 Thank you Adele. Thank you. My idea was to give you some takeaways so anyone care for a banana? Can you reach back there? Thank you. I'm Harold. I'm approximately 50 years old now. I'd rather said that early so I'm not surprised that it happens. I fucked up. I will not tell you in detail what happened but I try to explain what I would love to have known before it happened. Then maybe it would not have happened. Next one. Actually I took over my father's company together with my brother. The company was running 23 years so I'm not a startup and actually I'm not by choice an entrepreneur. You're being brought up. With six years old you're being brought to building sites and shown how to measure windows and what doors look like and what the physics on the building is and all that. So in the end you're made an entrepreneur and I'm not saying that's a bad thing but it has part of a problem is there. We ran it for 10 years after that. Actually after seven years it already not looked very good and we carried on for three more years and then not every ending of a company is your own choice. Some of them are made from others and therefore we had to deal with that. Okay. Never do business with family. I would stretch that a little bit with your best friend, with your lifelong partner. If you're not willing to go in conflict with your business partner, don't do it. Business is not friendship. Business is making money. Business is overcoming obstacles. Business is finding your way through the tides, through storm, forever and it can be very well working. I'm not saying it's not possible. For me it wasn't. I was always kind of in the midst between shall I say something or shall I not say something. He's my brother and then comes the shame and blame. You cannot part with your family. Whatever you're doing wrong with your family, it will stick with you the rest of your life. So you should be prepared if something goes wrong that you can take it. I couldn't take it. I couldn't go for family events the last next five, four, five years. I couldn't go for any weddings in my relatives' area and even I had to move in place. I had to move away from the neighborhood. We were a family-owned business then for almost 30 years or more than 30 years and the neighbors were looking. You're very strongly in your business community, in your local community. You're doing things people are looking at and to some extent on a marketing side it always looks good, always, even if it's bad and therefore people are quite surprised and kind of before they leave you alone, you better leave them alone. The second takeaway is that your business can never be a mature enough to sustain everything. It can go wrong anytime. So if you're a start-up, you will never reach the point where you never fail. You will ever have to go on. If you start a business and you want to make it a success, either you sell it off quickly or you stick with it and you are improving and you're working on the business success all your life and that's the key for success. If you let loose, it's gone. Third one, you are the entrepreneur. Whoever is working for you, they are not the entrepreneurs. They are not running the business. They are not sharing your principles. They are not sharing your goals. How good your HR is, they will never be you. They're not inside your head. They cannot think like you. If you're a very good leader, you can bring them very close and you can have your flock around you and they're in the same direction and you have a lot of time invested and everyone knows where the journey goes. But eventually they have different goals. They want to go somewhere else. And during the path we're walking with you, very strong, committed and all that and suddenly a lifelong partner goes into their life and off they go or they have an opportunity from the competition and off they go or they just fuck up their own life. They might fuck up yours if you're relying on them. So you are the entrepreneurs. It's your decision. You have to make things happening. And at one point that's my personal opinion. It shall not be yours. It might not be yours. It doesn't have to be yours but it's my personal opinion and that's why I'm so passionate about it. Third one, fourth one, over a few is priceless. Invest in it. Take the money and do the potentially to have the outside look. You're yourself. You know what you're doing. You had a good idea and you have evolved and maybe even evolved personally during the journey and maybe you've been better than you've been 10 years ago. But the business outside is changing all the time. So you should take yourself out of business and that would be the timeout point. You should go off site. You should go concentrated without any other disturbances and you should do it very regularly. You have to go through your business plan. Is it still the valid one? You have to go through your success. Is it really a success? You have to go through your failure. What can you learn from it? These are the things you really have to do on a regular basis and you have to do it. You cannot just, I don't have a time for it. It's like I don't have a time to sharpen my axe. I have to go in the forest to make some wood. That's the wrong approach. And again, make use of externals. Make use of an external third party few. Pay them money to tell them what's going wrong. You don't need anyone to tell them what's going good. Your bank will tell you. Your money will come in or not. But you need to have that advice from the outside. Why are you doing this? Couldn't you do it different? And how could you even make 10% more, 5% more? Where can you improve? So invest the money to have someone tell you what you're doing wrong. Again, back to the first point, your family will not. Or you're not very good terms with your family. So for us, we thought we know it all. And the banks were nice to us. And everyone was nice to us. Even our text consultant was nice to us. No one told us what's really going on. And no one really asked those questions. We actually, my term on that is, and it happens in a lot of industries like mobile phones and all that. If you cannot convince your customer or your audience, you have to irritate them. Don't make them understand what you're doing. They will love you. And that is the point where we are going for actually my last takeaway, the second last. My highlight of the year was then a letter came in inviting me for the winter training of a car manufacturer in Germany. The first thing I was waiting for that letter to come in, before any business letter, I opened it up and signed the document to apply for the trainings. So I was a bit mad with cars and driving on icy lakes in Finland. So that's what kept me going in a sense. And I should have realized earlier that if that's what you're making the business, that's what you're driving, that's what you're longing for, it's the wrong one. It's a really wrong one. There is only one more important thing. It's the family. Not because you're working with family, but you're providing for family. But the rest should be business. If you're not prepared to that, I'm not sure if you will be successful. My personal opinion. And last point there from Winston Churchill, if you're going through hell, keep on going. It's no matter to give up on the way. For us, it was a very hard time. To be told that there will be no credit anymore, the credit limits are being canceled, to actually have, the strange thing is the German translation for the word entrepreneur is Unternehmer. If you translate it back to German, it's Undertaker. And it's to be in the midst of it, and to be in a family situation, it's not a nice thing to experience. And that's one part of why I'm here tonight. It's the cheapest way to get 100 people listening to you, like psychiatrists. There's no couch here, but at least it's cheap for me. I don't have to spend that money. There's always light at the end of a tunnel. So will I do it again? No. I'm very hesitant to take on risk anymore. That is something which is, I would not be able to, you missed my entrance sentence, did you? It says that I'm a very proud husband of the most awesome wife with the mother of my two kids. And without that, and actually I met her at that period when the business game went down, my family life went up. So in that sense, and I'm really working on to get those takeaways into the business. And maybe you asked me for consulting. I can tell you a lot of it, how business cannot succeed. In the retrospect, I can also tell you how it could succeed. And I would like to earn enough money to go back to Finland to drive my car on the icy lakes. Thank you very much. Okay. Any questions? Yeah. I think I get quite that your family business, if not went down and it's been kind of advised us that you can start business with your family members. Was it something about your experience or your business with family business that cost you downfall? Because I think if you wish to do business with family business, what would you do? My brother and me are very different. Not only physical, but also mentally. He's the doer I'm a thinker. I'm not saying he's not thinking, but he and I'm not saying I'm not doing, but he's rather let's do it and I'm rather thinking let's sit down and do some idea on what could go wrong and whatever. But I'm not thinking we have stopped talking to each other. I think we have not even started talking to each other from a beginning on. He was already 10 years in the company. I was outside the company being the whatever high flyer consulting with Ernst and Young and whatever and came back into the company. So we spread the tasks. I was more the financial management HR guy and my brother was more the practical guy on the shop floor. But that doesn't help your family. You have to talk. You have to find a common decision. If you just let some other your brother do it, then you have to live what he's doing and that might not be in the same direction that you are going. And suddenly two things are happening at the same time opening up the spread. You're not on one common path anymore. And the longer that happens, the more you divert. And the more you divert, the less powerful your whole organization becomes. And that ended up there are a lot of reasonings for myself. I've tried to go through them over the years why it really happened. But that is one major point that I didn't have a sparring partner. I had a brother. But if you're good with your brother and you can shout at him loud and five minutes later you're you're back in the car together to drive someone. It's fine. But if you don't do that, if you're afraid of your father still, then it's already a problem. If you're if you're too nice to your mother also a problem. Business is war in some sense and it's not nice. Second question. He was 10 years in the company is only three years older than me. So and if we would have had that discussion, I would be fine. We never had. He let go, I let go. One of the main reasons coming to that point from far. Third and last. Okay, wait a second. MRT stops at one o'clock. Oh yeah, thank you very much for that line. I'm not an SAP guy and I'm not advertising SAP. I'm advertising in-memory database technology. And if you've never heard about SAP HANA, get the internet. Check it out. Whenever you have to do something with big data, data analytics, ERP systems, you want to start up a data analytic company. You want some analytics on your business, whatever. It is a game changer for the ERP world. It's like the iPhone for telephone world. It's HANA is the game changing. It's the core of a change. Everyone else will do it, but it is really a game changing thing. It's in memory. You're running reports in big businesses. A factor thousand faster. And that factor is so big, even hundred times faster would be. That factor is so big that it is changing not only that report, it's changing the whole process around it. The way how you do this business. So we can talk later. Kevin. Is the real takeaway brows are good? Sorry, what? Is the real takeaway brows are good? To some extent, yes. I would rather fight for an idea than just let it go in deliverance. Thank you.