 So, these are actually mugshots of my team back at right half. The company we started was called right half.com back in December 1999. Most of these are actually based students at the time. The way we hired was we went to the lab and said, Hello, I'm Arisal and they didn't know where are you taking me. You're going to work for us and write some code. That's a lot of actually got built that way. You know, at the coffee shack at the software lab and so on. And we took mugshots of everybody as if they were coming to jail. So, the thing that is very unique to I think, from institutes is, and there's the exuberance of youth and the whole feeling that nothing is important, you know, the world is not quite unique. It's some, it's a lot of energy that an idealism as the Russian calls it, which is the fuel to, you know, the activities in an incubator or an entrepreneurship environment. The other thing, you know, that's taught to us students in good institutes. They don't take anything granted and you question it. And I think that's also an essential ingredient to with an original idea. Thirdly, I think what's end up doing do a bunch of activities where on campus, these are activities that are not business related. But it could be a cultural that you do together, it could be a technology event that you started together, it could be an entrepreneurship. And a little success there can go along and actually unite people. Success is, I think, a big unifier. Even small successes help bring people together and do it all over again. So for us, a few people who organized and started this festival called TechFest. And through TechFest, there was a bunch of activities that had happened. The E-Cell, some of those were affiliated with TechFest. Now they're officially affiliated, but at the time it was starting. A lot of these things were starting together. So those were some of the seeds into let's come together and start a company. And I think every institute has where the guys who are most likely to be entrepreneurs are sharing successes every day on campus. The fourth thing is, see we all realize our responsibilities when we go out in the real world. In the college environment, although we do have disabilities outside, so the feeling for good or for bad is you have lesser to lose. Even if you actually have to lose, you feel like it's as small or bigger decision as going and doing some extra activity. This experiences as a student becoming an entrepreneur. Once the reality hits and you have to cope with that, I think there is a lot of nothing to lose element. So that's how I would characterize the bunch at the time. Quite honestly, that starts right up. That's Professor Phatak there at the corner. These are the three founders on Jan 30th, 2000. This is a conference room in the city. Rakesh Mathur and Nandan Nilekani, two alumni from IIT. And this is where the agenda was to decide what to do with these guys and start a company as a student. What happened that day was, if I could say one day when I guess Phatak formally decided that we will have an incubator and we formally decided that we would have a company that would be supported incubator, came entrepreneurs really. And it's the one road, the path to becoming an entrepreneur is a one-way road. That's the day we were on that road. And the other, an institution to be comfortable with being a stakeholder and making entity is something that I think was born then. So, I don't know if everyone can see, but that patch on the ceiling on the right is actually happening in the third office of IIT business. First we were in the math department, a little room. Then we moved to bigger room in the math department. Physics department and a much bigger space. So, the day we got coconut and the champagne. So, the point here is early successes, any new initiative, whether it's a new incubator, a new startup. For the incubator, I think this is April 2000. There is a lot of media interest in the incubator which helps spread the word about this initiative student startups with alumni and institute involved. We launched our product into a test market. We transitioned out of the incubator, which is actually a milestone both for the incubator where we outgrew the little space of the incubator and went out in the real world in 2000. And many companies got added to the incubator as going in. These are the team members actually sleeping in the office. We used to pretty much spend 24 hours a day there. Maybe restroom breaks in between. The values of the incubator which I think have stuck on since the first day are I think wealth creation in India. I'll talk more about this in the next slide where I would say to my personal anecdote and probably there are more people like me. But wealth creation in India was something that was at the forefront. All the ideas that made it to the incubator and even till date, I think ideas which based on innovation of some disruptive nature. Even today, all the companies in the incubator won't have your traditional bread and butter ideas. There would be an element of innovation to it and a new product idea to it. Not a lot of services companies. If there are services companies, IP would be at the core. So I think that's another ideology that has stuck with the incubator. And I think that's a great thing. Yeah, a lot of companies which are focusing on global markets from day one. A lot of companies focusing on technology disruption. And I think another ideology was as a technology institute, there is the business of technology which was not being fulfilled as much. And with the incubator, the business of technology is something that IIT would be deliberating about through the incubator. So lastly, just want to share some personal experiences about how this has transformed me. So to introduce myself a little bit actually. So I graduated from IIT Bombay with a bachelor in computer science in 2000. And started right half with some batch mates. In my final semester, so six months before I graduated. And then about a year after graduation, we sold right half to a private company in the Silicon Valley, California. And then I was in the US for seven years after that. And I recently moved back from the US six months ago to start a company back in India, an Indian company focusing on Indian consumers, etc. So I think what the incubator definitely played the biggest role in defining me as an Indian entrepreneur. Without the incubator, I remember back before starting the company, the next best idea for me was to go work for a Silicon Valley startup. And I was pretty focused on that. I got some opportunities there as well. And I think if the incubator had not come my way and the investors or alumni who participated through the incubator and invested in the company, I would have gone to the Silicon Valley like I did, but I think the bug that stuck with me because of the incubator was to come back and start a company in India. So the Indian entrepreneur bug was definitely something I think the incubator planted. So it made a big, whether I become successful in it or not or whether I stick to it or not, only time will tell. But that is something that made a big impact on me and I would like to believe there are many people like me who are business minded or entrepreneurship minded who would otherwise end up outside of India. But through this setup, it's a real opportunity for them to make an impact in India. And I wouldn't consider myself particularly nationalistic or patriotic. I think it's a pretty practical thing that if you have an entrepreneur outside of campus, I believe is more respected in Silicon Valley than in India. And I think the incubator goes a certain distance in countering that. And sort of certifying the validity of this aspiration of starting a new idea, and not going for a job or going to study abroad and the traditional path of an IITM. The second thing which really stuck with me was I think the business values that became part of me for life. Because of the type of people who were involved with right half.com. So are primarily our lead investor. So Rakesh Mathur, who's an IIT Bombay graduating batch of 78 alumnus. He was the angel investor in right half. And he's a seasoned entrepreneur, he made his money, he's a great investor. And him being on the board of directors and being sort of our mentor was a pretty significant thing. I mean, some things that we learned in the time we spent together was. I think the value of put the company ahead of yourself or protect your company, not your job, that is something which I learned because of him. I think people used to actually taunt him for betting on a bunch of kids. And we used to behave like kids also, and it's a very high risk investment. But he always treated us like business people. He would never preach to us, or he would never patronize us. He would always treat us as the shareholders in the company that we were. And that I think went a long way in understanding, inculcating a similar value. So his advice used to be if you're doing something for the first time, you are going to make mistakes. And if you make mistakes, one thing to do is to try and minimize mistakes. And the other option is to make new mistakes every time. So you maximize new mistakes. So his thing was in a startup where all you have is your agility. If any idea makes sense, ten others are doing it. You don't try to slow yourself down to try and minimize mistakes. You try and make newer mistakes every time. If you repeat mistakes, it's a problem. But you actually try to maximize new mistakes. That means you're moving pretty fast. So that is also something, these are words, but these are things that become part of you. And I think if I had to do it any other way, I would still start a company with Rakesh on the board and with Professor Fartuck by my side. Because of the business values that have stuck with me since then. The biggest thing I think I learned as an entrepreneur back then was what I need to learn to be a good businessman. And we made lots of mistakes and we learned the hard way. We weren't particularly successful, I would say. We got a good exit, we have a good story to tell. But it didn't make us millionaires, for example. It didn't affect the lives of a million consumers, for example. It didn't create a million dollars of wealth for the world or a hundred million. It creates millions. Right. So the most valuable asset was actually the list of things that we need to learn to become good businessmen. Lastly, I think the IIT Bombay Incubator is a legacy now, I would like to believe. And I'd be lying if I said being associated with that legacy and using that brand has not helped me in life. So that is also something that I've taken away from the experience. So that's basically my story as a member of the first team of IIT Incubator. So from becoming an entrepreneur from a student, I think the biggest learning was the difference between theory and practice. When we're put into situations where decisions about people, decisions about money, decisions about business are involved, we end up making decisions that are based on instinct and not theory. And we all do that in high stress situations. We follow our instinct. Now instinct is something, I mean there's a nature part of it, and there is a big part of it which is experience. So as students we would discount the 10 years experience, McKinsey guy who's saying all that, or those grey-haired CEOs doing stuff. Because it's all about, we can think the same way. What they're saying is they're stating the obvious. There's nothing insightful particularly. As a student we would think that way about what they're saying. And we have the energy and passion and the ability to move faster and stuff. But I think the biggest takeaway was that experience contributes to, inherently contributes to instincts which result in making good business decisions. Nothing can replace experience. And to answer your question sir, I think what I would expect from an incubator within an institute is to hold students to more brutal real world standards. It's still a protected environment. It still feels like if you fail a course, you're still there in the hostel and you're still there in the department and they accept you and they're like they pat your back and say you failed. It's not that way in the real world, it's way more brutal than that. People are not as forgiving as people in educational institutes are. So I think the incubator to some extent protects you. Yes, so right half of the brain is the creative side. So our business was about creative ideas and creative people. So creative people could express their original ideas through our website and reach an audience, that was the premise of the business. So right half of the mind was.