For some moments in the business where you almost cried? Oh my God so many times and and really what I learned along the way and this has nothing to do with gender. But what I learned along the way that most of us are different in our personal lives and we're different in our work lives. We tend to be emotional in a personalized we tend to not show our emotion in our lives because we think it makes us appear weak and what I actually discovered along the way is that expressing your Motion even in your work life is actually can be a huge strength because it allows you to relate to people it allows people to feel like they're understood that we are not all robots. Just coming to work and doing our jobs, but actually we're human beings that allow ourselves to engage with each other or non-professional fronts and that actually helps a huge amount in building connections. So along the way I started showing my emotions. So, you know, I some of my employees have seen me cry sometimes or seen me really upset. Yet but you know there have been some very stressful moments. I mean, we had a big shareholder issue in the company where it was a very very stressful time. You know, we had a hostile shareholder who just would block everything in the company and not allow things to progress for 10 years the company stagnated significantly because this individual would not allow things to move. So it was very frustrating for me to watch my for my baby. Stagnate and not be able to reach its full potential because the shareholding was complete. The board was not aligned the shareholding was in disarray and that there was this huge blockages being put by this individual. I finally solved that problem and it took a huge energy effort and risk on my side and courage on my side to take that punch later on 2015, but for the 10 years before that, it was a very tough time to deal with it and really for me from 2006. Teen it's been really Metropolis 2.0 because for the first time since I started building this business and 2001, I've had complete freedom and peace of mind to build the business the way I want were the key investors you brought in from 2005 to 2008 e so I had three rounds of private Equity investors are the first ones were ICICI Ventures who came in 2006 have a very supportive. We had a great relationship, you know, it was a good investment for them the latter making a lot of money, which was great. I'm very I was happy when my investors make money they exited in 2010 and we got Warburg Pincus in again really good investors blue-chip Global and you really see the difference between different quality of investors at different points and again, very supportive and we had a good run again. They made great money when they exited in 2015. I actually took personal debt to acquire their shells because they were stuck in the company because of the Hostile investor. And I wanted to make sure that I had kept my commitment to them of giving them an exit because they couldn't exit to anybody else. I took debt and actually bought their shares that was a huge risk and a huge part that I took in 2015. Then Carlisle came in in 2015 and they were actually and our investors even today. They exited about half their short-haul shareholding when we went public just about any April 19. And again, they've been you know shareholders who have given me probably the most to support in terms of I When using the Carlisle teams for MMA and it's been very physical available support from the interrelationship that I've had with all three has been very good. And again the learnings that I I've had which I think is very useful for all entrepreneurs is most entrepreneurs Focus too much on valuation all of us feel that the valuation of our business is a reflection of how successful we are and whether our company is valuable or not valuable. I understand that. But I've realized that it's as important to look at the terms of the deal as it is to look at valuation often. You get people giving you the best valuation and really bad terms which come back to bite you later in the day. So I think it's very important to focus on the quality of the investor the reputation of the investor how they have behaved in past Investments, you know, whether other ones to create disputes and create conflicts or they wants to be supportive. Are they going to stick to their word? Are they going to be only commercial minded? It's very important to do this. Research and then it's as important for you to play the role that you promised. You know, I mean, I don't think any of us can guarantee anything in life is entrepreneurs, but we can commit to is that we will give our best like we promised to more importantly be fair not cheat our investors in terms of try to make an extra Buck for ourselves along the way because it's while we do reference checks and reputation checks on investors. We can't forget that they do the same on us and if you screw one investor that is going to come back to bite. Bite you in the future because it's a small community the reputation spreads and in the future, you will not get the same quality of investor if you land up getting an investor at all. So the reason metropolis and me have always had very good quality Blue Chip investors is because we've always been fair to all our investors. They've always made money from us and that's the best starting point to get the next time the best investor to come in. So who during these 17 years of this journey, what do you believe are your strengths as a Entrepreneur that you are able to build in spite of all these challenges such a big conglomerate with so much trust in it. You know, I think the key word like you said is trust and I think I think my strengths are two or three number one. I do what I say I'm going to do I'm not one my actions and my words match and I think people see that when they interact with me and I think that's what builds trust. You know, when you when you say what you mean and you do what you say. Say I think that's a big that goes a very long way in building trust and that's one of the very critical components of any long-term business or relationship. I think the second thing is a very strong emotional quotient. I think again about relationships and be a be having the ability to build relationships is about not building them transactionally, but building them as long-term relationships having the ability to understand another person's Viewpoint having an ability to put yourself in their shoes and be able to keep that relationship and momentum. Going a longer term. I think that I think would be second thing. I've managed to do that. Well with my employees my partners with my investors all stakeholders, I think third is a clear clear communication. You know, I think it's very important often. We all know what we're thinking but we're not always able to communicate as clearly to people around us and I think clear communication has been one of my strong points in telling people exactly where I am what I'm thinking what we want to do why we want to do it and not feeling tired or frustrated and explaining that again and again and again and again because often we think when we settled somebody once a people's just going to get digested and it never does it's about that nurturing where you have to keep explaining it and keep training and and nurturing before people get what you're saying. I would say these are some other things and forth. I would say is planning, you know often in India and I see this is a very cultural issue whether you are a professional or whether you're an entrepreneur, but probably more if you're an entrepreneur because at least as a professional You're trained differently in corporate India, but as an entrepreneur we are so much about action that we think of an idea and we go straight from ideation. We do very little planning and we jump straight into action and to meet this is where Indians are not always able to build very scalable businesses because what happens is you can build a business quickly by going into action with Speed and Agility and adaptability good when you want to start scaling that business the planning that you did of the strengths of the the pillars and the foundation that you were building it on. If its weak scaling and the sustainability of the business becomes a huge issue. So one of the strengths that I believe I have is actually planning and making sure that when we actually decide to do something I spend a lot of time in being very thorough very detail-oriented keeping being very aware of the risks. I'm taking doing lots of checks and balances and getting everything aligned before I act I would say these are some