 Well, I think, sad to say, one of the core needs is the constant focus and development of trust. I think trust is broken down in some cases between clients and agencies. I think part of that has been a second core area of focus is getting the balance right between short-term and long-term. I think to have a real trusting relationship with the client, you have to really be committed to the long-term performance of their business. I think in this day and age, with the fragmentation of media and kind of quick capability that we have to assess data and then gather insights, there's a tendency to try to think in even shorter and shorter time frames. But clients are really looking for long-term commitment, someone who understands their business and then really helping them mitigate the cost of complexity. The environment, the marketing business has gotten so much more complex than ever before so that need to focus on the long-term and understand their business, build trust over time and then make it real. It's something that we have to close the distance that our industry has between what we think is possible and what the narrative is to what we can actually deliver in the time frame that the client needs it. What is your sense of the Kahn Line Festival this year and what are the trends that you see? Look, I think the festival has come back. Last year and the last couple of years, I saw it gravitating much more towards the old world kind of focus on just creativity and awards. But this year I see a real, my own schedule reflects it, there's a real focus on the entire aspect of the business. We've got all our media partners here, the more senior clients have now come back and they're coming here not only to celebrate and understand creativity but they're going across the entire spectrum of capabilities and really wanting to do business at the Kahn Festival. I think the theme it really is on integration across the marketing ecosystem and then the trend that we see happening and what I think is going to be happening in the future is how to continue to use the capabilities in data to drive better effectiveness. Tell us about your view of the Indian market of Dan and where does it stand in the scheme of things for the global entity? It's consistently our fastest growing market. I think that both accounts because of the nature of the economy and the overall macroeconomic situation in India but I think we have excellent leadership in India. We've built a tremendous team, our business there developed rather late and it developed largely in the areas of both digital and outdoor creativity because media has been the stronghold of our competitors and so in that respect I think we had great leadership who saw the importance of diversifying the entire offer for clients and delivering those types of solutions and we've been able to create an incredible competitor in the marketplace and it really is one of the growth pillars for our entire APAC region. What are your expectations going forward from India and the leadership? Well I think they're going to continue to develop the group and diversify across the offerings. I expect continued growth and leadership particularly in the areas of digital and experience are creative offering there. I think we've been shortlisted here in Khan particularly with our web chutney business in maybe 13 different categories so we expect leadership and I think both for India as well as Densu India we think that India is going to be a lead market in the future in this industry and that's the combination of having great talent, great leadership and the makings of a real driver for growth. All of our global clients are looking to India and so it's not just in the India market it's how the world's looking at India which makes it a priority for us. What are the challenges you see going ahead in your role as Densu Agis Network and in the advertising industry going ahead? I think our future is going to be based on building technology enabled, really data informed but still idea led offerings and I think that's the challenge of our industry. We have new competitors coming into the marketplace and the ability to kind of understand not only giving people the proper tools, giving them the insights that can drive real effectiveness but still maintaining this primacy of people and talent and the fact that ideas are what actually generates growth. Getting that balance right is my challenge and it's also my privilege. So this was one of my questions that how do you see the role of consultancies such as Accenture and McKenzie shape up in the advertising world and are they potential competition yet to your role as advisors and partners to clients? Yeah I think we have a new competitive set and the Accenture's and McKenzie's are coming in as are the Deloitte's and others and they're coming from a very different place but we're all heading to the same area where we're trying to kind of mitigate the cost of complexity in the marketing environment where you know kind of business transformation and at the heart of that is really digital marketing transformation and we all have kind of roles to play there. I see the new consultancies are much more involved in our business now as we get into the CRM and the loyalty and end of the business they're much more direct competitors with our with our Merkle offering and also we see the competition in the battle for talent but I think we're coming to the issue in a different way. Our real capability our industry's capability is deep knowledge in the consumer and the ability to execute where I think the consultancies have always been much more at the C-suite level advising them how to do something or really how to be more efficient but not necessarily how to execute through the line so I think our opportunity now is we're taking we're taking our capabilities and bringing them upmarket higher into the organization because of you know the importance of digital transformation to the business transformation that the C-suite's needing and requiring so I've said for years I wish we could get paid for our ideas not just our execution and I think that's our opportunity I think the reverse is for the our challengers from the consultancy side and and you know we'll see how quickly they can adapt to that ability to really drive value through execution and through understanding of the consumer.