But as a founder and as a CEO our view scale was Lee and what are the some of the key resources techniques what has helped you along with so I think first and foremost it all depends on your business strategy. My business strategy has always been global and to be a global player you need global scale and therefore whatever I've done I've built scale into it now, obviously when you want to scale up, And one when you want to scale, obviously the capital needs are also very high. So therefore I've tended to do it in a modular way, but I've given myself a timeline in which that modular acceleration takes place and I create a model where at every phase of that modular journey. I can make money and put it back into that so that I can build the next module. And how long is this model? You'd think I'm free. So if I look at my insulin story, I started developing insulins in the year 2000 and when I actually got my first insulin approved in 2004. I had a certain scale of insulin production where I could at least cater to some part of the Indian market. And then I started adding to that capacity and quickly in three years time. I increase the capacity about tenfold. Okay, using technology basically, you know, once you understand the technology you can actually make huge improvements in the technology itself, but I did increase capacity as well and then I realized that I could not cater to global markets if I was only relying on the big capacity at created in it India. So I created a large capacity in Malaysia for which I needed huge amounts of capital. But the beauty is that the Malaysian government who are trying to attract companies to invest in biotechnology came to me with a big offer saying will give you subsidies will give you grants will give you tax holidays. And then I got a huge lift because I'd entered into a partnership with the big pharma company who then decided to back out and they left me with all the money. So using that money and using all the grants and subsidies and tax holidays that the Malaysian government was giving me I decided to set up the facility in Malaysia. So that helped me to lower the cost significantly and I built a huge scale as a result of that and started. Selling globally as well. Yeah, and then I'm able to sell globally so and we are one of the largest insulin players in the world amongst four large instrument players in the world. Similarly when I started making antibodies I started with a small capacity, but I did it a long time ago. So the cost of setting up that facility during my IPO time was much lower than what it is today, but that capacity was good enough because I had left expansion space. So the moment I had money to expand I could just plug in play and that helped me to quadruple my capacity at a very low cost and then once I started making money out of all the products I was producing their I could then afford to invest in a much more expensive facility, which was 10 times the capacity. So that's how I've been playing my modular plague thinking in scaling and whether people either mentors board advisors, what who is who are you sounding those who help you think through these? I think I've used a lot of common sense thinking along the way I think I we as a group I basically used my leadership team as my Think Tank. I think I don't I'm not the typical entrepreneur who keeps going to a mentor. I feel mentors in entrepreneurs in entrepreneurial. journeys needs to help you to stay focused don't buckle down at the first sign of failure or at the first sign of an obstacle coming your way. I think that's what mentorship according to me for entrepreneurs should be. I don't think any entrepreneur should be going to a mentor saying what should I do? Next? What should I do? Next that is not entrepreneurship at all entrepreneurs need to script their own journeys. They need to figure out things they need to solve problems. If you don't do all of that you're not a true entrepreneur, if you keep running to a mentor at the drop of a hat, you're not an entrepreneur. You're just working for an organization. Who does that all the time? So I think we must understand what is in it. What does it take to be a true entrepreneur a true entrepreneur is a risk taker is a problem solver is a problem is a person that is willing to face challenges is of person who's willing to face failure. Okay. That's the signs of an entrepreneur. So my mentors have not I mean when I look at mentors, I actually draw inspiration from people. I don't call them mentors. I draw inspiration from people. So obviously, Mr. Vanghoul who helped me with the first, you know venture funding in a way. I called I thought of him as a mentor because you know, he understood my needs he understood my story and I would constantly go to him saying, you know, this is a challenge I'm having you know, this is what I'm up against and then he helped me so into that extent, he was my mentor, but I never went to Mr.Vanghoul. We'll all the time saying now I have this problem that problem. What should I do? In fact, mr. Vanghoul very often used to tell me, you know, you are very unique in the way you used to deal with me because I wish I could find more such people like you who had more confidence in what they were doing, you know, similarly. I think I used to draw inspiration from a lot of people his brother Balamonion is one of the most innovative thinking minds and just brainstorming with him. I get lots of ideas. Mr. Dr. Davie Shetty just brainstorming with him. We both of us get ideas from each other. I brainstorm with a large number of people and with through that brainstorming process I get inspired and I think we all Inspire each other. It's not about mentorship but inspiration.