more economically damaging. Noxtua must simultaneously expand rapidly, cover multiple jurisdictions, meet high security standards, and develop a compelling product. Too broad an expansion could scatter resources. Conversely, too narrow a focus on individual publishers could limit its attractiveness to other partners.

Added to this is the dependence on the pace of the clients. Large law firms experiment quickly, but often only implement systems across the board after lengthy testing. Public authorities and courts have even longer procurement and integration cycles. There is often a significant gap between an enthusiastic pilot phase and productive use throughout the entire organization. The company therefore needs sufficient capital to bridge this gap.

Another risk is the rapid improvement of general-purpose models. If universal AI systems can increasingly solve legal tasks reliably and connect directly to corporate data, the willingness to pay for specialized platforms could decrease. However, the importance of exclusive content, local legal expertise, and compliance argues against this. Nevertheless, Noxtua must continuously demonstrate that its specialization generates measurable added value compared to less expensive, standard solutions.

Finally, there is a reputational risk for CHBeck. As a long-established specialist publisher, the company stands for reliable legal information. Errors by a majority-controlled AI platform could therefore reflect badly on the core brand. The investment not only increases potential returns but also responsibility. Quality management, transparent boundaries, and a cautious approach to automation promises are therefore just as economically important as technological innovation.

An industrial turning point with an open outcome

The majority acquisition marks a turning point because it redefines the relationship between publishing and technology. CHBeck no longer treats AI as an add-on to a database, but as the central infrastructure for future legal value creation. MANZ strengthens its European network approach, while Noxtua gains capital, content, and distribution for its expansion. The withdrawal of the previous investors simplifies the strategic direction and makes it clear that specialist publishers are now assuming long-term control.

The most compelling economic thesis behind the deal is this: In the legal market, it's not necessarily the company with the largest general language model that wins, but rather the one that best combines trusted sources, local legal expertise, secure infrastructure, and seamless daily workflows. CHBeck possesses strong initial resources in its content and customer relationships. Noxtua brings the technology and speed to transform these resources into a platform.

Whether a European market leader emerges from this, however, is not determined by the size of the funding round. Crucial factors are product quality, actual usage, international scalability, and the ability to deliver demonstrable productivity gains. Equally important is governance that fairly involves publishers, authors, customers, and technology partners. Exclusivity can create a competitive advantage, but excessive isolation can stifle innovation and acceptance.

The investment is therefore neither merely a bold step into the future nor automatically the creation of a new information monopoly. It is a rationally grounded response to the risk of global AI providers occupying the interface between legal knowledge and its professional application. CHBeck is choosing to control this interface itself. In doing so, the publisher is evolving from a content provider to a platform operator. For the European legal market, this marks the beginning of a phase in which the competition is no longer just for the best database, but for the infrastructure on which legal decisions are prepared.

Xpert.Digital is a data-driven B2B industry hub led by Konrad Wolfenstein . The company acts as an external, quasi-in-house solution for industrial partners, closing operational gaps in marketing, content, and sales – without requiring additional resources on the client side.

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