{"id":2785,"date":"2026-06-01T10:39:18","date_gmt":"2026-06-01T10:39:18","guid":{"rendered":"https:\/\/sawaryn.com\/uslugi\/training-for-sales-departments-salespeople-and-management-teams\/"},"modified":"2026-07-14T18:35:39","modified_gmt":"2026-07-14T18:35:39","slug":"training-for-sales-departments-salespeople-and-management-teams","status":"publish","type":"service","link":"https:\/\/sawaryn.com\/en\/uslugi\/training-for-sales-departments-salespeople-and-management-teams\/","title":{"rendered":"Training for sales departments, salespeople, and management teams"},"excerpt":{"rendered":"<p>A practical workshop for sales, management, and business teams that work with contracts and want to close deals faster without relinquishing control over risk.<\/p>\n","protected":false},"featured_media":0,"template":"","meta":{"_acf_changed":false},"specialization":[1214],"practice_area":[],"class_list":["post-2785","service","type-service","status-publish","hentry","specialization-contract-law"],"acf":{"short_description":"A practical workshop for sales, the management board and business teams that work with contracts and want to close agreements faster without giving up control over risk.","full_description":"<strong>Contract training after which the team knows when to act independently and when to escalate risk<\/strong>\n\nA practical workshop for sales, the management board and business teams that work with contracts and want to close agreements faster without giving up control over risk.\n\nA sales team and managers working at a table over a printed contract, with marked clauses, a red-flag checklist and a simple escalation map: sales - manager - lawyer - management board.\n<h2>CLIENT PROBLEM<\/h2>\n<strong>Contracts should not block sales. But they also must not transfer to the company risk that the team does not understand.<\/strong>\n\nSales departments today work with contracts more often and earlier than before. They receive templates from clients, negotiate terms, accept changes, and comment on provisions on liability, penalties, payments, IP, confidentiality or deadlines.\n\nThe problem starts when the team wants to move fast but has no shared rules: what it may accept, what it should not touch on its own, and when the issue must go to a lawyer or the management board.\n\n\"The goal of the training is not to turn salespeople into lawyers. The goal is for the team to recognise contractual decisions that affect money, liability and the company's security faster.\"\n\nIn practice, many risks appear not because the company has no lawyer. They appear because the lawyer is brought in too late, the management board gets incomplete context, and the team does not know which provisions are standard and which should stop the process.\n<h2>MOST COMMON PROBLEMS \/ CHALLENGES<\/h2>\n<strong>What do companies working on many contracts most often face?<\/strong>\n\n<strong>Sales focuses on closing the deal but does not see the risk in the provisions<\/strong>\n\nA salesperson looks at contract value, signing date and the client relationship. That is natural. But the contract may include provisions on unlimited liability, high penalties, broad warranties or hard-to-meet SLAs.\n\nThe training shows which clauses should trigger caution immediately and how to understand their impact on sales, margin, project delivery and the company's liability.\n\n<strong>Business benefit:<\/strong> The team recognises red flags faster and prepares the topic for a decision better.\n\n<strong>Risk of inaction:<\/strong> The company may sign a sales-attractive contract that later proves costly on performance, payment or liability.\n\n<strong>Every non-standard contract goes to the management board or a lawyer<\/strong>\n\nWhen rules are unclear, the team escalates too much or too little. Simple topics block decision-makers, and material risks reach them only when the client expects a signature.\n\nTogether with participants we build a practical risk map and escalation rules: what the team can handle, what needs legal consultation, and what should go to management-board level.\n\n<strong>Business benefit:<\/strong> Fewer unnecessary escalations, faster decisions and greater process predictability.\n\n<strong>Risk of inaction:<\/strong> The management board remains a bottleneck, and the lawyer is engaged too late or on matters the team could have organised earlier.\n\n<strong>Contracts are signed quickly, but later they are hard to perform<\/strong>\n\nSales may accept deadlines, scope, SLAs, acceptance criteria or liability that look acceptable at negotiation stage but create a problem for delivery, operations or customer success.\n\nThe workshop explains how contractual decisions affect project delivery, the scope of liability, change of work, acceptance and the client relationship after signing.\n\n<strong>Business benefit:<\/strong> Better connection between sales and operations and fewer conflicts between what was promised and what can be delivered.\n\n<strong>Risk of inaction:<\/strong> The company may win sales but lose margin, time and relationship at the delivery stage.\n\n<strong>The team has no shared language for working with contracts<\/strong>\n\nEvery salesperson, manager or project lead works differently. Some ask about everything, others accept too much. There is no checklist, standard or simple decision rules.\n\nThe training organises the key contract areas and translates them into plain business language: what we check, what we ask about, what we do not accept automatically, and when we escalate.\n\n<strong>Business benefit:<\/strong> The company gains a consistent way of working with contracts and greater team autonomy.\n\n<strong>Risk of inaction:<\/strong> The same mistakes return in later negotiations, and onboarding new people takes longer than it should.\n\n<strong>Clients impose their own contract templates, and the team does not know where it can concede<\/strong>\n\nIn larger B2B contracts it is often the client who sends the document. Pressure to sign grows, and the team is unsure which provisions are negotiable, which are risky, and which need a lawyer's or management board's decision.\n\nWe work on clause examples and typical negotiation scenarios. Participants learn to recognise where they can be flexible and where they must protect the company's interest.\n\n<strong>Business benefit:<\/strong> A stronger negotiating position and fewer decisions made under end-of-sales-process pressure.\n\n<strong>Risk of inaction:<\/strong> The team may concede in areas that genuinely affect liability, payments, IP or the ability to perform the contract.\n\n<strong>Legal knowledge exists in the organisation, but it does not reach day-to-day business decisions<\/strong>\n\nThe lawyer knows the risks, the management board knows the priorities, sales knows the client. If those perspectives are not joined, the contracting process becomes chaotic.\n\nThe workshop connects law with business practice. It does not focus on theory, but on how to recognise risks, prepare decisions and work with a contract in a real sales process.\n\n<strong>Business benefit:<\/strong> The team does not become a lawyer, but better understands when a contractual decision affects money, pace, liability and the company's security.\n\n<strong>Risk of inaction:<\/strong> The company will still have expert knowledge on the lawyers' side, but will not translate it into the teams' daily choices.\n<h2>HOW OUR SOLUTION WORKS<\/h2>\n<strong>We design the training around the roles, decisions and real documents of your organisation<\/strong>\n\nThis is not a general presentation on contract law. It is a practical workshop for people who negotiate, accept, comment on or perform contracts every day.\n\n<strong>Training needs diagnosis<\/strong>\n<ul>\n \t<li>establishing who takes part in the training;<\/li>\n \t<li>defining the types of contracts the team works with;<\/li>\n \t<li>identifying decisions made by participants;<\/li>\n \t<li>recognising the most common mistakes, blockers and escalations.<\/li>\n<\/ul>\nA clear training goal and a scope matched to the team's real work.\n\n<strong>Analysis of sample documents used in the company<\/strong>\n<ul>\n \t<li>review of selected contract templates, NDAs, orders or client contracts;<\/li>\n \t<li>identification of the most important risk areas;<\/li>\n \t<li>selection of examples to discuss during the workshop;<\/li>\n \t<li>matching the level of detail to participants.<\/li>\n<\/ul>\nA programme based on documents and situations similar to those the team faces daily.\n\n<strong>Programme matched to participants' roles<\/strong>\n<ul>\n \t<li>a separate focus for sales, the management board, managers, delivery, customer success or operations;<\/li>\n \t<li>defining what a given role should notice in a contract;<\/li>\n \t<li>indicating which decisions they can prepare independently;<\/li>\n \t<li>organising the boundaries of responsibility.<\/li>\n<\/ul>\nTraining that does not overload participants with theory, but gives them the knowledge they need for their decisions.\n\n<strong>Practical workshop on reading and understanding contracts<\/strong>\n<ul>\n \t<li>liability and limitations of liability;<\/li>\n \t<li>contractual penalties, payments and deadlines;<\/li>\n \t<li>copyright, licences and IP;<\/li>\n \t<li>confidentiality, personal data and information security;<\/li>\n \t<li>contracts, scope change and acceptance;<\/li>\n \t<li>provisions that affect sales, delivery and the client relationship.<\/li>\n<\/ul>\nThe team knows what to look at first and how to understand the practical effects of clauses.\n\n<strong>Risk map and escalation rules<\/strong>\n<ul>\n \t<li>identifying red flags;<\/li>\n \t<li>establishing what requires consultation with a lawyer;<\/li>\n \t<li>defining what should go to the management board;<\/li>\n \t<li>separating standard matters from those that need a decision;<\/li>\n \t<li>organising the escalation path.<\/li>\n<\/ul>\nA simple decision scheme: when the team acts, when it asks, and when it stops the topic.\n\n<strong>Discussion of typical negotiation and acceptance mistakes<\/strong>\n<ul>\n \t<li>liability that is too broad;<\/li>\n \t<li>acceptance of unclear penalties;<\/li>\n \t<li>lack of payment security;<\/li>\n \t<li>imprecise deadlines and scopes;<\/li>\n \t<li>errors in IP, NDA and data;<\/li>\n \t<li>concessions that look harmless but change contract risk.<\/li>\n<\/ul>\nA list of recurring mistakes the team can recognise and limit faster.\n\n<strong>Implementation materials after the training<\/strong>\n<ul>\n \t<li>checklist for working with a contract;<\/li>\n \t<li>red-flag list;<\/li>\n \t<li>short summary of escalation rules;<\/li>\n \t<li>mini playbook for the team;<\/li>\n \t<li>recommendations for further organising the contracting process.<\/li>\n<\/ul>\nMaterials the team can return to after the training in daily work.\n<h2>WHO THIS SERVICE IS FOR<\/h2>\n<strong>For companies where contracts are part of sales, management and day-to-day business decisions<\/strong>\n\n<strong>Head of Sales \/ Sales Director -<\/strong>\n\nWhen the team needs to close contracts faster, but without accepting risks it does not understand.\n\n<strong>Legal Operations Manager \/ Operations Manager -<\/strong>\n\nWhen you need to organise the contract flow, escalation rules and cooperation between sales, lawyers and the management board.\n\n<strong>CEO \/ Management board member -<\/strong>\n\nWhen the management board wants to delegate contract work but keep control over risk, liability and the decision standard.\n<h2>WORK STAGES<\/h2>\n<strong>A simple process: from diagnosis to practical rules for the team<\/strong>\n\nWe prepare the training so participants do not get detached theory, but tools for day-to-day work with contracts.\n\n<strong>Stage 1: Diagnosis and goal setting<\/strong>\n\nWe establish who the training is for, what types of contracts appear in the company, what decisions participants make, and what business effect should be achieved.\n\n<strong>What the client gains:<\/strong> The training is not generic. From the start it is clear whether the goal is faster sales, fewer escalations, better risk control, onboarding new people or organising the process.\n\n<strong>Stage 2: Preparing the programme and materials<\/strong>\n\nWe analyse sample documents, select the most important risk areas and translate them into practical workshop modules.\n\n<strong>What the client gains:<\/strong> The programme matches real situations the team faces, not an abstract catalogue of rules.\n\n<strong>Stage 3: Training or practical workshop<\/strong>\n\nParticipants work on clause examples, negotiation scenarios and typical contractual provisions. The goal is recognising risks and responding properly.\n\n<strong>What the client gains:<\/strong> The team knows what to check, what to ask about, what not to accept automatically, and when to escalate the topic.\n\n<strong>Stage 4: Summary and operational recommendations<\/strong>\n\nAfter the training we can provide recommendations on the contract-work process, the most common gaps, needed standards or further support.\n\n<strong>What the client gains:<\/strong> The company gets not only a trained team, but also conclusions that help improve the whole contracting process.","icon":"","order_within_specialization":0,"flexible_content":[{"acf_fc_layout":"hero","section_header":{"section_header":{"eyebrow":"TEST","heading":"Contract training after which the team knows when to act independently and when to escalate risk","heading_highlight_mode":"split","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"h2","strong_part_size":"hero","tag":"h2","style":"inherit","alignment":"inherit"},"description":"A practical workshop for sales, the management board and business teams that work with contracts and want to close agreements faster without giving up control over risk.","":null,"heading_tag":"h1","heading_style":"hero","alignment":"left"}},"actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":{"title":"Book a training consultation","url":"#contact","target":""},"variant":"primary","icon":"arrow","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"media":{"media":{"image":"","mobile_image":"","object_position":"center","object_position_custom":""}},"section_meta":{"anchor_id":"","is_enabled":true},"variant":"split","mobile_body_card":false},{"acf_fc_layout":"person_cta","person":2695,"section_header":{"section_header":{"eyebrow":"","heading":"Contracts should not block sales. But they also must not transfer to the company risk that the team does not understand.","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"Sales departments today work with contracts more often and earlier than before. They receive templates from clients, negotiate terms, accept changes, and comment on provisions on liability, penalties, payments, IP, confidentiality or deadlines.\n\nThe goal of the training is not to turn salespeople into lawyers. The goal is for the team to recognise contractual decisions that affect money, liability and the company's security faster.","":null,"heading_tag":"h2","heading_style":"section","alignment":"left"}},"carousel_settings":{"carousel_settings":{"autoplay_mode":"default","autoplay_delay":6.5}},"actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}}},{"acf_fc_layout":"expandable_box","section_header":{"section_header":{"eyebrow":"Most common problems \/ challenges","heading":"The most common problems we solve","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"What do companies working on many contracts most often face?","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"problem_title":"Sales focuses on closing the deal but does not see the risk in the provisions","teaser_description":"A salesperson looks at contract value, signing date and the client relationship. That is natural. But the contract may include provisions on unlimited liability, high penalties, broad warranties or hard-to-meet SLAs.","solution_title":"","solution_description":"<p>The training shows which clauses should trigger caution immediately and how to understand their impact on sales, margin, project delivery and the company's liability.<\/p>\n\n<p>The team recognises red flags faster and prepares the topic for a decision better.<\/p>\n\n<p>The company may sign a sales-attractive contract that later proves costly on performance, payment or liability.<\/p>","icon":"","accent":"violet","open":false},{"problem_title":"Every non-standard contract goes to the management board or a lawyer","teaser_description":"When rules are unclear, the team escalates too much or too little. Simple topics block decision-makers, and material risks reach them only when the client expects a signature.","solution_title":"","solution_description":"<p>Together with participants we build a practical risk map and escalation rules: what the team can handle, what needs legal consultation, and what should go to management-board level.<\/p>\n\n<p>Fewer unnecessary escalations, faster decisions and greater process predictability.<\/p>\n\n<p>The management board remains a bottleneck, and the lawyer is engaged too late or on matters the team could have organised earlier.<\/p>","icon":"","accent":"blue","open":false},{"problem_title":"Contracts are signed quickly, but later they are hard to perform","teaser_description":"Sales may accept deadlines, scope, SLAs, acceptance criteria or liability that look acceptable at negotiation stage but create a problem for delivery, operations or customer success.","solution_title":"","solution_description":"<p>The workshop explains how contractual decisions affect project delivery, the scope of liability, change of work, acceptance and the client relationship after signing.<\/p>\n\n<p>Better connection between sales and operations and fewer conflicts between what was promised and what can be delivered.<\/p>\n\n<p>The company may win sales but lose margin, time and relationship at the delivery stage.<\/p>","icon":"","accent":"orange","open":false},{"problem_title":"The team has no shared language for working with contracts","teaser_description":"Every salesperson, manager or project lead works differently. Some ask about everything, others accept too much. There is no checklist, standard or simple decision rules.","solution_title":"","solution_description":"<p>The training organises the key contract areas and translates them into plain business language: what we check, what we ask about, what we do not accept automatically, and when we escalate.<\/p>\n\n<p>The company gains a consistent way of working with contracts and greater team autonomy.<\/p>\n\n<p>The same mistakes return in later negotiations, and onboarding new people takes longer than it should.<\/p>","icon":"","accent":"pink","open":false},{"problem_title":"Clients impose their own contract templates, and the team does not know where it can concede","teaser_description":"In larger B2B contracts it is often the client who sends the document. Pressure to sign grows, and the team is unsure which provisions are negotiable, which are risky, and which need a lawyer's or management board's decision.","solution_title":"","solution_description":"<p>We work on clause examples and typical negotiation scenarios. Participants learn to recognise where they can be flexible and where they must protect the company's interest.<\/p>\n\n<p>A stronger negotiating position and fewer decisions made under end-of-sales-process pressure.<\/p>\n\n<p>The team may concede in areas that genuinely affect liability, payments, IP or the ability to perform the contract.<\/p>","icon":"","accent":"violet","open":false},{"problem_title":"Legal knowledge exists in the organisation, but it does not reach day-to-day business decisions","teaser_description":"The lawyer knows the risks, the management board knows the priorities, sales knows the client. If those perspectives are not joined, the contracting process becomes chaotic.","solution_title":"","solution_description":"<p>The workshop connects law with business practice. It does not focus on theory, but on how to recognise risks, prepare decisions and work with a contract in a real sales process.<\/p>\n\n<p>The team does not become a lawyer, but better understands when a contractual decision affects money, pace, liability and the company's security.<\/p>\n\n<p>The company will still have expert knowledge on the lawyers' side, but will not translate it into the teams' daily choices.<\/p>","icon":"","accent":"blue","open":false}],"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"box_variants","variant":"process-detail","section_header":{"section_header":{"eyebrow":"Our solution","heading":"What exactly you get","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"title":"We design the training around the roles, decisions and real documents of your organisation","description":"","body":"This is not a general presentation on contract law. It is a practical workshop for people who negotiate, accept, comment on or perform contracts every day.","tags":"","count":"","accent":"pink","icon":""},{"title":"Training needs diagnosis","description":"","body":"<ul>\n \t<li>establishing who takes part in the training;<\/li>\n \t<li>defining the types of contracts the team works with;<\/li>\n \t<li>identifying decisions made by participants;<\/li>\n \t<li>recognising the most common mistakes, blockers and escalations.<\/li>\n<\/ul>\n&nbsp;","tags":"A clear training goal.\nAn individual training scope.","count":"","accent":"violet","icon":""},{"title":"Analysis of sample documents used in the company","description":"","body":"<ul>\n \t<li>review of selected contract templates, NDAs, orders or client contracts;<\/li>\n \t<li>identification of the most important risk areas;<\/li>\n \t<li>selection of examples to discuss during the workshop;<\/li>\n \t<li>matching the level of detail to participants.<\/li>\n<\/ul>\n&nbsp;","tags":"A programme based on documents and situations similar to those the team faces.","count":"","accent":"blue","icon":""},{"title":"Programme matched to participants' roles","description":"","body":"<ul>\n \t<li>a separate focus for sales, the management board, managers, delivery, customer success or operations;<\/li>\n \t<li>defining what a given role should notice in a contract;<\/li>\n \t<li>indicating which decisions they can prepare independently;<\/li>\n \t<li>organising the boundaries of responsibility.<\/li>\n<\/ul>\n&nbsp;","tags":"Training that does not overload participants with theory, but gives them the knowledge they need for their decisions","count":"","accent":"orange","icon":""},{"title":"Practical workshop on reading and understanding contracts","description":"","body":"<ul>\n \t<li>liability and limitations of liability;<\/li>\n \t<li>contractual penalties, payments and deadlines;<\/li>\n \t<li>copyright, licences and IP;<\/li>\n \t<li>confidentiality, personal data and information security;<\/li>\n \t<li>contracts, scope change and acceptance;<\/li>\n \t<li>provisions that affect sales, delivery and the client relationship.<\/li>\n<\/ul>\n&nbsp;","tags":"The team knows what to pay attention to and how to understand the practical effects of clauses","count":"","accent":"pink","icon":""}],"footer_heading":"","footer_tags":"","actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}},"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"box_variants","variant":"box-point","section_header":{"section_header":{"eyebrow":"Who this service is for","heading":"Who this service is for","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"For companies where contracts are part of sales, management and day-to-day business decisions","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"title":"Head of Sales \/ Sales Director -","description":"","body":"When the team needs to close contracts faster, but without accepting risks it does not understand.","tags":"","count":"","accent":"orange","icon":""},{"title":"Legal Operations Manager \/ Operations Manager -","description":"","body":"When you need to organise the contract flow, escalation rules and cooperation between sales, lawyers and the management board.","tags":"","count":"","accent":"orange","icon":""},{"title":"CEO \/ Management board member -","description":"","body":"When the management board wants to delegate contract work but keep control over risk, liability and the decision standard.","tags":"","count":"","accent":"orange","icon":""}],"footer_heading":"","footer_tags":"","actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}},"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"cooperation_process","section_header":{"section_header":{"eyebrow":"Work stages","heading":"How the cooperation looks","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"steps":[{"title":"Assess and set the objective","description":"We identify the audience, the agreements used in the business, the decisions participants make and the intended business outcome.","accent":"pink"},{"title":"Prepare the program and materials","description":"We review document examples, select key risk areas and turn them into practical workshop modules.","accent":"pink"},{"title":"Deliver a practical training session","description":"Participants work through clause examples, negotiation scenarios and common contract language, learning to identify risks and respond appropriately.","accent":"pink"},{"title":"Summarize and recommend next steps","description":"After the training, we can recommend improvements to contract workflows, recurring gaps, standards or further support.","accent":"pink"}],"cta_text":"Schedule a training consultation.","actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":null,"variant":"primary","icon":"arrow","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"contact","section_header":{"section_header":{"eyebrow":"Write to us","heading":"See how your team can work with contracts faster and more safely","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"One well-designed training can reduce recurring mistakes, relieve the management board and lawyers, and give the team clear rules for working with contracts.\n\nTell us which team you want to train, what contracts you work with, and where most questions, delays or escalations appear today. We will come back with a proposed workshop scope.","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"person":null,"person_eyebrow":"","person_body":"They will follow up with any questions or recommend a next step.","response_title":"Quick response","response_body":"We usually respond within two hours on business days.","form":{"cf7_form":null,"name_label":"","name_placeholder":"","phone_label":"","phone_placeholder":"","email_label":"","email_placeholder":"","message_label":"","message_placeholder":"","privacy_text":"","newsletter_text":"","button_label":""},"background":null,"section_meta":{"anchor_id":"","is_enabled":true}}]},"_links":{"self":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service\/2785","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service"}],"about":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/types\/service"}],"version-history":[{"count":0,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/service\/2785\/revisions"}],"wp:attachment":[{"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/media?parent=2785"}],"wp:term":[{"taxonomy":"specialization","embeddable":true,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/specialization?post=2785"},{"taxonomy":"practice_area","embeddable":true,"href":"https:\/\/sawaryn.com\/en\/wp-json\/wp\/v2\/practice_area?post=2785"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}