 If you want to be in the social innovation sphere, I guess my most critical piece of advice is to be very, very sure that you have a very clear problem that you want to solve and are passionate about. Once you've discovered what this thing that you want to do or solve is, you have to go for it and make sure that you continuously have your ear on the ground, be grounded. Otherwise, you won't know what's really going on. In developing countries like the Philippines, you often find yourself in rural areas where there's a general lack of access to basic products and services such as healthcare, water, financial services. But essentially, you find a network of very small shops called sari-sari stores. And the problem that we wanted to solve was two-fold. One, how can we help these very small shops called sari-sari stores to grow their business? And secondly, how can we use the network of sari-sari stores in order to bring, again, these kinds of products and services that could benefit poor communities? Happy Noy Social Enterprise program has three major components. First is training education for the women micro entrepreneurs. Second is access to capital through micro financing. And third is really providing business opportunities, which in this case is products and services that could benefit the communities that the stores are present in. Right now, we are a network of around 10,000 stores in southern Luzon. It actually started with one, one just to sort of like get an idea and to thinker with how it could look like. From that one store, we then expanded it into 10 after three months. And after we got some kind of like traction with that initial 10, then we actually expanded it to 30. Then we came up with a two-tier model where we had a community store and a smaller store. And that took us around a couple more years, we were able to figure out a certain ratio where in one community store could service around 50 smaller stores. And so we were able to then get 200 community stores serving roughly on average around 50 smaller stores under them. And that allowed our network to scale. Large companies, big corporations tend to operate in areas that make the most economical sense for them. In the case of Happy Noy, large companies want to distribute only to a certain extent because that's where the economics work. Say, larger groceries, but they don't want to go deeper and deeper, especially to rural areas, wherein you have very dispersed small, sorry, sorry, stores. But as a social entrepreneur, that's exactly the market that you want to serve. These are exactly the people that you want to partner with. And so how do you go around that? You have to recognize that you have to work with large companies on one hand, but at same time, you have to make sure that it makes a lot of sense for them to engage the communities that you serve. In our case, these small, sorry, sorry, stores. You have to do that by aggregating. You have to do that by putting these stores together in a more organized manner. In our case, it was creating a community store that was linked to smaller stores. For us to be an intermediary between the stores that we represent and the larger companies, we're still fairly very interested in reaching these stores. But now it makes more sense because it's more economically viable to do so. As we get more and more stores into our network, we're also able to harness and get a lot more data that can actually be very, very useful to large companies. Because now they're going to get a lot of insight to their products, existing products. But at the same time, it allows them to create new products and services that are really relevant to the last mile. But that journey now that I share it sounds fairly simple, but it took us several years and it took us several tinkering with the model and a lot of zigzags and different directions as well before we got there. The ultimate question that we needed to answer was what in the world are we going to be the best at? Because we're not going to be the best at everything. And so that entails a certain kind of focus and really realizing what your core is. Focusing on the core also means focusing and not losing sight of your mission. This is something that if you ask me is uncompromisable. We could change what products and services will be offered to adopt to the market need. We could change our model entirely. But for me personally, as a social entrepreneur, we should never, ever compromise our social mission. And as one scales, a social enterprise will necessarily need more resources, more partners, and often this comes in the form of investors into your organization. You're very lucky that the initial founding partners, founding group, were very extremely aligned to the mission. We all believed in it. We all drank that Kool-Aid and there was no debate in the boardroom of what we were trying to achieve, especially for our women micro entrepreneurs. But as we were scaling and growing and we needed to get in more resources and investors, then we had to be very, very careful. Because getting an investor and getting them on your board, for me it's like getting married. Get the time to really get to learn and know your investors, the ones who will be coming onto your board. You have the same value system. You both believe in the same vision, mission and direction of this organization. Is there that kind of flexibility in terms of the model, but still making sure that you're still on that same path? So take that time to really get to know who you're getting into bed with, especially if they are investors coming into your board.