And then now the goal is to take that and sell it US and India. So we have the advantage of a backend product development, backend support with a thin front end in the US. What IT services companies have done for many years? We want to do it from the product side. Okay. So next, the three, what I call the DNA, really off net core. The first one is profitable growth. And I've never raised capital in my life. I've tried many times. A few years ago, I tried to raise P in funding. And that was the time when people, the P is basically said, look, we want more growth. We won't want your profits. And I said the profitable growth is one thing I will not compromise on. The same P is now talking to me again, saying we love your profitable growth. That's life. The second is this idea of an infinite mindset. Simon's an X phrase. That if you control your own destiny, you own, I mean, in our case, 75% will talk about that. 25% is employees. And if you only own destiny, while you should worry about quarter by quarter, you also can take the long view. What does the world look like in two, three years? What's going on? What's changing? What are the new marketing trends which are there? You're not worried about sending MIS statements to some analyst at a VC or P fund who's going to come and raise five questions about some decimal points that you've probably missed out on. The third is employee centricity. I'll talk about that. I have a 3B framework which I sort of use in my company that you have to balance today and tomorrow. So there is the BAU business as usual that has to be done better and better. Okay. So that's your daily, monthly, rigor discipline because you can't compromise that. That's what's going to generate the money which you can then invest into the future. The second is, and especially this is important for all of us as founders is one of the boosters in our business. What are those next horizons that you can look at which will give you the next sort of product uplift whether it's an acquisition, whether it's a tuck-in-tuck acquisition, whether it's a new geography that you need to expand. You got to keep thinking. Where is the growth coming next year beyond the immediate one? And then there are the big breakthroughs. What is the partnership? What is that big acquisition that you can look at doing which can completely change the trajectory of the future business? So it's sort of similar to what Mckinsey calls the three horizons. I think the three Bs is how I look at it.