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The enzyme business it was doing well. He saw this opportunity on the Bayou side. And how did you go about lik, what is the initial face? Like when you made that transition it's a big shift. So as I mentioned to you, it was really a strategic shift which we made which was really based on technology. So technology was the sort of strategic different differentiator for us where we said. Well, we should be agnostic to what we are making but we should actually look at what can this technology do so, you know recombinant DNA technology, which is really the basis of biotechnology. If you step back you can use that platform for doing anything you want so you can use that platform for as I said making enzymes and in our case you could use that platform for making biopharmaceuticals. So we decided let's start looking at biopharmaceuticals because we felt that that was a Much bigger opportunity for us because if at that time enzymes were not first and foremost as important as they are today because you know enzymes were about Greening industry that is to replace chemical Technologies with enzyme Technologies. So what happened was that as a result of that enzyme started getting compared to chemical geez, and I think the mistakes that the frontrunners in the enzyme industry made where they started only looking at enzymes as a small premium product to chemical Technologies and they shouldn't have done that. They should have looked at themselves as a paradigm shift and they should have actually looked at themselves saying don't compare us to chemicals. This is a very new technology and this is going to be transformational so don't compare price. Price look at developing new technologies new processes, which really will make you very sustainable those days sustainability wasn't important with the result that the price points of enzymes were much lower than they should be and they started just sort of developing enzymes as commodity products which it which which they shouldn't have been now if we then compare that to Pharmaceuticals You could have looked at it the same way you could have said oh generic molecules are very cheap to make so biopharmaceutical should only have a small premium, but that's not the way they developed biopharmaceuticals biopharmaceuticals were addressing unmet medical needs. So small molecules could not address those needs and you know, when it comes to health care when it comes to saving lives people are willing to pay that much more so they completely sorry one clarification for the for layman's terms. What's the Between small molecules and biopharmaceutical so small molecules are chemically derived synthetic chemical derived molecules biological molecules are what we refer to as protein Therapeutics their produce by cell culture, which means that for instance just to give you an example supposing you have diabetes. You can either take a diabetes pill like metformin metformin is a small molecule or it is a Synthetic chemically derived synthetic drug, it has a chemical structure, but then look at insulin insulin cannot be synthetically constructed. So what you need to do is there is a genetic sequence that X that codes for insulin in your human body. So all that you do is you take that genetic sequence. You put it into a living organism. In our case a yeast and that yeast then produces the insulin. Okay, so it is a and it's and it's a protein. So protein is a very large complex molecule chemically synthesized molecule is always very small. So it is it is a micro in which you take the comparison of a large molecule and a small molecule. It is like many orders of magnitude in size different than a small. You got it. And when you started in the late 90s India was doing a lot of the generic pharmakom stuff, but whether others doing biosimilars or any of the biopharmaceuticals, they were a lot of companies making vaccines. Okay. So a lot of the vaccines in a way are also you know large molecules in that sense, but what the and that technology is very different sure what we we did was completely different which is we were using recombinant DNA technology to make these life changing life saving medicines, like insulin, like monoclonal antibodies which were transformational and in terms that you know most cancers up to then where yous were treated with chemotherapy, which is a chemical chemically derived small molecule, but then we made Shift to immunotherapy which includes all these antibodies and that made a huge difference because suddenly it started looking at curing cancers not just treating cancers. So I think that made the big shift and that's why I think they we are able to price these products at a huge differentiated pricing Point than small molecules. Got it and going back to the early days the 0 to 10 phase or whatever. You wanna call that you start. At this and they were probably not many geese. He's not much people to help you along hiring walk us through that phase because today all this is taken for granted, right? Yeah. So when I started Bayou corne, it was a very challenging time because of course they were no VC's at that time. I consider myself the first tech startup in 1978, but it was a very difficult time because a there was no Venture funding so I had to develop add to On debt financing now when you went for debt financing in the late 70s. They wanted Co lateral security, which I didn't have I had only 10,000 rupees in my bank. Plus I did not have any business experience. I was only 25 years old. I was a woman so I was very high risk from a banker's point of view So Not only was I high Financial Risk. I was also a high business risk because nobody had heard of biotechnology and then I had another risk profile associated with me, which was I was a woman and women in business were not really looked upon as bankable. Entrepreneurs so and I was only 25 years so they felt that I was a big big risk for them. So that's why I couldn't even get debt financing easily. I didn't have collateral to offer either but you know slowly and surely I started talking to a large number of bankers and One Bank of believed in me and said come on. I'm going to help you. So my story has been about that about overcoming challenges building credibility by convincing. People that I was credible and the other thing was that when I came to a certain stage where I had proven that I could deliver on what I was claiming. I then chanced upon a very important person who created the first Venture fund company in India, which was mr. Bhagu. If you remember ICICI he was chairing they started the first Venture fund which was called the technology. element and investment Council of India Company of India. So TDI CI which was an offshoot of ICICI became a venture fund and he wanted companies like mine. So when I went to him and discussed what I was doing and I was telling him what challenges I had. He said this is exactly what I want to invest in. So they invested in me. Which year was this that was in the year 1989 You are more than a decade into the yeah. I was almost a decade into the company when when I met mr. Bhagu. And then when you made the switch to biotech the biopharmaceuticals, how is that Journey? So when I made that switch and I needed capital I can tell you at that time. Also, I needed a sort of cross over funding and at that time I went in for private Equity round and at that time also because TDI see I had had a very good experience with me. They actually funded me even in that room. Okay. And then what happened was that they then exited to AIG? In 2003 because they got a nice return on that investment. And then of course AIG did very well from with my public offering.