/* ===========================================================
   DATA — pulled from seed.js, lightly trimmed for wireframes
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window.PRAVI = {
  brand: {
    name: "Pravi Research",
    tag: "Transforming Today, Defining Tomorrow",
    short: "Pravi",
    email: "connect@praviresearch.com",
    phone: "+91 98794 49343",
    address: "214, Tower 1, Infocity, Gandhinagar, Gujarat, India - 382007",
    estd: "2022",
    location: { lat: 23.0225, lng: 72.5714, label: "Ahmedabad, IN" },
  },

  pages: [
    {
      id: "home", no: "01", title: "Home", blurb: "Hero · Who · What · Industries · The Pravi Way · Resources · Map · Footer",
      sections: ["HERO", "WHO WE ARE", "WHAT WE DO", "INDUSTRIES", "THE PRAVI WAY", "RESOURCES", "MAP", "FOOTER"]
    },
    {
      id: "about", no: "02", title: "About Us", blurb: "About · Vision · Mission · Team Pravi · Lifestyle Gallery · Partners · Map",
      sections: ["HERO", "ABOUT PRAVI", "VISION & MISSION", "TEAM PRAVI", "LIFESTYLE GALLERY", "PARTNERS", "MAP", "FOOTER"]
    },
    {
      id: "services", no: "03", title: "Services", blurb: "Service types · Industries · CTA · Map. Each service opens detail page.",
      sections: ["HERO", "SERVICE CATEGORIES", "INDUSTRIES", "CTA · JOIN US", "MAP", "FOOTER"]
    },
    {
      id: "careers", no: "04", title: "Careers", blurb: "Life at Pravi · Fellowship · Openings · Application form",
      sections: ["HERO", "LIFE AT PRAVI", "FELLOWSHIP", "OPENINGS", "MAP", "FOOTER"]
    },
    {
      id: "resources", no: "05", title: "Resources", blurb: "Blogs (load-more) · Events grid · Pravi Perspective (LinkedIn embeds)",
      sections: ["HERO", "BLOGS", "EVENTS", "PRAVI PERSPECTIVE", "MAP", "FOOTER"]
    },
    {
      id: "contact", no: "06", title: "Contact", blurb: "Company info · Contact form · Map",
      sections: ["HERO", "GET IN TOUCH", "FORM", "MAP", "FOOTER"]
    },
  ],

  // SERVICE CATEGORIES — parent groupings. Each category has multiple services.
  // The company will add categories with services in each over time.
  serviceCategories: [
    {
      slug: "strategy-advisory", no: "C01", title: "Strategy and Advisory",
      tagline: "Direction-setting work for boards, ministries, foundations.",
      blurb: "Where strategy gets shaped: at the C-suite, the secretariat, and the board table.",
      count: 4, icon: "◆"
    },
    {
      slug: "execution-delivery", no: "C02", title: "Execution and Delivery",
      tagline: "Programs, PMUs, transformations, managed end to end.",
      blurb: "Where strategy meets on ground implementation, agile delivery, thorough monitoring and capacity building to manage changes at scale.",
      count: 4, icon: "▲"
    },
    {
      slug: "insight-intelligence", no: "C03", title: "Insight and Intelligence",
      tagline: "Data, research, evidence — for decisions that have to stick.",
      blurb: "Where the basis for decision shifts from intuition to evidence so that the organisations can truely make decisions that are data-backed.",
      count: 3, icon: "○"
    },
    {
      slug: "digital-systems", no: "C04", title: "Digital Transformation",
      tagline: "Tech that talks to people, and reports back.",
      blurb: "The true digital transformation journey for our clients where IT systems become so effortless, they feel like the part of their daily workflow.",
      count: 4, icon: "▣"
    },
  ],
  ServiceCategoryIMG: [
    "https://res.cloudinary.com/dzaqqzqiw/image/upload/q_auto/f_auto/v1779362279/pravi/legacy/Strategy.png",
    "https://res.cloudinary.com/dzaqqzqiw/image/upload/q_auto/f_auto/v1779362273/pravi/legacy/project.jpg",
    "https://res.cloudinary.com/dzaqqzqiw/image/upload/q_auto/f_auto/v1779362276/pravi/legacy/search.jpg",
    "https://res.cloudinary.com/dzaqqzqiw/image/upload/q_auto/f_auto/v1779362269/pravi/legacy/office2.png"

  ],
  services: [
    {
      slug: "strategy-consulting", category: "strategy-advisory", title: "Strategy Consulting",
      blurb: "We help organisations decide where to focus, what to build, and in what order.",
      icon: "◇", tag: "S01.1",
      whatWeDoParagraph: "Most organisations don't lack intent. They lack clarity on sequencing. We work with government departments, businesses, and development institutions to frame the right questions, separate what matters from what is merely urgent, and design programmes that hold up beyond the tenure of any single leader. Our strategy work starts with what the client already knows and fills in what they don't. Through data. Through comparison with how peers and counterparts have solved similar problems. And through honest conversations about what is actually achievable within existing constraints, whether those are fiscal, organisational, or operational.",
      whatWeDoBullets: ["Programme Design & Structuring", "Institutional Review & Restructuring", "Investment Prioritisation & Cost Justification", "Feasibility & Benchmarking Studies", "Scheme & Portfolio Rationalisation"],
      howWeWorkParagraph: "We spend the first two weeks listening. Reading the documents that already exist, sitting in review meetings, talking to the people who do the actual work. Only then do we frame the problem. Our recommendations come as costed options with trade-offs, never as a single answer on a slide. For government clients, we write them up as departmental notes that can move through the file the same week. For businesses and development organisations, we produce decision memos and implementation roadmaps built around how decisions actually get made inside that institution. A brilliant strategy delivered in the wrong format sits on a desk gathering dust, regardless of sector."
    },
    {
      slug: "change-management", category: "strategy-advisory", title: "Change Management",
      blurb: "We stay through the messy middle. The part between announcing a reform and actually making it work.",
      icon: "◯", tag: "S01.2",
      whatWeDoParagraph: "New systems fail not because they are poorly designed but because nobody managed the transition. People had questions that were never answered. Parallel workflows were never shut down. A critical middle-management leader was never brought on board. It doesn't matter if the client is a state department rolling out a new digital platform, a business restructuring its operations, or a development organisation scaling a pilot. The failure modes are the same. We do the difficult, often thankless work of making sure that what was decided at the top is understood, accepted, and used at every level below it.",
      whatWeDoBullets: ["Stakeholder Alignment Across the Hierarchy", "Legacy-to-New Process Transition Planning", "Field-Level Adoption & Handholding", "Organisational Communication & Rollout Strategy", "Resistance Mapping & Mitigation"],
      howWeWorkParagraph: "Before rolling anything out, we map the human landscape. Who decides. Who influences. Who quietly resists. And who will carry the workload when the consultants leave. We run old and new processes in parallel during transition so nothing breaks on day one. Our teams are present where the work happens. In district offices, in branch locations, in field units. Attending the morning reviews and fixing things on the spot instead of writing them up in a weekly status report. We build short feedback loops between the front line and leadership so that corrections come from ground data, not assumptions made at headquarters."
    },
    {
      slug: "policy-advisory", category: "strategy-advisory", title: "Policy Advisory",
      blurb: "We produce the note, the draft order, the position paper. Not the PowerPoint before it.",
      icon: "◈", tag: "S01.3",
      whatWeDoParagraph: "Policy and regulatory work travels through very specific documents. Government resolutions and cabinet memos in the public sector. White papers and regulatory submissions in business. Theory-of-change frameworks and position papers in development. A consultant who writes a strong analysis but cannot translate it into the format the decision-maker actually uses has done half the job. We do the full job. From the comparative research that underpins the argument, to the impact assessment that makes it credible, to the final draft that can be signed, filed, or submitted.",
      whatWeDoBullets: ["Policy Notes & Government Order Drafting", "White Papers & Regulatory Submissions", "Cross-State & International Comparative Analysis", "Fiscal & Administrative Impact Assessments", "Regulatory & Compliance Frameworks"],
      howWeWorkParagraph: "We start from the decision, not the research. If the deliverable is needed by Thursday, we work backwards from Thursday. Every claim we make is traced to its source. An original government order, a gazette notification, a published dataset, an audited annual report. Never a secondary summary or a news article. Where a number is directional rather than confirmed, we say so. Our team knows the difference between advice that sounds right in a meeting room and advice that survives scrutiny. That scrutiny could come from a legislature, a board, or a donor review. The standard doesn't change."
    },
    {
      slug: "board-advisory", category: "strategy-advisory", title: "Institutional Design & Process Re-engineering",
      blurb: "We redesign how organisations are structured and how work moves through them.",
      icon: "◉", tag: "S01.4",
      whatWeDoParagraph: "Sometimes the problem isn't the people or the policy. It's the plumbing. Approvals route through seven desks when they should route through three. A unit that was set up for a different era still carries the same mandate, the same reporting lines, the same headcount. Information flows up but decisions don't flow down. We work with clients to redesign organisational structures, rewrite process workflows, and eliminate the friction that sits between intent and execution. This applies equally to a government department with colonial-era hierarchies, a business that has outgrown its founding-team structure, or a development programme where coordination costs have overtaken programme costs.",
      whatWeDoBullets: ["Organisational Structure & Reporting Design", "Workflow Mapping & Process Simplification", "SOP & Playbook Development", "Approvals Rationalisation & Delegation Frameworks", "Monitoring, Evaluation & Feedback Systems"],
      howWeWorkParagraph: "We start by mapping how work actually moves today. Not the org chart on the wall or the process manual in the drawer, but the real path a file, a request, or a decision takes from origin to resolution. We shadow teams, track turnaround times, and identify where things stall. Then we redesign. New structures, cleaner workflows, sharper delegation of authority, fewer handoffs. Every redesign is tested with the people who will live inside it before it is formalised. We don't hand over a new org chart and leave. We stay through the transition, help draft the government order or board resolution that makes it official, and make sure the new design holds under real operating conditions."
    },

    {
      slug: "pmu-support", category: "execution-delivery", title: "Project Management Unit Support",
      blurb: "We set up and operate PMUs that bring governance, cadence, and visibility to complex programmes.",
      icon: "◆", tag: "S02.1",
      whatWeDoParagraph: "Large programmes generate coordination complexity that outgrows internal bandwidth quickly. Multiple workstreams, multiple agencies, competing timelines, and no single point of visibility. We establish PMUs that provide programme governance, maintain tracking discipline, manage inter-departmental coordination, and ensure leadership has an accurate, current view of programme status. Our PMU work spans government flagship programmes, multi-site business transformations, and multi-partner development projects.",
      whatWeDoBullets: ["Programme Governance & Review Structures", "Workstream Planning & Milestone Tracking", "Inter-Agency & Cross-Departmental Coordination", "Risk Identification & Escalation Protocols", "MIS Design & Leadership Reporting"],
      howWeWorkParagraph: "We staff PMUs jointly with the client's team from day one. Our people attend reviews, maintain trackers, draft follow-up notes, and manage action item closure between meetings. The reporting format is shaped around how leadership actually consumes information. A one-page note for the Principal Secretary. A live dashboard for the CEO. A structured MIS submission for donor reporting. We establish the review cadence in the first month and hold it. Where coordination is required across agencies or vendors, we operate as the single point of integration so that gaps in ownership are identified early and resolved before they compound."
    },
    {
      slug: "implementation-support", category: "execution-delivery", title: "Implementation Support",
      blurb: "We take programmes from approved design to functioning operations.",
      icon: "▼", tag: "S02.2",
      whatWeDoParagraph: "Implementation requires converting strategy documents into week-level workplans, coordinating across technology vendors and internal teams, managing phased rollouts across geographies, and resolving the operational issues that only surface after go-live. The work sits at the intersection of planning, coordination, and field-level problem-solving. We provide implementation support across government digital programmes, business process rollouts, and development sector interventions where scale-up introduces complexity that the original design did not anticipate.",
      whatWeDoBullets: ["Strategy-to-Workplan Translation", "Vendor & Development Partner Coordination", "Phased Rollout Planning & Execution", "Go-Live Support & Issue Resolution", "Operational Stabilisation & Steady-State Handover"],
      howWeWorkParagraph: "Our teams deploy at the point of delivery. District offices, branch locations, field units. When an issue surfaces, it is resolved on the ground that day and logged with ownership and resolution timelines visible to leadership. We coordinate across vendors and internal teams as a single integrator, which is where most implementation efforts lose time. Not to technical failure, but to coordination gaps. We maintain a live issue register through go-live and into the stabilisation period. The engagement transitions to the client's own teams once operations reach steady state, not when the system is switched on."
    },
    {
      slug: "monitoring-evaluation", category: "execution-delivery", title: "Monitoring & Evaluation",
      blurb: "We track programme performance end to end. From the dashboard to the field and back.",
      icon: "▶", tag: "S02.3",
      whatWeDoParagraph: "We run M&E across the full cycle. Defining indicators and results frameworks before a programme begins. Building the MIS and reporting infrastructure to track performance in real time. Deploying field teams to verify whether reported data holds up on the ground. Conducting baseline, midline, and endline studies. Running impact assessments and outcome evaluations that answer operational questions, not academic ones. Our M&E work serves government departments accountable for scheme utilisation and outcomes, businesses measuring delivery performance across geographies, and development organisations where continued funding requires demonstrated, evidence-backed impact.",
      whatWeDoBullets: ["Baseline, Midline & Endline Studies", "Real-Time MIS & Performance Dashboards", "Field Verification & Ground-Truthing", "Impact Assessment & Outcome Evaluation", "Beneficiary Studies & Stakeholder Feedback", "Evidence Reporting for Leadership, Donors & Statutory Bodies"],
      howWeWorkParagraph: "We build the data systems and we verify them in the field. The same team that designs the indicators and configures the dashboard also visits the site, talks to the beneficiary, and checks whether what the MIS reports is what actually happened. That loop is what makes the data reliable. Our impact assessments are structured around the decisions the client needs to take. Whether to scale, redesign, continue, or wind down. We report findings as they are. Where evidence is incomplete, we say so. Where attribution is feasible, we conduct it rigorously. Where it is not, we are clear about the limitations. The value of M&E depends entirely on its credibility, and credibility requires that findings are not adjusted for comfort."
    },
    {
      slug: "capacity-building", category: "execution-delivery", title: "Capacity Building",
      blurb: "We build the internal capability for the client's teams to operate, maintain, and improve systems independently.",
      icon: "◎", tag: "S02.4",
      whatWeDoParagraph: "Sustained programme performance depends on whether the organisation can run its own systems after external support concludes. We build this capability through structured training tied to the client's actual workflows, process documentation that reflects real operating conditions, and support in establishing internal units for data, monitoring, and programme management. The work is relevant across government departments with regular officer rotations, businesses onboarding new teams into existing operating systems, and development programmes transitioning from externally supported to independently managed operations.",
      whatWeDoBullets: ["Role-Specific Training Programmes", "SOP & Process Playbook Development", "Internal Data & Decision-Support Units", "Knowledge Transfer & Institutionalisation", "Train-the-Trainer & Sustainability Planning"],
      howWeWorkParagraph: "Training is built around the client's own systems, data, and operating context. Participants work through scenarios drawn from their actual responsibilities, not generic case material. SOPs are developed collaboratively with the teams who will use them, based on how the work moves today, and updated as processes stabilise. Where we support the creation of a new internal function, whether a data cell, a PMU, or a monitoring desk, we staff it jointly during transition and reduce our involvement progressively as the team assumes full ownership. The objective is independent operation, not ongoing dependence."
    },

    {
      slug: "policy-research-analysis", category: "insight-intelligence", title: "Policy Research & Analysis",
      blurb: "We build the evidence base that policy decisions, programme designs, and institutional reforms are founded on.",
      icon: "○", tag: "S03.1",
      whatWeDoParagraph: "Policy decisions require evidence that is rigorous, current, and specific to the context in which the decision will be taken. We conduct policy research across regulatory frameworks, scheme design, institutional architecture, and sectoral dynamics. This includes legislative and regulatory review, cross-state and international comparative studies, policy gap analysis, stakeholder mapping, and synthesis of secondary data into structured analytical outputs. Each engagement is scoped around a specific question the client needs answered, not a general survey of the landscape.",
      whatWeDoBullets: ["Legislative & Regulatory Review", "Cross-State & International Comparative Studies", "Policy Gap Analysis & Reform Mapping", "Sectoral Landscape & Institutional Analysis", "Research Synthesis & Structured Briefs"],
      howWeWorkParagraph: "We begin with the decision the research needs to inform and work backwards to define scope, sources, and output format. Sources are primary wherever possible and verified in every case. Government orders, gazette notifications, budget documents, parliamentary proceedings, published datasets. Where secondary sources are used, they are cited to origin. The output is structured, referenced, and written to be used directly in a policy note, a board discussion, or a programme design document without requiring a second round of interpretation."
    },
    {
      slug: "primary-research", category: "insight-intelligence", title: "Primary Research",
      blurb: "We design and conduct original research when the evidence a client needs does not exist in published form.",
      icon: "◐", tag: "S03.2",
      whatWeDoParagraph: "Published data and desk research have limits. How a scheme actually operates at the last mile, what frontline workers experience that never surfaces in a review meeting, why a well-designed intervention is underperforming. These questions require original data. We design and execute primary research across quantitative and qualitative methods. Surveys, structured interviews, focus group discussions, field observation, process ethnographies, and beneficiary feedback studies. We handle the full cycle. Instrument design, sampling, enumeration, fieldwork supervision, data processing, analysis, and reporting.",
      whatWeDoBullets: ["Quantitative Surveys & Sampling Design", "Qualitative Interviews & Focus Group Discussions", "Field Observation & Process Studies", "Beneficiary & Stakeholder Feedback Studies", "Data Processing, Analysis & Reporting"],
      howWeWorkParagraph: "Research instruments are designed around the decisions the findings will inform. Sampling is built to the level of disaggregation the analysis requires, whether district, facility, or beneficiary segment. Field teams are trained on the specific study context and supervised through data collection. Quality checks run on incoming data during fieldwork, not after. Analysis is structured to surface patterns and actionable findings. Where findings contradict prevailing assumptions, they are reported as observed. The client receives a primary dataset they own and an analytical report they can use for planning, evaluation, or programme redesign."
    },
    {
      slug: "data-analytics-decision-support", category: "insight-intelligence", title: "Data Analytics & Decision Support",
      blurb: "We work with the data an organisation already generates to produce analysis that supports recurring operational and strategic decisions.",
      icon: "◑", tag: "S03.3",
      whatWeDoParagraph: "Most organisations collect more data than they analyse. MIS platforms, administrative databases, field reports, financial systems, survey archives. The data exists but often sits in silos, in inconsistent formats, or in systems built for compliance rather than insight. We extract, clean, integrate, and analyse existing data to support decision-making. This covers descriptive and diagnostic analytics, performance benchmarking, geospatial analysis, predictive modelling where data maturity permits, and the development of recurring analytical products such as dashboards, scorecards, and periodic intelligence briefs.",
      whatWeDoBullets: ["Data Extraction, Cleaning & Integration", "Descriptive, Diagnostic & Predictive Analytics", "Performance Benchmarking & Variance Analysis", "Geospatial Analysis & Mapping", "Dashboards, Scorecards & Periodic Intelligence Products"],
      howWeWorkParagraph: "We begin with an audit of what the client already collects, assessing coverage, quality, and usability before building anything new. Analysis is structured around the decisions the client makes on a recurring basis and the questions that come up in review meetings. Dashboards are configured for the people who will use them. If the review requires three metrics, the dashboard surfaces three metrics. Where data quality is a constraint, we address it at the collection layer rather than compensating with analytical complexity downstream. Analytical products are designed to be maintained by the client's own teams once the methodology and infrastructure are in place."
    },

    {
      slug: "digital-strategy-roadmapping", category: "digital-systems", title: "Digital Strategy & Roadmapping",
      blurb: "We define why an organisation needs to transform digitally, and what that transformation should look like.",
      icon: "▣", tag: "S04.1",
      whatWeDoParagraph: "Digital transformation in large organisations, particularly in government, fails most often at the starting point. Not because the technology is wrong, but because the scope was never clearly defined, the sequencing was never thought through, or the initiative was launched without an honest assessment of where the organisation stands today. We conduct digital maturity assessments, map current-state and target-state architectures, develop phased e-governance and digitisation roadmaps, and build technology adoption frameworks that account for institutional readiness, fiscal constraints, and ground-level capability. The output is a clear, prioritised plan for what to digitise, in what order, and over what timeline.",
      whatWeDoBullets: ["Digital Maturity & Readiness Assessments", "As-Is / To-Be Process & Architecture Mapping", "E-Governance & Digitisation Roadmaps", "Technology Adoption Frameworks", "Phased Investment & Sequencing Plans"],
      howWeWorkParagraph: "We begin with the organisation's current reality, not with a technology wishlist. Our assessments cover process maturity, data readiness, infrastructure, internal capability, and user behaviour at every level, from headquarters to the field. The roadmap is built around what is administratively and operationally feasible in each phase, not around what would be ideal in a greenfield environment. We define clear decision gates between phases so that the organisation is not locked into a five-year plan that became irrelevant after year one. Every recommendation is tied to a specific outcome, a realistic timeline, and an honest view of what the organisation will need to invest in people, process, and infrastructure to get there."
    },
    {
      slug: "system-integration-architecture", category: "digital-systems", title: "System Integration & Architecture",
      blurb: "We coordinate across technology partners and define how systems connect, communicate, and coexist.",
      icon: "▤", tag: "S04.2",
      whatWeDoParagraph: "Most large-scale technology programmes involve multiple vendors, multiple platforms, and multiple legacy systems that were never designed to work together. We operate as the System Integrator. This means owning the overall technical architecture, coordinating between development partners, defining API and data flow specifications, establishing interoperability standards, and ensuring that the programme delivers a coherent technology ecosystem rather than a set of disconnected applications. We bring architectural governance to environments where the risk of fragmentation is high, whether the client is a government department digitising across multiple divisions or a business integrating systems across functions.",
      whatWeDoBullets: ["Technology Architecture & Stack Governance", "Development Partner Coordination & Scrum Ownership", "API Design & Data Flow Specifications", "Interoperability & Integration Frameworks", "Platform Coherence & Technical Debt Management"],
      howWeWorkParagraph: "We sit between the client and their technology partners as the single point of architectural authority. We define the technical standards, review design decisions against the overall architecture, and ensure that what each partner builds is consistent with the programme's data model, security requirements, and user experience standards. Coordination happens through structured sprint governance, with our team owning the backlog prioritisation and cross-partner dependency mapping. When technical decisions need to be made, we present the trade-offs clearly to the client's leadership team with our recommendation, so that decisions are informed and documented rather than made by default inside a vendor's development team."
    },
    {
      slug: "product-definition-design", category: "digital-systems", title: "Product Definition & Design",
      blurb: "We define exactly what needs to be built, down to the screen, the workflow, and the user story.",
      icon: "▦", tag: "S04.3",
      whatWeDoParagraph: "Technology teams need specifications, not strategy documents. We bridge that gap. Our product definition work translates programme objectives into detailed Product Requirement Documents, functional specifications, user stories, and wireframes that a development team can build from directly. We establish UX governance standards, define design systems for visual and interaction consistency, and manage the specification lifecycle as requirements evolve during development. This is the layer that determines whether the final product reflects the client's intent or drifts into whatever the development team found easiest to build.",
      whatWeDoBullets: ["Product Requirement Documents & Functional Specifications", "User Story Development & Acceptance Criteria", "Wireframes & Interaction Design", "UX Governance & Design Systems", "Specification Lifecycle Management"],
      howWeWorkParagraph: "We develop specifications in close collaboration with both the client's domain teams and the technology partners who will build from them. The PRD is not written in isolation and thrown over the wall. It is developed iteratively, validated against real user workflows and field conditions, and updated as the build progresses and edge cases surface. Our wireframes and design systems are not aesthetic exercises. They encode specific decisions about information hierarchy, user flows, data capture requirements, and error handling. We maintain a living specification that remains the single source of truth through the development cycle, so that what is delivered at the end can be evaluated against what was agreed at the beginning."
    },
    {
      slug: "technology-procurement-advisory", category: "digital-systems", title: "Technology Procurement Advisory",
      blurb: "We help clients define what they are buying, from whom, and on what terms.",
      icon: "▧", tag: "S04.4",
      whatWeDoParagraph: "Technology procurement in government and large organisations is high-stakes and structurally complex. Poorly scoped RFPs attract the wrong vendors. Vague SLAs create enforcement gaps that surface only after go-live. Evaluation criteria that over-index on cost produce outcomes that are expensive to fix later. We work with clients to design RFPs and tender documents that are technically precise, commercially sound, and structured to attract qualified bidders. We support bid evaluation, vendor shortlisting, SLA and contract structuring, and the negotiation of terms that protect the client's interests over the full contract lifecycle.",
      whatWeDoBullets: ["RFP & Tender Document Design", "Technical Specification & Scope Definition", "Bid Evaluation & Vendor Shortlisting", "SLA Design & Contract Structuring", "Procurement Process Advisory & Compliance"],
      howWeWorkParagraph: "We scope the procurement from the client's requirements, not from vendor capabilities. The RFP is structured so that responses are comparable, evaluation criteria are defensible, and the selected vendor is bound to deliverables that are specific and measurable. We draft SLAs with clear performance benchmarks, penalty and incentive structures, and exit provisions that the client can actually enforce. Where the client operates under public procurement regulations, our documents are drafted for compliance from the outset so that the process is not vulnerable to challenge at a later stage. We remain involved through bid evaluation and vendor selection, providing technical assessment and commercial analysis to support the client's decision-making committee."
    },
  ],

  industries: [
    { slug: "business", title: "Business", blurb: "From emerging startups to established enterprises.", icon: "◴", clients: "120+", engagements: 42 },
    { slug: "government", title: "Government & Public Sector", blurb: "Central & state govts. Evidence-based policy. Institutional capacity.", icon: "▼", clients: "32 depts.", engagements: 28 },
    { slug: "development", title: "Development Sector", blurb: "NGOs & global foundations. Measurable outcomes at delivery scale.", icon: "✦", clients: "18 orgs.", engagements: 24 },
    { slug: "education", title: "Education", blurb: "Schools, universities, ed-tech, skilling councils.", icon: "✚", clients: "14 instns.", engagements: 16 },
    { slug: "healthcare", title: "Healthcare", blurb: "Hospitals, public health, medical tourism, AYUSH.", icon: "✛", clients: "9 orgs.", engagements: 11 },
    { slug: "urban", title: "Urban & Infrastructure", blurb: "Smart cities, mobility, infrastructure, public transit.", icon: "◫", clients: "11 cities", engagements: 14 },
    { slug: "finance", title: "Finance & Markets", blurb: "Banks, NBFCs, capital markets, regulators.", icon: "◰", clients: "8 firms", engagements: 9 },
  ],

  praviWay: [
    { n: "01", t: "Observe", d: "Go beyond reports. See policies in action, visit projects, engage with stakeholders." },
    { n: "02", t: "Analyze", d: "Break down data, identify gaps, uncover what's working and what's not." },
    { n: "03", t: "Solve", d: "Design practical, impact-driven solutions that bridge policy and execution." },
    { n: "04", t: "Improve", d: "Work with institutions to implement, refine, and scale real-world solutions." },
    { n: "05", t: "Repeat", d: "Governance evolves, and so do we. Learn, adapt, keep making systems better." },
  ],

  jobs: [
    { title: "Associate/Sr. Associate - Governance Practice", location: "Ahmedabad", type: "Full-time", dept: "Delivery", exp: "4–7 yrs" },
    { title: "Campaign Analyst", location: "Ahmedabad", type: "Full-time", dept: "Strategy", exp: "5–8 yrs" },
    { title: "Design Associate", location: "Ahmedabad", type: "Full-time", dept: "Strategy", exp: "2–4 yrs" },
  ],

  blogs: [
    {
      slug: "powering-viksit-bharat-framework", title: "Powering Viksit Bharat: A Framework for Next-Gen Reforms",
      tag: "URBAN DEVELOPMENT", date: "08 MAY 2025", read: "5 MIN",
      desc: "A detailed framework, TULIP, to unlock the true potential of India's urban hubs.",
      img: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362249/pravi/legacy/blogviksit.png"
    },
    {
      slug: "jindal-bhushan-steel", title: "Implications of SC Verdict in Bhushan Steel Resolution Process",
      tag: "EASE OF DOING BUSINESS", date: "22 APR 2025", read: "3 MIN",
      desc: "How the Supreme Court verdict reshapes the IBC's promise of finality.",
      img: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362249/pravi/legacy/blogviksit.png"
    },
    {
      slug: "medical-tourism", title: "Evolution of India as a Medical Tourism Destination",
      tag: "HEALTHCARE", date: "11 APR 2025", read: "4 MIN",
      desc: "Fulfilling the gap between promise and delivery for 'Heal in India'.",
      img: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362245/pravi/legacy/blog_3.png"
    },
  ],

  events: [
    {
      title: "Fireside Chat: Policy Guardrails for Rare Earths",
      date: "14 JUN 2025 · 6 PM", place: "Nauxa Zundal, Ahmedabad",
      desc: "Senior bureaucrats, trade experts, and policy advisors on critical minerals.",
      img: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362258/pravi/legacy/event1.jpg"
    },
    {
      title: "Public Policy Roundtable: Innovations in Local Governance",
      date: "17 MAY 2025 · 6 PM", place: "CCI, New Delhi",
      desc: "Closed-door convening of former bureaucrats and urban planners.",
      img: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362257/pravi/legacy/even2.jpg"
    },
    {
      title: "Webinar: Careers at Governance × Tech × Consulting",
      date: "26 APR 2025 · 6 PM", place: "Online",
      desc: "Behind-the-scenes look into working at the intersection of three worlds.",
      img: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362259/pravi/legacy/event3.jpg"
    },
    {
      title: "Webinar: Harnessing AI for Smarter Public Service Delivery",
      date: "12 APR 2025 · 7 PM", place: "Online",
      desc: "Anticipatory governance, precision welfare targeting, real-time monitoring.",
      img: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362260/pravi/legacy/event4.jpg"
    },
  ],

  posts: [
    { tag: "LINKEDIN", title: "Ganga Expressway: designing for state-spanning corridors", date: "JAN '25", reactions: 412 },
    { tag: "LINKEDIN", title: "Integrated multimodal transport systems for mid-size cities", date: "MAY '25", reactions: 286 },
    { tag: "LINKEDIN", title: "India's open government data platform: uses and gaps", date: "MAY '25", reactions: 318 },
    { tag: "LINKEDIN", title: "Urban design for cooling heat islands in dense neighborhoods", date: "MAY '25", reactions: 240 },
    { tag: "LINKEDIN", title: "Implications of allowing JVs with Chinese companies", date: "MAY '25", reactions: 540 },
    { tag: "LINKEDIN", title: "Panchayati Advancement Index: lessons on rural metrics", date: "MAY '25", reactions: 195 },
  ],

  partners: [
    "Adani Foundation", "ANTTC", "Dhruv", "Reliance", "Shatayu",
    "Loktantra", "AAS", "Tailwin", "Ganesh",
  ],

  team: [
    { name: "A. K.", role: "Founder & Principal", school: "IIM Calcutta" },
    { name: "R. M.", role: "Practice Lead, Governance", school: "TISS" },
    { name: "S. P.", role: "Practice Lead, Digital", school: "DAIICT" },
    { name: "P. J.", role: "Senior Consultant", school: "King's College London" },
    { name: "N. T.", role: "Senior Consultant", school: "IIM Indore" },
    { name: "V. S.", role: "Data & Analytics", school: "GNLU" },
    { name: "M. R.", role: "Research Associate", school: "PDEU" },
    { name: "K. B.", role: "Research Associate", school: "Christ University" },
  ],

  galleryImgs: [
    "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362281/pravi/legacy/team.jpg",
    "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362265/pravi/legacy/Image21.jpg",
    "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362256/pravi/legacy/Diwali_1.jpg",
  ],

  heroImg: "https://res.cloudinary.com/dzaqqzqiw/image/upload/v1779362244/pravi/legacy/bg12345.png",
  aboutPraviImg: 'assets/boardroom.webp',

  // Marquee word banks
  manifesto: [
    "TRANSFORMING TODAY", "DEFINING TOMORROW",
    "GOVERNANCE", "POLICY", "TECHNOLOGY",
    "STRATEGY", "DELIVERY", "RESEARCH",
    "VIKSIT BHARAT", "URBAN INDIA",
  ],
};
