NEAT EVALUATION FOR DXC TECHNOLOGY:

End-to-End Cloud InfrastructureManagement Services
Market Segment: Overall

Introduction
This is a custom report for DXC Technology (DXC) presenting the findings of the 2024
NelsonHall NEAT vendor evaluation for End-to-End Cloud Infrastructure Management Services
in the Overall market segment. It contains the NEAT graph of vendor performance, a summary
vendor analysis of DXC for end-to-end cloud infrastructure management services, and thelatest market analysis summary.
This NelsonHall Vendor Evaluation & Assessment Tool (NEAT) analyzes the performance ofvendors offering end-to-end cloud infrastructure management services. The NEAT tool allows
strategic sourcing managers to assess the capability of vendors across a range of criteria andbusiness situations and identify the best performing vendors overall, and with specificcapabilities around cloud management, cloud orchestration, Microsoft Azure, AWS, and GCP.
Evaluating vendors on both their ‘ability to deliver immediate benefit’ and their ‘ability to meetclient future requirements’, vendors are identified in one of four categories: Leaders, HighAchievers, Innovators, and Major Players.
Vendors evaluated for this NEAT are: Accenture, Aspire Systems, Atos, Coforge, DXC, Fujitsu,
Happiest Minds, Infosys, LTIMindtree, Movate, Mphasis, NTT DATA, Sopra Steria, TCS, Tech
Mahindra, Trianz, T-Systems, Unisys, UnitedLayer, Wipro, and Zensar Technologies.
Further explanation of the NEAT methodology is included at the end of the report.

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NEAT Evaluation for DXC: End-to-End Cloud Infrastructure Management Services

NEAT Evaluation: End-to-End Cloud InfrastructureManagement Services (Overall)

NelsonHall has identified DXC as a Leader in the Overall market segment, as shown in the NEAT
graph. This market segment reflects DXC’s overall ability to meet future client requirements aswell as delivering immediate benefits to its cloud IT infrastructure management services
clients.
Leaders are vendors that exhibit both a high ability relative to their peers to deliver immediate
benefit and a high capability relative to their peers to meet client future requirements.
Buy-side organizations can access the End-to-End Cloud Infrastructure Management Services
NEAT tool (Overall) here.

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Vendor Analysis Summary for DXC
Overview
DXC has built a model, the Modern IT Estate, that looks at the entire IT landscape from
centralized infrastructure to the edge, and the business applications that run in thatenvironment (rapid business application development and deployment, distributed cloud andedge, data from the edge and agile business platform). The model also looks at data and where
it sits, technology platforms (utility and consumption-based services, cloud management
control plane, and continuous modernization) to drive the modern IT estate, and the process
and operations (AIOps, CloudOps, SRE, intelligent automation, and observability) that underly
it, all linked together with a secure ecosystem.
With its client-centric model, DXC conducts client workshops to define client priorities andbuild a roadmap to support their digital transformation and the required end state.
DXC Managed Hybrid and Multicloud Services
DXC has a set of hybrid and multi-cloud services to address the modern IT estate, bringing
several of these components together. These are hosted from DXC's data centers, AWS, Azure,
Google, or on-premises clients.
A single control plane can provision environments on-premises, VMware on-premises, or
public cloud native. It drives this with blueprints to provide the infrastructure and application
components, including database and applications, and clients can create their blueprints to
deploy into these specific environments.
CloudOps is DXC’s SRE approach to operations. The team operates and optimizes the cloudenvironment, and uses DevOps and CI/CD techniques to enhance the overall operations
environment.
DXC Platform X
DXC Platform X is an AIOps-enabled delivery platform designed for NoOps, which selfdiagnoses and self-heals IT estates on-premises and in cloud environments. It delivers
offerings, services, and solutions to improve standardization, governance, visibility, andautomation for cost efficiency and UX/CX. Its ML models analyze system and application data,
identify problems, and launch or recommend bots. Engineers can view visualizations, validate
recommendations, and trigger automation. Bots resolve problems and take proactive actions
to prevent issues, and DXC utilizes Dynatrace and ServiceNow to monitor and manage IT
estates. The client environment utilizing Platform X includes analytics & engineering,
applications, security, cloud infrastructure and ITO, and modern workplace.
DXC continues to invest in Platform X, including Microsoft Power BI self-service analytics, toenable delivery teams to drive continuous improvement. It is further utilizing Dynatrace forfull-stack observability to run infrastructure components and monitor and observe these,including application performance. It has also created a client reporting and analytics hub
providing self-service capability for clients to create reports and data insights into theiroperating environment. It further utilizes ServiceNow ITSM Pro to enhance environments andproactively use AI capabilities to prevent incidents.

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ESG and Sustainability
DXC in investing across ESG and sustainability across the following areas:•

Improve: DXC looks at its own and client data centers to enhance the ability to reducecarbon emissions and help meet carbon goals•

Assess & Architect: aims to understand the current state and future design, including
emissions insights and ESG data mastery, to solve the data architecture, structure, andsourcing challenges•

Monitor & Report: this includes ESG data management and reporting with analysis throughServiceNow and custom ESG analytics and dashboards.

Key credentials
Across cloud services, DXC credentials include:•

36,000+ cloud professionals certified on Microsoft Azure, AWS, Google Cloud, and otherplatforms•~1k managed cloud clients globally•

70,000+ workloads migrated annually•

56 leveraged data centers to augment hyperscaler locations to meet sovereign workload
requirements better•

5.6m M365 seats and 4.8m Teams seats managed•

1.3 million virtual desktops managed.

Financials
DXC's CY 2023 revenues were ~$13.9bn. NelsonHall estimates ~15% (~$2.1bn) of this isassociated with cloud infrastructure services.
NelsonHall estimates the geographical breakdown of DXC's cloud infrastructure management
services revenues in CY 2023 were:•

Americas: ~17% (~$357m)•

LATAM: ~3% (~$63m)•

U.K.I.: ~33% (~$693m)•

Rest EMEA: ~28% (~$588m)•

ANZ: ~16% (~$336m)•

Rest APAC: ~3% (~$63m).

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Strengths•

Investment in IP and accelerators, including Platform X and supporting use cases,
Dynatrace for full stack observability and AI capabilities from ServiceNow, and data-driven
Precision Guided Modernization capabilities•

Joint GTM and industry-specific capabilities with hyperscalers (Azure, AWS, and Google
Cloud), including GenAI POCs and use case development; ramping AWS certifications by
15k and co-investment fund to expedite DXC clients to AWS cloud•Integrated delivery model across all layers of the stack (apps, platform, and infrastructure),
including dedicated DevSecOps and site reliability engineering resources supporting
CloudOps•

Investments in ESG and sustainability across cloud and infrastructure, including strategic
applications across ESG (Green Ops, emission insights, and risk management) and carbon
reduction initiatives, including DaaS and Evergreen services•

Large IT infrastructure services client base across multiple sectors•

Developing XPIs/XLAs to improve EX and drive business outcomes•

Expanding digital transformation centers and automation CoE in support of clients’ cloudtransformation roadmaps•

Investment from the top to drive cloud infrastructure & ITO capabilities at scale•

Global cloud footprint across multiple industry verticals•

Zero-touch automation, agile delivery, and cloud optimization capabilities.

Challenges•

Recruitment and retention of high-performing talent, considering recent workforce
reduction programs, and attracting next-generation talent•

Driving innovation across legacy accounts•

Needs to expedite digital-reskilling initiative across the company•

Increasing site reliability engineering resources•

Ramping AI and ML capabilities in support of cloud services.

Strategic Direction
DXC Technology is looking to expand its cloud infrastructure management services capabilities
through the following initiatives over the next 12-18 months:
Investing in IP and accelerators•

Continued investment in Platform X supporting self-serve analytics, including client
reporting and analytics hub to create reports and data insights. It is also investing in
Dynatrace for full stack observability, utilizing ServiceNow AI capabilities to support
greater predictability and building intelligent operations on top of Platform X

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NEAT Evaluation for DXC: End-to-End Cloud Infrastructure Management Services•

Investing in FinOps function to enable clients to get the most out of their existing toolinginvestments and take advantage of recommendations to make changes to theirenvironment. This includes Platform X and utilizing AIOps capabilities across AWS, Azure,and Google Cloud as part of the total orchestration journey•

Increasing focus and investment on GenAI with Microsoft Copilot, Google Cloud Gemini,
and AWS Amazon Q. DXC is upskilling 15k resources with role-based AWS certifications,and a joint DXC/AWS cloud initiative that will unlock funding for DXC to help clientstransition to AWS, and scale up its capabilities•

Expanding ESG and sustainability capabilities and offerings, including DaaS and Evergreen
services•

CloudOps (SRE), DevSecOps, and agile delivery model approach across cloud operations•

Enhancing the innovation ecosystem and providing a framework of tools and integration
options to support business-line-focused client innovation•

The increasing ecosystem of third-party tools to drive further automation use cases.

Investing in digital reskilling•

Investing in and developing a workforce with digital-generation skills and introducing newtalent-sourcing models, including full-stack engineer capabilities. Other initiatives include
digital badging in support of automation skills and increasing hyperscaler (including AI and
GenAI) and technology certifications•

Investing in the DXC internal university master program to develop skill sets across nextgen data scientists, analytics, and cloud engineers and increasing trained resources
through the DXC Automation Academy•

Utilizing global innovation and delivery centers (GIDCs) to enable skills and certifications
that do not fall into the remit of the everyday role (i.e., reskilling existing IT infrastructure
personnel with new skills such as cloud technologies) and supporting new projects to
upskill resources further•

Deploying lean techniques and creating a lean culture and mindset throughout DXC
Technology•

Scaling DevSecOps across tools, architecture, processes, and operating models across DXC.

Outlook
DXC takes a client-centric approach across cloud and infrastructure services, utilizing crosscompany capabilities, including application, analytics, and engineering, to solve client issues
and drive business outcomes. It provides advisory services across infrastructure, AI, andapplications to accelerate client transformation programs. DXC will engage at whatever stage
in a client's cloud journey, which will resonate with clients as they look to navigate highly
complex hybrid multi-cloud environments. Its intelligent operations provide total
orchestration through a single pane driving self-service, observability, silent running, hyperautomation, and carbon reporting and monitoring. This is all coordinated through its air traffic
control (ATC) approach.
We expect DXC's approach to CloudOps (SRE), DevSecOps, and its agile delivery model will
resonate with clients as they look to improve the predictability of their IT ecosystem andremediate issues before they reach the end-user.

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NEAT Evaluation for DXC: End-to-End Cloud Infrastructure Management Services

DXC continues to invest in its underlying operations platform (Platform X), building intelligent
operations on top of it, and greater focus on full stack observability with Dynatrace, self-serve
analytics and insights, and utilization of ServiceNow's AI capabilities, and hyperscaler AIOps
capabilities. A key module includes total FinOps, which also helps clients get the most out of
their existing tooling investments. This is important as clients seek to improve monitoring andobservability and manage cloud spending across more complex hybrid multi-cloudenvironments.
DXC will need to continue ramping up its dedicated skillsets to support clients’ multi-cloud andmodern workplace initiatives, particularly across SREs. It also plans to ramp up its AWS
certifications by 15k, and we expect to see more joint IP solutions supporting cloud services
with key ecosystem partners and hyperscalers.

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End-to-End Cloud Infrastructure Management Services
Market Summary
Overview
Key requirements for cloud infrastructure management services include improved visibility,
plus control and optimization of hybrid multi-cloud usage. This includes improved show back,chargeback and cost allocation; in addition, utilizing multiple toolsets for on-premisesmonitoring and observability, including Dynatrace and Azure Monitor and AWS Cloud Watchin public cloud, and increasing full-stack monitoring and the ability to accelerate
troubleshooting across stacks, including LLM/ML.
All vendors are incorporating FinOps and cloud economics throughout their processes toenable clients to maximize the business value of their cloud programs. This includes a realtime focus, shifting from spare capacity to real-time allocation capability, and deploying IP and
third-party tools and platforms in support of clients’ ESG and sustainability strategies. In
addition, vendors are developing GenAI uses cases, increasing observability, AIOps and an SREled approach to cloud operations, and utilizing OCM with AI to drive persona-based digital
adoption across the enterprise.
Vendors are increasing dedicated experience, innovation and transformation CoEs to support
a consulting-led approach (design thinking), co-innovation, and co-creation in support of cloudinfrastructure management service. Also, they are deploying AIOps capabilities in support ofcloud infrastructure management and providing an open approach to orchestration, including
cloud-native provisioning through cloud APIs.

Buy-Side Dynamics
The key capabilities and characteristics buyers look for when selecting a vendor to delivercloud infrastructure management services are:•Enabling AI-led multi-Ops empowering SREs to deliver end-to-end reliability across hybrid
multi-cloud•Utilizing an AI platform, including DevOps for automated code deployment, AI assistants(including GenAI POCs), and automated IaC templates, playbook creation, and businessreliability though AIOps•

Improving developer productivity and experience through GenAI with, for example,
GitHub Copilot•

Improving intelligent event management through AIOps with real-time insights andrecommendations, automated cloud operations, intelligent capacity forecasting, andpredictive scaling•

Using AIOps to provide recommendations for automation•

Utilizing gamification and Green apps and a carbon calculator, providing carbon footprint
data to app owners•

Leveraging hyperscaler and partner tools including Azure Emissions Impact Dashboard andAWS Net-Zero Carbon/TCO, and ServiceNow ESG Management

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Ability to reduce TCO of cloud usage and best fit modeling for migration andtransformation•

Utilizing multiple toolsets for on-premises monitoring and observability, including
Dynatrace and Azure Monitor and AWS Cloud Watch in public cloud•

Increasing full-stack monitoring and the ability to accelerate troubleshooting across stacks,
including LLM/ML•

Incentivizing optimization with FinOps decision and accountability structure•

Increasing hyperscaler and partner ecosystem certifications and accreditations•

Investing in digital skills training to enhance automation capabilities•

Expediting resources building automation and GenAI use cases, and dedicated automation
and AI leads by client account•Ability to provide industry-specific expertise across cloud services.

Market Size & Growth
The global cloud infrastructure management services market was worth ~$334m in 2023, andwill grow 10.8% per annum to reach ~$558bn by 2028.
North America will account for 43% of the overall cloud infrastructure management services
market in 2028, with growth of 8.6%, while EMEA will grow at 8.1%, making up 32% of theoverall market by 2028. APAC will see 8.9% growth through to 2028 driven by propensity toadopt cloud-based services, with LatAm growing at 8.5% through 2028.
From a cloud orchestration perspective, growth is driven by increasing focus on AI (including
AIOps and GenAI), and an open approach to orchestration, including cloud-native provisioning.
Cloud management growth in the next 12 months will be driven by clients increasingly
adopting a hybrid multi-cloud approach and increasing requirements for monitoring andobservability, security, FinOps through CMP to control and optimize cloud usage and costs.
The propensity to increase cloud-native deployment, PaaS, APIs and container management isdriven by the need to expedite new products and services.

Success Factors
Critical success factors for vendors within the cloud infrastructure management services
market are:•Deploying a consulting-led hybrid cloud business office approach to understand clients’business needs and issues and build out the solution. The collaborative approach identifies
if buying, building, modifying, or partnering is the best approach to meet the client’s
required business outcomes•Ramping automation assessment architects, cloud platform engineers, and cloud-native
development resources. In addition, expanding machine first developers (LLMs), client
success and business value specialists, hyperscaler SMEs (AI/ML) and site reliability
engineers (SRE) in support of legacy and hybrid multi-cloud operations•

Using DevSecOps and an agile delivery model approach across cloud operations. Also, froman application perspective, taking clients from a traditional managed application
environment to a continuous deployment and delivery at scale using agile techniques.

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Also, changing app development cultures, and helping clients develop CI/CD pipelines andintegrate with the application environment•

Investing in AI, including GenAI, with dedicated labs for GenAI model training and building
GenAI capabilities with cloud-native stack. Expanding ML/GenAI-driven assessment
capabilities, including portfolio rationalization and cloud fitment, and increasing POCs insupport of GenAI with Microsoft Copilot, Google Duet and Gemini, AWS Code Whisperer,
Amazon Q and multiple open source LLMs. Also, driving AI-led multi-ops and empowering
SREs to deliver end-to-end reliability and more focus on AIOps and remediation•

Utilizing a data-driven approach to identify specific changes to deliver compelling content
to enable cloud adoption. Also, facilitating the move from traditional infrastructure andapp support to a pipeline-based, CI/CD approach. Applying AI to OCM engine to target andtailor technology adoption and updates, training and enhanced experience by persona•

Expanding dedicated automation CoEs to augment runbooks and AI/ML-based
recommendations and resolutions; expanding catalog-based self-service and bot store forreusable automation assets developed by cloud CoE; continued development of solution
accelerators based on repeatable patterns across the managed services client base;
expanding automation, AI (AIOps, GenAI), and cloud CoEs and innovation labs, andindustry-specific cloud offerings; more focus on product and business-oriented consulting
teams

•

Providing a single-pane management view and fully integrated lifecycle management ofmulti-cloud services, IaaS, PaaS, CaaS, DBaaS, network, cloud landing zones and managed
services; incorporation of AIOps to self-diagnose and self-heal IT estates on-premises andin cloud environments•

Deploying a dedicated sustainability platform, including ESG data management andreporting, which include custom ESG analytics and dashboard; developing solutions todecrease carbon emissions and footprint across infrastructure, platform, apps, and data,
including providing infrastructure in carbon neutral regions; utilizing gamification topromote sustainability through Green champions; utilizing device as-a-Service (DaaS) to
manage device lifecycle, circular services, and PC as-a-Service (PCaaS), and automating
actions through remediation and self-healing, and reducing the support footprint throughproactive resolution•

Utilizing toolsets, including Dynatrace, for full-stack monitoring and observability.
Including infrastructure monitoring, application performance monitoring, UX monitoring,data observability and monitoring, and LLM/ML observability monitoring.

Outlook
The future direction for cloud infrastructure management services will include:•

Increasing focus on moving GenAI POCs into production and GTM with hyperscalers todefine use cases by industry and regions, and development of LLMs by industry verticals
and business-specific requirements•

Expanding sustainability practices and utilization of cloud to achieve a lower carbon
footprint and cloud engineers providing infrastructure in carbon-neutral regions•

More focus on FinOps as-a-Service and joint gainshare models and legacy systems
transformation, including mainframe to next-gen technology stack in a microservices
architecture

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NEAT Evaluation for DXC: End-to-End Cloud Infrastructure Management Services•

Ongoing investment in automation (including GenAI Github Copilot) and IaC to enable adeveloper-centric model that extends from DevOps to DevSecOps to NoOps in an agile
manner; and DevSecOps in support of cloud-native apps (DevOps and microservices)•

Development of use cases with CSPs and partners, including management of hybrid edge
data center environments and connecting edge to the core in support of distributed cloud•

Expanding AI-led multi-Ops with SREs delivering end-to-end reliability, taking events,
metrics, and logs from hyperscaler environment and on-premises data center; driving
monitoring across infrastructure, applications, data, and LLM/ML, including how much of
the model is drifting from the expected standard outcomes. This includes establishingdedicated SRE CoEs across each cloud delivery location•

Greater focus on skills development, including SRE, AI SMEs (including GenAI), innovationand experience leads, and full-stack engineers. Also, increasing investment in localized
cloud implementation and delivery capabilities•

Focused solutions and frameworks to enable industry use cases, including sovereign cloud,
microservices, containers, serverless, and sustainability•

Enhancing vendor innovation ecosystems and providing a framework of tools andintegration options to support business-line-focused client innovation initiatives androadmaps.

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NEAT Evaluation for DXC: End-to-End Cloud Infrastructure Management Services

NEAT Methodology for End-to-End Cloud InfrastructureManagement Services
NelsonHall’s (vendor) Evaluation & Assessment Tool (NEAT) is a method by which strategic
sourcing managers can evaluate outsourcing vendors and is part of NelsonHall's Speed-toSource initiative. The NEAT tool sits at the front-end of the vendor screening process andconsists of a two-axis model: assessing vendors against their ‘ability to deliver immediate
benefit’ to buy-side organizations and their ‘ability to meet future client requirements’. The
latter axis is a pragmatic assessment of the vendor's ability to take clients on an innovation
journey over the lifetime of their next contract.
The ‘ability to deliver immediate benefit’ assessment is based on the criteria shown in Exhibit
1, typically reflecting the current maturity of the vendor’s offerings, delivery capability,
benefits achievement on behalf of clients, and customer presence.
The ‘ability to meet future client requirements’ assessment is based on the criteria shown in
Exhibit 2, and provides a measure of the extent to which the supplier is well-positioned tosupport the customer journey over the life of a contract. This includes criteria such as the levelof partnership established with clients, the mechanisms in place to drive innovation, the levelof investment in the service, and the financial stability of the vendor.
The vendors covered in NelsonHall NEAT projects are typically the leaders in their fields.
However, within this context, the categorization of vendors within NelsonHall NEAT projects is
as follows:•

Leaders: vendors that exhibit both a high capability relative to their peers to deliver
immediate benefit and a high capability relative to their peers to meet future client
requirements•

High Achievers: vendors that exhibit a high capability relative to their peers to deliver
immediate benefit but have scope to enhance their ability to meet future client
requirements•

Innovators: vendors that exhibit a high capability relative to their peers to meet futureclient requirements but have scope to enhance their ability to deliver immediate benefit•

Major Players: other significant vendors for this service type.

The scoring of the vendors is based on a combination of analyst assessment, principally aroundmeasurements of the ability to deliver immediate benefit; and feedback from interviewing ofvendor clients, principally in support of measurements of levels of partnership and ability tomeet future client requirements.
Note that, to ensure maximum value to buy-side users (typically strategic sourcing managers),
vendor participation in NelsonHall NEAT evaluations is free of charge and all key vendors areinvited to participate at the outset of the project.

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NEAT Evaluation for DXC: End-to-End Cloud Infrastructure Management Services

Exhibit 1‘Ability to deliver immediate benefit’: Assessment criteria
Assessment Category

Assessment Criteria

Offering

Cloud platform capabilities and functionality
Cloud management including monitoring and observability
capabilities
Cloud orchestration capabilities
Industry specific cloud offerings, including re-usable assets andblueprints
Cloud AI-Ops capabilities
Sustainability and ESG capabilities
Predictive analytics, AI (inc. GenAI) and ML capabilities in supportof hybrid multi-cloud

DeliveryCloud Infra Mngt North America delivery capabilities
Cloud Infra Mngt EMEA delivery capabilities
Cloud Infra Mngt APAC delivery capabilities
Cloud Infra Mngt LatAm delivery capabilities
Dedicated cloud SMEs, architects, engineers, data scientists,
hyperscaler-certified, and SRE's
Dedicated cloud CoEs, experience centers and innovation hubs
Ability to provide IP and accelerators in support of Cloud Infra
Mngt Services
Ability to incorporate DevSecOps, agile, and SRE led approach to
cloud ops
Extent of third-party and hyperscaler partnerships in support of
Cloud Infra Mngt Services
Ability to provide advanced analytics, and cognitive capabilities insupport of hybrid multi-cloud ecosystem

Presence

Scale of Ops – Overall
Scale of Ops – NA
Scale of Ops – EMEA
Scale of Ops – APAC
Scale of Ops – LatAm
Number of clients overall for Cloud Infra Mngt Services

Benefits Achieved

Improvement in infrastructure and application performance,
reliability and availability
Level of cost savings achieved
Improved access to next-gen cognitive capabilities
Increased end-user/business satisfaction
Improved speed of problem resolution

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NEAT Evaluation for DXC: End-to-End Cloud Infrastructure Management Services

Exhibit 2‘Ability to meet client future requirements’: Assessment criteria
Assessment Category

Assessment Criteria

Overall Future Commitment
to Cloud InfrastructureManagement Services

Financial rating
Commitment to Cloud Infrastructure Management
Commitment to innovation in Cloud Infrastructure Management

Investments in Cloud
Infrastructure Management
Services

Investment in IP and platforms in support of cloudinfrastructure management services
Investment in cloud management across IaaS, PaaS, SaaS,
DBaaS, and CaaS
Investment in cloud orchestration including cloud native
services
Investment in industry-specific offerings, sustainability, cloud
assets and blueprints
Investment in support of cloud AI-Ops managed services
Investment in support of hyperscaler GTM initiatives
Investment in analytics, AI (inc. GenAI) and ML services

Ability to Partner and Evolve
Services

Key partner
Ability to evolve services

For more information on other NelsonHall NEAT evaluations, please contact the NelsonHall
relationship manager listed below.

Sales Inquiries
NelsonHall will be pleased to discuss how we can bring benefit to yourorganization. You can contact us via the following relationship manager:

research.nelson-hall.com

Darrin Grove at darrin.grove@nelson-hall.com

Important Notice
Copyright © 2024 by NelsonHall. All rights reserved. NelsonHall exercises its best efforts in preparation of the information
provided in this report and believes the information contained herein to be accurate. However, NelsonHall shall have noliability for any loss or expense that may result from incompleteness or inaccuracy of the information provided.

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