The simple answer to the question \u201cWhy expand?\u201d is the size of the opportunity. Michael Amiri, director of dealer services at Continuum, an IT management platform provider, believes that the dealer community is well positioned to grow its IT services business. \u201cWith their geography, their brand name, their customer base, dealers\u2019 IT services business should be doubling every year just because of their footprint,\u201d he said. \u201cWe\u2019re only in the first or second inning of what\u2019s possible in the office equipment industry.\u201d<\/p>\n
![](\"http:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2017\/02\/Greg-VanDeWalker.jpg\")
Greg VanDeWalker, Collabrance<\/p><\/div>\n
Greg VanDeWalker, senior vice president of IT channel and services at outsourced IT services provider Collabrance, is also bullish on the managed IT services market. \u201cIf you look at Gartner and IDC numbers, on a global scale [growth is] deep double-digits,\u201d he said, adding that Collabrance could see high double-digit growth in 2017, possibly triple-digits. \u201cWe\u2019re really seeing things ramp [up] quickly now.\u201d<\/p>\n
Most dealers say they got into managed IT because they saw a customer need. \u201cI call it a customer-driven initiative. Customers would call us and say, \u2018I can\u2019t scan. I can\u2019t print,\u2019\u201d said Dean Swenson, president of The Swenson Group in Livermore, California. \u201cWe were in that unenviable position of saying you need to talk to your IT group, when all that person wanted was help at that moment. That got us saying, \u2018How can we structure a program that makes financial sense for us and the client?\u2019\u201d That led to Swenson\u2019s first IT services offerings, which were mainly remote dial-ins where they could check settings or perhaps fix an IP address.<\/p>\n
![](\"http:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2017\/02\/SwensonDean.jpg\")
Dean Swenson, The Swenson Group<\/p><\/div>\n
Soon, Swenson got requests for work that required on-site attention. To help meet the growing demand, Swenson looked for a partner and eventually settled on Konica Minolta\u2019s All Covered, in part because The Swenson Group are a Konica Minolta dealer. \u201cAll Covered\u2019s national presence allows us to bring more experience, expertise and a greater breadth of services to our clients more cost effectively, and probably with more experience than we could as a local company,\u201d said Swenson.<\/p>\n
Andreas Krebs, head of marketing at All Covered, sees project work as a common entry point for dealers. \u201cDealers usually have limited IT resources when they first start out and therefore they can only offer a few project type services. There usually is no infrastructure, process or applications in place to offer higher level services or even ongoing support.\u201d He sees that ongoing support in the form of help desk, network support and security as the next logical step because it offers the highest value to the client and the largest revenue stream for the dealer.<\/p>\n
Most dealers offering managed IT services still see a lot of untapped business within their core copier customer base. \u201cWe have about 7,000 customers and we have around 70 managed services customers. We\u2019re at 1 percent, and we think there is significant room to grow,\u201d said TJ DeBello, vice president of sales and marketing at Stargel Office Solutions in Houston, Texas. \u201cWithin the next three to five years we think we can make that a $3 million to $5 million business.\u201d<\/p>\n
![](\"http:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2017\/02\/patrick-layton.jpg\")
Patrick Layton, Impact Networking<\/p><\/div>\n
Midwest-based Impact Networking has offered IT services since its beginning in 1999, but until about two-and-a-half years ago, it was only a break\/fix, remote help operation. Today, the company offers true managed IT services. \u201cClients are paying for results and not time,\u201d said Patrick Layton, vice president of managed IT services at Impact Networking. That\u2019s made a big difference in growth and profitability. \u201cWe\u2019re usually negative for the first six months to a year on a deal, as we get everything set up. Once it\u2019s set up, it\u2019s in maintenance mode and help desk handles 90 percent of everything for the client. At that point it becomes very profitable,\u201d he said. Unlike Swenson Group, Impact Networking offers its IT services directly. It has an in-house team of engineers, a virtual CIO (VCIO) and its own help desk.<\/p>\n
Perhaps the best reason to grow a successful IT services business is its high-margin recurring revenue and ability to lock-in clients. \u201cThey are purchasing their entire IT infrastructure from the dealer for a monthly payment,\u201d said Amiri. \u201c[Dealers] want client stickiness, and that\u2019s the stickiest relationship possible, if they have to come to you to turn on their IT every morning at 8 AM.\u201d<\/p>\n
The idea of high-margin recurring revenue might be tempting, but Amiri cautions dealers to make sure they are ready before expanding their IT services business. \u201cIf they don\u2019t have many IT relationships, I would suggest they stick to the core, at least in their infancy, and get up a nice book of business and a lot of relationships,\u201d he said. \u201cIf you\u2019ve got a mature book of IT business, by all means [look to expand]. Just make sure you evaluate your talent. Make sure the VCIO is competent in the new lines of business and make sure you have the right capacity and resources.\u201d<\/p>\n
Krebs sees some dealers getting into trouble by going it alone when expanding. \u201cBeyond very basic services it becomes very difficult for any dealer to provide the type of technology services that customers are looking for without the support of an established and trusted partner,\u201d he said.<\/p>\n
Growing Size and Scope<\/strong><\/p>\n Dealers typically start with one or more of three core areas: help desk, servers\/networking and backup. The best clues to expansion opportunities might come from the data the dealer collects from its current managed services customers around those areas. \u201cThe conversation of expansion starts with the premise of great reporting, which provides a foundation for the dealer to pivot and truly evolve how they can be a technology solutions advisor,\u201d said Amiri.<\/p>\n Michael Amiri, Continuum<\/p><\/div>\n The client relationship and reporting from the core IT services areas build a foundation for future recommendations, according to Amiri. \u201cIt gets you into conversations around cloud, around hardware as a rental, around security. Those are likely not leading questions initially,\u201d he said. \u201cClients will say, \u2018I want to see you support my network, clean it up today, and then I\u2019ll be so much more open to you taking me to the cloud or refreshing my hardware stack.\u201d<\/p>\n Moving customers to the cloud and owning the hardware stack are where the money is. \u201cDo you transition resources that are at end-of-life into traditional hardware again, or do you transition them into the cloud where it makes sense to host some of that IT infrastructure? This is at the heart of what a dealer does best: make hardware recommendations and wrap those recommendations up into a nice neat bow of a lease arrangement,\u201d said Amiri. \u201cSMBs like that better, because cash is king and they don\u2019t want to outlay $10,000 to $20,000 every few years to refresh their stack.\u201d Amiri added that Continuum expects about 30 percent of all hardware devices at its partners\u2019 client sites to be rented. \u201cSome of our more successful dealers are closer to 40 or 50 percent of all their devices.\u201d<\/p>\n What Swenson looks for in new IT services opportunities are recurring revenue and relationships. \u201cOne-time projects are not really our focus unless they are going to lead to an opportunity for recurring revenue, help us penetrate a competitive account or bring more value to an existing customer,\u201d said Swenson. Using All Covered, The Swenson Group can take on spot projects with future potential without affecting their ability to serve ongoing contracts.<\/p>\n Identifying those projects is part of the sales process. \u201cWe teach our reps to go into an account with a lot of open-ended business questions. One of those questions is, \u2018What are your IT initiatives in the next 12 to 18 months,\u2019\u2019\u201d said Swenson. \u201cSometimes we\u2019ll uncover something like an application development solution. All Covered can perform that remotely so we\u2019re not restricted to resource availability. It\u2019s usually a one-time deal, so it\u2019s not a huge financial windfall. But if I walk into a Canon account, prove ourselves with that solution and bring value, the chances of us getting a seat at the table when the Canon leases come due are much higher.\u201d<\/p>\n VanDeWalker believes one-off projects with your existing IT services customers are important for growing your business. \u201cWhen projects come along, you have the ability to make significantly more margin, because it\u2019s not so much a question on price anymore or who they are going to go with. They are going with you as the provider to fix the problem. You are becoming a more valuable asset to that company,\u201d he said.<\/p>\n Using a managed service partner with national reach allows dealers to pursue business they would otherwise have difficulty landing. Swenson cites the example of a local law practice with an office in Boston and Dallas. \u201cThe unique offering that we have [by using All Covered] is that we have one service-level agreement, one pricing structure, one network operations center and one help desk for all three offices, versus each office having its own MSP with their own skill sets, cost structures and such.\u201d<\/p>\n Swenson recently implemented Office 365 with All Covered for a client in 22 states. \u201cWe brought more value to that client and we proved ourselves. If we can transition this successful project experience to a recurring IT support program it would translate to approximately $20,000 a month in recurring services revenue.\u201d<\/p>\n A constant concern for dealers is maintaining a balance in terms of their ability to support what they currently sell and being prepared to take on new clients or offer new services. \u201cYou don\u2019t want to over-commit. You can\u2019t be all things to all people,\u201d said Swenson. \u201cSometimes the sales reps don\u2019t want to hear that. If we bring IT services to a current long-term Swenson Group MFP account and we don\u2019t do a great job, we have vulnerability to actually lose the copier piece even though they\u2019ve been delighted for 10 years.\u201d<\/p>\n To minimize the risks associated with expansion, many dealers opt to use outsourced service providers. These companies typically have programs in place to help dealers enter new areas like cloud services or security. They will provide tools, remote personnel, collateral and other resources that the dealer\u2019s internal technical, sales and marketing teams can use to more quickly gain momentum in a new area. For example, Continuum offers white-labeled white papers around compliance topics such as Sarbanes-Oxley or HIPAA that the dealer can brand and present to customers.<\/p>\n Andreas Krebs, All Covered<\/p><\/div>\n \u201cThere needs to be vision and dedication to expand the managed services portfolio. Then there needs to be a strategy in place on how the dealer will sell and deliver the managed service,\u201d said Krebs, adding that All Covered provides help in this area.<\/p>\n Using an outsourced service provider also minimizes the investment needed for a dealer to offer new services. Dealers would likely not have to add staff or develop new tools as they would be provided by the outsourced service provider. An outsourced provider can help a dealer prepare from both the technical and business perspectives. Collabrance, for example, provides sales training, a virtual sales manager, hiring services and an evaluation of the technology stack. \u201cPeople don\u2019t realize how much technology is out there, and you have to be on top of it every day to make sure you have the best products and services. That takes a lot of time and energy to vet, and sometimes copier dealers aren\u2019t thinking through the investment of just technical expertise,\u201d said VanDeWalker.<\/p>\n Impact Networking chose to provide its own IT services, largely to have direct control over quality of service. \u201cImpact has a very high value brand with a reputation for a high level of service on the copier and software side, and I have to live up to that,\u201d said Layton. \u201cThe only way to control that quality is to implement your own best practices and to have your team buy into what you\u2019re trying to do and to operate on that level.\u201d<\/p>\n That presented some challenges, however, especially since those services are offered from 12 different locations. \u201cIf I sell [a service] in Madison, Wisconsin, one in Duluth and one in Hammond, I can\u2019t just have one engineer support them. If one engineer did take on every client, we can\u2019t meet our service level agreements,\u201d said Layton.<\/p>\n Layton\u2019s solution was to \u201chire and over hire\u201d to prepare for what they expected to sell. \u201cWe\u2019re still two to three engineers ahead of the game,\u201d he said. \u201cWe\u2019re a start-up within this $100 million organization. You [as an engineer] might be asked to go a little bit farther or asked to do something that\u2019s not in your job description as we grow. It\u2019s trial by fire, but now we have a good base with at least one engineer in every location and in most I have three or four.\u201d<\/p>\n Stargel Office Solutions also believes in staffing in anticipation of demand. \u201cWhat we found is that once we put a good support team in place, even though the revenue wasn\u2019t there to support that number of people, it actually was better to do it that way,\u201d said DeBello. \u201cOur reps had more confidence. If you don\u2019t have a support team out there, [the sales reps] are going to have a hard time telling customers to come on board with our managed network services. My advice is to make sure you can go a year or two heavy on the service side. Your reps are going to buy more into it.\u201d<\/p>\n Stargel has always put a lot of pride in its service capability, which is why, like Impact Networking, it chose to build its own IT services capabilities rather than partner. \u201cYou do need to put a significant investment in the technical service side. That\u2019s where our biggest change was over the last year-and-a-half that\u2019s helped our business tremendously,\u201d said DeBello.<\/p>\n Expanding by Acquisition<\/strong><\/p>\n Pure MSPs tend to offer a wider range of IT services than dealers. VanDeWalker lists what the typical MSP provides:<\/p>\n \u201cThese are just table stakes, and I think it\u2019s important for the copier channel to understand that this is the cost of entry,\u201d said VanDeWalker. Most dealers start with a subset of these services and eventually build out to a full suite. VanDeWalker believes that dealers have two choices to reach those table stakes: buy an MSP or partner. \u201cIt would take too long and you would be further and further behind if you try to build it by yourself,\u201d he said.<\/p>\n VanDeWalker sees dealers having assets that give them an advantage over a pure MSP. \u201cThe copier channel is very sales driven with a sophisticated sales process. The IT channel, generally speaking, is not as sophisticated, not as robust, not as process driven.\u201d Dealers can focus on having high-level sales reps selling complete packages. \u201cThe other advantage a print company has is its customer list.\u201d An MSP might have 50 or 60 customers and be successful where a copier dealer might have thousands. VanDeWalker estimates that about 20 percent of a dealer\u2019s customer base represents potential IT services business.<\/p>\n Those dealer assets would deliver immediate value to any MSP acquisition as the dealer leverages its sales capability and existing customer relationships. It\u2019s no wonder then that all the dealers we spoke with would consider an acquisition even though most are seeing good organic growth. The Swenson Group, for example, hopes to acquire a local MSP for both its talent and customer base. Stargel Office Solutions is looking to acquire for the same reasons, but also to expand a bit geographically.<\/p>\n Growth Areas<\/strong><\/p>\n For 2017, the consensus is that security and cloud will be the two biggest growth areas for IT services. This is due in part to greater awareness of the benefits of both among customers. Even for those that don\u2019t yet see the value in strong security and cloud-based infrastructure, it may be in dealers\u2019 best interest to steer clients toward them. The two go hand-in-hand. Cloud infrastructure providers typically have state-of-the-art, multi-tiered security systems that are constantly maintained. It\u2019s usually easy to educate customers on the benefits. For the dealer, moving a customer to the cloud means revenue from the initial data migration and then recurring revenue from monthly data storage fees.<\/p>\n \u201cEven if their data is not in the cloud today, we need to educate our clients on where things are going,\u201d said Swenson. \u201cThe rip-and-replace strategies for on-site services and infrastructure will continue to dwindle due to the flexibility and stability of moving to a secure cloud. If we\u2019re not talking about data migration, then someone else is. I envision [cloud] being a growth segment for us and a conversion segment for us when their servers become out of warranty.\u201d<\/p>\n \u201cCloud is getting to the price point where small businesses really shouldn\u2019t be putting a server in between things like Office 365, virtual desktop and hybrid cloud solutions for manufacturing firms that have equipment that needs to communicate quickly with some kind of database,\u201d said Layton.<\/p>\n TJ DeBello, Stargel Office Solutions<\/p><\/div>\n DeBello said that Stargel is working with a local data center to develop a better plan to offer cloud services this year. Given that most of its customers are on monthly fees with remote monitoring, Stargel sees an opportunity to layer cloud services on top of that.<\/p>\n All Covered, Collabrance, and Continuum have all made significant investments in their ability to provide security services, and it\u2019s clear why. Companies big and small are more aware of their vulnerability to internal and external threats, and they are more willing to pay for peace of mind.<\/p>\n \u201cSecurity is on the minds of small- and medium-sized businesses,\u201d said Amiri. \u201cThose that are up to nefarious opportunities are looking for the most weak, and the SMBs can be the most weak.\u201d Small companies that store sensitive data like social security numbers or credit card data are particularly vulnerable. Amiri suggests that the conversation can begin with some basic penetration testing on IP addresses and network compliance to identify possible security holes.<\/p>\n VanDeWalker sees growing demand for managed security services. This might include attempting to hack into a client\u2019s system to find security holes that can be addressed by layering on higher threat-management technology. It also involves behavior modification. \u201cIt\u2019s going into a company and looking at the way they set up their desks, the kind of physical security it has. Companies need to be aware of these softer things, and these are great opportunities to add value,\u201d he said.<\/p>\n The ability to deliver managed security services would make the most difference with customers that already have good basic network security in place. In those circumstances, VanDeWalker sees an opportunity for IT service providers to offer additional value and set themselves apart from other providers.<\/p>\n \u201cFor us, security has always been inherent, so it\u2019s just a different angle for talking to the client,\u201d said Layton. \u201cAll of the products we sell have a security focus. If they don\u2019t have business grade equipment or it\u2019s not sized appropriately, we put that in. Security must be done in layers, starting at the edge and working down to the desktop or end-user device level.\u00a0 Next generation firewalls and switching, anti-virus and anti-malware protection, spam filtering, and intelligent monitoring tools coupled with strategic user training all help to keep clients\u2019 networks and data secure.\u201d<\/p>\n Part of Impact Networking\u2019s security approach is end-user training. \u201cIt\u2019s much more cost effective for me to go and stand in front of a conference room for four hours and talk about safe computing. If that stops one virus from happening, it\u2019s a win for us. We would spend a lot more time with technical people that cost a lot of money to clean that up.\u201d<\/p>\n Words of Caution<\/strong><\/p>\n By far, the ability to hire and train staff to support growth or new offerings is the number one issue for dealers. That\u2019s especially true in areas where demand for technical help is the highest. The Swenson Group competes not only with other dealers and MSPs for talent, but also with all of Silicon Valley. \u201cIt\u2019s hard to get quality people in the San Francisco Bay area marketplace. [All Covered] is growing, we\u2019re growing. We both are working hard to bring in more talent and resources to support our growth.\u201d<\/p>\n All the dealers we spoke with place importance on training the people you already have. A copier service tech, for example, might show interest and aptitude in networks. That person would see the opportunity to gain training and certification in that area as a path upward career-wise. \u201cOur investment in development helps with employee retention,\u201d said Swenson.<\/p>\n While hiring and training is top of mind for many managed IT service providers, it\u2019s really part of a bigger issue: staying ahead of the curve when it comes to trends and technology. Dealers who offer IT services see their continued success dependent on being prepared for the next new technology or client need. That\u2019s why many of them are constantly hiring and training, seeking new partners or scouting the competition for acquisition targets.<\/p>\n Knowing the available technology and what\u2019s in demand is just step one. Choosing which technologies to support is step two. Selecting too broad or too narrow will limit your ability to grow. \u201cYou have to declare your major and say here are the technologies we\u2019re going to support,\u201d said VanDeWalker. \u201cYou pick a handful to go with and then thoughtfully layer in others as time goes on.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":" Managed IT services is proving to be a profitable addition to many office equipment dealers\u2019 offerings. Done right, they allow dealers to leverage their existing relationships to realize more revenue from their customer bases, and managed IT services often provide an opening into accounts dealers otherwise wouldn\u2019t have been able to penetrate. The range of managed IT services a dealer might provide is very wide, and this is both an opportunity and a problem. The opportunity is the ability to keep adding new services to help ensure continued growth. The problem is identifying which new services are right for your customer base and capabilities. Choose wrong, and you risk your reputation as a service provider. Another option to expand your managed IT services is to increase your capabilities to sell and support what you already offer. Dealers often take a cautious approach at first with managed IT services, and understandably so. Go too fast, and you may outrun your ability to provide the quality service your customers expect. That jeopardizes your core business with those customers and erodes confidence among your sales team. We spoke with dealers and managed IT outsourcing services to learn what they are doing to grow their businesses. Dealers not yet offering managed IT services, but considering it, should read \u201cManaged Services Do\u2019s and Don\u2019ts: Lessons to Learn Before You Jump In\u201d from the July 2015 issue of ENX magazine. Why Expand? The simple answer to the question \u201cWhy expand?\u201d is the size of the opportunity. Michael Amiri, director of dealer services at Continuum, an IT management platform provider, believes that the dealer community is well positioned to grow its IT services business. \u201cWith their geography, their brand name, their customer base, dealers\u2019 IT services business should be doubling every year just because of their footprint,\u201d he said. \u201cWe\u2019re only in the first or second inning of what\u2019s possible in the office equipment industry.\u201d Greg VanDeWalker, senior vice president of IT channel and services at outsourced IT services provider Collabrance, is also bullish on the managed IT services market. \u201cIf you look at Gartner and IDC numbers, on a global scale [growth is] deep double-digits,\u201d he said, adding that Collabrance could see high double-digit growth in 2017, possibly triple-digits. \u201cWe\u2019re really seeing things ramp [up] quickly now.\u201d Most dealers say they got into managed IT because they saw a customer need. \u201cI call it a customer-driven initiative. Customers would call us and say, \u2018I can\u2019t scan. I can\u2019t print,\u2019\u201d said Dean Swenson, president of The Swenson Group in Livermore, California. \u201cWe were in that unenviable position of saying you need to talk to your IT group, when all that person wanted was help at that moment. That got us saying, \u2018How can we structure a program that makes financial sense for us and the client?\u2019\u201d That led to Swenson\u2019s first IT services offerings, which were mainly remote dial-ins where they could check settings or perhaps fix an IP address. Soon, Swenson got requests for work that required on-site attention. To help meet the growing demand, Swenson looked for a partner and eventually settled on Konica Minolta\u2019s All Covered, in part because The Swenson Group are a Konica Minolta dealer. \u201cAll Covered\u2019s national presence allows us to bring more experience, expertise and a greater breadth of services to our clients more cost effectively, and probably with more experience than we could as a local company,\u201d said Swenson. Andreas Krebs, head of marketing at All Covered, sees project work as a common entry point for dealers. \u201cDealers usually have limited IT resources when they first start out and therefore they can only offer a few project type services. There usually is no infrastructure, process or applications in place to offer higher level services or even ongoing support.\u201d He sees that ongoing support in the form of help desk, network support and security as the next logical step because it offers the highest value to the client and the largest revenue stream for the dealer. Most dealers offering managed IT services still see a lot of untapped business within their core copier customer base. \u201cWe have about 7,000 customers and we have around 70 managed services customers. We\u2019re at 1 percent, and we think there is significant room to grow,\u201d said TJ DeBello, vice president of sales and marketing at Stargel Office Solutions in Houston, Texas. \u201cWithin the next three to five years we think we can make that a $3 million to $5 million business.\u201d Midwest-based Impact Networking has offered IT services since its beginning in 1999, but until about two-and-a-half years ago, it was only a break\/fix, remote help operation. Today, the company offers true managed IT services. \u201cClients are paying for results and not time,\u201d said Patrick Layton, vice president of managed IT services at Impact Networking. That\u2019s made a big difference in growth and profitability. \u201cWe\u2019re usually negative for the first six months to a year on a deal, as we get everything set up. Once it\u2019s set up, it\u2019s in maintenance mode and help desk handles 90 percent of everything for the client. At that point it becomes very profitable,\u201d he said. Unlike Swenson Group, Impact Networking offers its IT services directly. It has an in-house team of engineers, a virtual CIO (VCIO) and its own help desk. Perhaps the best reason to grow a successful IT services business is its high-margin recurring revenue and ability to lock-in clients. \u201cThey are purchasing their entire IT infrastructure from the dealer for a monthly payment,\u201d said Amiri. \u201c[Dealers] want client stickiness, and that\u2019s the stickiest relationship possible, if they have to come to you to turn on their IT every morning at 8 AM.\u201d The idea of high-margin recurring revenue might be tempting, but Amiri cautions dealers to make sure they are ready before expanding their IT services business. \u201cIf they don\u2019t have many IT relationships, I would suggest they stick to the core, at least in their infancy, and get up a nice book of […]<\/p>\n","protected":false},"author":115,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1641],"tags":[],"_links":{"self":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/22722"}],"collection":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/115"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=22722"}],"version-history":[{"count":5,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/22722\/revisions"}],"predecessor-version":[{"id":22732,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/22722\/revisions\/22732"}],"wp:attachment":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=22722"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=22722"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=22722"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![](\"http:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2017\/02\/Michael-Amiri.jpg\")
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