So these principles like how did you go about doing it? Is it only the founders? Are you got the manifold management team? Yeah, we got everyone we crowd sourced it gets so over a year. I think we kept chiseling it down first. We ended up with 12 then 10 then 8 then we ran 58 for actually a year and then we said people still don't remember and we really hit hard to bring it down to five got it one is remembering others adhering buy it. Yes. How do you met? How do you very good? A point. Yeah and hearing is more important just like in entrepreneurship the ideas. Okay, but execution is everything. What we do now is that every interview a dream Levin people are rated on these five principles. Every quarter your peers 20 of them from different teams will rate you on these 5 Points. And I think this is this is a slightly different or very different from other companies. We don't do appraisals based on targets. So there is no targets a dream 11. There's only one target for the whole company our Revenue. That's the whole committee Target. And so what we do is every quarter your 20 peers re to if you get less than a seven on 10 on these five principles two quarters in a row. You'll be asked to leave doesn't matter if you're hitting targets doesn't matter if you're doing well doesn't matter anything. Of course the first time you do it you get a bad rating. We work with you for a quarter, right? We really sit down and help you improve your ratings. And this is all Anonymous feedback by 20 peers. So people are tend to be more open and vocal when it's Anonymous. Is this 20 people of working with? Yes, of course claims? Yeah. No selected by HR. Okay, and we also visited by that person also, so the person knows where the 20 people who are going to increase the other idea agree. Right? So because you can't have someone who comes and says, oh, I don't know who are the 20 people you did. I don't agree at all. Everyone. I know I work with they all love me, right? So it's also self-realization reset that first time you get a bad review below 7 we work with you and help you to see what parts are not going. Well the second time you get it is your final warning. The third time the minute you get a bad review. Yeah, you're asked to leave immediately. It's a blended average of all these five factors such as out of ten. Yeah, right. Okay got it. And do they get specific feedback on yes. Well, let's say on on user Focus. You are not focused in this particular project project or something very specific or no. It's not that specific on project but people are people can put their comments. Okay, so you can give your comments on like why you gave a bad rating and got it we are People part of the services. What are the things that this dream stuff? We call them? Yeah is doing well. Yeah and is can improve upon call. You also get a little bit of qualitative and quantitative feedback. Got it. Okay. When did you put this in place two years ago two years ago and it's been good so far. It's II think it's been very good. Now we're getting feedback from people that we want to maybe revise the questions to Encompass some more things, which these five principles don't account for. Yeah, so we're always open to Change I think most things or or I wouldn't say I'd much rather replace because we've seen with adding more people don't remember and they can track it got it, but you have to be flexible right that this is n and where did you pick this from? Are there any places where targets are only one and then and no cultures how the rest of the country people people ask other people. How do you set a right culture? Like what is a good culture? I think a good culture is one that you've set and you actually adhere to in live by yeah, there is nothing like a defined culture like a Reliance and an Amazon can have vastly different cultures. Obviously the body deliver a Microsoft would have an even more different culture a Google would happen even more different one, but I think what's important is that every company culture can be really useful as long as you Only live by it you will get in people who relate to that culture and will do really well in that culture and the people that don't believe ya or is it will come in here and that's okay. Yeah, there is no right culture. There's only the culture that works for you and more or less. The culture does flows from the founders. Absolutely. No, so all that is awesome in many Founders follow but the adherence aspect of it which you are doing is recently unique to you. It's very important and I shall we And for our appraisals, yeah, we just do a market survey by you know, the top Consultants along with our talent acquisition team and we get to the 99th percentile that the market is paying for every level and that's how you get a real Garden. Okay. It doesn't matter what you are getting last year. So we've had people go from we've had people who've got 10% appraisals. We've had people who are at two hundred and seventy percent appraisal creason. Yeah in a year. Yeah, so Idea is that you know over many years. We tried bonuses. We tried, you know, fix style geomorphic. Sorry. Let's fix our deleted everything. That's a good part about having being there for 10 years, right? You ended up trying almost everything. Yeah, what we realized was that Why do people care about appraisals what do they care about? So what we have come to a realization is that people only care about what they're worth compared to what they can get outside. So they don't actually care about the percentage increase internally as much as they care about what offer they can get from outside. And so if you can essentially be paying at the 99th percentile of the market. You're you're telling people proactively that hey, you're not going to get a better of outside. Right? And if you do it's not going to be like a 30 40 % jungle be some 10 percent jump and so your culture will keep people but you have to pay top of Market. Also, if you want the good people to stay you can't you can't just sell culture and say that okay, you know, I'll pay you peanuts. Yeah. Well then you give more esops and you My Equity. What's your thought on Aesop's how do you think everyone gets it? Everyone gets it from the Penguins? 250 people every single person. Okay, and we have to actually force it down some people so when they're joining some people say no. No, do you keep your stock you give me more fixed salary and we then explain to them the system that salary is not negotiable you're paying top of market and on average I would say about we almost have a hundred percent of your salary fixed salary you get in Aesop's a dream love and poke one is to one almost at an average. It ranges from 50 to 150. Sure. It's this recently both these are very unique, right and and again, these are three things unique. Yeah, but these are things that we can do because your product egg. Yeah because we are at 250 people doing a couple billion dollars of top-line. Yeah, you can't do that when you have thousands of people doing a couple billion dollars, right? So because we are very Capital light because you're highly efficient business as a business model. We're very fortunate to be able to do all this. It's not a playbook for the companies who are asset heavy who are people have e Got it, but the relationship is can stay the same. Yeah. Yeah. So each company needs founder listening should adapt this like Netflix did their original culture like a lot of these good learnings are out there. So, you know a lot of this comes from Netflix is legendary culture deck. Yeah. In fact, I was so enamored by it that I even got a CTO from Netflix. Okay, so our CTO join us a couple of years back. It was a lead architect a Netflix and move back to Bombay and one of the important things To get a highly culturally aligned CTO because the new tech company Tech has to be culturally aligned. Yeah. That's the that's your foundation pillow. Yeah. So would you if you were to do this again, would you have started this exercise earlier and what scale 50 people a hundred people is, you know, people really first thing also this culture you can change it. Yeah. It's not something that set in stone. Like I said, we can change it even now we change it. We look at it all the time, but just writing it down. What does what does culture I mean to you at every point it can be different but I think that's important and then get in the team's input keep updating it goddess and then tied to Performance is the other thing you've done yet. You have to lie because of this if there's no relation, then people just have it like a, you know a page in the HR manual or whatever, right? Yeah. It doesn't matter. Yeah, and also your Revenue per employee. Yeah. It is a key metric so that you can pay top of a mug all these are some things to think internally so out of the 250 people. 250 of them know what our Revenue numbers are what all our data is. They have access to our internal data analytics. Everyone has it. So we trust people internally to keep the data secure and we give them access to it to do a better job. I think that's part of our fundamental, you know, the transparency I said is to be transparent at all levels.