 It's gone worse for our industry. I'm not seeing work-life balance improving anytime now. And let me say it's not just for the women, it's for the men too. So if you see Sachi and me as our life, or you know, different both men and women, I think we are working anywhere from 12 to 18 hours, which is really, really long hours. I think for women it's even worse, but at least men have stayed in the workforce despite these 12 or 18 hours. They haven't dropped out. I think a lot of women have just dropped out. And if you see the statistics in even media, so while media may have a certain set of women, and I believe is there are more women because 20 years back when we started work, media was not seen as the, you know, hot and happening place to be in. Now after 20 years because of the change in dynamics it has become hot and happening. So by default women have been there. But if you also see statistically the number of women who are married and have kids and have stayed in the, and stayed married and stayed in the workforce are really, really few and far between. And while I've been, you know, I'm one of the examples of, you know, being married, got kids, stayed in the workforce, I know it's not easy. And I think we owe it to everybody who's of, you know, who are working to try seeing how to making it difficult. So I've been now pushing, you know, my organization, my teams to do a couple of things, which I'm not sure whether it's okay at the global stage, what I'm in any case trying to push. So for example, I'm trying to figure out a common time and say 11 to 4 is your common time. The rest of the time you can either take two, three hours before that, two, three hours after that choice is yours. I'm almost making it okay to say after 7 o'clock, put on your mail saying I've gone home and I'll be back in the office tomorrow morning because what happens is a lot of people correspond even at 7 and 8 and 9 in the night and they expect to reply. And that's not fair. I mean, you must appreciate if you expect dedicated people at work, they should be dedicated to their families in the, you know, when they go home. It's not just a different location and you have to start continue working. And we will just burn out our people because anyone who works 18 hours is going to be burnt out. And, you know, they're going to fall, they're going to get out of the workforce much earlier than, which is why you see a lot of people saying by 40 or 50, oh, I'm tired. I'm going to get out. I don't want to do this anymore. So if we want people to be in the workforce, we have to make it easier. And we have to learn now that to deal with technology and connectivity in a manner which is okay. So, you know, if I as a CEO make it acceptable to say to everyone and reply back to saying it's 7 o'clock and I'm at home, I guess people slowly will start understanding that next 12 hours somebody is not at work. So, you know, I think we just owe it to ourselves, owe it to the teams and owe it to our families. And for, you know, health of people. I mean, you hear so many stories of somebody falling, you know, getting an heart attack in the age of 20 and 30 and 40. It's really scary. So if the position that I am in, if I'm not going to be able to drive that bit of change, I mean, you know, I'm not doing a good job and I will definitely work hard to keep and push people to changing their methods. Also, I think it's important to understand that, you know, when we are talking of women in the workforce and to, you know, diversity inclusion, diversity to me is a critical word. And I'm not looking at women becoming clones of men. And, you know, most of the time when women are considered, the reaction is, oh, I have to work as hard as, you know, or I have to stay. I can't take a family call. I can't do things. So I don't see ourselves becoming clones of men. I think we have to just realize we're equal, but we're different. And you have to be able to manage, you know, form men and women and not become clones of each other. So, you know, you know, it's acceptable to say that, you know, you're at home, you're taking calls of the office, right? So women who are so afraid to turn on and say, oh, I can't take a call of home because it will look bad. And it's okay. You're taking calls. The office calls at home. It's okay to take ones. If there's some emergency house, please don't think that I have to show that I don't have a family. You know, and yeah, I've seen women literally afraid to take their kids' call because they will, she won't be seen as professional. And I don't see why because it's okay. You know, you need to do, there's a family that exists. If the family is not happy and cheerful and you're not taking care of it anyway, I'm going to lose you. So, you know, we need to change some part of our perspectives. Through the, you know, new learning part of Bach and at this point of time, I can see, you know, some bit of frustration because we are all not as familiar. See, we were very familiar with the 20 years system or 10, 15, whatever number of years that time was in existence and we were all completely familiar. And we knew how to do it and we could do it in our sleep, the work. It's a new system. It will take time to stabilize and it will take time to relearn because everybody has to unlearn and, you know, relearn the new system. So it's taking its time and Bach also needs to stabilize because they've been changing things further. I think what clients need to understand is that it's not the agency doing something. It's three of us broadcasters in, you know, ISA and three years of I all in it looking at a new system. And more importantly, a futuristic because with new technology, new media coming in, new devices coming in. If we would have been with a system which was unable to cope up, our next 20 years would have been a mess. At some point you had to make that change. Fortunately, unfortunately, correct, not correct, who knows. This year has been the 2015, 2016 is the year of the change. I think everybody needs to understand that there is some larger picture. There is something that we are doing for the betterment of the industry, for the, you know, for the clients to understand a genuine ROI. For example, the day we start getting mobile or we start getting, you know, hot star, let's say data. So different devices, data, what a boon, right? It will benefit the digital cover. This will benefit the mobile advertisers and you will start realizing what is the play interaction between the three devices that we're talking of. Now that can happen like this, right? It will take a gestation time. You'll stabilize television. You'll go into desktop laptops. You'll go into iPads. You'll go into mobile. So the gestation period, I don't know why everybody is, you know, feels as if all its, you know, you know, has been a mess. It's not. It's a gestation period of any research. And I'm sure in another couple of months it will, it's stabilizing. We can also see it's stabilizing. It will stabilize. You have to know there's a new norm. You know, there's comparisons of what was the old, what is the new, what is the old, what is the new. It's a new norm. And you have to accept that new norm and treat it like a new norm. If you start just doing comparisons just because they do mathematical numbers and you start correlating the two numbers and say, you know, there's a correlation, I think everyone needs to quickly understand the new process. We've had several clients, I mean a co-worker, Samson, Hamon, number of clients that we're doing. But I think interesting is certain, you know, being on cricket and doing work on cricket or doing is something that I think every media planner gets. But I think what unusual because of our ability to understand sports and I don't want to take the credit. I think the team ability you would now manage. I think a classic example has been Amul. So Amul, we are not necessarily looking at just the big cricket tournaments. But we're looking at sports. For example, if you see the case study on Amul, for the last three, four years we have now been calling milk, you know, we've had surplus milk now for a while. We've been making different products like butter, cheese, gulab jam, pizzas, whatever. Yeah, a lot of other things, despite that we have more milk. So now we've been pushing milk as the energy drink. And if you see logically for a sports person, a milk, an energy drink is far more beneficial than any other liquid form. I mean, water, of course. But if it has to give you energy, milk is the best thing. And a lot of our sports grounds actually don't serve you milk. You know, and which is like the best thing that a kid can drink, a sports person can drink, a health driven stuff can have. So we've been promoting that too. And it's not just in cricket. So we've been doing some bit in cricket. But we've been doing, for example, the last Olympics we were the sponsors of our national team. And we will do a lot of work in this time Rio Olympics too. For example, we work, you know, we will look at teams. I mean, even if you look at cricket, we last time looked at Netherlands team to say Amul, Netherlands, you know, as a sponsor, principle sponsor, not necessarily the biggest team, because it will be far more effective and the end result may be at the same. Or we may be doing, you know, we do a lot in soccer. So you see a lot of kids are a lot of youngsters these days actually watching soccer as much as they're watching cricket. And you find that if late night where EPL and all is going, if you want a nightcap, it's best to have milk than anything else. So we've been now promoting, you know, other sports, whether it's soccer, whether it's Olympics, whether it's, you know, badminton, other sports, then not just cricket. I mean, cricket also happens, of course, but Amul has been promoting the whole energy drink bit. And I think the passion shows because then we now all find different teams, works. For example, Bhagmal Ka Baal, you know, in the whole, which was all about Milkha Singh, and if you remember the first glass that he ran for was for milk. He says that do, do, do the end runs and a whole work on including this. So we've been, you know, sports, films also we've been looking at. So we've been looking at sports in an international way and not just cricket. Role as a CEO has obviously changed a bit since I was the CEO to a CEO. What we, the difference is that we have got to the table are the thinking process. So we were thinking strategic in any case, I think, but the science that we put together, the analytics that we put together has increased many folds in the last couple of years. In terms of, you know, the integration that we see, which is happening across offline and offline, has increased considerably, which enables our planners to actually do a lot more integrated planning. So we always were an integrated structure. Now we have been training the teams to do a lot more integrated offline and online. And of course the outcome has been awards and I think awards has been great as usual. Agencies manage conflict and Tata's and Mahendra's both understand, so it's not hidden from them. I think at the very early stage we had spoken to both and they both get that there are separate teams, there are separate units which manage that and they're isolated. So they sit separately, they don't interact and it's not something that we've kept away from anybody. So it's for everybody to see. And you can see the kind of award-winning ones we do for Tata's and you can see the kind of successes that we've had on Mahendra's. I think both at best could have been benefitted by the knowledge that we have on the business. Don't think to me an high point is anything to do with necessarily business awards or wins or anything. I think the high point is I've had fun, I've enjoyed myself, I like coming into the office, I like the people and we are friends more than anything else and to me that's a big high point. Of course the projection of India to the global world and India is clearly seen as one of the best operations in the UM system, in the FCB system, in the IPG system, whichever system you see. I think we are clearly seen as the top three organizations among all the UM or FCB or whatever. So that's a matter of pride to me that we acknowledge as the best.