 Then I did my charts at the agency company secretary ship who's that I did my master's in finance and control from University of Delhi. Then I worked with UBS for three years and then I decided to join the startup world. First three years, my introduction to startup called I was working with a Bangladesh company called Moven Singh. There I pretty much did everything. I mean, I did everything in life except for the code. The code didn't come in. I didn't understand anything. But for that, I did everything. I called the office, made sure offices are cleared, hiring, HR work, finance, everything. And I stayed at the company until about 100 odd corrosion revenue. In 2015, when I was working for a change, I spoke to the founders there. I said, I want to leave. They wanted me to stay but I had my heart set on doing something. I was working for two and a half years. My father's work was very bad and he was hospitalized for almost 10, 12 days. And when we were getting him discharged, we had a health insurance. So we thought about sub-giant and took him home. Before that, we didn't have to use any health insurance in the family with anyone. And then we did that in for a root shock. I said, I already have a health insurance. And we had just come back from the U.S. And in the U.S., if you have a health insurance, you just need to give your number and that's it. You're set. Right? You walk out of the hospital. Do we have anyone? Then we had to pay a sizable sum. You just left your job as a banker. You just joined a startup at 50% salary. You didn't have money but somehow we managed to pay. And even that left a very bad taste. And I was chatting with my sister. We would be in the top 1% of the country. My sister is a doctor. I'm a MBA, CA, I work abroad. But if this is happening with me, then the rest of the country will be with many people. And at that time, we would do something in mind. But then it was like, this situation came and you left it. And then you started focusing on your work. So you went back to your work. 2015 is when I met the founders of Dinar Group, Amit Anuragay Reddy, like what they were doing. And in 2016, I was making their business. But I was wanting to do something which is more heavy in transactions which gets me in front of the consumer more. So I spoke to them. I said, this is the idea which I have. And I feel this fits in beautifully with your story. Can we build this out? So both the board and the founders like what I was proposing. And then they said, you build it out like a founder. We will invest $10 million in the company at the right time. You got raised at Stabilization. So the last five years, I was building out in Shorinjuku. And that worked out well for us. Six years, actually. Six years, time actually flies. Six years, I was building out in Shorinjuku. And in six years, I think we built out one of the best inshore tech franchises the world has ever seen. We would be the only startup in the ecosystem to have consistently delivered 20% growth every single quarter for the last 36 quarters. You tell me of one startup which has been able to do that. It's not actually 36, 32 quarters. Last outside because for the first 18 months, we were a subsidiary of the in-house company. 36 quarters, 20% growth every single quarter we've delivered. And we've done that at least $10 million. So this is what we've done. This is what we built out. And the core of what we're building out is consumer centricity, partner centricity. And I sit team member centricity because for me, everybody who's working with insurance because of family members. We understand insurance is a financial instrument where you're not asking for money, you're giving money. When you ask for money, you're okay even if that happens in a feaseless manner. The HDFC bank said that if you apply for digital loan, why don't you get money? If I'm not having money and I want to take money, particularly I will take it. But the moment I have to give money, I will only give money to somebody who's there in front of me. There is a reason why larger banks, larger NVFCs, larger financial services companies have feet on street for collection in tier three, tier four, tier five cities. Bajaj FilmServe has one of the highest collection agents in tier three, tier four, tier five cities. They collect it at home because people either give it to the bank or I will give it to somebody at home. These are not collection agents who talk to over-due customers. These are collection agents who go to houses and villages and collect money because that is the model. Right? So if you want to bring somebody home in a loan that you gave, if you want to give someone money, so I'm talking in Hindi, insurance is being made in Hindi. If you want to give somebody money, because if your car accident happened tomorrow, then it will help you or you will get a claim or your family is not well, your family is not well, you are in trouble, then you will be charged with cashless from the hospital or God forbid, not in this world, your family will get that money which will make their life a little better. Right? So that is a promise, right? So how can you give money for insurance without trusting anybody? I believe that online is always increasing and I'm sure it will increase but offline in this country will stay at least for the next 10 to 15 years. Insurance is going to be bought and sold offline in the country. Right? And that is where insurance comes into play. We worked with a lot of colleges, we worked with a lot of universities to understand how to make a business and these colleges and universities are real world colleges and universities. That is that I went to Begosaray and understood that that was a university for me. I went to Punjab in Abhor. That was a university for me. I went to Haryana in Bahadurgarh. That was a university for me that actually the world needs something. So I've personally launched a couple of states, right? Personally onboarded anywhere between five to 10,000 partners and have understood what they need. So we realized that other than existing agents, we will have to make a new workforce which needs to be sold for insurance. And with that workforce, we will have to explain to the consumer why you need insurance. Because we were able to do A plus B plus C, today we have 80,000 partners who work with us. We have brought 50 lakh Indians to a insured state less. That is what insurance does. I believe that funding, valuation, all of this is an outcome. Business model should be that the poor consumers solve their problems and solve them properly. If you're able to solve that, then you're able to build a big business. If you're able to build a big business, then you're able to generate profit. So today, before this, people forgot three things of business. Three things of any business. Consistency. You have to be consistent in your result delivery. There's a reason why HDFC banks in the street, even in this market, enjoys a premium compared to other banks. Why does Tata Group get any company with a premium? Because of consistency. Second, capital efficiency. You have to build businesses with capital efficiency. Businesses are not built to burn money. Businesses are built to make money. Businesses are built to create value, not destruct value. These rise corporate governance. Why is Tata Tata? Because if people say Tata Group, then it will be consistent, capital efficient, corporate governance. For us at Insurance, funding was an outcome because we have always made business on these three parameters, on these three pillars. We always wanted to create value. Frugality was on our core, profitability was always core focus. When we went out to the market, I think two to three weeks we knew who our partners are going to be for the next five to six years. Who we are going to build out the business with that's what our core person is. We are doing very well. I mean, we are working on a partner program that we are building because as you have heard when I was talking about it earlier, the focus is on creating first time agents. About 40% of our agent base is retired professionals, that is, who we have given a second innings or are females, housewives. 15% is housewives and 25% is retired professionals who come back to us and who said, you know, you are teaching us how to go out and make money again. So core focus is my baby, this is being run out of the founder's office and we want to make sure that we are able to create more micro-entrepreneurs. Because business has to give back to society and I think in our own way, we are giving back to society. To give an example, we launched something called for instant payout. I mean, you are sitting in a village, you have an instant policy and you can immediately withdraw money. But we saw that our female entrepreneurs, they have not withdrawn money. Okay, I myself talked to the female entrepreneurs myself, why don't you withdraw money? They said for us insurance is becoming like a pack. We know that our money is here, we can withdraw anything we want. You are making something big. It is a dream, you have seen a dream. I mean, I am leaving a dream and I am a big fan of football. I have come up from Calcutta. So Calcutta is in the rain. I mean, all the kids used to play a small ball at least 100 rupees. Because you come from a middle-class family with no money. So let's play. So, we all used to go to East Bengal, Mohan Baga, all the people who used to watch the match, would watch the World Cup at night. So, I am a big fan of two players in my life. One is Tihu Maradona, the other is Pele. And now I think Messi. They are consistent. They are very humble families. And if you look at them, all three are not typical footballers, right? They have a lot of height, they have a good build, but it's just a sheer skill, sheer madness, sheer passion that you have to do something big, you have to make something big and you have to do it. You know, it's the same dream. I mean, you have to make something big, you have to do something for India, you have to do something for the people of India. There are 6.5 to 6.5 lakh villages in India. Because I can't give 3.5 to 3.5 lakh villages to an insurance advisor. If I can do that, I would have done every single thing that I have said also. And in this journey, I met a lot of good people, right? I met a lot of insurance partners, I met a lot of our agent brothers and sisters, team members who are more than family to me now, right? And that is what keeps me awake or that is what keeps me motivated, that is what keeps me enjoying. Lastly, there's also a sense of responsibility. Today, we have 50 lakh people whom we have insured in the country. Those 50 lakh people have trusted insurance people and indirectly trusted me. I am responsible for them. And that is what I have to make sure that every single day insurance people does something which only increases their trust. Abhinav, I will not take the name of the individual. There's somebody who joined us in 2015. And today, he's at a very senior position within the organization. He joined us as an off-road employee. And over a period of time, he grew, grew, grew. Today, he's in the leadership team of the company. His mom has only called him twice in life, right? Once when he bought a car and she was very emotional that my son has bought a car. And the second time when his picture got printed in the newspaper, along with the rest of the leadership team. And she took it around the entire village. See, my son has become such a big man. And I am saying this, right? In life, a lot of times, when we hire or when we talk to people, we give preference to external appearances. Or we give preference to people who've studied in very good colleges. Not seeing them not good, they must be great at what they do. But what happens is that these people never get a chance in their lives. They have a lot of fire in their lives. They are very hungry in their lives. I myself came from the same background. So the lesson of my life is that when you hire, right? Because when you start up, in the start-up, like when you work with people, that's very important to you. Hire for attitude, hire for hunger. Don't hire for the past experience like this or this college or that college. We make mistakes many times. Hire for attitude, hire for hunger. Rest if the person is smart, he'll figure out and solve for everything. I was not to be jealous at last. I figured out what is important, what is not important. And I'm solving. So hire, right? Build a strong team and build a team which can run the business even if you're not there. That's the most important thing for a founder or an entrepreneur. A great forward company. We have to focus on our business. So we will continue to only focus on our business and we only and only continue to build insurance. Apart from this, we don't have to focus on anything. We want to double, right? As I told you, we've been growing 20% every quarter and quarter. We want to continue to do that. Because at some point of time, you know, we want to become a public company three years, four years, five years out, right? And when we want to become a public company, we want to make sure that people see a company which has grown consistently, right? I think it is in the guinness of DNA to build a company which is growing sustainably consistently and which is not being built with artificial rows of steroids.