Study Data · Part 1 · Indicator Deep-Dive Analysis

What is the customer’s approximate total asset size, in USD?

Indicator C062 · By Phil Hatch · Akholi · October 9, 2026

Indicator Specification

Table 1. Indicator specificationTable
FieldValue
Indicator codeC062
Question as askedWhat is the customer’s approximate total asset size, in USD?
Failure categoryNot one of the 100 rated indicators
Place in the surveyCustomer Details > 3.1 Institution Profile > Profile
Indicator classPerceived fact
Indicator typeCategorical
Response scaleLevels: Under $50 billion, $50 billion to under $250 billion, $250 billion to under $1 trillion, $1 trillion or more
Answering base242 of 850 respondents gave one of the listed answers. 576 answered, counting I do not know and I prefer to not answer, across 150 of 150 engagements
Non-answersI do not know 334, I prefer to not answer 0, blank 274

Summary of Findings

Table 2. Key results: association of the indicator with the four study measuresTable
MeasureEffect sizenValuep
Cancellation rateNot computable, fewer than two listed answers reach 10 engagements
Customer satisfactionNot computable, fewer than two listed answers reach 10 engagements
Engagement indicator meanNot computable, fewer than two listed answers reach 10 engagements
Intent to leaveNot computable, fewer than two listed answers reach 10 engagements

Respondents most often placed the financial institution’s total assets in the second-highest asset band (90 of 242 respondents, 37.19%) and least often in the highest band (35 of 242 respondents, 14.46%). Cancellation could not be compared across asset bands (fewer than two answer levels with at least 10 engagements). Customer satisfaction could not be compared either (fewer than two answer levels with at least 10 engagements). The engagement indicator mean comparison was also not computable (fewer than two answer levels with at least 10 engagements). Intent to leave could not be compared across asset bands either (fewer than two answer levels with at least 10 engagements). The answer mix differed after Holm control by vendor type only (chi-square 32.58, Holm p 0.027, Cramer’s V 0.21).

Distribution of Responses

Table 3. Distribution of responses, respondent levelTable
AnswerRespondentsShare of answered (base 242)Cumulative shareEngagements with at least oneShare of 150 engagementsDistressed
Under $50 billion5522.73%22.73%2818.67%Not applicable
$50 billion to under $250 billion6225.62%48.35%3422.67%Not applicable
$250 billion to under $1 trillion9037.19%85.54%4530.00%Not applicable
$1 trillion or more3514.46%100.00%2315.33%Not applicable
I do not know334Not in baseNot in base14194.00%Not applicable
Answered, total242100.00%13086.67%

A categorical answer has no engagement mean. Each engagement took its respondents’ plurality answer, and tied engagements were left out. An answer was assigned to 115 of 150 engagements.

Distressed is not applicable, because the answer has no good or bad end on a scale.

Descriptive Statistics by Segment

Table 4. Descriptive statistics by segmentTable
SegmentBaseAnsweredAnswer rateEngagementsUnder $50 billion, share$50 billion to under $250 billion, share$250 billion to under $1 trillion, share$1 trillion or more, share
Study set85024228.47% of 85015022.73%25.62%37.19%14.46%
Outsourcing model
CXM2327030.17% of 2324220.00%21.43%35.71%22.86%
ITO2446526.64% of 2444021.54%35.38%30.77%12.31%
BPO2096330.14% of 2093717.46%19.05%53.97%9.52%
KPO1654426.67% of 1653136.36%27.27%25.00%11.36%
Institution type
Asset management1323929.55% of 1322438.46%43.59%17.95%0.00%
Wealth management and private banking1404632.86% of 1402354.35%23.91%21.74%0.00%
Investment banking (advisory and capital-markets origination)1052826.67% of 105190.00%25.00%42.86%32.14%
Insurance (life, property and casualty, health)781721.79% of 78140.00%11.76%58.82%29.41%
Commercial and business banking822328.05% of 82130.00%4.35%56.52%39.13%
Payments and merchant acquiring (networks, acquiring, processing)712636.62% of 71130.00%19.23%57.69%23.08%
Credit card and payments issuing732128.77% of 731252.38%47.62%0.00%0.00%
Retail and consumer banking732027.40% of 73120.00%25.00%60.00%15.00%
Markets and trading (sales and trading, global markets)571322.81% of 57110.00%7.69%69.23%23.08%
Private equity and private capital39923.08% of 3994320
Process family
Corporate and back-office functions2487429.84% of 2484727.03%18.92%39.19%14.86%
Technology engineering and operations2045627.45% of 2043525.00%35.71%26.79%12.50%
Client servicing and communications942930.85% of 941613.79%24.14%34.48%27.59%
Trade, settlement and reconciliation801822.50% of 801527.78%16.67%44.44%11.11%
Payments, cards and disputes732230.14% of 73129.09%40.91%31.82%18.18%
Credit, underwriting and suitability571322.81% of 57938.46%7.69%38.46%15.38%
Regulatory, audit, tax and legal511325.49% of 51938.46%30.77%23.08%7.69%
Financial crime and client onboarding431739.53% of 4370.00%23.53%76.47%0.00%
Class of work
LOB Operational45112227.05% of 4517621.31%25.41%35.25%18.03%
Corporate Functional39912030.08% of 3997424.17%25.83%39.17%10.83%
Engagement status and lifecycle stage
Active, Build-Out1754626.29% of 1753113.04%23.91%39.13%23.91%
Active, Transition/Cut-Over2507931.60% of 2504331.65%13.92%35.44%18.99%
Active, Production1032928.16% of 1032027.59%31.03%37.93%3.45%
Canceled3228827.33% of 3225618.18%35.23%37.50%9.09%
Respondent role
Individual Contributor66714621.89% of 66714621.92%29.45%34.93%13.70%
Engagement Manager1506442.67% of 15015023.44%17.19%42.19%17.19%
Portfolio Director313096.77% of 313026.67%26.67%36.67%10.00%
Customer Management Executive222 of 220011
Vendor type
IT services major3168025.32% of 3165931.25%28.75%26.25%13.75%
BPO specialist1985226.26% of 1983715.38%28.85%40.38%15.38%
Consulting firm1173630.77% of 1172330.56%33.33%25.00%11.11%
Boutique or specialist provider872933.33% of 871710.34%3.45%62.07%24.14%
Pure-play agentic AI firm752938.67% of 751417.24%17.24%58.62%6.90%
Not reported, recovered by engagement571628.07% of 573218.75%37.50%25.00%18.75%

Shares are of the answered respondents in each row, which is the base beside them. A row under 10 prints counts in place of shares.

Tests of Difference Between Segments

Table 5. Tests of difference between segmentsTable
Segment familyUnitChi-squaredfpHolm pCramer’s VTest for pLevels left out
Outsourcing modelEngagement3.1330.4991.0000.36Monte Carlo, simulateda
Institution typeEngagementbc
Process familyEngagementbd
Class of workEngagement1.7530.6821.0000.22Monte Carlo, simulatedNone
Engagement status and lifecycle stageEngagement5.3930.1740.6960.46Monte Carlo, simulatede
Respondent roleRespondent4.2960.6441.0000.09Monte Carlo, simulatedf
Vendor typeRespondent32.58150.0050.0270.21Monte Carlo, simulatedNone
Note: a ITO, n = 7, KPO, n = 5. b Not computable, fewer than two levels reach 10 answers. c Asset management, n = 6, Wealth management and private banking, n = 8, Investment banking (advisory and capital-markets origination), n = 5, Insurance (life, property and casualty, health), n = 3, Commercial and business banking, n = 2, Payments and merchant acquiring (networks, acquiring, processing), n = 4, Credit card and payments issuing, n = 2, Retail and consumer banking, n = 3, Markets and trading (sales and trading, global markets), n = 1, Private equity and private capital, n = 2. d Technology engineering and operations, n = 6, Client servicing and communications, n = 4, Trade, settlement and reconciliation, n = 4, Payments, cards and disputes, n = 4, Credit, underwriting and suitability, n = 1, Regulatory, audit, tax and legal, n = 2, Financial crime and client onboarding, n = 2. e Active, Build-Out, n = 6, Active, Production, n = 5. f Customer Management Executive, n = 2.

Engagement families were tested on engagement answers, and respondent role and vendor type were tested on respondents. Vendor type differed in the answer mix after Holm control (chi-square 32.58, Holm p 0.027, Cramer’s V 0.21). No difference held after Holm control for outsourcing model, class of work, engagement status and lifecycle stage and respondent role.

Association with Cancellation Rate

The share of engagements canceled on the study date, measured at engagement level (base 150 engagements, 56 canceled). The association is a descriptive contrast, inflated because canceled engagements were rated after cancellation, and is not predictive.

The measure by the engagement’s assigned answer.

Table 6. Association with cancellation rate by answer levelTable
Answer levelEngagementsCanceledCancellation rate
Under $50 billion81‡
$50 billion to under $250 billion74‡
$250 billion to under $1 trillion17529.41%
$1 trillion or more42‡
I do not know792936.71%
Note: ‡ Base under 10. No statistic is reported.

The test across answer levels, in the study set and inside each segment. Levels under 10 engagements were left out of each test.

Table 7. Association with cancellation rate, tests across answer levels by segmentTable
SegmentEngagementsChi-squaredfpHolm pCramer’s VTest for p
Study setFewer than two answer levels with at least 10 engagements
Outsourcing model
CXMFewer than two answer levels with at least 10 engagements
ITOFewer than two answer levels with at least 10 engagements
BPOFewer than two answer levels with at least 10 engagements
KPOFewer than two answer levels with at least 10 engagements
Institution type
Asset managementFewer than two answer levels with at least 10 engagements
Wealth management and private bankingFewer than two answer levels with at least 10 engagements
Investment banking (advisory and capital-markets origination)Fewer than two answer levels with at least 10 engagements
Insurance (life, property and casualty, health)Fewer than two answer levels with at least 10 engagements
Commercial and business bankingFewer than two answer levels with at least 10 engagements
Payments and merchant acquiring (networks, acquiring, processing)6Not computable, no variation in cancellation
Credit card and payments issuing9‡
Retail and consumer banking8‡
Markets and trading (sales and trading, global markets)Fewer than two answer levels with at least 10 engagements
Private equity and private capital9‡
Process family
Corporate and back-office functionsFewer than two answer levels with at least 10 engagements
Technology engineering and operationsFewer than two answer levels with at least 10 engagements
Client servicing and communicationsFewer than two answer levels with at least 10 engagements
Trade, settlement and reconciliationFewer than two answer levels with at least 10 engagements
Payments, cards and disputes9‡
Credit, underwriting and suitability8‡
Regulatory, audit, tax and legal6‡
Financial crime and client onboarding4‡
Class of work
LOB OperationalFewer than two answer levels with at least 10 engagements
Corporate FunctionalFewer than two answer levels with at least 10 engagements
Engagement status and lifecycle stage
Active, Build-OutNot computable, no variation in cancellation
Active, Transition/Cut-OverNot computable, no variation in cancellation
Active, ProductionNot computable, no variation in cancellation
CanceledNot computable, no variation in cancellation
Note: ‡ Base under 10. No statistic is reported.

The study set test could not be computed: fewer than two answer levels with at least 10 engagements.

Association with Customer Satisfaction

The satisfaction score recorded against each engagement on a 100-point scale. The primary estimate uses the 94 active engagements. A descriptive contrast uses all 150 engagements.

The measure by the engagement’s assigned answer.

Table 8. Association with customer satisfaction by answer levelTable
Answer levelEngagementsMean of the measureSD
Under $50 billion7‡
$50 billion to under $250 billion3‡
$250 billion to under $1 trillion1269.513.9
$1 trillion or more2‡
I do not know5062.410.6
Note: ‡ Base under 10. No statistic is reported.

The test across answer levels, in the study set and inside each segment. Levels under 10 engagements were left out of each test.

Table 9. Association with customer satisfaction, tests across answer levels by segmentTable
SegmentEngagementsWelch FdfpHolm pOmega squared90% CI
Study setFewer than two answer levels with at least 10 engagements
Outsourcing model
CXMFewer than two answer levels with at least 10 engagements
ITOFewer than two answer levels with at least 10 engagements
BPOFewer than two answer levels with at least 10 engagements
KPOFewer than two answer levels with at least 10 engagements
Institution type
Asset management6‡
Wealth management and private bankingFewer than two answer levels with at least 10 engagements
Investment banking (advisory and capital-markets origination)8‡
Insurance (life, property and casualty, health)9‡
Commercial and business banking8‡
Payments and merchant acquiring (networks, acquiring, processing)6‡
Credit card and payments issuing5‡
Retail and consumer banking5‡
Markets and trading (sales and trading, global markets)7‡
Private equity and private capital7‡
Process family
Corporate and back-office functionsFewer than two answer levels with at least 10 engagements
Technology engineering and operationsFewer than two answer levels with at least 10 engagements
Client servicing and communications5‡
Trade, settlement and reconciliation7‡
Payments, cards and disputes7‡
Credit, underwriting and suitability7‡
Regulatory, audit, tax and legal4‡
Financial crime and client onboarding3‡
Class of work
LOB OperationalFewer than two answer levels with at least 10 engagements
Corporate FunctionalFewer than two answer levels with at least 10 engagements
Engagement status and lifecycle stage
Active, Build-OutFewer than two answer levels with at least 10 engagements
Active, Transition/Cut-OverFewer than two answer levels with at least 10 engagements
Active, ProductionFewer than two answer levels with at least 10 engagements
Canceledno clean estimate, canceled engagements fall outside the active population
Note: ‡ Base under 10. No statistic is reported.

The study set test could not be computed: fewer than two answer levels with at least 10 engagements.

Association with the Engagement Indicator Mean

The mean of an engagement’s 100 indicator ratings, measured at engagement level (base 150 engagements). Where this indicator is one of the 100, the mean is recomputed without it.

The measure by the engagement’s assigned answer.

Table 10. Association with the engagement indicator mean by answer levelTable
Answer levelEngagementsMean of the measureSD
Under $50 billion8‡
$50 billion to under $250 billion7‡
$250 billion to under $1 trillion174.31.7
$1 trillion or more4‡
I do not know793.91.4
Note: ‡ Base under 10. No statistic is reported.

The test across answer levels, in the study set and inside each segment. Levels under 10 engagements were left out of each test.

Table 11. Association with the engagement indicator mean, tests across answer levels by segmentTable
SegmentEngagementsWelch FdfpHolm pOmega squared90% CI
Study setFewer than two answer levels with at least 10 engagements
Outsourcing model
CXMFewer than two answer levels with at least 10 engagements
ITOFewer than two answer levels with at least 10 engagements
BPOFewer than two answer levels with at least 10 engagements
KPOFewer than two answer levels with at least 10 engagements
Institution type
Asset managementFewer than two answer levels with at least 10 engagements
Wealth management and private bankingFewer than two answer levels with at least 10 engagements
Investment banking (advisory and capital-markets origination)Fewer than two answer levels with at least 10 engagements
Insurance (life, property and casualty, health)Fewer than two answer levels with at least 10 engagements
Commercial and business bankingFewer than two answer levels with at least 10 engagements
Payments and merchant acquiring (networks, acquiring, processing)6‡
Credit card and payments issuing9‡
Retail and consumer banking8‡
Markets and trading (sales and trading, global markets)Fewer than two answer levels with at least 10 engagements
Private equity and private capital9‡
Process family
Corporate and back-office functionsFewer than two answer levels with at least 10 engagements
Technology engineering and operationsFewer than two answer levels with at least 10 engagements
Client servicing and communicationsFewer than two answer levels with at least 10 engagements
Trade, settlement and reconciliationFewer than two answer levels with at least 10 engagements
Payments, cards and disputes9‡
Credit, underwriting and suitability8‡
Regulatory, audit, tax and legal6‡
Financial crime and client onboarding4‡
Class of work
LOB OperationalFewer than two answer levels with at least 10 engagements
Corporate FunctionalFewer than two answer levels with at least 10 engagements
Engagement status and lifecycle stage
Active, Build-OutFewer than two answer levels with at least 10 engagements
Active, Transition/Cut-OverFewer than two answer levels with at least 10 engagements
Active, ProductionFewer than two answer levels with at least 10 engagements
CanceledFewer than two answer levels with at least 10 engagements
Note: ‡ Base under 10. No statistic is reported.

The study set test could not be computed: fewer than two answer levels with at least 10 engagements.

Association with Intent to Leave

The respondent’s stated likelihood of leaving the current job within 12 months, rated 1 to 10 (C019). Measured at respondent level on up to 798 respondents, with the engagement-level form reported alongside.

The measure by the engagement’s assigned answer.

Table 12. Association with intent to leave by answer levelTable
Answer levelEngagementsMean of the measureSD
Under $50 billion8‡
$50 billion to under $250 billion7‡
$250 billion to under $1 trillion176.22.7
$1 trillion or more4‡
I do not know796.92.3
Note: ‡ Base under 10. No statistic is reported.

The test across answer levels, in the study set and inside each segment. Levels under 10 engagements were left out of each test.

Table 13. Association with intent to leave, tests across answer levels by segmentTable
SegmentEngagementsWelch FdfpHolm pOmega squared90% CI
Study setFewer than two answer levels with at least 10 engagements
Outsourcing model
CXMFewer than two answer levels with at least 10 engagements
ITOFewer than two answer levels with at least 10 engagements
BPOFewer than two answer levels with at least 10 engagements
KPOFewer than two answer levels with at least 10 engagements
Institution type
Asset managementFewer than two answer levels with at least 10 engagements
Wealth management and private bankingFewer than two answer levels with at least 10 engagements
Investment banking (advisory and capital-markets origination)Fewer than two answer levels with at least 10 engagements
Insurance (life, property and casualty, health)Fewer than two answer levels with at least 10 engagements
Commercial and business bankingFewer than two answer levels with at least 10 engagements
Payments and merchant acquiring (networks, acquiring, processing)6‡
Credit card and payments issuing9‡
Retail and consumer banking8‡
Markets and trading (sales and trading, global markets)Fewer than two answer levels with at least 10 engagements
Private equity and private capital9‡
Process family
Corporate and back-office functionsFewer than two answer levels with at least 10 engagements
Technology engineering and operationsFewer than two answer levels with at least 10 engagements
Client servicing and communicationsFewer than two answer levels with at least 10 engagements
Trade, settlement and reconciliationFewer than two answer levels with at least 10 engagements
Payments, cards and disputes9‡
Credit, underwriting and suitability8‡
Regulatory, audit, tax and legal6‡
Financial crime and client onboarding4‡
Class of work
LOB OperationalFewer than two answer levels with at least 10 engagements
Corporate FunctionalFewer than two answer levels with at least 10 engagements
Engagement status and lifecycle stage
Active, Build-OutFewer than two answer levels with at least 10 engagements
Active, Transition/Cut-OverFewer than two answer levels with at least 10 engagements
Active, ProductionFewer than two answer levels with at least 10 engagements
CanceledFewer than two answer levels with at least 10 engagements
Note: ‡ Base under 10. No statistic is reported.

The study set test could not be computed: fewer than two answer levels with at least 10 engagements.

Comparison of Associations Across the Four Measures

Table 14. Associations across the four measuresTable
MeasureEffect sizenValuepEquivalent to zeroRank among the four
Cancellation rateNot computable, fewer than two listed answers reach 10 engagements
Customer satisfactionNot computable, fewer than two listed answers reach 10 engagements
Engagement indicator meanNot computable, fewer than two listed answers reach 10 engagements
Intent to leaveNot computable, fewer than two listed answers reach 10 engagements

Steiger’s z compares two correlations, and a categorical answer yields an effect size across levels rather than a correlation, so the pairs are not tested.

Clustering and Effective Sample Size

Table 15. Clustering and effective sample sizeTable
StatisticValueReading
Clusters (engagements)150Engagements with at least one answer.
Mean respondents per engagement3.8Answers per engagement with at least one answer.
ICC(1)0.12Share of variance between engagements.
Design effect1.341 plus (mean cluster size minus 1) times ICC.
Nominal respondent n576Every answer, with I do not know and I prefer to not answer counted as levels, as the plurality rule counts them.
Effective n429Nominal n divided by the design effect.
Cluster bootstrap appliedYesApplied to every respondent level CI where the ICC is 0.05 or above.

Clustering reduced the 576 respondent answers to about 429 independent answers. Respondent level intervals therefore used the cluster bootstrap, and respondent level tests on intent to leave used cluster-robust errors.

Equivalence Tests of Null Results

Table 16. Equivalence tests of null resultsTable
MeasurenOmega squaredEquivalence boundEquivalence pEquivalent to zeroAchieved powerMDE at power 0.80
Cancellation rateNot computable, fewer than two listed answers reach 10 engagements
Customer satisfactionNot computable, fewer than two listed answers reach 10 engagements
Engagement indicator meanNot computable, fewer than two listed answers reach 10 engagements
Intent to leaveNot computable, fewer than two listed answers reach 10 engagements

The bound is the ruled |r| < 0.30 expressed as variance explained (V15-R22). No equivalence test could be computed.

Robustness Checks

Table 17. Robustness checksTable
CheckMeasurePrimary pCheck pCheck statisticConclusion holds
Kruskal-Wallis in place of Welch FCustomer satisfactionNot computableaaNot computable
Kruskal-Wallis in place of Welch FEngagement indicator meanNot computableaaNot computable
Kruskal-Wallis in place of Welch FIntent to leaveNot computableaaNot computable
Active engagements onlyEngagement indicator meanNot computableaaNot computable
Active engagements onlyIntent to leaveNot computableaaNot computable
Respondent level, cluster-robust Wald F by engagementCancellation rateNot computable0.2251.47Not computable
Respondent level, cluster-robust Wald F by engagementCustomer satisfactionNot computable0.1371.87Not computable
Respondent level, cluster-robust Wald F by engagementEngagement indicator meanNot computable0.0692.42Not computable
Respondent level, cluster-robust Wald F by engagementIntent to leaveNot computable0.2371.43Not computable
Note: a Not computable.

No check could be computed, as the table shows. A check holds when its test lands on the same side of 0.05 as the primary test.

Measure Independence and Part-Whole Correction

Each of the four measures was computed from data this indicator does not contain, so each result is a finding rather than an arithmetic consequence.

Comparison with the Study Norm

Not applicable. A categorical item has no signed correlation, so it has no profile. Its per-level means carry the comparison.

Interpretation of the Data

Answers in the lowest asset band (55 of 242 respondents, 22.73%) and the band above it (62 of 242 respondents, 25.62%) were close in size. Asset size, as respondents reported it, could not be set against any of the four study measures.

Limitations

The evidence is reported experience: what the delivery team said about its own engagement, gathered in one cross-section. The figures showed associations, not causes. Indicators about the financial institution were reported at second hand by vendor staff. Cancellation is a descriptive contrast, because canceled engagements were rated after they ended.

Tests across respondent role and vendor type were run at respondent level and treated respondents as independent. The section Clustering and Effective Sample Size states whether, and by how much, clustering within engagements reduced the information in respondent level figures.

The robustness checks on this item could not be computed, because too few asset bands held enough engagements (0 of 9 checks, 9 not computable). Plurality assignment placed an asset band on only part of the engagements (115 of 150 engagements).

Definitions

Table 18. DefinitionsTable
TermDefinition
Response scaleAs recorded, shown in Table 1. The indicator is not a rating, so no distressed range is defined.
Answering baseRespondents who gave one of the listed answers.
Non-answers“I do not know” and “I prefer to not answer” are counted separately and are excluded from the answering base and the shares.
Indicator classPerceived fact: a state of the engagement as the respondent perceives it, so “I do not know” is counted and reported as an answer.
Failure categoryOne of the five failure categories of the Study Taxonomy, section 3. Only the 100 rated indicators carry one, and the indicator is not among them.
Engagement indicator meanThe mean of an engagement’s 100 indicator ratings.

Sources and Provenance

Table 19. Sources and provenanceTable
ItemValue
Study dataStudy Data.xlsx, Data sheet, column C062, sha256 219eba0457274d04
Statistics enginecompute_statistics.py, sha256 738319eef764602b
Statistics recordComputed Statistics.json, record C062, sha256 e405f65a43e37a6e
ComputedOctober 8, 2026, 01:38 UTC
TemplateIndicator Statistical Analysis Template, version 1.1 of 2026-10-06
Figures placed by script540 of 540

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Executive summary →
Overview

Executive Summary

Four findings from 150 engagements

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Introduction

Introduction

Scope, evidence, and how the report is organized

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Part 1

Engagement Outcomes

Poor results on every measure, and what separates them

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Part 2

The Five Failure Categories

Where failure concentrates, category by category

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Part 3

Governance, Oversight, and Control

Controls that existed in name only

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Part 4

The Delivery Workforce

Early in their careers, dissatisfied, and many intending to leave

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Part 5

Manual Alteration

How the delivery team altered the work to sustain it

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Part 6

Executive Action Plan

Seven immediate actions and a first-year plan

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Appendices

Appendices

Definitions, indicator inventory, method, and disclosures

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Data

Study Data

Deep-dive analyses of the study indicators, published in stages

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