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That are probably a few people in the audience who are not from the biotech side. So would be really helpful. If you can give a quick intro of biocon and the current scale of the company just to set the context and then we'll go into your journey. That's okay. Today biocon is one of Asia's largest biopharmaceutical companies in terms of the people strength. We have close to 12,000. Most of them are scientists and Engineers. We have a gender ratio of about 30% of women. most of them are scientists in terms of what we are doing in the field of biotechnology. As I mentioned. We are a biopharmaceutical company our key products are insulin and insulin analogs for diabetes and what we call as protein therapeutics which includes monoclonal antibodies and other types of antibodies, which really are used for cancer and autoimmune. diseases we are leading in one of these specialized fields of biosimilars which are nothing but biogenerics. In fact, we are one of the largest biosimilar companies globally and we're very unique company because we are so solely focused on biosimilars in that particular subsidiary of Biocons, which is called Biocon biologics today Biocon as a company has three critical business verticals two of which are in separate companies one as one is research services company called singene and the other is the biosimilars company called Biocon biologics and Biocon the original parent company continues to develop a large number of what we call small molecule products both generics and novels and we also have some company called Bicara which we have recently set up in Boston to develop novel fusion antibodies for cancer. So this in a nutshell is what biocon is today. We are really focused on making a difference to patients. Globally. We are very focused on diabetes and cancer as our thrust areas. and we want to make a big impact on global healthcare by providing affordable access to these life-saving medicines because we realize that these are very expensive medicines and we need to basically change the paradigm where we are able to develop these products in a much more affordable manner so that more patients around the world can access them. Today most of these protein therapeutic drugs are only accessible by the affluent patients in the western world. We want to change that. We want patients in other parts of the world also to be able to avail of these very important life-saving drugs. So that's our sort of mission. We are very focused on patients. We are very strongly focused on partnerships. And of course, we also believe that By making sure that your business has this goal of this purpose of global impact, we believe we can create very large markets for us and in a very profitable way. So it's about economies of scale. Really. That's the way we look at it. Wonderful. Thank you. That's that's a great background. So I want to go back maybe start from a little bit of your background where you come from and then go into the biocon founding story. And enscape let's start with you. Yeah, so I often call myself an accidental entrepreneur because you know, I never planned to start a company. I never planned to you know, create the kind of company it is today. I basically started Bayou corne in 1978 literally as a rebound to my not being able to get a job as a brewmaster. I qualified as India's first woman brewmaster, but I soon found that as a woman. I was discriminated against by all the you know leadership in breweries because they felt they didn't want a woman. To lie exposed to what they thought were big challenges for women in breweries. So with that I basically then set up a biotech company in 1978 and initially for the first 20 years biocon was very focused on enzyme Technologies and these end enzyme Technologies were being used in a large number of Industries, including the Brewing industry the and the sort of the Textile industry and the starch industry and effluent treatment and a large number of indices through juice and and the food industry baking industry things like that. So for 20 years I did that but then after that I felt that we had developed some very interesting Technologies, which could be leveraged for biopharmaceuticals. And that's why then I shifted gears and then transform the company into biopharmaceuticals. So I exited the enzyme business. I sold that enzyme business to one of my biggest Global competitors and that is really been my journey. And when you then did you go public was it in the previous phase of the second, you know second phase. Okay when we became a biopharmaceutical company, and we started accelerating growth and when we needed much more Capital to really pursue a biopharmaceutical Ian's I felt we had to raise capital from the markets and that's in 2004. We went public.