I mean, we love to know more about your journey and the metropoliz journey as well. So the journey has been very interesting and definitely not a smooth ride, which frankly is what makes it interesting. You know, I grew up in Bombay in a professional family professional doctors. So grew up with a very strong work ethic being very middle-class values and an idea that we had to work hard and be responsible and take ownership of whatever we did and I went to the US and I came back to India in 2001, which is where I felt there was a huge opportunity to really look at a business where I felt it could make also a social impact. I came back to India because I'm actually quite patriotic and I felt like, you know, I should be contributing back to my country and since then I therefore I wanted to get him something that has a positive impact in India and on Indians, so I saw an opportunity in health care because my family was in health care as doctors and they my parents were both practicing in their own Specialties. My mother's An ecologist and my father's a pathologist and they're both built good reputations for themselves. And really the opportunity in question was like and I make one of these into a business and really make it into an organized play across the country fortunately pathology had that scope of Heather happening and in 2001 when I was back it was a very different world and in pathology was at, you know world where everybody had small unorganized Labs some pathologist had managed to create a good reputation for themselves, but really nobody had either thought of it as a business had actually treated it as a business and made it into an organization. It hadn't always, you know these individual clinics. So I think the opportunity there was to improve customer experience and to really make them feel like they were in Hospitality versus making them feel like they were patient. It was about giving Global quality. It was about making sure that everything was accessible and available in India, which earlier wasn't it was about creating infrastructure that people wanted to go to the lab. So it was a combination of all these things about a big void in the market. So that's what I saw and that's when I started building so it's been a it's been a really interesting journey. I mean we've done you know, we've gone from having one lab to having to do almost a hundred and twenty labs and 2400 centers across five countries, you know gone are the days where we were one single lab in South Bombay and really taking my building Metropolis as a brand itself was a completely new Journey, you know when Health Care People value a lot of experience and therefore tradition ways of doing things tend to be quite set and the mindset tends to be a little bit rigid and people are not always very open to new ideas. Unlike the tech world where it's very different so actually initially as a young girl, actually, I was only 20 21 when I started building this form. I think the biggest issue that people had with me was with my age the lack of medical qualification and with my gender people. We'll see me as somebody who was going to be relevant in this because I had none of these three attributes which were the people assumed were very necessary to build something. So the journey took a while for me to be respected by people in my fraternity, but I always believe that that's a good thing probably early days and you have to earn your respect. So, you know the long the journey we while we kept growing and I was of the firm belief that that you know, like my doctors ever by like my parents ever many other doctors across the country who have been building good reputations and practices in different cities. And was there a way to really bring these doctors pathologist under a common umbrella which we built as an indigenous brand called Metropolis before the multinational companies came into India and start taking over and building everything and that was really the aim. So it was really a combination of bringing patriotism Healthcare opportunity and the global awareness that I had because I had studied internationally all together in making Metropolis water. Is now was very clear that I had no interest in building this like in those days like Allah company as most Indian promoters or lot of Indian promoters. Did I wanted to build something that was clean with good governance within an institution. They were I was dispensable. I'm a lead it but I did not want to be so much the whole and sole of it that the organization would die without me. So the sustainability of the company was very important to me as well. And the fact that we would be respected and trusted I think to me the principles and the values is that built Metropolis were probably the most important pieces of the journey and I'm very happy and proud that I can look back and say that we accomplished that whether we accomplished the size we want to in all of that is secondary. What we accomplished at least was reputation today when I when I, you know meet anybody whether in a fraternity on the business world people recognize metropolis and myself for being clean promoter for always being fair to people for giving credible results and for making sure we take care of patients. What more could I want? It has been almost a hundred X Journey where you took Metropolis from a single lab with seven Crews of yearly Revenue to today network of hundred-plus laps with 760 crows Revenue 2005 crows a bit of profit. Did you envision that you can get so much bigger to be honest? I never really thought about it. I mean, I don't think you know any time an entrepreneur starts the journey may be some entrepreneurs have numbers in mind for me. It was never the numbers that Of the journey, it was always about what I'm trying to build. It was about the fact of being the first to do something different in India. It was about being the first to build a chain that people trust in India and making all these things available and affordable in the country. So the focus was so much on that. The numbers are just the outcome of those efforts. So no, I mean the simple answer is no there was no big dream that we will be, you know valued at 5,000 crores in in so many number of years and those things just happen to be Be the consequence of the hard work that the entire team wouldn't be honest on during the first few years. Could you take through the challenges and the journeys while taking it from one lab to ten laps to let say 50 Labs, you know initially at that stage. The hardest part of the journey is part of it is a separate the individual challenges and the company challenges. The business challenges really were that we were in an industry where corporatization commercialization profit are all bad. It's because in healthcare it's you know in India, especially we've been trained to believe that everybody must do things out of the nobility of their soul and if you make money, then you are not good, etc. Etc. So actually when you're dealing in that kind of industry and you're dealing with mostly medical professionals, they tends to be a stigma around making it a business. So people really resist any sort of professionalism or commercialization. The second challenge, is that as you start building it as an Ian, how do you not lose the soul of the business which was built on the personal care taken of patients. So as you start to institutionalize, how do you still make sure there's empathy how do you still make sure this compassion? How do you still train to make sure that personal little attention that patients want us to given to them? So that was the Second Challenge and I think the third challenge was that the basic thing was there was no model, you know, globally if you see Healthcare Dynamics are very different globally unlike commodity businesses or real estate or other. Kids where you find a lot of similarity between Global markets and India in healthcare. There is no commonality role in India. It was always a retail play where you have to go to doctors and individual consumers and go and convince them that you're worth the salt and build a brand and our business is not about only going to Consumers and convincing them. Like I am CG companies. It's about getting the doctor to First recommend you and then get the consumer to buy into it. So it's a dual selling and you can't you have to keep the balance between both. Both and selling to doctors is really tough because doctors you can't meet them once and convince them. It requires multiple meetings. They have their own comfort zone. Like I said sometimes tend to be little bit rigid. So change is a big challenge in our industry. And therefore I think getting this new concept of how to build a chain of very high-quality different experience large test menu. For example, I remember when we introduced to introduce new tests. 9% of the doctors had never heard of them. So first you have to go and convince them and explain then why this test is even useful for the patient. So that itself would take months to do then a doctor will SoCal said one patient, then he'll get comfortable after 12 months one year. So therefore Healthcare is high gestation business. It is not a business that you can actually build in one year two years or even five years like you can a consumer Brand This is a business which takes years to earn trust and to gain experience. And every new market you go to you have to start from scratch. This is not an industry where once you build the brand and you go to a market then the doors just opened for you. You actually go Market to Market earning trust. So therefore these were I think was a very significant challenges in building the business on a personal basis as I mentioned to you some of the things with the other the the youth the gender Etc and surprisingly how much gender came in you'd be shocked. When I remember when I was even raising my first round of equity this was 2005. Thousand six and I remember the bankers and the investors asking me very clearly. You know, you're 25 26 years old, you know, you might be getting married you'll have kids. Will you stop running this business and I'm like, look nobody ever asked these questions right to anybody else and then you learn how to tackle them. You learn how to get Beyond them how to show an Express your passion that people don't start questioning you in manners which are based only on your gender usually as entrepreneurs. For example when you're first going out to be Credibility and get your first customer contract. You rely a lot on family and networks. You rely on somebody's cousin knowing you and therefore giving you a break or your Cha-Cha giving you a break and that's how you get your first contract. But when you're a woman entrepreneur, there are almost nobody around to give you your first break because most people actually telling you that beta why don't you relax take it easy work in the Summers, but don't work all your anyway, you will get married soon. Why don't you study more? So what happens is as a woman I He does a lot of trying to convince you not to do something rather than encouraging you to build a business and that becomes part of the personal Journey that becomes quite challenging because you have an entire external environment pushing you to not do it rather than do it in my case. I was very lucky my parents are nothing but supportive and I've grown up in a very Progressive family, but the community of healthcare fraternity and the community of other people unfortunately, We're not is progress.