Product management rests at the intersection of business, technology, and user experience—a dynamic role that has become increasingly vital in today's digital-first world. But what exactly does a product manager do on an everyday basis? And how does this role vary across different companies, industries, and career stages?
As per theproductmanager.com, “Product managers are right in the middle of making sure people like using a product, the tech works well and the business side is successful”. Usually described as the "mini-CEO" of their product, product managers (PMs) make critical decisions that balance customer needs with business objectives while working within technical constraints. Product managers supervise all aspects, from strategic planning to go-to-market launches needed to build, ship, and maintain a product.
Diversity of Product Manager Roles
The diversity of product management roles is truly remarkable, extending across multiple dimensions and this affects how different types of product managers operate on a day-to-day basis.
Industry Variations: PMs in fintech navigate complex regulatory requirements and security concerns, while those in healthcare balance patient needs with compliance standards. Gaming PMs focus on engagement and monetization metrics, e-commerce PMs optimize conversion funnels, and enterprise software PMs manage lengthy sales cycles and complex stakeholder relationships.
Domain Specializations: Technical PMs leverage engineering backgrounds to bridge technical complexities with business needs. Data Product Managers use data analysis and data science techniques to model the development of novel products and features or to upgrade existing ones. Growth PMs focus on maximizing growth opportunities with typical responsibilities being market research and user behavior tracking. UX-focused PMs prioritize user experience and needs all through the product development lifecycle, while API Product Managers oversee the development, maintenance, and success of APIs offered by a company.
Seniority Spectrum: Associate PMs learn foundational skills while supporting more experienced team members. Mid-level PMs own specific features or product areas with increasing autonomy. Senior PMs drive strategic vision across entire product lines with higher accountability, while Directors and VPs of Product shape organizational strategy and mentor teams of PMs. Chief Product Officers establish product vision at the executive level.
Company Stage Impact: Early-stage startup PMs often handle everything from customer development to competitive analysis while working with limited resources. Growth-stage company PMs balance rapid scaling with increasing process formalization. Enterprise PMs navigate complex organizational structures and legacy systems while managing incremental innovation.
B2B vs. B2C Dynamics: Consumer-facing PMs typically work with larger user bases and focus on engagement metrics, while B2B PMs manage smaller customer cohorts with deeper relationships and complex enterprise requirements.
This tremendous diversity means there is no single definition of what a product manager's day looks like—but there are common patterns, skills, and challenges that unite the profession across these various contexts.
Overview of Product Management Roles
The product management landscape encompasses a diverse range of roles that vary significantly based on seniority level and domain specialization. Understanding these distinctions is crucial for anyone looking to enter or advance in the field, as daily responsibilities, required skills, and career trajectories can differ substantially across these dimensions.
By Seniority
The product manager career path typically progresses through several distinct stages, each with increasing scope, autonomy, and strategic impact.
Associate/Junior Product Manager
At the entry point of the product management career path, Associate or Junior Product Managers focus primarily on learning the fundamentals while supporting more experienced team members. The responsibilities at this level typically include:
Gathering and documenting customer feedback and requirements
Conducting competitive research and market analysis
Supporting user testing and usability studies
Assisting with backlog management and prioritization
Learning product management methodologies and tools
Associate PMs generally work under close guidance from senior product managers, with limited independent decision-making authority. This role serves as a critical learning phase where future product leaders develop foundational skills through observation and hands-on experience.
Case Study: Google Associate Product Manager Program
Google's renowned APM program exemplifies the structured approach to developing junior talent. APMs rotate through different product areas over two years, gaining exposure to various domains while receiving mentorship from experienced PMs. This program has produced notable product leaders including Marissa Mayer (former Yahoo CEO) and Brian Rakowski (VP of Product for Google Chrome).
Mid-Level Product Manager
As product managers gain experience, they transition to owning significant features or product areas with increasing autonomy. Mid-level Product Managers typically:
Drive strategy for specific product features or components
Collaborate extensively with cross-functional teams (engineering, design, marketing)
Define product requirements and prioritize backlog items
Analyze metrics to inform data-driven decisions
Balance short-term execution with longer-term planning
At this level, PMs navigate the complex balance between tactical execution and strategic thinking, developing the leadership skills necessary for career advancement.
Senior Product Manager
Senior Product Managers lead product vision and strategy with substantially higher accountability and scope. The product manager responsibilities at this level usually include:
Owning entire product lines or major product areas
Developing and communicating long-term product strategy
Making high-stakes prioritization decisions
Mentoring junior product managers
Managing complex stakeholder relationships across the organization
Aligning product initiatives with business objectives
Senior PMs typically have great influence on product direction and organizational strategy, requiring both depth of product expertise and breadth of business acumen.
Case Study: Amazon's Senior Product Manager Role
Amazon's Senior Product Manager positions exemplify the high-visibility, high-impact nature of these roles. Senior PMs at Amazon own significant portions of the customer experience, making decisions that can affect millions of users and billions in revenue. They practice Amazon's leadership principles while navigating the company's "Working Backwards" methodology, starting with customer needs and working backward to develop solutions.
Director/VP/CPO
Executive-level product roles focus on shaping organizational strategy and building effective product teams. These positions involve:
Setting product vision at the company level
Developing and evolving product management processes
Building and leading teams of product managers
Representing product in executive-level decisions
Aligning product strategy with company objectives and market opportunities
Driving innovation and maintaining competitive advantage
These leadership positions require exceptional strategic thinking, communication skills, and the ability to influence at the highest levels of an organization.
Case Study: Salesforce's Director of Product
Salesforce's Director of Product role showcases strategic leadership in cloud-based services, requiring extensive experience balancing customer needs with business goals. Directors at Salesforce lead teams of product managers while interfacing with executive leadership to ensure product strategy aligns with the company's overall direction. They must navigate the complexities of a large organization while maintaining the innovative edge that has characterized Salesforce's growth.
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By Domain
Beyond seniority levels, product management also divides into specialized domains that require distinct expertise and focus areas and therefore are associated with distinct responsibilities on a day-to-day basis.
Data Product Manager
With the explosive growth of data-driven decision-making, Data Product Managers have emerged as specialists focused on data products, analytics platforms, and data governance. The data product manager tasks include:
Defining data goals that align with the broader organizational vision
Translating requirements of massive data initiatives into smaller actionable items
Championing data literacy within the organization and driving adoption rates
Conducting market assessments, user interviews, and testing to identify opportunities for novel products
Developing data-driven products that align with the organization’s product team and product strategy
Data Product Managers typically command higher salaries, with U.S.-based Senior Data Product Managers averaging $160,554 annually, reflecting the specialized technical knowledge required for the role.
Software-as-a-Service (SaaS) Product Manager
Software-as-a-Service (SaaS) Product Managers specialize in subscription-based products, focusing on:
Feature prioritization to drive user acquisition and retention
Optimizing customer satisfaction and reducing churn
Managing recurring revenue models
Developing effective onboarding experiences
Balancing rapid iteration with platform stability
SaaS PMs must be particularly attuned to customer feedback and usage metrics, as the subscription model depends on ongoing customer satisfaction and renewal.
Technical Product Manager
Technical Product Managers serve as the bridge between deeply technical teams and business objectives. They typically:
Translate business requirements into technical specifications
Manage technical dependencies and constraints
Evaluate the technical feasibility of proposed features
Collaborate closely with engineering teams
Communicate technical concepts to non-technical stakeholders
These roles often require significant technical background or engineering experience, allowing technical PMs to dive deeper into implementation details than their more business-focused counterparts.
The diversity of product management roles reflects the field's evolution and increasing specialization. As products become more complex and organizations more sophisticated, the PM function continues to differentiate to address specific needs and challenges.
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What does a Day in the Life of a Product Manager Really Look Like?
The daily routine of a product manager varies significantly based on seniority, domain focus, and company context. Let us explore what a typical day looks like across different Product Manager roles.
Junior/Associate PM Daily Activities
Junior Product Managers typically follow a structured routine focused on learning and supporting the team:
Morning Routine (9:00 AM - 12:00 PM)
Review metrics dashboards to understand product performance
Attend daily standup meetings to stay aligned with engineering teams
Take notes during customer feedback sessions led by senior PMs
Assist with user research coordination and setup
Afternoon Activities (1:00 PM - 5:00 PM)
Help document product requirements based on team discussions
Conduct competitive research and summarize findings
Support usability testing sessions and compile results
Meet with mentors to discuss learnings and career development
End of Day (5:00 PM - 6:00 PM)
Update task tracking and prepare for the next day
Review product management resources for continued learning
Document observations and questions from the day's meetings
Junior PMs spend 60% of their time on tactical execution and 40% on learning and observation. Their roles focus heavily on supporting more experienced team members while absorbing product management methodologies.
Mid-Level PM Daily Activities
Mid-level Product Managers balance strategic thinking with hands-on execution:
Morning Routine (8:30 AM - 12:00 PM)
Analyze key product metrics and identify potential issues
Lead daily standups with engineering teams
Conduct stakeholder meetings to align on priorities and progress
Review and provide feedback on designs and prototypes
Afternoon Activities (1:00 PM - 5:30 PM)
Define feature specifications and acceptance criteria
Prioritize backlog items based on business impact and effort
Collaborate with designers and engineers on implementation details
Meet with customers to gather feedback on recent releases
End of Day (5:30 PM - 6:30 PM)
Document decisions and update product roadmaps
Plan for upcoming sprint planning or review sessions
Review industry news and competitive developments
Mid-level PMs typically spend 40% of their time on execution, 30% on strategy, and 30% on stakeholder management. They often have significant autonomy over specific product areas while reporting to senior PMs or directors.
Senior PM Daily Activities
Senior Product Manager roles focus more heavily on strategic direction and leadership:
Morning Routine (8:00 AM - 12:00 PM)
Review business metrics and product performance dashboards
Lead strategy sessions with cross-functional teams
Present product updates to executive stakeholders
Provide direction to junior team members
Afternoon Activities (1:00 PM - 6:00 PM)
Lead roadmap planning and prioritization discussions
Make critical resource allocation decisions
Meet with key customers or partners on strategic initiatives
Coach and mentor junior product managers
Collaborate with marketing on go-to-market strategies
End of Day (6:00 PM - 7:00 PM)
Review progress against quarterly objectives
Plan strategic initiatives for the coming weeks
Network with industry contacts for market intelligence
Senior PMs typically spend 50% of their time on strategy, 30% on leadership and mentoring, and 20% on execution oversight. Their days involve significant cross-functional collaboration and high-stakes decision-making.
An Insightful Video: A Day in the Life of a Product Manager
Watch this video: A Day in the Life of a Product Manager which provides excellent context for understanding how the product manager responsibilities described in this article translate to real-world practice.
Data Product Manager Daily Activities
Data Product Managers have distinct daily routines focused on data analysis and insights:
Morning Routine (9:00 AM - 12:30 PM)
Review data pipeline health and data quality metrics
Analyze trends using data science techniques
Meet with data scientists to discuss analytical approaches
Prioritize data-related feature requests
Afternoon Activities (1:30 PM - 6:00 PM)
Develop metrics frameworks to measure product success
Collaborate with engineering on data architecture decisions
Present data insights to stakeholders across the organization
Work on data governance and compliance requirements
End of Day (6:00 PM - 7:00 PM)
Document data strategies and decisions
Stay updated on data technology trends
Plan future data collection needs
Data PMs typically balance their time between technical data work (40%), stakeholder management (30%), and strategic planning (30%). Their unique focus on data infrastructure and analytics distinguishes them from other PM specializations.
Across all these roles, successful product managers remain adaptable, adjusting their routines to address the most pressing needs of their products and teams. While these examples illustrate typical patterns, the dynamic nature of product management means that no two days are exactly alike.
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Statistics & Insights
This section provides key statistics and insights about the product management profession.
Product Management Methodologies and Practices
Here are some important statistics pertaining to Product Management Methodologies and Practices, as cited by quixy.com:
“Merely 17% of Product Managers exclusively employ an 'agile' methodology”.
“80% of product management executives claim that their teams’ 'market knowledge' is below target”.
Fascinating Statistics in Product Management
As per airfocus.com,
"92% of product managers think AI will have a long-lasting impact on product management".
"56.4% of PMs struggle with competing objectives within the organization".
"65% of product managers consider roadmapping to be the most difficult task of their role".
"Product managers spend 45% less time on strategy than they would like".
"16.4% of PMs leave their jobs due to bad team culture".
"Over 60% of product managers work in organizations without formal product management processes".
"37.9% of product managers say their backlog is a jumble".
Future Trends in Product Management
As per quixy.com,
“The global market for low-code/no-code development platforms is anticipated to generate $187 billion in sales by 2030”.
“75% of organizations are expected to use a combination of traditional innovation and low-code/no-code”.
“It is projected that AI-enabled platforms could boost the low-code and DPA market, reaching an estimated value of $50 billion by 2028”.
“The global low-code/no-code market is projected to expand at a compound annual growth rate (CAGR) of 22.7% from 2020 to 2027”.
“Solutions with little or no coding have the ability to cut the time needed to construct an app by 90%”.
Understanding these trends helps product managers focus their skill development so that a day in the life of a product manager is more productive and efficient.
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Challenges in a Day in the Life of a Product Manager
Product managers navigate a complex landscape of competing priorities, stakeholder demands, and market uncertainties on a daily basis which can turn a day in the life of a product manager into a challenge. Understanding these common challenges helps aspiring and current PMs develop strategies to overcome them effectively.
Balancing Customer Needs with Business Goals
Perhaps the most fundamental challenge for product managers is finding the optimal balance between what customers want and what the business needs:
Customer requests often exceed available resources, requiring difficult prioritization decisions
Short-term revenue goals may conflict with long-term customer satisfaction
Different customer segments often have contradictory needs and preferences
Internal stakeholders may push for features that do not align with actual user needs
Successful product managers develop frameworks to evaluate opportunities against both customer impact and business value, making trade-offs transparent and defensible.
Managing Competing Priorities Within Limited Resources
Resource constraints force product managers to make difficult choices:
Engineering capacity is typically 30-50% of what would be needed to address all stakeholder requests.
Budget limitations restrict research, design, and marketing support
Time-to-market pressure competes with quality and feature completeness
Technical debt remediation competes with new feature development
The most effective PMs create clear prioritization frameworks that align team efforts with strategic objectives while maintaining transparency about what will not be addressed. These frameworks help transform subjective debates into structured decisions based on agreed-upon criteria.
Staying Updated with Industry Trends
The rapid pace of technological change presents a significant challenge:
As per quixy.com, 84% of businesses presently utilize low-code/no-code owing to its capacity to lessen the burden on IT resources, accelerate time to market, and include the company in the creation of digital assets.
AI and machine learning are transforming product capabilities across industries
Changing consumer expectations driven by leading products raise the bar for all PMs
Novel methodologies and best practices continue to evolve
Product managers must dedicate time to continuous learning, with top performers typically spending 5-10 hours weekly on professional development. This commitment to staying current helps PMs identify emerging opportunities and avoid obsolescence.
Domain-Specific Challenges
Different product domains present unique challenges:
For Technical Product Managers:
Balancing technical excellence with business priorities
Communicating complex technical concepts to non-technical stakeholders
Managing technical debt and architecture evolution
For Data Product Managers:
Ensuring data privacy and regulatory compliance
Building trust in data quality and governance
Translating complex analytics into actionable insights
For Consumer Product Managers:
Standing out in crowded marketplaces
Driving engagement in increasingly distracted environments
Balancing monetization with user experience
Understanding these domain-specific challenges helps PMs develop the specialized skills needed to overcome them in their particular context and make a challenging day in the life of a product manager more fruitful.
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A Day in the Life of a Real Product Manager
A Day in the Life of an Enterprise Product Manager (IBM)
A day in the life of Kevin Wei, an enterprise product manager.at IBM is depicted above.
Kevin Wei has been a product manager at IBM working on data integration tools. Below is a snapshot of his day. He has assembled together different meetings from his work schedule to display an informative look at what product management is like at the enterprise level.
His typical day at IBM involves the following activities:
Morning
Check Emails and Messages: While there is always guaranteed variability in his day to day actions, the first task he handles every day is the same: checking emails and his messages. He makes sure to spot urgent requests and respond to those promptly.
Engineering Standup: Next, he attends "standup" with the engineering team. This short agile meeting, also termed scrum, helps to get everyone in sync and work together to clarify any vague requirements or overcome any blockers.
Monitor and Manage the Health of the Product: By "health", he is referring to scrutinizing his metrics dashboard to assure that all is functioning effortlessly.
Lunch
Dine with Team Members: If possible, he likes to grab food with co-workers and talks about whatever is on their minds. Conversations have ranged from travel hacks and frequent flyer programs to crazy travel stories, to what the kids of his co-workers are up to in high school and college.
Competitive Research: He may also utilize his lunch time to scrutinize leading industry blogs, analyst reports (Gartner, Forrester, IDC), and news aggregators to stay up to date on trends in the market. Sometimes this can even include listening to a podcast episode. One show that he follows in the data management space is The Data Engineering Podcast.
Afternoon
Team Sync: They **have recurring team syncs after lunch-time, only for product managers working on the product. Their manager never attends this meeting. Typically they utilize this time to share knowledge to help each other out.
User Interview: Kevin likes to usually schedule interviews with customers to not only nurture their relationship but also to get their feedback on their product.
Different Ad Hoc Meetings: Later in the day, Kevin schedules one-off meetings with the cross-functional team as required.
Manager One-on-One: Kevin’s 1:1 meetings with his direct manager are casual chats regarding his work. Kevin likes to utilize this time to dive deeper into their team strategy or get clarification for any work that he may require guidance on.
Ad Hoc Personal Work: As the work day winds down, Kevin likes to utilize this time to get some alone time and deeply focus on solo work. This could include producing a demo for a novel feature or analyzing the market needs to create a pitch to execs for some novel initiative.
After Work: After work, Kevin always tries to get some exercise. He alternates strength (bench press, squat, deadlift, overhead press) days with cardio (running or spinning) days. By the time he gets home, he eats a quick dinner, chats with friends, and catches up on some personal work before heading to bed.
A Day in the Life of a Google Product Manager
Carlo Bufalini is a product manager at Google.
In the words of Carlo Bufalini, “So, what do product managers do? We guide products from concept to launch. We're the captains steering the product's journey, working alongside engineers, designers, and marketers to bring ideas to life”.
A Glimpse Into Carlo Bufalini’s Day:
Mornings: Prime focus on emails, strategy, and execution. The goal is to get things done.
Lunch Breaks: On a few days, it is about catching up on news and trends, on others, it is about bonding with colleagues – both encourage creativity.
Afternoons: Meetings, decision-making, and driving projects forward.
Evenings: Hitting the gym – signaling a physical reset to balance the day's mental workout.
Surrounded by the stunning Zurich mountains and sipping a perfect double espresso macchiatos, Carlo enjoys playing a friendly game of pool.
In Carlo’s words, “It's just another fun way we fuel our creative vibes at the office!”
An Interesting Video: Day in the Life of an Introvert Product Manager
For a different perspective on product management, specifically for those who identify as introverts, it is recommended to watch "Day in the Life of an Introvert Product Manager". This interesting video provides valuable perspectives on navigating the collaborative aspects of product management in a startup environment, demonstrating that different personality types can thrive in this role applying diverse approaches.
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How Team Structure Impacts Daily Tasks
The organizational context in which a PM works dramatically shapes his/her day-to-day experience. Comprehending these structural influences helps professionals choose environments that match their working preferences.
Startup Environment: Wearing Multiple Hats
In early-stage startups, product managers typically:
Handle everything from customer interviews to market analysis
Work closely with founders on strategic direction
Execute many tasks personally due to limited team size
Make rapid decisions with limited data
Manage entire product lifecycles rather than specific components
This environment offers tremendous learning opportunities and impact but requires comfort with ambiguity and resourcefulness. Startup PMs report spending 25-30% of their time on tasks that would be handled by specialists in larger organizations.
Mid-Size Companies: Balancing Specialization with Collaboration
As companies grow, product roles become more defined:
PMs focus on specific product areas or user segments
Support teams (research, analytics, design) provide specialized expertise
More formal processes emerge for prioritization and development
Cross-functional collaboration becomes more structured
Balance shifts toward stakeholder management and coordination
Mid-size company PMs typically report spending 40-50% of their time in collaborative meetings, highlighting the increasing importance of alignment and communication as organizations scale.
Enterprise Organizations: Specialized Roles and Complex Stakeholders
In large organizations, the product function often evolves into a sophisticated ecosystem of specialized roles, each focusing on distinct areas with unique responsibilities and workflows:
Data Product Managers focus specifically on analytics platforms, data governance, and insights generation. Their days typically involve close collaboration with data scientists, analysts, and engineering teams to build data pipelines, establish measurement frameworks, and ensure data quality and compliance. Data PMs spend approximately 60% of their time on technical data work and analytics strategy, compared to 25-30% for general PMs.
Platform Product Managers oversee foundational technologies that other products and services depend upon. Their daily activities center on managing technical dependencies, establishing APIs and integration points, and ensuring platform scalability. These PMs must balance the needs of internal teams (who build on their platforms) with external customers, creating unique stakeholder dynamics.
Growth Product Managers specialize in user acquisition, activation, and retention metrics. Their days feature extensive analytics review, A/B test planning, and optimization strategy development. Growth PMs typically spend 70% more time analyzing funnel metrics than general product managers.
API Product Managers focus on developer experiences and technical partnerships. Their daily work involves documentation strategy, developer relations, and technical enablement—activities rarely seen in consumer-facing PM roles.
UX-Focused Product Managers partner closely with design teams on user experience strategy. They dedicate significantly more time to usability testing, design reviews, and accessibility considerations than their counterparts in other specializations.
This specialization in large organizations creates distinct advantages and challenges:
Deeper expertise development within specific domains
More precise career pathing and skill development
Reduced context-switching compared to generalist roles
Increased need for cross-team coordination and alignment
More complex dependency management across specialized teams
Enterprise PMs may spend up to 60% of their time on stakeholder management, requiring exceptional communication and influencing skills. While this environment offers stability and resources, it typically demands more patience and organizational savviness.
Remote vs. In-Office Dynamics
The rise of remote work has created new variations in the PM experience:
Virtual collaboration tools have become central to product management workflows
Asynchronous communication skills have grown in importance
Deliberate efforts to maintain team connection are essential
Clear processes become even more critical without in-person interactions
Effective remote product managers develop structured communication approaches to overcome the limitations of distributed teams while leveraging the benefits of global talent and flexible work arrangements. Looking for a team structure that matches your working style? Find PM roles in organizations that fit your preferences at Best PM Jobs.
Conclusion
The life of a product manager is dynamic, challenging, and deeply rewarding for those who thrive in multifaceted roles. As we have explored above, product management encompasses a remarkable diversity of responsibilities, contexts, and career paths. A day in the life of a product manager frequently translates into time for research, analysis and strategic planning.
Key Takeaways About PM Roles and Daily Routines
Product management is characterized by its variety and balance of competing demands:
PMs serve as the connective tissue between business objectives, customer needs, and technical possibilities
Daily routines vary dramatically based on seniority level, company size, domain specialization, and team structure
Successful product managers combine strategic thinking with tactical execution, data analysis with customer empathy
The role continues to evolve with technological changes and shifting organizational models
This diversity means there's no single "right way" to be a product manager—different contexts demand different approaches and skills.
The Importance of Continuous Learning and Adaptability
Perhaps the most consistent theme across all PM roles is the need for ongoing development:
The most successful product managers maintain a growth mindset, continuously expanding their toolkit
Technical trends, methodologies, and customer expectations evolve rapidly, requiring constant adaptation
Learning from other PMs through communities, mentorship, and shared experiences accelerates professional development
This commitment to constant improvement distinguishes exceptional product managers from average ones, regardless of their specific role or context.
Final Thoughts and Next Steps
Whether you are considering a career in product management, looking to advance in your current PM role, or exploring a specialized direction, understanding the realities of product management life on a daily basis helps you make informed decisions.
The field offers tremendous opportunities for those who enjoy solving complex problems, working with diverse stakeholders, and creating products that make a difference. While the challenges are significant, the rewards—seeing your products succeed in the market and impact users' lives—make the journey worthwhile.
As you consider your next steps, remember that product management excellence comes through experience, reflection, and continuous learning acquired through every single day in the life of a product manager.
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