What points in life were you lost and what helped you recover from it? Basically the biggest complaint most people have with me is I'm just too even keeled. I don't think I'll appear lost at any point. Right? So I'm fairly composed most of the time and lost in the sense that it felt like directionless, which is a little different. Though it's a, you can argue that is a synonym. I think 2004-05 sitting in the US, you know, no visibility into whether this green card will come and itching to do something new, i'm in a corporate job, there's a subsidiary and that itch eventually transformed itself. It took some time. I actually used to sit on weekends and try to do a start-up which looked like YouTube for international content back then even before YouTube was launched from three four it is born out of the idea that they were World Cup Cricket used to be watched internationally only through Willow TV and not online. So that was a that was the idea and there was this frustration that you couldn't be the entrepreneur, you couldn't get out of the job. You need to support yourself, there's still student loans to pay. Thankfully we don't have children but basically you're going through this cycle and saying where the hell is this going and 2005 and I came back for winter break, it was the first time I actually went and said I think it might be time to come back to India and this is not like some midlife crisis I was still early 30s it's not the end of the world. I think in my head, I felt like restless that I needed to make some drastic shift. So by 2006 March I was here. Instant got sold to NASDAQ in a natural hey there's your signal, now act on it. And so I quit the job, had a backup job somewhere near Baltimore, came here spent three or four months or six months, felt like, quite directionless again in terms of what jobs are being offered to me and I took the plunge and then of course been here 13 years now. So for all that is forgotten.The only thing I remember and I can look forward to is Bloom. So Bloom is considered today among the top three early stage VCs in India. What are your habits that have made or contributed towards the success of Bloom? I don't know how to classify it's a habits per say but I would say I mean nothing works like hard work. So incredible perseverance and persistence. It's almost like there are days where the wife will ask How was your day or how was your week? And we would just look back and say thankfully enough good news to tide over the bad news, right? And your industry is that way. Your job is that way. Your dealing with early-stage risk every day. And so I think keep your composure try to take away the positives from every day, and build that into a habit and not let it affect your next meeting. L iterally like meeting to meeting you have to switch personas. Right? And so it's not like I do deep meditation or anything but I think I'm just very composed and very objective, very fair and then double it double down that with a dose of incredible persistence and hard work and that's what we try to drive within the firm and say look what we signed up for is not trivial. I mean to make a 100 crore fund out of 2011 or 400 crore fund out of 2015, a five bagger is not trivial, right? We don't have deep pockets. We are not the guys who can back unicorns off the bat and you still have to make 5x. Sounds super tough, so be prepared for a incredibly long grind, may or may not play out, but you should be proud of the journey. So I think it's it's these two things predominantly. The other thing which I baked into and I try to instill some of it, but that's a DNA thing I don't think everybody's capable of doing. It is incredibly efficient. I mean, I almost tell friends, family that sort of proudly but almost I should be ashamed that literally manufacture time, right? So you pull out multi tasker by nature, but I pull out time from all sorts of corners of the day. So it's almost like a create 25 hours out of 24 and that I think is a DNA thing. I don't think that's a habit you can form. You need to be wired that way. So yeah, my plane rides are meetings. My the last two plane rides have taken our meetings inside the plane. So just, you just do it not because it's you know, it's cool to do it. See how because you can get more done and that's how I've worked eight years a hundred hundred and twenty five flights a year, eight years thousand flights since Bloom started. Just make it work. And from a founders perspective from the outside the job of the VC seems to be easy. No, I think it's as simple as it may sound we are a derivative of the founder success, right? So if collectively our founders have screwed up, you look like a crappy firm. If they've worked, you look like a good firm. So to be able to say that our job is any easier actually think about it the good founders coast relatively speaking, they get great partners, they'll have like Axel, Sequoia, Nexus in multiple cool names to deal with them, money, they can hire the talent. If you think about it because you need you the most are the ones who are lagging behind for whatever reason it either is selling a tough sell or they're not able to raise money so how's your not actually even the mean or the average of all of these you're actually skewed towards taking on more of the troubles of the laggard founders, right? And so your job is not the mean, like returns are the mean of all performance. Your effort and your slog is not the mean of all performance. It's skewed towards the toughest journeys, the toughest stories because that's why you're actually pulled in more and our DNA is to help irrespective so we can pulled in more. So yeah far from sexy. I think it's a journey we enjoy, we're slightly removed the founder has their own challenges which to a founder will look like 100X tougher than ours. We have variants of it. Our teams are small so we don't have to deal with as many people issues, as many ops issues, etc, but then if you're the empathetic kind then you tend to absorb a lot of that as if they were your own problems. So the sum total adds up to a lot especially when you sit with a hundred and twenty companies over eight years.