diff --git a/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md b/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
index 2b89ffb..a86d086 100644
--- a/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
+++ b/ieeeSW/releaseEng3/IEEE_ThemeIssue_ReleaseEng_CD.md
@@ -214,47 +214,46 @@ Working with the government, we noticed the following additional benefits.
 Responsiveness was one of the direct benefits of adopting the CD pipeline. The
 ability to react quickly to changes requested by the government was vital for
 the renewal of the project over the years. Every meeting with the government
-leader resulted in new requirements, most of them motivated by political
-needs. These constant changes in requirements and priorities caused discomfort
-between the government and the development team. For
-example, the government leader required a complete layout change because he suddenly decided to make a marketing campaign about the new
-SPB portal. In future meetings, the government would use undelivered requirements as a means to justify the
-lack of financial support, which was already approved in the first place. We believed that if we took too
-long to attend their demands, the project would end. CD helped us keep the
-production environment up-to-date, even with partial versions of a feature. That
-way, we always had something to show on meetings, reducing anxiety to get the platform concluded. For our team, it made the developers more confident that the
-project would last a little longer and they would not go looking for other
-jobs.
+leader resulted in requirements and priorities changes, most of them motivated
+by political needs. We believed that if we took too long to attend their
+demands, the government would use undelivered requirements as a means to
+justify the lack of financial support and the end of the project.
+%
+CD helped us keep the production environment up-to-date, even with partial
+versions of a feature. That way, we always had something to show on meetings,
+reducing anxiety to get the platform concluded. For our team, it made the
+developers more confident that the project would last a little longer and they
+would not go looking for other jobs.
 
 ### Shared Responsibility
 
-Before the adoption of CD, the development team could not track what happened to the code
-after its delivery, since government technicians were the only responsible
-for deploying the project. The implementation of the referred
-approach influenced developers on taking ownership of the project because it
-made them feel equally responsible for what was getting into production.
+Initially, the development team could not track what happened to the code after
+its delivery, since government technicians were the only responsible for
+deploying the project. The implementation of CD made developers feel equally
+responsible for what was getting into production and take ownership of the
+project.
+%
+Interestingly, the CD pipeline had the same effect on the team of requirement
+analysts. They became more engaged on the whole process, opening and discussing
+issues during the platform evolution. Additionally, developers worked to improve
+the CD pipeline to speed up the process of making new features available in the
+production environment for analysts’ validation.
 
-Interestingly, the CD pipeline had the same effect on the team of requirement analysts.
-They were an active part of the pipeline and became more engaged on the whole process.
-After the incorporation of the pipeline into the work process, analysts
-became more active in opening and discussing issues during the platform evolution.
-Additionally, developers worked to improve the CD pipeline
-to speed up the process of making new features available in the production environment.
 
 ### Synchronicity Between Government and Development
 
 Despite the positive impacts that the CD pipeline brought to the project, its
-implementation was not easy at first. The CD pipeline performance
-depended on the synchronicity between developers and government
-analysts, so that the latter were prepared to start a step as soon as the
-former concluded the previous step, and vice versa. Initially, this concern was not
-contemplated in the agenda of the governmental team, which generated delays in
-the validation of new features. This situation combined with
-governmental bureaucracy (up to 3 days) to release access to the production
-environment resulted in additional delays for the deployment step to begin.
-This problem was softened when the analysts realized the impact of
-these delays on the final product and decided to allocate the revisions in its
-work schedule and to request the access to production in time.
+implementation was not easy at first. The CD pipeline performance depended on
+the synchronicity between developers and government analysts, so that the
+latter were prepared to start a step as soon as the former concluded the
+previous step, and vice versa. Initially, this concern was not contemplated
+in the agenda of the governmental team, which generated delays in the validation
+of new features. This situation combined with governmental bureaucracy
+(up to 3 days) to release access to the production environment resulted in
+additional delays for the deployment step to begin. This problem was softened
+when the analysts realized the impact of these delays on the final product and
+decided to allocate the revisions in its work schedule and to request the access
+to production in time.
 
 ### Strengthening Trust in Work Relationship with the Government
 
@@ -264,14 +263,11 @@ analysts group and its superiors. Before using CD, analysts had access to the
 features developed only at the end of the release, usually every four months.
 However, this periodicity did not meet the requirements of their leaders, who
 demanded monthly reports on the progress of the project.
-
+%
 With the implementation of CD, intermediate and candidate versions became
-available, allowing analysts to perform small validations over time. As they
-validated functionalities and sent feedback to developers, patches were
-developed and new versions were packaged and deployed to the VE quickly,
-steadily, and reliably. The constant monitoring of the development work brought
-greater security to the governmental nucleus and improved the interactions
-with our development team.
+available, allowing analysts to perform small validations over time. The
+constant monitoring of the development work brought greater security to the
+governmental nucleus and improved the interactions with our development team.
 
 ## Challenges
 
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