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Indian VCs and talking about Bloom also you have preferred founders who are magnanimous storytellers. No I wish it was true I don't in fact I would argue that the guys who haven't played to played the stories out to potential in my portfolio are guys who don't do a good job of it. So I agree with you. I agree with the thesis. I hope, I only back that. I don't think it's I don't think it's absolutely necessary, especially because we have a good blend of B2B but I think to say that you can actually build a very large business without a capacity to storytell is fooling yourself. There's nothing to do with VCS. How do you sell, how do you sell to your customers? How do you sell to your employees? How do you get your 400th employee to be as motivated or kicked about what you're building without being a great storyteller and I feel that's the essence of a great startup, is ability to transmit the story because their mission, vision, purpose has got a resonate with even the last person you hire this, you know, as of this morning, right and that happens only if you are a great storyteller, I don't think if you just do a blase hey, here's your job go do it, you can build a great startup. So I'm convinced that it's the right skill to have, I don't expect five people in the team to have it, one or two is good enough, but it doesn't necessarily, by the way people who sell a great story to a customer are not necessarily the ones who do it as well to investors for example, but you need to have the skill in one way or the other is my take. You just need an immense.. think about it I mean Venture Capital funds things broadly speaking that don't exist in that market, broadly speaking. Which means how the hell are you selling people? Doesn't matter if I think you're by bracketing it as a storytelling to VC, you know, you're doing it too narrowly. You know, it's not about that. It's about how do I get as I said in my third year as I'm struggling towards raising a series B. How do I get like a great CTO to join me? It's not easy. You got to sell them a story and actually it's interesting because it's an example from this afternoon, I have to interview a CTO candidate for a pre-series B company over the weekend and I'm part of the storytelling, I'm selling that guy a story for one of my companies, you have to You have to make people believe in the cause of whatever that company is building towards as much as you believe it. It's the only way to propagate a great organization and eventually therefore get a great outcome is my take. How do you think companies like Google, Facebook, Instagram, WhatsApp can be built in India where the founders are deeply technical and can visualize scale but not so good at storytelling? Very tough, very tough. I think, I mean I haven't met some of these guys, I mean like ShareChat for example obviously is done a good job. And I think the passion comes through in more and more VCs if you look at what, I mean, we call them outliers, we call them mavericks, we call them I think misfits, so I think beginning to recognize that you got to be able to not straitjacket these into a formula that a founder has to be this way, but almost learn to spot the, you know, the exceptions, right? If he was going by a rule book, then everybody can spot them. Right? And so goes back to how you build a founder detection framework in some sense and whether the founder and for me, at least the yardstick is do I, the founder and I, if I am the investor in my team member relate and deal with the problem in their head as passionately as one another and it's very true that VCs find the founders they like in the founders like the VCs they like, true 7 out of 10 times wherever there are misfits it's not a happy marriage, but you know, otherwise it's true. And so therefore I feel you know, your ability to somehow weed them out from 2,000 people to how many ever cheques you're doing in a year is basically the skill and gut you to have to develop, which is why it's still it's a not a science and it's an art of the gut. And I think these kind of stories where it feels like a absolute virgin market where you have no idea whether this thing will work in India, but becomes the next billion dollar story, which is very unique to India, it's waiting to happen. It's waiting to happen right whether that's really are three in our portfolio whether that's something else we're doing, some exotic stuff in agri right now, I don't think they'll be easy global parallels. We've made the bet obviously that's why we are happy that we picked something which we think is an edge case. Now, we have to convince the next round person and the next one person, but I feel more and more confident than 8 years ago where I feel more people in the ecosystem sense this that India's time is coming and you know, we should back this crazy visions and visionary founders and some of them will play out those risky bets are the ones which are going to make the most money, like my LPs tell me historically they were shying away from that because it's really true. It was basically you didn't know what's going to work, what's going to take off so you're hedging, making more bets. Now it's like no it's time to take more risk and if we are doing that, I'm sure every other VC firm is thinking in the same way. There's no point taking averaged out risk any more of what exists another market or what is a copycat what is you know, you gotta pick up edge cases is my take. Which markets in 2019 2020 if you find a great team you would invest on the first meeting? Here we've changed our stripes from that first meeting investor. Lot, we've never been that the impression might have been that because we cut a lot of cheques. You wouldn't believe it even in the first fund where we have 70 plus cheques. I don't think we cut a cheque in more than 10 in less than six months. We're slow, we're just actually painfully slow which explains why we did 70 because we always used to get it in the end because either we don't have money or you taking too much time and it's become a more well-thought-out DNA today. So just to correct that perception I wish it was first.. I'll change that slightly I'll nuance it. It's the first meeting is when you're right, then the thesis, founder, philosophy, problem instinctively hit you. Light bulb goes off. And then for three four months you're testing whether that light bulb was a fake signal, right, you're saying did I get to seduced by the founder, what does the rest of his team look like? Did I get too seduced by the space? This is not going to become very large, the customers actually going to pay for it, is there a revenue model in this? These historically in fund one would have been hey we're a taking a 100k punt, let's do it, right? Now i'm testing that out more than I ever did before or forcing the team to when I say I hardly do most of this investing, its more team. But that's how we are training ourselves. Specific to spaces we think anything that touches this, you know, the hundred to five hundred million category of you know, mobile user is very very interesting. So anything that empowers that user is fascinating to us. So we do a whole bunch of stuff in our work in financial services and agree as of late. Out of the first ten investments in fund 3, 3 will be agri. At least one will be actually out of those 3, 1 or 2 or Fintech oriented. So there's a lot of that flavor and surprisingly another three or four will be really deep tech and I don't think we are done. I think we'll probably do two three more because you asked about the next year year and a half and that's been the flavor for fund 3. We're just saying go where the deepest conviction is and just double down on that space don't hedge, don't do commerce because its flavor of the day and you don't have a you know deep connect with what's getting built out there. If it's truly differentiated great, but that's the perils of being a small fund, if it's not truly differentiated of isn't there isn't a great enough moat. What's the purpose of your million dollars? It's too small in the current day and age to make any difference. So you got to be able to back founders, who are just building something towards the edge that becomes mainstream tomorrow. That's our biggest challenge to it. So B2B doesn't remain a core bet for you? It does. So when I say deep tech it's predominantly B2B. I don't see a selling, you know necessarily something genomic or software which is deep.. anything in software, AI, robotics which becomes consumer-oriented. So that's B2B. It's just that even in B2B I'm a little tired of playing marketing automation or like you know vertical software, sales efficiency, Like where is our edge? Right, we're competing with global players. There are going to be 16 such guys in the U.S It's tough. So we're navigating some of that early stage founder risk to occur, which we started with a couple of U.S funds, but when it comes to India-centric, what deserves a million dollars I'm saying show me what's going on and how somebody's truly tapping artificial intelligence to build better customer centric. Customer service centric applications, that's one of our bets or how's you know, how are we doing truly indigenous three-wheeler electric vehicle, small cargo. That's as narrow as that, right? And this thing will double down on that kind of risk, and that kind of a founder rather than simply pick something generic out there.