When David Thompson graduated from Tulane University in 1991, he began searching for his place in the design world. Eager to tackle something manageable for a recent grad, he tried his hand at furniture design, winning some early commissions and gaining some experience as a young professional. To complement this ambitious pursuit, the young grad secured a position with a renowned architect and inventor, a posting that solidified his entrepreneurial inclinations. After 6 years of professional practice, building his chops as a designer and a businessperson, David took a dive and went out on his own — Assembledge+ was born.
Over two decades later, Assembledge+ has grown into a formidable design studio. Multidisciplinarity and user-centric design permeate the core values of the organization, qualities that David has been cultivating throughout his long career. Perhaps one of the truly powerful characteristics of David’s story is his unique relationship with his father, Richard Thompson, FAIA. Richard joined his son in 2013, in a fashion quite uncommon in most family businesses. Instead of the son joining the father, the father has joined the son, something that David sees as an extraordinary gift he can give to his father.
The aspects within the remarkable relationship between David and his father can also be seen in his staff, a group that the design leader sees as a family and works to empower, inspire, and develop. Whether it’s a collective effort to give back to the community, a Dodger game, lunch, or watching the Southern California sunset, the positive spirit within the studio remains a crucial part of the group’s daily aspirations.
For our latest Studio Visit, Archinect’s Paul Petrunia connected with David and Richard in their Hollywood studio to discuss their thoughts on business, their unique professional relationship, and the rollercoaster ride that has led the pair to where they are today.
How was the office conceived? The practice was founded in 1997, is that correct?
David: That’s correct.
That's the same year that Archinect started!
Richard: I joined David about five years ago. He started in 1997. And I was practicing. I was a partner at AC Martin.
So it's kind of the opposite of how father-son partnerships typically form.
Richard: Absolutely. And I think it's better, actually. We can talk about that a little later. He [David] is the one that conceived and birthed this child.
So how did it start?
David: So if I go way back to when I got out of school. I went to Tulane University and I graduated in 1991 and got my Masters and Bachelors there. At the time, I really needed to drop the scale of architecture down to something I could hold in my hand because I was sort of struggling to understand scale and drawing. We were doing hand drawing back then. And so I needed to kind of bring the scale down and furniture became something I was really interested in. I did some furniture right out of school and I got a job working for David Hertz at Syndecrete as well.
Here in LA?
David: Yep, in Santa Monica
Are you from LA?
David: Since I was four years old. I grew up in West Hollywood, on the Sunset Strip. Not too far from here. And I got a job working with David Hertz. It was my first job out of school and I was very green and young. I was in charge of all the architecture projects, which at the time was one, and all of the drawing and production for all of the Syndecrete. I was working at a scale that was very tangible to me, and it really sparked my entrepreneurial spirit, which was there to be sparked.
I started doing furniture on my own and getting commissioned. I was about a year out of school and people would actually take a chance with somebody young who didn't really know what they were doing. A piece of furniture is pretty safe, so that's where it started, with the furniture. At that time I was thinking that furniture was going to be the business that I was getting into. And for a long time, I ran with that. It was about 6 years before I left Hertz. I worked at a small office when I got my first project on my own, which is when Assembledge+ was born back in 1997 on Abbot Kinney. It was a small little CG company doing their offices right on Abbot Kinney. That was our first project.
Where on Abbot Kinney? My first office was in 1998 on Abbot Kinney.
David: You know the Mark Mac building?
Yeah.
David: Right next door. We blew out the whole space and did a new storefront and all the furniture and stuff, not too dissimilar to what you're seeing here. That was my first project and that was what launched Assembledge+. After that, I did a few projects here in Los Angeles and then I took my practice to New York.
That's why I went back to school, because when my colleague and I were finishing up our thesis in 1991 we talked about opening a practice together, but he lived in DC and I lived in Los Angeles. I was like, well, I gotta live in New York sometime and try this out, soo we headed out to New York. My plan was to get a job in New York and then see how we could launch Assembledge+ there. I got two projects on the drive out and we hit the ground running as soon as I arrived.
I ran Assembledge+ in New York City for about four years and had a really great time doing it. But then it was just time to come back. My partner, at the time, had just decided architecture was not his path. I was sitting in New York thinking, do I want to stay here or do I want to come back?
By now I had about 10 plus years of experience, and I was a little burnt. I didn’t want to do bathrooms anymore and chase people for a thousand dollars. So I put my resume out into the universe and started getting a ton of response. I got a response from Lorcan O'Herlihy, who I had done some previous work for, and whom I’d known for a number of years, and he said, "I need somebody with your level of experience. We’re a young, small office and I need somebody that's got your experience. But I can't afford you. I'd like to basically hire Assembledge+ and you can do your own thing. Give me as much time as you can, but help me run my practice and you can keep Assembledge+ open." So I ran Lorcan's firm for about five or six years.
Under Assembledge+?
David: Under Assembledge+. I mean, I was running it as an employee of his. He had hired Assembledge+ and I was running Assembledge+ on my own on the side. So I was working two jobs and working my tail off. That was an interesting part of my career, working with Lorcan. I learned a lot of amazing things, plus he's an incredible talent. But, I was doing things on the side, and what was really great about that was that having a small practice allowed me to be selective on the work that I was doing. I wasn't just taking projects to keep my doors open because I was working at Lorcan's at the same time. The projects that I was doing were things that people wanted. Interesting work.
Was it just you at the time? As Assembledge+?
David: Yeah, it was me. I think at the time I had one person that was helping me on the side. And then, at about five years, at Lorcan's office, where I worked on the King's Road project, Habitat 825, it just got to the point where it was time to put my head down and take Assembledge+ where it needed to go.
That point in many young professional's lives, especially architects, is always such a difficult decision for people. What was it that made you feel confident that this is the time to take that risk and go off on your own?
David: It was more of a decision like, if I'm going to do this, now is the time. I couldn’t keep doing it as a side thing. I had to really try and take the practice where it could go. At that point, I didn't know where it was going to go, but I had a nice body of work and it was just a now-or-never thing. And at that particular time, I had gotten married and we had bought a house that we were planning on remodeling. That was also a project that she and I were taking on. Everything about it was the right time.
What year was that?
David: I think that was about 2004. I went and took that project —my house project at the time — which is the Ridgewood Residence. That was a big step in Assembledge+'s portfolio. We built it and it was a fantastic project that got us a lot of publicity. It was a labor of love. Kudos to my wife for being as committed to Assembledge+ as I am.
Does she work in the industry?
David: She's a real estate broker. So, you know, we've tag-teamed on some projects together.
Richard: That was back in the early days when she kept his portfolio in the back seat of her car, shuffling clients around saying, "Oh, you bought this house. Maybe you need an architect..."
David: That time, in 2004, was the real launch of Assembledge+ even though it was birthed in 1997. In 2004 we got office space. We actually did a development project at that time. The Gramercy Seven Lofts, where we acted as the developer and architect on a seven-unit building...
Was that the first time that you'd worked as the developer?
David: Yeah. And that one would deserve a whole other conversation. It was a very interesting project. We had a lot of fun doing it. We got a lot of battle scars from it, but it was a very interesting building type. And again, that was really the launch of Assembledge+. Now, we’ve gone through quite a few iterations where we've grown. We got to about 8 people. And then after that, during the recession, we fell down to about 3. Richard joined in about 2013 to open up our planning division, and now we're at 16.
Speaking of the recession, 3 is actually a pretty respectable number, considering how tragically bad the recession was for the architecture industry. Almost every architect I knew in LA was out of work during that time. How did you guys make it through?
David: It was right at an interesting, transitional time. I had worked with the Hillstone Group who does Houston's, the restaurant group when I was at Lorcan's office. We did Cafe R&D down in Fashion Island, down in Orange County. It was a great success for the Hillstone Group and I ran that project. When we finished and I left, they contacted me and said, "Hey, we have another project. Would you be interested in working on a project in Beverly Hills with us?" And I said, "you have to call Lorcan, and if Lorcan's not interested, then I'm interested." I guess they contacted Lorcan and he wasn't interested, so I got a restaurant, the South Beverly Grill. That was our introduction into the hospitality world. Then we did Yountville R&D, which is a ground-up restaurant in Yountville, Northern California.
We were finishing that project when the recession was happening and that's when we got introduced to the Cactus Club. We won Best Restaurant Award for the South Beverly Grill, and they were there. They saw it and they said, "Hey, we love what you do. Congratulations on your award. Would you be interested in working on restaurants in Canada?"
So they’re exclusively Canadian?
David: Yes
And how has that been working with a big client from outside of the country? Are there any challenges?
David: Sure, there are challenges, there are challenges working on projects that are two blocks away, but, I think it's not so much the distance. They're a great client. It's an amazing group of people. And I think the most important thing about them is that they just believe that architecture and design are a key component to their product. It's not often that you have clients that are that tuned-in to the design.
Richard: They have fine art in many of the restaurants. I mean, original Andy Warhols! So they really do appreciate quality. And they're Canadian! So they're nice. They're such nice people.
David: There's definitely challenges working out of the state and out of the country, but we've learned to create a process around that. In this day of technology, information passes easily and quickly. We've got a great group of consultants that we work with that are local so we've seemed to manage it. It's hard sometimes not being able to have that day-to-day, face-to-face with your clients.
We're sitting here in the conference room where you have remote meetings with clients like the Cactus Club. How has technology assisted with that type of client communication?
David: Well, obviously, information transfers very easily and we can move information between long distances and we can put things up digitally on the screen and share screens and have meetings to try and make the disconnect of the distance a little easier to bear. Technology, especially in this business, has been amazing on so many levels. The fact that we can do this high-level, sophisticated work that we're doing with them, and do it in another country, is just fascinating to me and phenomenal.
You’re also doing work in China. What type of projects are you doing over there?
Richard: Mostly urban district plans. My background is in both architecture and planning… with a lot of university plans. I've done 30 campus master plans in my career and we were starting to move into that direction in China as well. But, I think our current administration has kind of messed that up. They're not interested now. They're worried about trade wars and so forth. Three proposals that we had on the table kind of evaporated just in the last month, month and a half. I don't see many prospects there in the future, but it may change.
What would you consider to be your specialty right now? Do you have a specific market segment that you specialize in?
David: I definitely don't want to say that we specialize in anything. Hospitality is a big component. Residential is a big component. Planning is a big component. I don't like to think that we specialize in anything because I think that we look forward to taking on different building types and challenges and utilizing the same kind of problem-solving skills that we use in those to work through new projects.
Richard: We're trying to change the variety of projects and the types of projects we're actively going out and seeking from developers. Instead of single-family maybe doing multi-family, more retail and perhaps some planning work. I'm still continuing to do university work. Basically trying to diversify in such a way that we build a better foundation for the next recession.
Based on what I heard from your office manager, it sounds like you guys have grown quite a bit in just the last three or four years, from about 6 people now to about 20?
David: We're about 16 now. We were up to 18 at one point. Fairly recently. It's been a quick growth spurt.
How do you accommodate that type of scalability?
David: That’s a great question…
Richard: A bit of a scramble. You try to be organized about it, but oftentimes things come relatively quick. A client makes the decision, says they want you to start tomorrow. Then you're out looking for people to match the skill levels or positions that you need, and when it happens with two and three and four projects it really puts you under a lot of pressure. We try to make decisions quickly and hire people quickly, but it's not that easy. Recruitment becomes a huge issue for us. We've learned a lot of lessons in the last two or three years about how you seek people and what it is that attracts them because you're always competing with other firms. We try to be transparent about who we are so that individuals who might be interested can clearly see what they’re getting into and decide to come and join us.
It is very tough right now to recruit new talent. There's so much information out there about what architects have done. You know, their portfolios are easy to come across, but the work culture and the environment is really what’s lacking. There's not much transparency in that sense. How would you describe the culture of your office and the way that you can retain the talent that you hire?
David: The cultural aspect of Assembledge+ is a huge piece. I think we realize how important our talent pool is. We can’t do this on our own. We need good people and we want people to come and give us their great talents. We have so many talented people here in the office and we've had a lot of talented people come through our office. And I think that piece of the culture is really important. And providing a place where people feel as though they are part of something bigger and have ownership over the projects.
Our staff should feel like they're being taken care of, and heard, and listened to. It's really important that we provide a place where we care about people's well-being outside of the office. We love that people have lives outside of the office and their lives enrich our lives here and bring a lot of value to the office itself. It's been a very important piece that we're building on and we're trying to create. It sounds a little cliche, but it’s the Assembledge+ family, and we really feel strongly about that because we want people to come and feel like they're a part of some great work, having fun doing it. We spend a lot of time doing a lot of this work and we want to enjoy it.
Do you spend time outside of the office together?
David: Yes, we do. We go to Dodger games, events. We’ll do regular happy hours together…
Richard: I don't know if you saw the Intention exhibition? That was a real community project within the office. Everybody participated on weekends and evenings. We would go down and work on it. And, you know, it was really a bonding, team building, effort. I think everybody felt very passionate about a collective effort towards something that would have an impact… something they could stand up and be proud of and say, "yeah, I did that."
You can't make them do creative work. You have to make them want to do creative work.
I was kind of surprised myself at how well it went in that regard. That's why we did it again this year for the arts festival. I've been practicing for 45 years and one thing I've learned is that creative people are not like other people. You can't make them do creative work. You have to make them want to do creative work. That's motivation and a sense of safety that I think we provide here. I'm really proud of David for that part of him as a person. Aside from his awesome talent, he has that kind of openness and honesty with people that make them feel comfortable around him and want to stay committed, want to work for him.
And we've seen it help us be successful. The trick is going to be how do we, if we grow further, how big do we want to grow? And can we maintain that kind of atmosphere and culture going forward? It's tough because I know a lot of architects who've tried and somewhere in the 25 to 30 person stage, things start to go away. By the time they get to 100 people or 50 people, it's a different place.
That skill to keep a team happy and to be the leader of an office, it's not an easy skill, and sometimes people are born with that type of personality and sometimes those skills are developed through working hard and educating yourself. How do you feel that that leadership ability came to you? Do you feel like it was something that you were born to do?
David: I think there is a bit of both. I think I'm very much a people person. Being around people and getting people inspired is something that is just natural to me. I had to learn a lot about how to be able to learn how to get the best out of people in a work environment where it's not just happy-go-lucky all the time. We're trying to actually produce something and do some work, so it's a combination of both. I believe I was meant to be in this position, but it didn't come without a lot of hard work to learn how to do it. I'm still learning.
How do you push someone to do their best and reach their potential while keeping them happy and feeling like...you know...if you're frustrated with someone that's working for you and you know that they're not pushing themselves. How do you get them to a place that you and they are both satisfied?
David: I think it's always encouragement, positive reinforcement, positive conversations, and always trying to maintain a level of positivity. If you put negative energy out, it's going to come back in negative ways. Sometimes you don't know where people are and you’ve got to realize there are all kinds of influences outside in the world that could be causing somebody to have a bad day. But I think it’s a skill to just keep enhancing that and getting that out of them.
...we all have a common purpose. We're all here to do the same thing.
Richard: You can't make your criticism personal. You have to maintain an objectivity that it's about the architecture, it's about the design elements, or it's about the project itself. One of the things David evokes really well with everybody in the office is that we all have a common purpose. We're all here to do the same thing. We don't necessarily have a very complex mission statement. It's simply to do good work in a way...try to make the world a better place. It sounds like a cliche, but what else are we doing this for? Yes, it's nice to get awards and all of that, but you also want to make sure that your clients and the public are responding to the work in a positive way. Architecture is about more than just the awards.
David: I think Richard said it very clearly, our mission statement is definitely that we want to be a part of enhancing the built environment and creating spaces that are inspiring for people in whatever building type we're working on at the time. But I think a very personal mission statement is that in doing that, we just want to have fun. Architecture is what we do. It's certainly one of the most important parts of our business, but we want to enjoy it. Part of it is also creating an environment to say, "Hey, what we're doing is really fun. Look what we get to do. We get to build things. We get to design environments."
It's not without slamming our heads against the wall sometimes, because the design process and architecture and building are riddled with all kinds of crazy challenges that never ceases to amaze me. But we get to do that. We get to make something out of nothing. And that's really cool.
Let’s talk about where your office is located, in the heart of Hollywood. How do people get here? How does your staff commute to the office?
David: In a variety of ways. We've got a bunch of people that drive and we've got people on bikes. We've got people on Metro, which is a block up. We don't know if we have anybody who walks. We had somebody who lived across the street. Putting ourselves here, in the middle of Hollywood, was a deliberate move on a number of levels. One, being in the Wilshire corridor at the time the Metro was going on and it was getting really crazy… the traffic and construction…
Richard: The restaurants were closing just because the foot traffic was drying up. So here we've got many restaurants within a block and a half of this place. All good, some high end, some quick food places, fast food places. There’s a Trader Joe's half a block away. So everything is here. Kids love to go out for lunch. We do too and walk around. Lots of things to see on the street. It's Hollywood.
What are some of your favorite lunch spots around here?
Richard: Paley's down the street is a really good place, it's in the old CBS building. Then there's Sweet Greens. Tender Greens. There's a Korean barbecue place down the street. There's Sugar Fish. I mean, it just goes on and on and on.
David: Cactus Tacos
Richard: Which are really good, actually.
Is that what it’s called or is that what they serve? Do they serve cactus tacos?
David: I don’t believe they do.
Those are pretty good. What about after-work activities?
David: With the nightlife here you can go crazy.
Richard: There’s a bar in the basement of this building.
So you don’t have to go far.
David: The Well, down at the base of the building, which is kind of fun to have a bar in the bottom basement of your building.
Is that your happy hour spot for the office?
David: It was. Lately, the new happy hour spot has been Sunset Vinyl right across the street. It's in the back of the pizza place. You go upstairs, a little bit of a speakeasy place, and they have great drinks — great happy hour. And then they have a whole rack of records. You can just pick a record and put it in the queue and then they play the record. And then there's Good Times at Davy Wayne's, which is right around the corner, a famous old-school dive bar. There's tons of stuff to do here. And just to the left, is Mama Shelter, which is a great rooftop bar.
Close enough to tease you while you're finishing off those CDs.
David: Exactly. But you know, I had mentioned a little bit in our talk earlier that I think when we were looking for office space when we were growing, that we were looking for that quintessential architectural space: bow-truss building or something like that that was really speaking the architectural language. Or, I wanted a storefront where we could get some presence on the street.
Were you looking in any specific part of LA?
David: I was looking all over LA: West Hollywood, Wilshire Corridor, or Hollywood. And I was looking for a long time and I never would have thought we would have landed in a high rise building. There were challenges. Parking, for example, is an inevitable challenge. With 17 people, not everybody drives, but we need to be able to have a place for people to park. And if somebody is here until 7 o'clock at night, I'm concerned about their safety, going to their car off-site.
So, when all these things came up my broker showed us this building and I was sure it wasn’t going to be what we were looking for. This building is a corporate high rise. But they're kind of catering to a hip, young, creative sensibility. They were going to help us build it all out. I walk up and I look out and I've got two-sided glass looking out on the sunset. One of the most surprising things out of it is the space is filled with so much light. It's just great during the day.
...the deliberate aspect of being in a neighborhood core like this was to give us the opportunity to have happy hours, to have coffee, to have lunch places where we didn't have to go get in our car and we could go as a family...
Every single day we get the gift of the Los Angeles sunset. We all stop. It's like being in Hawaii. I don't know if you've ever been there when the sun drops into the ocean, everyone stops. And it's kind of like that here in the office, the sunset happens and everyone sort of stops. They look up and we just get to enjoy a beautiful sunset. That was a gift that I didn't realize we were going to get until we were here.
It's a unique office space for a medium-sized firm. Most small and medium-sized firms tend to have ground-level spaces. But this is quite a spectacular spot.
David: Yeah, and it's an inspiring place to be every day. Again, the deliberate aspect of being in a neighborhood core like this was to give us the opportunity to have happy hours, to have coffee, to have lunch places where we didn't have to go get in our car and we could go as a family or as part of the cultural building like this. That was very deliberate in our search.
Do people ever bring lunch to work and eat here?
David: All the time.
Where do they eat? At their desks…?
Richard: Either a conference room or at their desks
And you’ve got an office dog.
Richard: I wouldn't call it an office dog, but yeah, he's my dog. And he loves all the people here. He's a very friendly little dog. So I bring him whenever I can a couple of times a week.
David: We're definitely a dog-friendly office. We've had a number of people bring dogs.
It's an open workspace. How does that work out for you guys?
David: It works great. It definitely hearkens back to that studio vibe when you’re in school where it's just everybody feeding off of everybody's energy. It's a collaborative environment. We're very interested in exchanging ideas amongst everyone. We've got a bunch of different types of projects and people. Being aware of what's going on is an important thing. I personally like being in the middle of it all. To be able to pop to people's desks and talk to them about the work.
Richard: Also, the thing is that by having the glass walls, even when you're in here, you can't hear. So you have acoustic privacy, but you can still see what's going on and vise-versa. It maintains this idea of an open office. You do need a little bit of privacy once in a while when you get confidential information, whatever it is. And even some of the senior managers on the floor, they can either come to the conference room or if I'm not in my office, they can use my office. We have enough space to satisfy that need. I think the character of the office plays a role in people's behavior, which, in this case, is a positive one. I've heard a lot of people complain about open offices. I haven't heard anybody complain about it here.
What about music? Do people listen to music on their headphones?
David: No, we have a SONOS speaker that we run. If I had my way, we'd have music really loud all the time. But, that's not really conducive to a work environment. We definitely have music going on all day and then some people are on their headphones and things like that. But we have music going pretty constantly.
Before we finish, I'd like to talk about the unique father-son work relationship that you have. Usually, it's the dad that has the established firm, and the son joins in as an intern and works his way up and eventually takes over. But in this case, you [Richard] had been working for 40 years as an architect and urban planner. Is that right?
Richard: Yes
Was it AC Martin the entire time?
Richard: No. I had my own office for 20 years and we went out of business, not the last recession, but the one before that in the late 80s, early 90s. And then AC Martin bought my leftover practice. At that point, my partner had quit and gone to Canada. So I had run my own office for a long time. It was both architecture and planning. Then I headed up the planning and urban design studio for AC Martin for almost 20 years. That was good, and eventually, I was ready to step back a little bit and start doing some consulting practice or something of that sort. And David said, "Hey, Dad, wanna ride off into the sunset. Come on over here. We'll take you." And so I did. And it's worked out, I think, beautifully.
And the real reason, I think, is because we do different things. My scope is planning, university planning, district city planning, even multifamily planning and things like that, corporate planning. And David's is very beautiful and skilled architecture. He runs circles around me in that area. I'm certainly happy to acquiesce to his talents in that area, and I'm assuming David feels the same way about the planning side of things. So, from a father and son perspective, we don't compete with each other.
That’s the key.
Richard: Yeah. And I'm here in his firm. So I try to be very respectful that he's the leader of the firm and I can be, you know, an adviser or do whatever I can to help. You know, teach a watercolor class, bring a dog, those kinds of things. I'm happy as can be. I can’t think of a better way to finish out my career.
Did you bring the urban planning services to the office?
Richard: Yes.
And did you [David] ever want to work for your dad growing up?
David: Well, I did work for my dad and actually my mom, too. My mom ran my dad's office all while I was growing up. I worked at their office and hosed down the sidewalk and took the garbage out–all that kind of stuff. So, I think when the opportunity came up it made sense, growing up in an architecture family and being around architecture all my life. As I got into school and then into the business of architecture, I never had a greater resource than my dad.
I felt like I had a one-up on everyone around me. When it was time for Richard to move on from AC Martin and he was going to start his consulting firm we had always kind of talked about an opportunity to practice together, to do some work together. We were looking, even when he was at AC Martin, for a project that might work for us. And so when he was moving on, it was sort of a natural fit to say, "look, I've got space here. You can bring your skills, do your consulting here, and let's see where that takes it and it’ll be a ton of fun." It doesn't work for everyone. Not everybody can work with their parent or their child.
But also for me, to have watched my dad do his career as he's done so much brilliant work over the years. To be able to give him the gift of being like, "come here and do what you want to do, work as hard as you want or as little as you want. Our firm is gonna keep going and you can watch me do my thing and you can stay and have fun and enjoy yourself.” What a gift I can provide for him to end his career out that way. I don't know if that's happening anytime soon, but it's a great gift that I get to give.
Sean Joyner is a writer and essayist based in Los Angeles. His work explores themes spanning architecture, culture, and everyday life. Sean's essays and articles have been featured in The Architect's Newspaper, ARCHITECT Magazine, Dwell Magazine, and Archinect. He also works as an ...
Paul Petrunia is the founder and director of Archinect, a (mostly) online publication/resource founded in 1997 to establish a more connected community of architects, students, designers and fans of the designed environment. Outside of managing his growing team of writers, editors, designers and ...
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Sweet story.
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