 Can you give a round of applause? Business, which is in the recruitment business, is pretty traditional. And some of the mistakes, in fact, I think about six or seven of them, which I've done throughout this period of time. So firstly, a bit about myself. I started this business 11 years ago. I was about 25, yeah, I was 25 back then. And the good thing is when you're young, you don't bother about doing market research. You just jump straight into it. So that really helped. At first, I was just thinking, it's just going to be fun. I have friends who did their own business at first. It's going to be fun. We're going to do it for two years. We're going to jump out of it. We're just going to find a proper job. But two years later into the 11 years, I exited from the business about three weeks ago. And it has been an incredible journey. And how I actually got involved into this was because about 12 years ago, or actually many, many years ago, I started with a couple of dot-coms for the young people here. Before they were known as tech startup, they were known as dot-com. There was around 2001, at least in Singapore context. So I joined the first one, it crashed, I got retrenched. I stupidly joined the second one. It crashed again. So I was thinking, shit, I'm going to join a brick and mortar business. So I joined about 2002, 2003. I joined an aviation company that distributed aircrafts by heart. So I'm thinking, I'm so lucky, I'm going to be safe this time. And then SARS came along. People stopped crying. So I was complaining to my friend about it and they were telling me, I think you are the problem. Wherever you go, it's going to crash and burn. So just stop there, don't move. So that is when I decided to prevent myself from being retrenched again, I'm going to start my own business. And that is how my entrepreneurial journey has started off. So in between, I've done some writing. There's two other business which I founded as well. One is a career coaching hobby, which I'm doing right now. And also an executive search business, but I've also accepted from that already. So I'm going to share some of the things that I've gone through during this period of time and the estimation amount of loss, which I believe if I were to monetize it. So the first thing that I did was around 2007, 2008, business was going quite okay. Even though the Lehman Brothers was around, we managed to type through. And since then, it was just pure posting. It was so comfortable. It became a lifestyle business. Every day, I just go to the office, I put up my computer, I go to a few websites, I refresh those websites, I do it some more. And hey, end of the day, okay, everyone, I'm out of the office. So that was what happened for many, many years. And that honestly wasn't really productive for the business because it wasn't moving ahead. But a lot of my competitors were sleeping or jumping ahead with very aggressive growth model. And I was just behind. I was thinking it's going to be okay. But then you're going to realize one day, your competitors who used to be the same size as you, they're going to be so big that they're going to overshadow you. You can't breathe even when they're standing next to them. So that turned out to be a very bad decision because as you move along, you realize it's going to be so tough doing your business. Even if you're just trying to maintain the same amount of profit, you really got to double down, triple down. So that's the amount of loss which I estimated has occurred for me. And I think it took me like three years before I finally realized that, shit, I can't do this anymore. But by then, the timing was off. Everyone was like 50, 60, 100 people, but I'm still struggling at about 20. Of course, the next thing is, you know, when you're an entrepreneur, when your family's successful, the first thing that comes to your head is, shit, I know everything. You don't need to listen. Why should I listen to anyone? And that's what happened. A lot of people advised me against doing certain things, but I just refused to listen. So there's a part of me where I'd be thinking, I was doing okay, making money, got featured in some press media release and all that. So why should I listen to you? But that alone has caused a huge dent where we're trying to look for an exit. So when we shop around for an exit, but the valuation just wasn't there. Because in our business, we can't just rely on your usual placement. You have to go into your contract placement. That means the headcount is under our company, but it helps us to someone else. That will bring up the margin. So from a 3 to 5 times EBITDA, it could jump straight into 7 to 10 times EBITDA. So I was really against going into 10 contract business. I was like, ah, there's too much work. It's not glamorous. It's not sexy. But because of that, I leave to regret at the end of the day. So when we go about shopping for buyers, they were only looking at 3 to 5 times, which was a huge loss to us because of so much effort put into it. Okay, this part was more on the office. We started off in shop house for quite a lot of years. In fact, two things happened. Out of 11 years, I've shifted office 5 times. I love shifting. I don't know why. And we just get bored of the office. Hey, where did you just shift office? It never occurred to me to just buy new furniture. So we reached a stage where, okay, shop house is too old fashioned. I need to go out market. So we rented this office in the middle of CBD, Rebels Key, sexy name, opposite one Rebels Key around all the audit firms' advance. The office could sit about, I think, about 40 people if you were to squeeze. It oversee Marina Bay sense. And it was really, really nice. Yeah, really nice. Unfortunately, I think it filled up the space because it could never be filled up. The space was nice, but the space doesn't help you to transfer it into sales at all. It doesn't. Yes, it may help you to bring in people easier into the business because you go to your office and they're like, wow, nice view. But seriously, if you're going to think about it, are you going to take a job offer just because it has a nice view? You're not. You're not. So that really didn't help. And we were burning money like crazy. So when we were in the shop house, our rent was like $5,000 plus dollars. It jumped up to $17,000 when we shifted over. So for two years, we burned about 500K just on our office. And during the initial years when I first started out the business, you know, when you were young, choosing partners is really bad. You're like, yeah, let's start a business. So that's how it started. And the first partner that left the business, her idea of entrepreneurship is coming to office at 10, leaving at 5. And we were asking, why are you doing that? Oh, I want to skip the ERP. So to her, entrepreneurship carried a very different meaning. And I think because of that, it delayed us a lot to bring the traction up during the initial years. And my estimation, it's really about $2 million of loss, which we could have avoided if I had been more put in choosing the right partners. And I am not very financial, sadly. I sucked at managing money. And you'll realize the company that you founded or you're with actually take on the personality of yourself. So if you cannot manage your own financial accounts, neither could you manage your own company. It's going to be messed up. It's going to be very, very bad. And that's what happened. And it's only until really very recently that I realized the importance of it. And I tried to pick up all the pieces. But that has been one of the key major losses because I took eight years before I realized I needed help if finance. During the David Brothers, we were facing a situation where we had to find people. I've seen huge competitors like Kelly's Services hiring people around January. When I looked at them, I'm like, ah, nature of reaction. I don't even worry about it. It's going to pass. So January, we burned. February, we burned. We continued to burn until June. So six months of burning, we were out of cash. I was panicking. And it created a very bad situation for us because by the time we were ready to fire, we had accumulated so much losses that we couldn't buffer for future months. And also at that stage in time, morale wasn't exactly high. So that also created a very bad situation for us. And importantly, because of the six months I refused to fire people, non-performing people, the performers were actually asking me, why are you not firing them? So it actually created a sense of, why am I embossing me to a 50? And that resulted in a lot of huge losses for us over the two years, where we had to pick up pieces. But regardless, I'm still alive. I'm still here. In fact, when I was here for the first one, I was quite impressed. I'm always impressed. I don't know why. But after hearing the speakers, I realized, hey, my problem isn't that bad. So it really cheered me up. My key focus in trying to come here is really to, especially for the young people who are trying to look at starting their own business, I think it's important to get both sides on the coin. We have the government to play the part of promoting the success cases, the so-being and all that. But I think every one of us has to be realistic and know that they are also failures as well. And there are people that I know that couldn't come to terms with that area. And it's really set on the kind of things that they've done, the steps that they've taken, which is very dramatic and the story will turn to it. So you really have to be mentally prepared. But if you're not asking if you're going to do it again, yes, I'm going to fucking do it again. Because I really learned a lot during this 11 years. Things that you positively can't learn no matter how many PhD or master degree you're going to take. Thank you. Honestly, I think when it comes to starting your own business, luck really plays a big part. Really, really a big part. We were lucky to title laymen brothers because we haven't borrowed from the bank at all. So when we first approached the bank, we had a clean state. Credit ratings were clean. It's easy to borrow money. And we managed to use it to type truth. And we were also very lucky to be awarded by WDA contract, a recruitment contract. Now the thing about WDA is when the market is bad, they actually become more active. So that translated into business for us. So the combination of these two factors have us to type truth. But if you ask me, is it something that I plan for? No, it just happened to come along. I guess if you just persist long enough, luck will come to you sometime. Oh, I've been reading about this recently. And some of the things I was going to mention is, I think Mark Zuckerberg from Facebook mentioned when he tried to hire someone, he tried to imagine if he can work under that person. So I think that's one criteria. And second criteria is an airport test. If you start in an airport at this person, no one will find a computer on that day. Can you imagine yourself sitting next to this guy for five hours and not just pretending to sleep and all that, but really engage in a meaningful conversation? I think that is really very important. If you want to buy it now, can you imagine yourself hanging out with this guy after work? If you can, probably you may want to take the exam. Last one. The two exits make up all these losses. Oh, no. No, definitely not, definitely not. The first exit was actually a loss. I've earned about 100,000, I think. This one was exited and undisclosed amount of money. And when people write about undisclosed amount of money, that means it's insignificant. So, yeah, it's really insignificant. It's nowhere near the amount of losses that have accumulated. Thank you.