Legal outsourcing in Almaty — your entire legal department for a fixed monthly fee

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An outsourced lawyer discusses contracts with the company's director at an office in Almaty

Fixed monthly fee: the budget is known in advance
We reply within one business day, and take urgent matters on immediately
Cheaper than an in-house lawyer, with the same level of involvement
The first meeting and document audit are free

Outsourcing and retainer-based support

We handle contract work: drafting, reviewing and amending contracts

We keep HR documents and internal policies in order

We support inspections and respond to requests from authorities and counterparties

We prepare claims, conduct negotiations and represent the company in court

We work on a fixed tariff, with no charge for every phone call

Review of your current documentation: where contracts create risk, which documents are missing, and what needs to be addressed first.

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14^years

working with business

We support companies in Almaty: from an individual entrepreneur with one employee to manufacturing businesses with a staff of over a hundred.
30⁺

companies under service

Long-term clients in trade, construction, services and logistics.
3^×

cheaper than an in-house lawyer

A retainer is usually lower than the salary, taxes and workplace of one specialist.
0^₸

audit before we start

We first look at your documents and tell you whether you need outsourcing at all.

Contract work

We draft templates for your transactions, review incoming counterparty contracts and agree amendments before signing.

Claims and negotiations

We prepare claims against debtors and responses to third-party demands, and conduct correspondence and negotiations on behalf of the company.

Courts and disputes

We represent interests in courts of all instances, including the Specialized Interdistrict Economic Court, and where the contract contains an arbitration clause — in arbitration: debt recovery, disputes over supplies, works and services.

HR documents

Employment contracts, orders, job descriptions, lawful dismissals and defence in labour disputes.

Support during inspections

We prepare the company for an inspection, attend during its conduct, prepare objections to the report and appeal orders.

Corporate matters

Registration of changes, participants' shares, minutes, reorganisation and withdrawal of a participant from the partnership.

Working with counterparties

We check partners before a deal: registration, debts, court cases, bankruptcy — so that money does not go to an empty company.

Legal audit

A one-off review of all the company's documentation with a list of risks and priorities — this is usually where our services begin.

Outsource your legal tasks — and focus on your business

The first meeting and document audit are free. If it turns out that ongoing support is not what you need right now, we will say so directly and offer one-off work instead.

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For small businesses and sole traders
For companies without an in-house lawyer
For those whose only lawyer is overloaded

Cost

Cost of legal outsourcing

The fee depends on the volume of document flow and the number of requests per month. We give the exact amount after the free audit and fix it in the contract — it does not change during the term.

Service	What is included	Cost
Consultation and document audit	Review of current documentation and a list of risks	free of charge
Basic tariff	Consultations, review of contracts, up to 10 requests per month	from 200,000 ₸ / month
Business tariff	Contracts, HR, claims, work with counterparties with no limit on requests	from 350,000 ₸ / month
Full tariff	Everything included plus representation in courts and during inspections	from 600,000 ₸ / month
One-off legal audit	Review of all company documentation with a written report	from 150,000 ₸
Drafting a contract for a specific task	A bespoke contract tailored to your working arrangements	from 60,000 ₸
Review of a counterparty's contract	An opinion listing the risks and proposed wording for amendments	from 30,000 ₸
Conducting a case in court beyond the tariff	A separate case not covered by the retainer service	from 150,000 ₸

Prices are indicative and do not constitute a public offer. State fees, notarial acts and expert examinations are paid separately and directly — we do not earn on them.

Find out the cost for my case

How it works legal outsourcingin practice

Getting to know the business

We find out what the company does, where disputes most often arise and which tasks currently have no one to handle them.

Document audit

We review contracts, HR papers and correspondence with counterparties. Usually a couple of places where the company is losing money turn up already at this stage.

Report with priorities

We set out a list of risks: what is urgent, what can wait and what needs no intervention at all.

Choosing a tariff

We calculate the real volume of requests and propose a tariff. There is no point overpaying for services you do not use.

Contract with a fixed sum

We set out the scope of services, response times and cost in writing. The sum does not change during the term.

Getting documents in order

The first month goes on the basics: contract templates, HR documents, regulations for working with counterparties.

Ongoing work

We respond to requests, review contracts, prepare claims and represent the company where needed.

Report and adjustment

Once a month we show what has been done and, if necessary, change the tariff to match the changed volume.

Not sure outsourcing is what you need?

Send us two or three standard contracts — we will show you the risks in them, before we even talk about money.

Describe your situation

Team

Team of lawyers in Almaty

We handle a case from start to finish with the same team: you always know who is dealing with your matter and who to contact.

Asel Kurmanova

Lawyer for civil cases

Handles disputes over real estate, inheritance, contracts and transactions. Supports transactions from document review through to registration of title.

14 years of practice
Civil and housing disputes
Kazakh and Russian languages

Dmitry Kim

Lawyer for financial and motor vehicle disputes

Works with banks, insurers and debt collectors, handles recovery and bankruptcy cases, and defends drivers in administrative matters.

11 years of practice
Banks, insurers, motor vehicle disputes
Pre-trial settlement

Gulnara Abisheva

Lawyer for family and social matters

Handles divorces, division of property, alimony and disputes over children, as well as employment, pension and social issues.

9 years of practice
Family and employment disputes
Work with guardianship authorities

Yerlan Sagintayev

Lawyer for corporate law

Supports company transactions, arranges shares and corporate agreements, handles disputes between participants and reorganisation.

13 years of practice
Transactions, shares, corporate disputes
Support for investment rounds

Aigerim Nurlanova

Tax lawyer

Challenges notifications and inspection reports, handles tax disputes in court, supports inspections and recovers overpayments.

10 years of practice
Inspections and tax disputes
Working with the client's accounting records

Viktor Li

Construction and contract lawyer

Reviews contract agreements, estimates and acts, handles disputes over quality and scope of works, supports acceptance of facilities.

12 years of practice
Contracting, shared participation, acceptance
Working with construction expertise

Madina Ospanova

Intellectual property and IT lawyer

Protects copyright and trademarks, drafts contracts for IT teams and handles rights to products and code.

8 years of practice
Copyright, trademarks
Contracts for IT and studios

Sanzhar Ibraev

Bankruptcy and debt recovery lawyer

Handles bankruptcy and rehabilitation procedures, recovers receivables, defends directors against subsidiary liability.

15 years of practice
Bankruptcy, rehabilitation, debt recovery
S

Practice

Recent case stories from our lawyers in Almaty

Details have been changed and anonymised: the content of the case is protected by professional privilege.

Contracts

A trading company spent years working under buyers' contracts

Situation: The company supplied goods to retail chains and small retailers, but had no contract of its own — they signed whatever the buyer sent. Payment under those contracts was "upon acceptance" with no deadline stated, penalties were one-sided, and acceptance was described in vague terms. The average payment period reached 60 days, and two buyers returned goods a month after shipment, citing quality.
What we did: The first month of the engagement went into the groundwork: we drafted our own supply contract with staged payment, a specific description of the acceptance procedure and a deadline for quality claims. We introduced a rule to review every incoming contract and prepared a protocol of disagreements that managers send without a lawyer's involvement.
Outcome: We re-signed contracts with key buyers within a quarter. The average payment period dropped from 60 days to 20, and disputed returns stopped: under the contract terms, defects could no longer be claimed a month later.

Inspection

An unscheduled inspection arrived in the second month of the engagement

Situation: The client was inspected following a complaint from a former employee. HR documents had been formalised only on paper: employment contracts from a downloaded template, orders backdated, no job descriptions at all. Four points in the report carried the threat of a fine and an order to remedy.
What we did: Within a week we put the documents in order to the extent it was lawful to do so before the inspection, prepared written explanations for each episode and attended the inspection. We filed detailed objections to the report, attaching documents that the inspectors had not requested during the inspection.
Outcome: Three of the four points in the report were dropped on the strength of the objections, and on the fourth the fine remained minimal. After that we fully reworked the HR documents — at the next inspection a year later there were no findings.

Recovery

Receivables of 12 million had been hanging for over a year, and the director made do with phone calls

Situation: Three counterparties were not paying against delivery notes, and the oldest debt was fourteen months old. The director called from time to time and received promises, no written demands had been sent, and reconciliation statements had not been signed.
What we did: We checked all three. For two of them we saw a working business and proposed a payment schedule with security; for the third we found recent claims from other creditors — with that one we went straight to court with account freezing, without wasting time on correspondence.
Outcome: We recovered about 70% of the amount within four months: two paid according to the schedule, and the third was enforced through enforcement proceedings. We also introduced a rule of quarterly reconciliation statements — no new overdue debts appeared over the year.

HR documents

An audit revealed violations in HR documents for 26 employees

Situation: The manufacturing company grew quickly, and HR documents were handled by the accounting department on a residual basis. By the time of the audit it turned out that there were no job descriptions, orders were issued with errors, some employees' employment contracts lacked mandatory terms, and holiday schedules had not been approved for two years.
What we did: Within six weeks we put the documents in order: we restored the full set for each employee, developed job descriptions matching the actual functions, and approved internal rules and the holiday schedule. Disputed situations were closed with additional agreements rather than retroactive re-execution — in a way that would withstand an inspection.
Outcome: The audit ended with an order without fines on most episodes. The company switched to a monthly HR audit as part of its service package, and there were no repeat remarks over two years.

Pre-claim work

Receivables had been hanging for a year because no one was dealing with them

Situation: A trading company had accumulated 34 million tenge in receivables across dozens of counterparties. Managers called and promised to "push it through", there was no in-house lawyer, and no one got round to sending pre-claim letters. Some of the debts were approaching the limitation period.
What we did: We sorted the receivables by deadlines and prospects of recovery, and identified the urgent items. For each one we prepared a pre-claim letter with a calculation and attachments; for undisputed debts we went into order proceedings, and for disputed ones into claim proceedings. At the same time we rewrote the standard supply contract, adding a penalty and an acceptance procedure.
Outcome: Within six months we recovered 21 million tenge, and restructured another 7 million with schedules. New contracts now include security, and the average payment period dropped from 74 to 38 days.

Inspections

The company gave the inspectors everything they asked for, without any review

Situation: During a scheduled inspection, the organisation habitually handed over any documents requested, including those that fell outside the scope of the inspection. As a result, the inspectors found episodes that were not in the order, and the volume of remarks doubled.
What we did: We drew up a procedure for dealing with inspectors: who receives a request, how it is registered, who approves the release of documents, and how written remarks are drawn up. We trained the responsible employees and prepared templates for responses to typical requests, including a reasoned refusal for documents outside the scope.
Outcome: In the current inspection, some episodes were removed at the stage of remarks to the report. The next two inspections stayed within the order, without going beyond its scope.

Contract work

A contract with a foreign supplier did not work because of the arbitration clause

Situation: The company concluded a contract for the supply of equipment, and when the deadlines were missed it discovered that disputes under the contract were to be heard in arbitration in another country. The cost of such proceedings exceeded the amount of the claim, and the pre-claim letter essentially had no consequences.
What we did: We held negotiations to replace the clause with an acceptable forum and to introduce performance security. At the same time we checked the terms on transfer of risk and acceptance — they too were drafted in favour of the supplier. We prepared an additional agreement and secured its signature under the threat of refusing further purchases.
Outcome: The clause was replaced, and the supplier compensated part of the losses from the delay. All of the company's foreign economic contracts now undergo review before signing.

Transition to ongoing service

After the in-house lawyer left, the company was left without a single template

Situation: The only lawyer resigned, taking the working files with them, and access to email was closed under security rules. The company was left without standard contracts, without a register of current obligations and without any understanding of which court cases were ongoing right now.
What we did: We carried out an inventory: gathered the contracts in force, checked court cases involving the company against the case register, and restored the deadlines for each. We rebuilt the library of standard documents around its actual transactions and handed over access to the responsible employees with instructions.
Outcome: Two court cases that management knew nothing about were taken in hand before the appeal deadlines expired. The company moved to retainer services and no longer depends on one person.

Useful information

Legal outsourcing in Almaty: what it covers and how to choose

Asel Kurmanova Civil litigation lawyer

Published: 8 April 2026 Updated: 16 September 2026

A company director in Almaty usually comes to the question of outsourcing after an unpleasant incident: a contract was signed without review, a supplier failed to deliver and is demanding payment, an employee is resigning and threatening a labour dispute, or a notice of inspection has arrived from the tax authority. Until that moment, legal work seems to take no time at all: standard contracts sit in a folder, advice is sought from acquaintances, conflicts are settled verbally. It is precisely at this stage that mistakes are built into documents, and fixing them later costs more than a timely review.

An in-house lawyer or external support is not a question of prestige, but a question of which tasks actually arise in the company and who handles them. It is easy to go wrong in two directions: either hire a specialist who will not have enough work, or economise on the legal function until the first dispute. Below is what legal outsourcing actually covers, which formats of cooperation exist, and how to read a provider's proposal so as not to overpay for what you do not need.

Legal outsourcing instead of an in-house lawyer: how to tell it is time

Legal outsourcing is external legal support of a company under a contract instead of an in-house lawyer. You do not create a workplace, do not pay payroll taxes and do not worry about how to keep a specialist busy in a quiet month. Instead, legal work proceeds within an agreed scope: contracts, HR documents, claims, one-off disputes.

Companies start thinking about the switch when there are more contracts than one person can review, HR documents pile up faster than they are drawn up, claims arrive from counterparties and one-off court cases appear. An in-house lawyer in that situation either drowns in routine or stops keeping up with growth. Outsourcing a lawyer covers peak workloads without hiring additional people.

The model suits you if you recognise your symptoms:

Contracts are signed faster than they are reviewed

HR orders and policies are drawn up late

Claims are dealt with only after deadlines have been missed

Court cases arise sporadically, without a steady flow

The workload fluctuates: one month empty, the next in crisis mode

What legal outsourcing covers: contracts, disputes, HR, inspections

Legal outsourcing for business covers the same tasks as an in-house lawyer, but without the payroll and workplace obligations. An external specialist takes on contract work: drafting and reviewing agreements, agreeing protocols of disagreements, monitoring deadlines. Separately — claims and negotiations, settling a conflict before court. If a dispute reaches court, representing the company's interests is also part of legal outsourcing services for business.

HR documents are the second common area: employment contracts, orders, schedules, remuneration policies, notices and internal acts. Corporate matters — minutes of meetings, decisions, amendments to constituent documents. Support during inspections: preparing documents and responses for supervisory authorities, taking part in proceedings. Finally, checking counterparties before a transaction: legal capacity, the signatory's authority, signs of trouble. An outsourced lawyer takes on both one-off tasks and ongoing support; the price is made up of the scope of work, urgency and industry, not a per-minute rate card. Below is an overview.

Contracts: drafting, review, protocols of disagreements
Claims and negotiations before court
Court cases: statement of claim, response, representation
HR: employment contracts, orders, local acts
Corporate documents and counterparty checks

Areas of work in legal outsourcing
Area	What is included	Result for the business
Contract work	Drafting and legal review of contracts	Reduced transaction risks
Claims and negotiations	Demands, responses, participation in negotiations	Pre-trial settlement
Courts	Claims, responses, representation	Protection of interests in proceedings
HR and corporate	Employment contracts, orders, minutes	Order in documents
Inspections and counterparties	Preparation for an inspection, checking partners	Readiness and due diligence

The scope of tasks depends on the sector and the stage of the company's development.

Retainer services and one-off tasks: formats of cooperation

There are three formats. Retainer services for legal entities — a fixed fee for an agreed scope of work: contracts, HR documents, consultations. An hourly package is convenient when the flow of tasks is uneven: hours are used as requests come in, and the remainder is carried over if this is set out in the contract. One-off tasks are taken on a targeted basis — draft a contract, prepare a claim, sort out a dispute.

If contracts, orders and accounting questions come up every week, retainer legal services for a business are more predictable: the scope is known, and each instruction is not agreed separately. For rare or narrow requests, one-off tasks are more economical. An hourly package is the middle ground, suitable for seasonal peaks. Before signing, check what is included in the retainer, what falls outside the scope, how hours are counted and whether unused ones are carried over. Otherwise retainer legal services for organisations are payment for air: the money goes out, and part of the work is arranged under separate instructions.

What to consider in a retainer agreement for business support:

The list of work included in the agreed scope, and what counts as an additional task.

How hours are recorded: how time is logged, who confirms completion.

How legal outsourcing begins: an audit of the company's documents

The service begins with a legal audit of the company's documents. This is not a formality: its findings show where contracts were signed without a protocol of disagreements, where HR documents lack mandatory terms, and where corporate decisions were taken in breach of procedure. The scope of such an audit and the form of the report are agreed before work starts.

The review covers three areas. In contracts, the terms on deadlines, liability and jurisdiction are examined. In HR documents — employment contracts, orders, internal labour regulations. In corporate documents — the charter, decisions of the participants, the director's authority. When a company moves to external support, the audit immediately reveals the weak points that are most expensive to fix after an inspection or a dispute.

Contracts: deadlines, liability, termination procedure
HR: employment contracts, orders, internal acts
Corporate decisions: charter, minutes, authority
Storage and recording of documents on transactions

Retainer legal support: what the retainer covers

Retainer legal support is ongoing assistance with the day-to-day issues of a business: advice on transactions and HR decisions, review and amendment of contracts, handling claims from counterparties and employees. Unlike one-off engagements, here the lawyer keeps the entire document flow in view and sees risks in advance rather than dealing with the consequences. This format is especially useful when the owner or director makes decisions every day and cannot wait a week for an answer.

The scope of a retainer usually covers several areas:

Advice on current transactions and business matters
Drafting, review and amendment of contracts, agreements and internal documents
HR decisions: hiring, transfer, dismissal, disciplinary procedures
Pre-litigation claims work with counterparties and employees

Outsourced legal support for business: advice and documents

Ongoing legal support is built on two modes: work on request and a planned schedule. On request, a specific situation is examined: the lawyer studies the documents, assesses the risks and gives a written opinion with options for action. Under the schedule, pre-agreed tasks are completed on time — this covers contracts, HR orders, minutes and internal acts.

Written opinions record the position and serve as support in disputes and inspections. Contracts and internal documents are drafted from templates adapted to the firm's specifics. This approach is what distinguishes outsourced legal support for business from one-off consultations: the work is ongoing and systematic.

review of the situation based on documents and assessment of risks;
a written opinion with options for action;
drafting of contracts, minutes, orders;
development and updating of internal acts;
planned completion of tasks under the agreed schedule.

Legal services for organisations and legal entities: how the approach differs

Legal services for organisations are built around what the business actually does. For a small trading company or service provider, the main workload is contracts with suppliers and buyers, HR orders and employment contracts, and responses to requests from government bodies. For manufacturing and construction organisations, tenders, subcontracting and claims work are added to this.

For legal entities with a branch structure or several participants, corporate matters come to the fore: resolutions, transactions with shares, relations with the akimat and the antimonopoly authority. Where counterparties breach terms, the priority shifts to disputes — claims, courts, work with a private or state court enforcement officer. An external lawyer takes on exactly this live workload, not a template set. That is why comprehensive legal services begin with the question: what tasks is the business dealing with now, and what will arise in the coming months.

trade and services: contracts, HR, requests from government bodies;
manufacturing and construction: tenders, subcontracting, claims;
groups of companies: corporate resolutions, transactions with shares;
conflict with a counterparty: claim, court, enforcement.

Legal outsourcing in Almaty: courts and economic disputes

The litigation side of legal outsourcing begins with preparing procedural documents: the statement of claim, response, motions, written explanations. The lawyer gathers evidence — contracts, acts, correspondence, payment documents, expert opinions — and makes sure every argument rests on a confirmed fact rather than general assertions. Economic disputes between companies are heard by the Specialized Interdistrict Economic Court.

Then comes participation in hearings, filing motions, working with expert examination and the other party's objections. If a judgment has entered into force but the debtor does not comply, a private or state court enforcement officer becomes involved: the lawyer obtains the writ of execution from the court, submits it for enforcement and supports the search for property and the lifting of arrests. By assigning such tasks to legal outsourcing, a business handles them without a staff position, and prices depend on the scope of work and the number of instances.

Participation in hearings before the economic court
Gathering and submitting evidence
Enforcement proceedings

What litigation work includes
Document	Action	Result
Statement of claim	Preparation and filing	Initiation of proceedings
Response	Objections to the claims	Defence of the position
Evidence	Gathering and admission to the case file	Confirmation of facts
Hearing	Participation and motions	Judicial act

The work is carried out under a legal outsourcing agreement.

In-house lawyer or legal outsourcing: what to factor into the calculation

When an owner or director decides whether to hire an in-house lawyer or outsource legal services for the business, the comparison is often reduced to the salary. That is a mistake: the salary is only the top line. The calculation needs to include taxes and payroll contributions, holiday and sick pay, professional development at courses and seminars, and cover during absences — bringing in an external specialist or redistributing the workload within the office.

While the employee is at their desk, the costs are predictable. As soon as they go on holiday or sick leave, the work stops: contracts wait for edits, counterparties for an answer, HR documents for processing. With subscription legal support, such gaps are covered because the tasks are handled by more than one person. So when choosing between an in-house team and outsourced legal support, compare not the salary but the full set of lines:

salary, taxes and mandatory payroll contributions
holiday and sick pay
training and professional development
cover during absence or overload

Legal outsourcing for business: how to assess the benefit without figures

The benefit of outsourced legal services should be assessed not by the price list but by the volume of work and the cost of maintaining an in-house position. An in-house lawyer is not just a salary: a workplace, equipment, software, holiday pay, taxes and social contributions, professional development, and sometimes idle time when there are no tasks. Outsourced legal services work differently: the entrepreneur pays only for the volume actually needed — consultations, contracts, disputes, HR matters, inspections.

The comparison makes sense by volume of tasks: the more varied the issues and the more unevenly they are distributed across months, the harder it is to cover them with a single in-house position. The price of an outsourced lawyer depends on the list of tasks and the intensity of requests, not on the number of hours in the office. The subscription format covers exactly the set of tasks the company needs now, without the cost of a permanent workplace.

Compare how many tasks per month actually reach a lawyer: one-off consultations, contracts, disputes, HR.
Calculate the full cost of an in-house position: salary, taxes and contributions, workplace, equipment, training, idle time.
Compare it with the subscription format, where you pay for the volume of legal work, not for a person's presence in the office.
Check which tasks are seasonal and whether they can be handled on a one-off basis without expanding the team.

How to choose an outsourced lawyer: what to look for in a proposal

Start with the commercial proposal for subscription legal support: it should state clearly which areas the provider covers with its own resources — contracts, HR, taxes, courts, inspections. If it is unclear from the text who exactly handles court cases and how reporting is formalised, the legal outsourcing proposal needs clarification.

Payment in subscription support is made up of several factors: the number of hours per month, the urgency of tasks, the complexity of the issues and separate court assignments. Check how the subscription is described in terms of volume — by hours or by list of tasks, what counts as going beyond it and how one-off assignments are recorded. Separately, clarify how reporting is formalised: acts, a register of completed work, reports on court cases.

Which areas the provider covers itself, without engaging outside specialists.
Who handles court cases and in what capacity: under Article 58 of the Civil Procedure Code of the Republic of Kazakhstan, a company is represented in court by an advocate, a legal consultant — a member of the chamber of legal consultants — or an employee of the company itself in its own cases.
How the subscription volume is described: by hours, by list of tasks, or a mix.
How reporting is arranged: acts, a register of work, reports on court assignments.

Legal outsourcing: practical experience and typical business mistakes

What costs a business most is not the absence of a lawyer, but the habit of turning a blind eye to formalities. Saving on checking a counterparty before a deal is a classic: a company signs a contract with a shell company and then cannot recover the debt, because the debtor has neither assets nor a director in place. A template contract from the internet that ignores the specifics of the deal has the same consequences: the dispute goes to court with a losing position on deadlines, penalties or jurisdiction.

The second group of mistakes is HR-related. Orders, employment contracts and notices drawn up with a backdate before a labour inspection turn into fines and the reinstatement of an employee. Separately, there is the failure to follow the pre-action claim procedure in disputes where it is mandatory: the claim is left without consideration, and time and court costs are lost.

Practice shows that experience of working with businesses is what resolves exactly these situations. An outsourced lawyer sets up counterparty checks, adapts the contract base and keeps HR documents up to date, rather than in crisis mode. Outsourcing legal services covers these tasks without creating an in-house position.

checking the counterparty before signing the deal
a contract for the specific deal, not a template
HR documents dated as of the fact, not backdated
following the pre-action claim procedure before filing a claim

Outsourcing is worth it not because it is cheaper than any alternative, but because it brings in the right expertise exactly when the task arises and does not create a permanent job for rare assignments.

Reviews

Reviews of legal outsourcing

4.9

Google

4.9 · 128

Yandex

4.8 · 94

2GIS

4.9 · 156

Zoon

4.7 · 41

Timur A. 24 July 2026

We put a trading company on retainer, and the first thing they did was rewrite our supply contract — before that we'd been working off the buyers' templates. Within a quarter we felt the difference in payment terms. We spent a long time looking for someone to entrust all this to, and so far no regrets.