 Thank you, Bhavna. It's great to be here. Ladies and gentlemen, it's a pleasure to be speaking to you today on my favorite topic, which is to create a really wonderful and a fresh new brand. In my case, I'm going to talk to you about how we built a fresh way to create an online fish and meat brand Fresh to Home. This is something that has taken us about six years. Fresh to Home is today the largest online fish and meat brand today, doing about 2 million orders per month. Much of the journey of the brand, like most other brands, stemmed from my own personal journey, just to give you a little background. I'm an entrepreneur, been in the valley for most of my professional life, have done multiple brands that are now some of the most well known in the world in the gaming space. Obviously, a wide departure from the fish and meat side, but just to give you a sense, I have created a game, I was general manager on a game called as Farmville, which is one of the world's largest online social media games. We were downloaded by about 600 million people. And at one point, dominated probably in terms of the number of players, more than the population of the entire Europe. So it was a really, really large property that we had built. That is my background. Prior to that, I was a CEO for a software company in the US. So I spent a fairly large amount of my time in the US. I then relocated back in 2019, 2009 back to India to set up the India Center for Zynga, which used to create the game called Farmville that I mentioned earlier. And during that process is really when I really understood the vibe of creating a consumer brand in India. And in about 2012, I used to be a really big fan of eating my favorite fish curry and rice because I'm a Malayali from Kerala. So essentially that's ingrained into our DNA. And one of the key things that you face when you are in a city like Bangalore way back in the time I used to buy is that the availability of good quality fish and meat was really limited. And I found this really wonderful site called seedtohome.com. It was started by my current co-founder Matthew Joseph, who is a fish exporter. Now he would ship fish from Cochin back to Bangalore and Delhi and it would be really, really fresh produce, right? And I fell in love, my family fell in love with the product and we used to be a really enthusiastic customer for Matthew. At some point, Matthew had to shut shop because of various reasons. He's a fish exporter. And at that point of time it was a recession and running a company of e-commerce scale was not as familiar to him. Now, this is amazingly bad for us because we couldn't get good fish, right? The family literally lived on Matthew's fish. So at some point, the only logical outcome and I just relate this back to creating brands because most brands are born out of your own personal pain points, right? In my issue, this is a really big personal pain point. It is one of your much loved product is not available. So I went back to Matthew. I angel funded him and I got the whole new company. We started a new company called Fresh to Home together. That's really how we started the company. Now, at that point of time, while it was not really something that was done in a very innate fashion, the core reason to start that is my own problem, right? I had kids at that point of time and I was really worried about chemicals in the product that we eat, right? Because if you look at fish in general or meat like chicken and others, the typical market, there is a fairly large percentage where we see that the preservatives are used in this whole supply chain. So fish in particular has got ammonia, has got formalin and a bunch of other sort of preservatives. Antibiotics are quite common in the poultry that we source. So these were things that I was aware of as a young father at that time. And it really paint me to see how this is a commonplace practice in the need ecosystem, right? So one of our biggest sort of brand propositions, one of the primary edifices at which we built Fresh to Home was no chemicals, right? Basically no preservatives, no antibiotics or any other sort of chemicals, right? Even legally allowed chemicals like flavor enhancers, stabilizers and things like that. We just felt like we had to build a brand that is 100% true to that. And I'm proud to say that we've kept that at the end of six years from now, right? One of the biggest things that you run into as you build brands or as you build companies is to preserve the original ethical vision that you had. How do you just take that across a period of time? So that's fortunately what we've been able to do. If you look at our website or any of our products, we proudly display the certificates for the latest batch that we've tested from in the most reputed labs in India on sort of 120 antibiotics and various different kinds of chemicals, right? This is our way of telling consumers that, hey, we're very transparent. You can go down to our website as a consumer, you can download the certificates of all the products that we deliver. And that's how transparent we are and that's how true we are to sort of the original brand proposition. So a key learning that I'd like to highlight and one that I would urge all of you if you're building companies is have a strong vision. And whatever that strong vision is, in our case, it was really about creating 100% fresh, no chemicals as an overall brand truth. And then stay true to it. At some points, it might be really harder to be true to it. For example, in our scenario, we took literally about five years before we could launch cold cuts and sausages and marinated products and so on. In the industry, any of these product ranges require you to add some sort of chemicals, right? Maybe legally allowed chemicals, but it's still chemicals nevertheless, right? Whether it's a flavor enhancer or a stabilizer or things like that. And we took an intentional decision not to do that, which essentially meant we had to invest in two to three years of really high end R&D to figure out natural ingredients and natural sort of ways of creating products like that. We are now launching a really large range of ready to fry products with things like your chicken patties, your tender sort of popcorn chickens and so on. And most of it are in the current market done with chemical alternatives. So we've stayed true to the brand. We've figured this out and we've built India's first clean label brand in our segment. That's really, really the biggest emphasis we have done. Now let me just start a little bit of a backdrop, right? We are talking about a market, a fish and meat market that's insanely large. Just to give you a sense, the Indian fish market alone is a $50 billion market. Now, if you add poultry and meat, it's about an $80 billion market. At about $80 billion, that's bigger than most of the Hollywood industry that you would be familiar with, right? Imagine all of those movies that you've seen in the last year, The Avengers and Spider-Man and all of that stuff. This is actually much bigger than that. So it's sometimes quite humbling when you're in India and you really understand that the market segment and the population that you're catering to is so immense that the opportunity is abundant. All you have to do is to really figure out a niche segment, figure out sort of what unfair advantage or what unmet need are you solving? And then try to create a brand proposition that aligns with this unmet need. That's really what we did. In our case, what we did was we went to 5,000 harbors in India of which we currently source actively from about 300 harbors and across 3,000 fishermen, right? These are folks who work directly with us. We source with them through technology-enabled software. So we've got a software that we call as the Commodities Exchange. It's essentially like a virtual exchange where a farmer or a fisherman is able to trade with us using an app. And we've then built networks through our platform on coal chain, really large series of processing facilities, collection centers across all of India. And also the ability to transport by both air as well as by road across the length and breadth of India. That's really the backend that we had to build that backend is now leading to fresh product for the consumer. For example, if you're buying chicken from us is literally within the last 24 hours would be processed in our own farms and guaranteed to be antibiotic free. That is really, really how we built the plan. So we started again recapping a really large brand proposition of no chemicals. We then built the backend required to ensure that we can deliver that value proposition, the value proposition of no chemicals, no antibiotics, 100% fresh delivered from shore or from the farms back to your homes within 24 to 36 hours. And that's really the background we've built. Now this took us a good, you know, three to five years until that three to five years, you know, most of our consumers were acquired through a word of mouth. That is really the strongest marketing and brand marketing that you could do right when a consumer really talks highly about your products. If you look at our ratings in Google Play Store or other places, we'd be rated the highest right about 4.6 to 4.7 out of five in the overall experience. What that also led to is a really high retention, because if you look at our segment in e grocery, a big part about building a brand is also ensuring that the consumers come back to you. It's not just important to do the acquire the users the first time, right? It's really around how you bring them back. Now in our scenario after sort of the second or third purchase, we see about 90% acquisition and 90% retention. That's among the highest in this industry. What that leads to is that you don't really need to spend more and more money just to bring the consumers back, right? You acquire them once they're extremely sticky. They're very happy with your servers and they continue to be your brand ambassadors, right? And the biggest brand ambassadors you can get is really your own customer. That's the best way to build a brand. But at the end of, you know, the third year, we are then or the fourth year, we were then present in most of the cities that we wanted to. It's really at that point, then we started thinking about building and telling the story externally, right? It took a while for us to get there because any startup takes at least three to four years to get the basic ingredients and the building blocks, right? We didn't want to go out to the market and tell our story much more actively before that. But since then we've been quite active. Most of our acquisition comes in through digital marketing because the kind of audience and the target that we go through are from the digital first or digital native audience. So we go through that audience first. We then use a number of marketing strategies, right? The brand building has been on the top of our mind since the inception but in the last year or so we've been extremely active. We've hired really seasoned marketing professionals who have really helped to take the brand to the next heights. A big part of this is to connect consumers with relatable content. So we've done a very interesting campaign around the IPL called Totally Fresh, which really nudges people to buy only from the fresh and chemical-free fish and meat, delivering the message of freshness, right? So if you look at it, our name has fresh to home on it. So we started with that connect. We started to connect with the truth of the brand, right? We are directly fresh from the fishermen and the farmers and we give it back to you directly. That was really the umbrella under which all of our brand identity was built on. We then did really interesting things like a recent Women's Day campaign that encouraged women to break the shackles of the old way that people judge you or people talk to you about. And this is really all under the brand umbrella of we are completely fresh, right? So in the case of the Women's Day, we messaged that fresh to home has bought out a completely new way of looking at it, a completely fresh way of looking at it. We've done the same thing across Valentine's Day. We've just reversed the whole scenario in which most Valentine campaigns are shot. We broke the stereotype by showcasing a meat lover couple that are keeping it fresh and replacing in traditional and outdated ways of proposing, right? And interestingly, in this case, it was using a calamari ring. So it was a really, really interesting campaign. So we've done a number of that. We've also then done very quirky digital first ideas and some of them you can check out our website. But at the end of the day, marketing is really about telling the truth, right? Telling our truth. And in our case, it is really about being the freshest fish and seafood and meat provider in the world and directly connecting from consumers with the fishermen and farmers. And we've spoken that in the words and the lens of no chemicals. That's really the other reason to believe for the brand that's really something we have hampered on. Now going forward from here, once you've now built the brand, the next step for us is to really now tap into sort of the larger part of the India, right? So if you look at it, our market segment, us and our competition put together is only 0.3 or 0.5% of the overall market share. Now that might sound like a small number, but in absolute terms, it's a really large number. But at the same time, the room is limitless, right? India has got such a large opportunity base that there are multiple different ways to reach out to the consumer. E-grossery and e-commerce is really the first frontier in which how we build the brand. But as we go forward, what we see is that there's a huge opportunity to acquire consumers and to strengthen that customer experience by opening retail stores on the platform, right? So we've enabled retail stores on the platform where consumers can come in and they can experience the brand. So you can come in, walk into one of our platform retail stores and essentially experience the fish or the meat because most people would like to touch and feel it. And what we see is that this leads to a really faster digital adoption. So the consumers would come in the first time or the second time or the third time, then they would really be, you know, they like the quality and then the consumption then happens online, right? People then start buying the same product online because the convenience then kicks in. So we see that as a very complementary strategy, you know, opening up retail, opening up different stores, giving consumers the opportunity to taste, to actually understand the product and from then take that journey back online. So we've launched about 100 Powered by Fresh to Home stores. These are convenience stores that offers the finest quality, chemical and preservative free products. It also has ability to taste our ready to eat and ready to cook products. So this is a big area in which we are expanding. We're also now expanding much more drastically on the ready to cook and ready to eat food for you. We see a lot of success that has come in and we see that portion of our business growing really, really large and we expect that to drive a fair amount of traction. The last area that we see is really geographical expansion. So we are now in a lot of the tier two and tier three India. So we are in about 100 cities that we've launched in the last six months, we've launched about 100 cities. This is outside our core metro focus and also the international focus in UAE. We have now launched in 100 different cities across all parts of India, right, ranging from, you know, AP to Tilangana to NCR to South India to the West India and so on. So it's a fairly large footprint. We anticipate that this will lead to the brand becoming much more resilient because at the end of the day when you have such a large brand footprint both in terms of retail as well as online as well as a 360 view across multiple different geo focus. That's really when the brand, you know, logarithmic recall starts kicking in. Last but not the least, we've also are launching international in Saudi Arabia in the GCC, and a bunch of the other countries in addition to our large presence in Dubai. So it's been a tremendous journey, thinking and visualizing the journey from, you know, two of us sitting together on a whiteboard, thinking about what Indians will eat, you know, five or six years from now and I'm glad and proud to let you know that we've been able to take that story, we've been able to take that journey and that vision back to a fusion. Much of it is thanks to the consumers and I thank all of you who are many of you who may be buying from us. And that's really the biggest proudest moment that you get as a founder which is really to see the smile in a consumer's face when they taste the product right and that's nothing more satisfying than that. So with that, let me stop there. I thank you for the opportunity and I wish best of luck for the rest of the proceeds.