 when they actually start to talk that I found out about the name or when we were actually charging back stages that he's a liberal arts major and I asked him, it was a liberal arts major, how did the gods bring my paper to chair a technology company? So you know he came to one of the most powerful lances and you know they were going to have to take your stares Roshan, what you told me then? So Roshan, I think you asked me a lot of questions about basic technology you learn a lot but you also get the other ones to think very differently that's one of the problems that can solve so because you understand technology but you understand problems and you become very use case focused, what are the situations and mistakes some problems, but I definitely find it is, it is a handicap that I can't go because the department is quite good but I can't, I don't know I have a view to that, just if you do not naturally yourself you don't fall in love with those problems and those products and you take a more, I would say business or promotion due to the product therefore you can bring a better sense to it but isn't that the situation that you do projects? So this is a company of product companies where we solve problems for customers but I also sometimes find that in my conversation with customers more and more customers are asking about the technology customers are asking about how you are managing that technology to solve that problem and so understanding pain points is becoming very interesting I find more and more complicated conversations for example I just learned a couple of weeks ago where we were working for a customer and I didn't, they're the mobile space, this is a customer that has 75% market share so they're very, very well, but they're purely a happy customer so this whole project that we did for them was very much designed helping a customer think through the journey that they put their customers through and what then needs to change technologically downstream once you understand what the problem is upstream so the conversation is doing much more upstream and technology is becoming a very good solve that problem once you understand what that is but the human experience, the customer experience challenges So it's more objective therefore Correct, that is much more painful for them Well, you know, so that's what happens when you actually put an enterprise major in our technology sector, you bring more objectivity to the whole business and then you have something, a same organization that you chair in today you start it on the floor as a business manager and then you went on to manage government predations and investigations which is very huge, it wasn't painful you know, because people who think you're a complaining sound board they can just come and complain to you and then you also meet the chief strategy officer where you sort of, you know, looking at your services and your areas for your organization so you know having worn all those hats in the last 20 years which don't have any joy personally which was personally very rewarding for you Do you think any job is moving your hands dirty and the trick of things in the map of it, so to speak you never learn, because you're living in an IT cloud that's disconnected from what actually happens underground but I have to say very accidentally the best job, the best learning job I think I've had in many ways was when I was learning industrialization where in public companies of the age with a whole bunch of financial investors and I would meet about 150 of them in a week or now and there was one stakeholder who was not afraid to tell you exactly what he thought about you about the company, about your peers would you go through them, would you suck that and a very, very different stakeholder than employees or customers so I've got a very refreshing, very rewarding income for the learning that came out of that and in many ways that job was about articulating, you know, it was challenging where was the company going, telling investors what people were doing, what were your plans etc, etc and then after that I moved through to be the strategy officer and I remember having this conversation with my predecessor because he was moving me something else and I said to him, I think this challenge the job sounds very fluffy, it's not a paper-surfing job because I've got so many old books and he gave me a big story he was stuck with, he said it's like solid food you can't see it but if it isn't in the food, your food doesn't taste so good so I realized that the value of that job it's about creating a neighbor so that job taught me about how do you prioritize how do you prioritize the assets that a company has to make sure that they can get the best returns for their assets and now this is our assets of people and money, but I don't see a lot of people how do you get into our best people a lot of them are the best products the most important products, the most critical things for the company so it's a huge huge burden you also have a very, very different task but enjoying them both the best I think that you're looking to achieve as a chair person definitely what has been achieved so far I've seen people go right ahead in the last six months and you know, it's a huge opportunity and a huge responsibility and I think it's really important and it's currently the best and it's currently that big and you know my father has been an amazing platform in the last 15 plus years where there was a solid program of integrity and the right value and the right sensibility which I think really matters at the end of the day on what you've been paid off of so I'm very excited our opportunities are tremendous and the technology service we can talk more about it I'm very, very open to where the technology service industry can go if a model in many ways in India began with cost people came to India because of cost they stayed because of quality and then we all made money in food because of scale but there's tremendous tremendous opportunity emerging from the wage technology we find those services that you can offer to customers your relationship has shifted from being about cost and quality to really being a strategic manager to the customer's narrow joint setting company now is becoming a technology neighbor company and every strategy this technology is the trick so that's exciting would you stop three sectors today to put monies on which one, which three would it be? I don't put monies on anything else I'm just joking but you think about how you can share with the age and data engineering and bring that information to the restructuring of the structures in the organization and anything you do with AI I think those are things that you need to play on the way business unfolds going forward I've been sitting 10 years down the line 15 years down the line how do you think this philanthropic vision could be different? how would it evolve or how would it change depending on what is required in the country where do you see yourself doing or what industry yourself being involved has been a sort of funding philanthropic projects in the current times? It's a big question one I'll share with you 67% of the economic interest of the employees is owned by the organization and every 67 cents of a dollar a day goes to a good cost I think that's very powerful for employees that has deeply affected customers we are all focused in the foundation which is an operating entity is in the area of education and I'll share with you some of the challenges that happen we work with the public security systems we work with government schools in rural India the toughest districts in the country the magic of India is in the years of every child in the country this is not something that is developed in the 16th century the challenge is those schools won't function the challenge is quite profound because you can have a teacher teaching second standard of course and fourth standard at the same time a teacher may be a multi subject teacher she may be teaching math often times a child may be there is no way to do something at home and the best way that the child may get is the midway in the industry it's quite challenging so the challenge is very very complex so as a technology company if you can't improve technology at the problem and we learn very quickly that that's not the solution to the problem how do you enhance the capability of the teacher to make a lot more of the teacher to enhance the quality of the students and the great example that I can share with you is how do you measure if you don't approach other subjects so it's really important perhaps more important than the numerically fully literate or the language fully literate technology can't teach you that the future can't teach you that how do you focus very significantly on the natural capacity of the teacher that is first what needs to change if technology has to play a big role eventually and technology can leverage the capacity of the teacher we still believe at that level the nature of the teacher and the child is very very critical we don't need to increase the context of what I mean now that technology can address that problem perhaps it could over time and it was our focus very much the emerging technology just the human interactions much more and are well being and the other area that we focus on is how to grant it so we support NGOs that are doing great work what we call the areas of 100 million so I guess we're going to testify that it's a small part of our lives even with disability, street children women children, other women children those kinds of things you can create impact in the community and you can have in the child in the complexity of India you can have what you want to achieve absolutely