 Thank you, Githika, for coming and doing this session for us. I know we're completely out of time. I'll try to keep it short and quick. My first question is about your leadership. As a leader, what steps are you taking to win the digital transformation race? Okay. Firstly, good evening and thanks for the patience to stay on. I'm conscious that it's been a very, very long day. I loved your session. Thank you so much. And I think I would kind of build on that. Frankly, I'm not looking at it as a race or that I need to win as Hershey's. I think we all have to move together. That's really where the consumers are moving. And therefore it is important for us and Hershey's leadership teams to really say how do we harness the potential that digital really brings along. And that's how I look at it. For that, therefore, I think we do several things. The first one is just basic digital upskilling that is needed for everybody. And if you honestly ask me, maybe I'm the least digitally aware person in Hershey because everybody else, you know, the younger people are almost born into this era. So they understand it more. So we have this little bit of reverse mentoring going. We have very focused ways through which we really answer to, you know, what is needed for us to understand this channel better. So there is this Thurker Street courses that we have made people do, you know, of course free of cost. We have a lot of LinkedIn subscriptions. Basically the first step, if I were to maybe give an idea of what needs to be done, the first step, you know, leadership must do is get digital upskilling done for their teams. I think the next thing is really earmark some amount of resources. And it's not just money. It's the time. You know, are we bringing it to the leadership table often enough because that is a signal of how critical or not a project is. So, you know, sometimes if you don't review it often enough, it's not considered important. So therefore, are you putting the right resources, time, effort, energy, money behind that is another way we would like to be part of this digital transformation. And how is this journey different from an FMCG, for an FMCG brand? Yeah. So FMCG comes with its own challenges and we were discussing IBM earlier. I think FMCG has the challenge of also the freshness that come through. Yeah. And therefore, how do we harness technology in supply chain so that we can get the freshest raw material we can ensure our shelf life in the marketplace is not very dated. And therefore, I think those are important things that an FMCG needs to do, specifically a food FMCG, I would say. The other thing is genuinely the consumers have migrated. You know, even if I want to, I cannot kind of live in the whole, you know, as an ostrich. I have to be where my consumers are. And consumers are what we call cord cutters, you know. So the cable TV cord, they have cut that cord and they have moved to, you know, different kind of digital, they've moved to different media players. And therefore, we need to be where our consumers are. And therefore, as FMCG, because we need to remain top of mind and relevant to our consumers, it's not as if, you know, they will buy, you know, maybe a laptop once in a few years. They need to, every time they buy chocolates, you know, and we of course have many competitors who've been there for millions of years. Every time they buy chocolate, they must think, oh, Hershey's, oh, kisses, you know, say it with a kiss or something. And therefore, how do I maintain that top of mind recall for our consumers is another very important thing in an FMCG. You can't afford to slacken off because then you will no longer be relevant. How do you benchmark your progress in digital transformation? So I think we are measuring it in two, three ways. The first one for us is actually manpower and how we better utilize. I'm using my words carefully. It is not sometimes digitalists and this entire journey is seen as cost-cutting because we will get rid of people. Hershey, we don't do that, yeah? We repurpose them into doing something different. So for example, you know, at one point in time, somebody was writing down the sales or taking out, you know, an extract of your daily sales report by region. That is now Power BI. We don't need somebody to do that. But that person is now doing something else around insight drink and therefore what is the next level? How can we use our Vizy Coolers better for example? So I think the way we measure digital transformation progress for us is how does it help in either simplifying the lives of my teams or ensuring we are able to reduce the grind of, you know, this everyday repetitive work and free up time to be able to do more insightful, more thinking, more value-added work. So yeah, so FTE repurposing is a big call-out. I think we also of course look at cost savings that come as a result of doing something well. So for example, e-claims, you know, are distributors and we have more than 500 distributors spread across the country. Their claims when they are stuck then we have to give them a certain percentage. I now, you know, kind of pay them claims in a day. So they're, you know, kind of ROI on my business goes up or continuous replenishment. You know, I sell them only as much as they are able to sell out, not a case more, not a case less. So very little kind of working capital is stuck. So there is savings, but savings is in the simplification of it, not in manpower reduction as sometimes unfortunately seen as. So yeah, that's how I would call measure of success. So your brand recently forded into the metaverse. So how do you think the FMCG industry can benefit from it? Yeah. So I think the important thing here is experimentation. And again, if there's one thing that you carry back from this is saying continue experimenting. Do I know if metaverse is a success and we've by the way called it Hersheyverse, whether Hersheyverse will be, it's an experiment. We've come out richer. We've done it for the Christmas time last year. We intend to do it again at similar times. You know, we've got so much insight about our consumers. What are they engaging with on that platform? It gives us an opportunity to really advertise on that platform, you know? So it's just, I mean, my brand is then accessible to frankly everybody across the globe where they're wanting to see it. So I do believe it has yielded tremendous, tremendous advantages. Am I calling it a full, what is success here? If the experimentation is how I would define success, we are very successful. We've had a lot of people come in during the time that we had the metaverse going on and therefore I would say continue the experimentation is how I would define it as my experiments with metaverse. You know, apart from the fact that you're very capable and you completely deserve to be the MD of Hershey's, your brand also, your personality resonates with your brand. You know, versus some middle-aged uncle saying, I try my chocolates. And you know, there's something very sweet about your personality. So we call Hershey the sweetest place on earth. But to be honest, I have done two decades of, you know, work with Unilever. I have done toilet cleaners and home cleaners and detergents. So frankly, this is where I felt absolutely at home doing that as well. So I have time for one last question. What are some of the unique challenges and opportunities you have encountered in leading Hershey's operations in India's dynamic and diverse market? I think firstly the unique challenge of Hershey's and of course all of us know it as a chocolate company is in India we didn't launch chocolates till 2020. That's 2020, you know. And we launched chocolates and then it shut down and COVID happened. So however, I am delighted to say that today Hershey's the biggest part of our turnover comes from chocolates. And that's not that the others are declining. Everything is growing, but chocolate is growing at such an exponential rate that today chocolate is the biggest part of the Hershey portfolio in India. But that was a unique challenge for us in India. It is now the number three market player in the premium chocolate. So you know, silk and Ferrero and the Nars. So yeah, I think it's a good space to be in. The other unique challenge for India has been the fact that it's a tropical country. It needs, you know, cooling solutions till the retail point, yeah? And we of course have, we want chocolates to melt in the mouth just not before they reach the mouth of the consumer. And therefore how do we ensure we've put in these little mini fridges, they're called vizikoolers at almost 100,000 retail stores. And then how do we use technology in order to harness the data? So I can on real time, I want to eventually move to saying this particular SKU got sold at this time. I haven't reached there just yet, but I think the unique challenge therefore in India, which Hershey globally never had to face was how do we ensure the purity of the vizikooler that it's there, you know, it's an asset that is the company's asset doesn't get lost. How do we use technology to say whether this is kind of delivering the ROI in that particular place or is it better kind of read put somewhere else. So unique challenges, but nothing that we believe is difficult. And I think the way we've looked at it is always saying that it's a challenge and therefore disperse us on to more action. I have 20, 19 seconds. Any big launches planned during festive season? Yes, every year. So Diwali, Raki, Valentine Day, frankly, even Halloween now is becoming an occasion in the Metro city. So we do have campaigns. We do have a separate gift, you know, kind of a gifting team that puts in different kinds of gifting options. So you should be seeing that in a store near you. And if you're not, feel free to call me and I will ensure it's seen at a store near you. But I know the time is up. However, I'm happy to take some audience questions just to make it worth your while for staying this long. So just in case you have any questions. Any questions from audiences? We have one here. Hello, thank you so much. Catherine Henry from Media Monks. My question for you is digital collectibles, digital assets, given the rich history and the variety of different products that you have, and they're so popular in game spaces like Roblox, is that something you're considering? So you, sorry, just to understand your question, but are you saying all the digital assets because they're popular in gaming? Are we harnessing that? Yes, you're obviously, you've got the Hershey space, but are you thinking about rolling out a separate line of digital assets or digital collectibles? Yeah. In the US, frankly, that is happening. And of course, Hershey in the US is the dominant chocolate brand. So it's a little bit more well-known. And therefore, we are doing a lot of these tie-ups. We're doing several things with some of these. Maybe I can't talk about just yet, but you will see them in the coming months. In India, like I said, we are still at the tip of the iceberg and we have so much more to go. So what we are doing is using digital assets but our own space, right? In fact, we have won almost some 20 awards this year around our digital campaigns, right? So different things that we are experimenting and doing. However, if you were to integrate in Roblox, not yet. And that is not at all in the plans for the now. But let's see, I'm hoping that we will one day be a dominant player in the Indian market and then do that. Thank you. Anyone else? We can take one more question? Yes, yes. There's one at the back. That's normally the sleepy corner, it's just at the end. Hi, I'm not going to take everyone's time. Firstly, I really enjoyed the fireside chat up till now, despite it being the dead end of the day. I just had one query, one question. You spoke about experimentation and success. How would you take experimentation, let's say experimentation for a company that does not have the budget to really experiment? And spend that much time. Now, Hershey being such a big multi-millionaire company, they have that budget to experiment. But what about a company that doesn't have that financial resource? Good question, thank you for it. And frankly, a few years ago, had you asked me when I was steeped in the old school of marketing of saying that we are going to be TV-only, big burst, GRPs, every launch cost me X crores? I would have maybe given a different answer. Frankly, if you look around you now, there are so many companies, especially these startups that have built credible, large businesses with very little money because of digital. So think wow, shampoos, think a lot of these beauty brands, a lot of food brands that have actually been able to do it because of digital. Why? Because firstly, e-com as a platform, and whether it's QuickCommerce or regular Amazon Flipkart, is a very fair channel. You could be 75% share, you would still get one tile as the consumer is swiping. You could be 0.7% share, you would still get a tile. So it's a very fair channel. And if you believe that your brand has the where with all or the right offering and value to the consumers, now it actually enables us to be able to do it so effectively. Similarly, digital marketing is a lot, how do I say, can be cheaper than the old school GRP driven, put it on Sazbi, Kabhi, Bahuti kind of cereals, which are very expensive to run. You can now be more nimble. And therefore, the experimentation frankly gets there. So I would say, frankly, the smaller companies which have lesser money must experiment even more to see what is the right way where they can kind of get their consumers and move into large businesses. Frankly, I mean, I'm amazed at the amount that is happening these days. And it's also a little scary, especially in the US. We're seeing these prime, I don't know if any of you have heard about prime, this drink, I'd gone to the US. My kid said, you can't enter home till you get prime. Mr. Beast chocolates. I mean, they're just crazy amount of experimentation that is leading to people building credible large businesses, sure effort is through digital and nothing else in terms of mainstream. So I would say experiment even more if you're a small brand. Thank you so much. Thank you. Thanks. Thank you so much. Thank you so much. It was a pleasure to be here. And I'm sorry, I know we have extended it by almost an hour, maybe from the time that you were expecting to wrap this up, but thanks once again. And if there are any questions, we can chat outside. Thank you. Thanks, Gittika. It's always a pleasure to have you here.