 Thank you for coming in and thank you for making such a big sacrifice when the semifinals are on, we are such a crucial stage. So I'll make sure that every minute of your sacrifice is worth it. So in next 10 and a half minutes, we are going to discuss about a wonderful technique of ensuring how to build the product right, or how to build the right product, per se. So during this 10 and a half minutes, we are going to cover in detail about this technique which is known as specification by example. How exactly we adopted it and what exactly worked for us. Well, walking you through that, I'll also take you to what is the challenge that we actually faced while adopting this practice. So before I take a deep dive into it, let me quickly brief you about myself. I'm Ankur Sambhar. I'm an agile developer working with JP Morgan. But today, whatever I'm going to speak, it's completely into the individual capacity and none of my views are going to get endorsed by JP Morgan. So in the last 12 years of my career into the IT, I have been mostly engaged and involved into building telecom products, financial domain applications, e-commerce platforms, building startups, doing R&D, filing patents. So in a nutshell, I've been pretty agile in adopting various flavors. And honestly, I really loved that way. Coming back to the building the right products, let's quickly go through some of these products and try to identify, do we recognize some of these ones? This one coming from Apple MessagePad, the bus which couldn't create much bus, Web TV eventually became into MSN TV, pulled out the plug in 2012. G4 Cube, which proved that only the form factor and aesthetics cannot run the product or cannot make it successful. Window Vista, I don't have words to describe that. So let's keep it aside. Zune, another big attempt to take on to a very famous product, the iPod. Videos, they tried to make an impact but couldn't do that so they bought their competitor. And one of the biggest experiments, Kin, Microsoft Kin, which was a billion dollar experiment and which got off the shelf in 40 days. So they had to retract in 40 days. So if we just look at these, so the first thing comes in, what is so common about them? We already know that they all failed or rather they all failed badly. But what was the reason that these products which were coming from some of the best technology companies, most innovative companies have developed, but still they failed and they failed badly. So the reason was that the products were not right. By that I mean there was no market demand. There was no real user need that they were able to serve. They were not able to entice the user to pay for the service or to buy this product. So they were not able to take out the money from the pocket.