 My role as a CEO has obviously changed a bit since I was the CEO to a CEO. The difference is that we have got to the table as a thinking process. So we were thinking strategic in any case, I think, but the science that we put together, the analytics that we put together has increased many folds in the last couple of years. In terms of, you know, the integration that we see which is happening across offline and offline has increased considerably which enables our planners to actually do a lot more integrated planning. So we always want an integrated structure. Now we have been training the teams to do a lot more integrated offline and online. And of course the outcome has been awards and I think awards has been great as usual. It's gone worse for our industry. I'm not seeing work-life balance improving anytime now. And let me say it's not just for the women, it's for the men too. So if you see Sachi and me as our life or, you know, different both men and women, I think we are working anywhere from 12 to 18 hours which is really, really long hours. I think for women it's even worse, but at least men have stayed in the workforce despite these 12 or 18 hours. They haven't dropped out. I think a lot of women have just dropped out. And if you see the statistics in even media, so while media may have a certain set of women and I believe is there are more women because 20 years back when we started work, media was not seen as the, you know, hot and happening place to be in. Now after 20 years, because of the change in dynamics, it has become hot and happening. So by default women have been there. But if you also see statistically the number of women who are married and have kids and have stayed in the, and stayed married and stayed in the workforce are really, really few and far between. And while I've been, you know, I'm one of the examples of, you know, being married, got kids, stayed in the workforce. I know it's not easy. And I think we owe it to everybody who's of, you know, who are working to try seeing how to making it difficult. So I've been now pushing, you know, my organization, my teams to do a couple of things, which I'm not sure whether it's okay at the global stage, what I'm trying to push. So for example, I'm trying to figure out a common time and say 11 to 4 is your common time. The rest of the time you can either take two, three hours before that, two, three hours after that choice is yours. I'm almost making it okay to say after 7 o'clock put on your mail saying I've gone home and I'll be back in the office tomorrow morning. Because what happens is a lot of people correspond even at 7 and 8 and 9 in the night and they expect to reply. And that's not fair. I mean, you must appreciate if you expect dedicated people at work. They should be dedicated to their families in the, you know, when they go home. It's not just a different location and you have to start continue working. And we will just burn out our people because anyone who works 18 hours is going to be burnt out. And, you know, they're going to fall, they're going to get out of the workforce much earlier than, which is why you see a lot of people saying by 40 or 50, oh, I'm tired. I'm going to get out. I don't want to do this anymore. So if we want people to be in the workforce, we have to make it easier. And we have to learn now that to deal with technology and connectivity in a manner which is okay. So, you know, if I as a CEO make it acceptable to say to everyone and reply back to saying it's 7 o'clock and I'm at home. I guess people slowly will start understanding that next 12 hours somebody is not at work. So, you know, I think we just hold it to ourselves over to the teams and over to our families and for, you know, health of people. I mean, you hear so many stories of somebody falling, you know, getting an heart attack at age of 20 and 30 and 40. It's really scary. So if the position that I am in, if I'm not going to be able to drive that bit of change, I mean, you know, I'm not doing a good job and I will definitely work hard to keep and push people to changing their methods. Also, I think it's important to understand that, you know, when we are talking of women in the workforce and to, you know, diversity inclusion, diversity to me is a critical word and I'm not looking at women becoming clones of men. And, you know, most of the time when women are considered, the reaction is, oh, I have to work as hard as, you know, or I have to stay. I can't take a family call. I can't do things. So I don't see ourselves becoming clones of men. I think we have to just realize we're equal, but we're different. And you have to be able to manage, you know, for men and women and not become clones of each other. So, you know, you know, it's acceptable to say that, you know, you're at home, you're taking calls of the office, right? So women who are so afraid to turn on and say, oh, I can't take a call of home because it will look bad and it's okay. You're taking calls. The office calls at home. It's okay to take one. If there's some emergency house, please don't think that I have to show that I don't have a family. You know, and yeah, I've seen women literally afraid to take their kids' call because they will, she won't be seen as professional. And I don't see why because it's okay. You know, you need to do this. A family exists. If the family is not happy and cheerful and you're not taking care of it anyway, I'm going to lose you. So, you know, we need to change some part of our perspectives. I don't think to me an high point is anything to do with necessarily business awards or wins or anything. I think the high point is I've had fun. I've enjoyed myself. I like coming into the office. I like the people and we are friends more than anything else. And to me, that's a big high point. Of course, the projection of India to the global world and India is clearly seen as one of the best operations in the U.M. system and the FCP system in the IPG system, whichever system you see. I think there is we are clearly seen as a top three, you know, organizations among all the U.M. or FCP or whatever. So that's a matter of pride to me that we acknowledge as the best.