 And this is Siddharth. We're both from Amdauks, and we help projects in Amdauks adopt agile and other big transformational changes. Our topic for the day is the snowball effect. It's about an alternate change management approach that we used to complement our efforts to help our projects adopt Kanban. This grounds up approach that we tried kind of snowballed into something a little bigger. And that's why it's called the snowball effect. And because it's called the snowball effect, we kind of felt compelled to put in the picture of a snowball. So what you see over there is a snowball. And maybe we went a little overboard with it, but it made us really happy to put it in there, so we kept it. He looks a little like me, right? He looks a little like Siddharth as well, yes. OK, so before we start, a brief background of Amdauks. So Amdauks is the leader in CES customer experience systems in the telecom domain, telecom billing domain. We have around $3.6 billion of revenue last year in 2014. More than 20,000 people working for us at various locations worldwide. We have customers in more than 70 countries. The who's who of the telecom world, BIT, AT&T, Sprint, Singtel, Vodafone, so all the big names in the telecom world. OK, so about two to three years ago, Amdauks delivery unit specifically was looking for ways to improve our responsiveness to the customers, to deliver what the customer really needed. So we were looking for ways to be a little more agile. And the vehicle of transformation that we chose was Kanban. And why did we choose Kanban? So we chose Kanban, I would say, primarily for two reasons. One, the reason was that we are a 30-year-old company, a legacy company. We have a lot of processes, tools established over the years, a successful company. So we really didn't want to rock the boat. We didn't want something which will kind of an overnight big change. So we wanted something more gradual, more evolutionary. And Kanban promised us all that. Also, the other reason was that we had different accounts. And we wanted each account to choose the changes, the practices they wanted. So they pulled the changes they wanted at the pace which suited.