 But I think in the interest of time, we've got a really tight session here. So I'm going to kick off and people can join as they come in. But I wanted to say welcome, everybody. And good morning, good afternoon, or good evening wherever you are in the world. And thank you very much for joining this impactive session. And I'm hoping that all the SoCAP main stage sessions that hopefully you've just come from have inspired you into action, because this is going to be a highly interactive innovation session. Well, we're aiming to really harness the power of your collective knowledge and experience in the room to help an incredible impact entrepreneur to overcome a key barrier to scale. So it was a quick introduction. My name is Jessie, and maybe following on from the inclusivity of the SoCAP welcome session earlier, my pronouns are she, her. I'm a white woman with blonde hair, wearing a black sweater and a red necklace and sitting in the city of London in front of a brick wall background. And I'm also the global impact entrepreneurship leader at EY, which means I have the privilege of really leading the work that EY does globally to support impact entrepreneurs through our Ripples program. And I'm joined today by Nazir Pandor, who is the Managing Director of LiveClean, which is an incredible enterprise that is providing access to clean, affordable sanitation and safe water across urban and rural Zambia. And Nazir is an alumnus of our EY Ripples program and is also a SoCAP scholar this year. And you'll be hearing much more from him shortly. And you'll also be helping him to overcome one of his biggest challenges. As you may know, EY is a global professional services firm. We have over 300,000 EY people based across over 150 countries. And typically those people focus on helping multinational corporations and governments to address their biggest challenges. And EY Ripples, as you may have heard through the main stage sessions, is our global social and environmental impact program which extends the value of EY knowledge and expertise on a not-for-profit basis. And one of the focus areas of the program is extending our services to small and growing businesses with a social or environmental purpose. And that's the work that I'm lucky enough to lead for EY. And one of the ways in which we support impact entrepreneurs is through impact hives just like this one, which we run around the world typically bringing together impact entrepreneurs like Nazir with groups of EY leaders and employees. And we developed the methodology for these short targeted innovation events, these impact hives through a collaboration with our wonderful friends at Unreasonable which is an amazing organization if you don't know them, committed to repurposing capitalism by supporting its fellowship of growth stage entrepreneurs and by collaborating with institutions and organizations like EY to solve global problems. And we designed these sessions together as a way to really mine the collective genius in a virtual room in a short amount of time to create really deep and lasting change by helping an impact entrepreneur unlock scale. And so we're really excited to be able to leverage the depth and breadth of the SoCAP network and use this methodology to help Nazir and the live clean business to innovate solutions to one of their biggest challenges. So how is this going to work? First, we're going to start with a bit of an informal fireside chat so you can get to know Nazir and his business live clean, understand the company vision, the business and impact model and really get an understanding of the context in which they're operating. And then we're going to turn it over to you, the audience through a facilitated brainstorming session focused around a specific challenge that Nazir is facing. So for the next hour, I ask you to please imagine that you are a group of coaches working alongside our esteemed entrepreneur to find solutions. So please be open, be supportive, please approach without judgment and also trust that your objective fresh thinking will be hugely valuable. And so we ask you to be fully present as present as possible for the next hour to sit on the edge of your seat to lean in and really get ready to participate. And finally, just before we move into the fireside chat, just one quick note on timings because we do only have an hour. We know you'll have lots of fantastic ideas to share in the brainstorm but we will have to be strict on timing so that we can make the session as valuable as possible for Nazir. So with that, Nazir thank you very much for joining us at SoCAP today. Congratulations again on being a SoCAP scholar. Perhaps you could kick us off by sharing an introduction to yourself and also telling us a little bit about the live clean story and how the business came about. Cool, thank you, Jesse again and welcome everybody, good evening, good morning, good afternoon to all of the people joining in. First of all, I'm ecstatic to be part of this as obviously a SoCAP member but also alum of the Ripples Project with EY. I'm just stoked to be here and I'm stoked to share my story with you and for this platform to share what we do with everybody. So my name is Nazir Pando in accordance with what's been going on, my pronouns are he, him, his. I'm seated in front of behind me is a brick wall and a picture there that's a pretty profound picture of me and a bunch of colleagues that have gone for a pretty amazing trip. Water rafting. So it was an amazing time that we spent and we took this amazing group photo of amazing people that live in Zambia and work in Zambia all working towards changing the inequality status of Zambia, right? Changing the economic status of Zambia and making sure that low income people and they're underserved in general are served and are given a chance to do well in their lives or come out of poverty. And that's what live clean does. So the live clean story is we started in 2015 as an incorporated company. And the idea behind it was, when you look around and you go around the town which we are a low income country, right? When you go around the town, you get away from your home and you go into a market or you go into any part of the city and you find garbage all around, right? You find trash all around, you find places that sewage is just building up and then you just take a walk around and you get to think and say, I wonder what they use for water. I wonder what they use for a toilet. I wonder what they use just to keep up with their hygiene status. So the company was built around to build the sort of this mass sanitation compounds that would help low income people access the simplest of human rights, right? For a lot of us who probably are joining in today having access to a toilet and water is probably the thing that we just say, of course we have this, right? We couldn't have, we couldn't deal without it but we have the luxury of having it. A lot of people don't have that luxury. A lot of people do not even understand how to use a toilet, how to use running water, how to use basic hygiene products or even their hygiene to solve their hygiene needs especially for women who have to go through so much with their menstrual health and trying to keep up with hygiene standards. So that's why the company was built and we started off building these sites using containers, right? We have this massive container and put the toilets in there and water provision in there and we place them in markets especially where there is low infrastructure, low sanitation infrastructure and where there is a clear need, right? We are a social enterprise. We are a profit maker company. And the idea behind that sort of financially is to grow the company. We feel like that's the best way to grow the company. That's the best way to scale. That's the best way to continue expanding and attracting different corporate entities attracting different investors, attracting different people in a network that we can build this company not just to make money but to scale but also to expand, also to just help people. Join in with people who want to help those who do not get helped every day. And now where we are today we've got five sites across Zambia three of which are in the capital of Lusaka two of which are in the Northwestern province in a city called Sulwezi and we get about 300 to 350 people per day through each site and we serve toilets we serve water and we serve different hygiene products that people can use at a very affordable price below market price and we make sure that our standards are exceptional. It doesn't matter whether we charge very little but we do not compromise in our provision in how they look. There was one person who visited me from Europe and he said, when he walked by, he said well this toilet looked like they could be at the side of the road in Germany and that made me completely ecstatic because I was like, that's exactly what we're trying to do. So that's who we are, that's who I am. I've traveled around the world and experienced so many different cultures so many different people and it's just amazing that I can be able to speak to you although be it virtually I would have obviously hoped that this was in person but due to COVID obviously that's not possible but I'm glad to be here and hopefully you can help me and also we can have a really good interactive session. Thanks Nazir and such as you say such an important right that you're delivering to people and I guess kind of one question in terms of the business model because obviously you talked about the fact that you are a for-profit company you do believe that's important to unlock capital to be able to scale. Could you talk us through the business model in the sense of is it the customer that pays? Is it the council? Is it the government? How does that work for LiveClean? All right, so from the start we work with local government in the form of their councils and municipalities around the country. We work with them to be able to take over their sites. So local government are mandated by law that they should provide sanitation facilities for public places. Unfortunately our government doesn't have the resources to continuously maintain and operate them. So we found a chance to work with the local government because we have those resources and that's what our company does to work with local government so that we can take over their existing sites, manage them properly, operate them properly and provide the service to their people. The people we serve are normal people, right? The Zambian population and with that the business model is centered around mass provision direct to customer, right? The customer is essentially the Zambian population or Zambian residents, low income residents, they pay directly to LiveClean or to our sites to access these different products, whether it's water, whether it's toilets, whether it's showers, whether it's hygiene products or different mobile money services or different services that we incorporate, especially that's catered around the market in which we are located in. So that's where B2C completely, but we just work with government to make sure that we expand our sites with the help of government, especially in reaching people that we would ordinarily not be able to reach without their help. And Nazira, you kind of shared a little bit in terms of the stage that you're at in terms of the number of customers that you're serving, the number of sites, I think you said five sites across Zambia now. And so you're obviously growing relatively quickly and I imagine through that journey you must have faced a number of challenges, be it kind of on the impact side, be it in terms of how you interface with customers or the partnerships you have with governments or indeed kind of pivoting the business model. Could you maybe talk through some of the key challenges that you've kind of faced over the years as you've tried to really prove the model and scale and also maybe how you've overcome those challenges? So I know we only have an hour, otherwise if I could just go on and on and I'll probably take two days or probably take the whole conference this is paying to your challenges. But I do know part of our session here is that we're going to focus on one particular challenge so I'll leave that to later. But some of the other challenges that we've faced are of course accessing funding, global funding, whether it's international funding or even domestic funding. We've found out that during our journey that sanitation or investing in sanitation hasn't been the sexiest thing to do. It doesn't provide the quickest ROI, the return on investment. It doesn't provide the quickest hockey stick in your graph that says we can achieve $100 million in a year or two or something along those lines that's maybe in microfinance that people can achieve that in or other types of businesses. Sanitation is just this thing that just lingers around and says let's help people but there's relatively lower investment especially when it comes to sub-Saharan Africa. There's a lot of places regionally in Africa that are being focused on especially East Africa and West Africa but sort of your central Africa, your parts of Southern Africa, those are not really sort of penetrated through when it comes to international investment. So funding that we need to expand has been a bit of a challenge but we're working through that especially when we work with the partners that we've been able to work with. We've worked with innovations against poverty. We've worked with UK AIDS or DFID at the time which is now FCDL. We've worked with SNV, New Orleans Development Agency or organization. So we've worked with these people. So what we do is we make sure that when we work with these investors we show exactly what we can do. We hold a very, very high standard so that we not only get a good recommendation but we have a good track record so that whoever we work with down the line they can be able to see that we're a trustworthy company, we're trustworthy investment. We are people who you can trust in and know that we can take care of your funds. So that's one challenge. Another challenge is obviously working with government. It's like I said, sanitation is not the sexiest thing, right? Obviously the government has a lot of things that need to take care of. Poverty, so many things that need to take care of. Infrastructure, making sure the environment is good. All these things that they have to worry about. Sanitation maybe not so much. Historically in Zambia hasn't been really on their priority list. So working with the government is to come in and say, open the, knock on the door and say, hey, we're this sanitation company. Can you help us? And they're like, okay, so you're just providing toilets? What else are you doing? It's like, oh, that's the whole point, right? It's giving people a chance to do something that they don't ordinarily have the chance to. But lucky enough, we have a new government that has been put in and they are very much eager to work with private sector to improve sanitation standards around the country. So that's very helpful for us, right? It's very helpful for us to know that we have a government ally who can help us achieve some of those goals. And then the last one, obviously the last challenge is the one that we're gonna face that everyone can join in and we can talk about. Well, that sounds like a good segue. So if we could bring up the first slide with the challenge statement and maybe while people are reading it as it comes up, Nazir, you could just share a little bit of context to this challenge. Cool. So another challenge that we face which we thought would be the best especially for this interactive session is the cultural sort of barrier that we face in Zambia when it comes to access to sanitation. Like I said, sanitation is something that it's a human right, it's a basic human right, yes. But it's something that especially as a payer's use service hasn't been done before. It's not looked at as something that's essential. That's why our open defecation statistics are quite big here in Zambia, right? Especially for males, for them to start getting money out of a very limited wallet size to use a urinal, they'll be like, I don't need to do that. I can just walk around the corner and urinate on the wall. But then, so that was a big challenge for our system is to show people that not only is sanitation access important, not only is personal hygiene important. I mean, we're seeing this now in COVID times and Zambia has been hit, not just because of COVID but has been hit with cholera in 2017. We had an outbreak in cholera in 2017. And we've had different diarrhea infections have gone up and all these things that has joined in with sanitation or as a product of sanitation, if you don't have that infrastructure in the country you'll get all of these health issues that come about. So getting a population to say, yes, okay, this is important, we agree that this is important. That's number one. The number two, it's, well, you need to pay for it. Yes, this is a great thing. You have this amazing site in this market and it's great but why do I have to pay for it? Why can't it be free? If you're really trying to help us, why can't you just make it for free? But it's explaining to people that's not really the case but we have to scale a company but they're not bothered about that. They just want to make sure that they can access something for the cheapest way possible. So for us, one of the biggest challenges was how do we get a population, a big sized population to use sanitation and pay for this service regardless of whether it's affordable or not? And how do we shift that cultural behavior change to become a normal, to become a norm, to become a thing of the past, to become something that is like, okay, not only will I pay for this service, I'm even willing to pay more for this service because this service is actually quite good or this service is actually quite needed. So that's where we, that's the question that's been posed to the audience today and one that we have to tackle is, especially as we expand or scale, we're going to enter a lot more different markets around the country, we're going to talk to a lot more different people from very different backgrounds, economic backgrounds, obviously, different challenges that they face. Still a very limited wallet size. How do we get you to part ways with your money to use something that maybe you don't see as important? And Nazira, I guess before we kind of open up to the group, I guess kind of one thing just to kind of test and I guess kind of affirm almost in this scenario that my understanding is that customers in this scenario can pay. So we're talking about an affordable service. So yes, cost is a factor, it always is, but we're talking about an affordable service, but here I guess that the challenge is cultural, behavioral change. It's a difference to perhaps thinking about a service based on quality that gives you a better service than perhaps the free open defecation option that was there before. Is that kind of correct? And maybe before we kind of open up to think about the solutions, if you could share, I guess, a few more of your experiences around what are some of the behavioral blockers or the cultural blockers which you think are contributing to potential customers not being willing to kind of make payment? Okay, so before there is a cultural shift or before there is a behavioral shift, right? What is behavior actually, you know, where does it come from? Where does any behavior come from? So behavior sort of comes from where you are. The reality in which you live in. And in the reality in which you live in, if say, for example, you're a woman aged 33 and you work in the market and you sell tomatoes every day, right? And you know, when you start in the morning and you end in the evening, you probably make, and this is not even probably an exaggeration, but you maybe make what would be the equivalent of $3 in that day as your profit. So now you have to go home with that. And when you walk home with that, you now have to start to check off what you need. Do you need to pay rent? Do you need to buy food? Do you need to buy cleaning products? Do you need to pay school fees? Do you need all of these things that you have to do as a family member or as a man or woman of society who works to do, right? To be able to look after your families. So your wallet size is very, very small. If you don't get that much. Then here comes this need as biology dictates, we have to, we have to, you know, we have to urinate or we have to do the number two or we have to do something. We have to excrete our waste. So either you hold it in before you leave the house and you make sure you do everything that you need to do and then you just suffer until the end of the day and then you go home and you excrete. Or you go to your nearest public facility and use that toilet. Now, if it's something that's charged, here you have this limited money, right? How do I part ways with this money? We already have to do all of these other things. There comes the first behavior, right? Do I find this important in my innate self? Do I find this important? Even if the answer is yes, right? Do I have that money to pay for it? Yes, it's affordable, but affordable can be also a very limited, very relative statement or it can be a very limited relative reality. So I'll either hold it in or I will start to pay for this. Now, when I pay for this, okay, this has been a good experience. Maybe this is something I can invest in. My own personal investment into myself. Next day, you do the same thing. All of a sudden, you're doing this three, four times a week. Then now your behavior starts to change. Prior to this, I'm gonna use a back alley and I don't need to worry about my own dignity or I don't need to worry about anything. As long as nobody can see me, that's my behavior because I just do not have the money to do this. But now it's making sure people, even with that limited wallet size, how do they depart with that money to feel like personal hygiene is important? And COVID did help, right? It showed people that this is important. So we got a spike in users during our COVID time, which is really great. And it's a great story to have us live clean, but we're still not obviously there yet in solving the entire problem. No, and thank you, Nazik, because I feel like just being centered in thinking like a customer and just that kind of how you brought that to life is just, I think really important in terms of thinking about how to tackle this challenge statement. So I think now is a good time to hand over the reins to the audience and I can already see ideas coming through, which is fantastic. And what we're gonna do now is invite you to help Nazir to address this key challenge through a facilitated brainstorming session. So the specific challenge statement that you can see on your screen that we're innovating for is as follows. For populations not used to paying for sanitation, how might we create a sustained behavioral shift to ensure potential customers value a pay-per-use model for safely managed sanitation services? And we're going to have three rounds of brainstorming. First, in this section, we're going to crowdsource as many ideas for solving this challenge as possible from you in the room. Then we're going to explore these ideas by upvoting the best solutions together and diving into one solution of Nazir's choice by inviting that contributor up onto the virtual stage, hopefully if we can get the tech to work, to share more about their ideas and discuss it live. And then we're gonna finish by asking you to share one way in which you personally could support Nazir in taking the next step in his journey, which could be anything from a warm introduction to someone in your network, through to sharing a useful resource. So in this first round, we're going to give you four minutes as the audience to think about as many ideas as possible in response to this challenge statement and to type them into the session chat. And before I go on mute and maybe play a bit of music to give you the space and time to think, I'm just gonna share a few quick tips. So firstly, please choose quantity over quality. And I know that might sound counterintuitive, but actually the more ideas you generate, the more likely you'll offer something incredibly valuable or unexpected. Please also defer judgment. I think too often we self-censor unnecessarily. So remove that filter for the next 30 minutes. We know you're not experts in live clean. You may not be experts in sanitation and you don't have all the context you'd probably want, but don't let that hold you back. And finally, please also know that wild and wacky is very welcome. And sometimes the best idea is right next to the seemingly impossible one. So with that, I'm gonna go on mute and I'm gonna ask that you start thinking and typing your ideas into the chat. I think if we could turn the music down a little bit, I can see some fantastic ideas coming through. And actually, I think they're still coming through lots of ideas around community stewards, cross subsidies, freemium models, gamification, so many coming through. We actually, we had an inkling that Socat would be a great network to test this with and you've proved us right, which is wonderful news. So now what we're going to do is explore these ideas by upvoting the best solutions together and then asking Nazir to choose the idea that he's most intrigued by and inviting that contributor to actually come up on the virtual stage with us to share more about their idea and discuss it live with the group. So now what you should see is the challenge statement on the screen, but a slightly different action for you. And what we're going to do is give you another four minutes to go back and read through as many of the other ideas that have been shared in the chat as possible and to upvote those that you think are particularly interesting as a potential solution to Nazir's challenge statement by liking them. So you should be able to like the comments on the top by hovering over and on the top right-hand side, liking these comments. And I know that you're a very inclusive bunch. So you may have the desire to like all of the ideas, but I would ask you that for the purposes of really prioritizing those that we think are the most interesting, please do try only upvoting a maximum of three ideas and please also don't upvote your own. And so while the group is doing this, Nazir, if I could also ask you in the background to also be reading through all of the ideas. And in particular, those that the group are helpfully upvoting for you to consider which of the top ideas you'd like to hear more about. And we'll come back to Nazir in a few minutes to learn which idea he'd like to explore further and to invite that contributor up onto the stage. So for the audience, you may also want to use this time to perhaps quickly spruce yourselves up as well if you're still in your pajamas in case you are called upon to contribute. So please do keep reading through all of those solutions for the next four minutes and upvote those that you think are most intriguing. Perfect, so I can see you've been liking them all with your upvotes, thank you very much. And Nazir, hopefully you've had a little bit of chance to look through some of these ideas as well. Because what we're now gonna do is turn over the decision to you because you're the one that really matters if there is an idea that most intrigues you that you think would be particularly relevant to live clean. It could be community stewards, I think cross subsidies I've seen a lot of, awareness campaigns has been a lot of really interesting ideas around awareness campaigns and really emphasizing the positive aspects be it the safety aspects, the aspirational value. Let me know if you need a minute or so more to just go through and select a particular idea that jumps out at you that we'll explore further. Yeah, you can hear me, right? We can see and hear you. I did have some technical issues. So thank you everybody for amazing comments and amazing suggestions, they're absolutely brilliant. For some of them I do actually, we do actually do. We have tested like giving people cash prizes as what Joanne Hemings had said, having a loyalty scheme, we did do that. And we've done different schemes. There's some that I would sort of like to look at by Glenn Cunningham that says deconstruct the elements of value you were selling. Privacy, cleanliness, then of course taking a break from your day. I guess maybe to find out more meaning behind that one it seemed a bit interesting. Cool, well that sounds good. And Glenn, hopefully you're still on the call because if you'd be willing to join us and just expand a little bit on your comments and your ideas and your solution, hopefully we can bring you onto the stage in the background. And maybe Nazir, if you could spend a little time whilst we're bringing Glenn up on stage, I guess just setting the context for why that idea kind of jumped out at you. Is it something that you've been thinking about? Is it something that you've tried and haven't been successful at within LiveClean? Is it something that you haven't tried? It's intriguing because when we try to, I guess do any culture shift or any behavior change, we try to make, provide innovative ideas of how to change the mindset, how to make people see a different side of sanitation or paying for sanitation. So looking at this and saying, okay, maybe diving into what, how could we expand this taking a break from your day, right? That particular sentence is quite intriguing. How do we make people feel like, they can come to this site and not just feel like they're using a toilet, but feel like they're part of a different world, right? Or they're part of a different feeling or have a different experience when using this facility. It's not just, it's just not about providing a toilet, but doing something maybe more with your day and finding that this is a good thing to do and throughout my busy day. So that particular line really intrigued me. I'm not sure if he's in, he or she is in. Glenn, if you're interested to join, hopefully you should have the option to just click Join Audio Visual on the top right of your screen. So if you want to click that, you should be able to just pop up on screen with us and join us. And maybe if not, Nazir, is there another idea that's listed here that's kind of particularly intriguing for you? I like this one by, and please, by all means to everybody listening, when I sort of look at something, I love everyone's idea. So please do not think like, I hate other ideas or I like others more than others. It's just something that we're looking at and saying, how can I dig dive into something that maybe we've never done or something we've never even thought about. The other one that jumped at me was Pamela Cato who said, can people with larger wallet sizes subsidize the services of those with smaller wallets? Right, so getting buy-in, that's a really intriguing idea. So helping figure out how do I get somebody who's got better resources to help those on an individual level, on a corporate level, because we definitely try that, and that's where that whole sanitation sexiness comes in. But individuals, people who have these things, have access to toilets all the time, how do we get you to pay for service or engage with low-income people to use a service that you think is normal? So that's a really intriguing one to me as well. Perfect, thank you for being so inclusive, Nassir. And I see we have Glenn with us, wonderful. I'm so glad you managed to make it up the steps onto the virtual stage. And thank you very much for contributing, so generously. And also being brave enough to join us. I can promise the audience that this wasn't planted. So thank you for being so willing to share with us, Glenn. And I wonder if you could- It definitely wasn't planted, and I want to make sure the expectations go way down. Oh my God. The last thing I had in mind was hopping on to a global- Well, welcome. We're very glad you're here. And maybe Glenn, if you want to spend a minute or so, just giving a very quick introduction to yourself, but also most importantly, if you could just share a little bit more about your idea to bring it to life. And we'll just have a very kind of quick conversation just to unpack it a little bit more with Nassir. Of course. And first off, huge props to all the candidly amazing good ideas all the way through. I think Nassir is being very kind. I'm over at the Harvard Kennedy School at the moment. I'm a career coach to graduate students in Harvard's different degree programs. I work with a lot of students who are incredibly keen to create really powerful impact in the world either through investing or other great vectors. So I'll pause there. I've done a little bit of consulting back in the day in my own prior to coming into higher education. So diving in onto this idea, Nassir, I love the business model and I love the idea. I feel like it's got a tremendous amount of leg room. And I guess for me, I was sort of thinking, one of my favorite sayings, and I scribe it to either Winston Churchill or the Queen, but it was that idea of never refuse the opportunity to go to the bathroom, right? Because for me, it's often being sort of like, oh, I get to sort of step out from whatever it's undoing or to get to do a little bit of reset. And I think maybe there's an angle there that sort of rather than, I mean, obviously to your point, we all have these sort of the dominant biological needs, but potentially unpacking all of the different ways that this has value to your potential customers. So maybe there's some people out there who, I think of the cigarette break back in the sort of 70s, 80s and 90s. Well, it was obviously fine to go take a cigarette break. So, and that became a, not just a break from your work, but also a little mini social community. You knew your three or four best friends who went and you had to smoke with them together. And you got to sort of reset a little on your day. To the extent that, and again, I don't know all of your offerings, but to the extent that there's clear, clean water available to drink, that you're not just sort of washing yourself with a potentially, it's sort of a, there's an angle for sort of a, like a refresh break rather than just a bathroom break. To the extent that Americans love to talk about this idea of the water cooler, right? Like the sort of chit chat that happens around a, a water cooler and I could see something similar, potentially possibly happening there. I wonder, I wonder is there a way to sort of partner with any other business owners who, maybe if you're generating a little more foot traffic because of this enforced by an audience, could you sort of tie in with them and get some sort of partnership from them or sort of angle around like, oh, you need to go to the bathroom, maybe you swing by and pick up something else too, whether it's a stick of gum or whatever it might be that people tend to sort of buy as a snack. Yeah, I think there's a lot, a lot there, but I'll pause there because I'm talking a lot. Good. Hi, Glenn. Again, yes, it wasn't planned, but I'm very happy to meet you and thank you so much for your comment and for your feedback. I really like that. I think it's a fantastic way to look at things, especially as business owners, we're very stubborn, right? I'll say this upright, we're very, very stubborn people because we think we know everything and we don't want to tell people, we don't want to hear from people and say, ah, you don't know what we're facing, you don't know what we're going through. We've tried everything. But as business owners, we have to face the reality that we don't and we have to look and say, hey, some people have amazing ideas that we could try. And what you're saying really makes a lot of sense for us because we have gone to corporates and said, can you help us, can anyone hear me? Can you hear me? Okay. We can hear you. Yeah, can you help us expand our revenue model by advertising with us, making our sites visible for your company logo or what your company is about? But what you've said maybe brings us a different question to ask the corporates or the different question to ask as different individuals to say, how can you sponsor something that doesn't have to do with money? Can you sponsor something that says, gives a token of appreciation to a user that uses a toilet? Sort of like when a child goes to a dentist and they get a lollipop type of thing. Here's a little nugget for using a toilet because maybe for now we have to thank you because you're actually doing something even if we're helping you, but you're actually doing something for your personal health and for yourself. But here's a little token of appreciation and having the corporates, whether it's giving water, because here different things are important to different people. In low income areas, cigarettes are important to different people. Water is important to different people. Having a drink that they would ordinarily not have because they just don't have the money to afford different things. So that's a really fantastic idea. And being able to show our sites that it's not just a toilet, it's a lifestyle. That's what I get from your comment Glen, right? It's telling people this is a lifestyle. Going to a dentist is a lifestyle. Taking a break from work around the... Yeah, we call it the water cooler conversations, but it's not about the water cooler. It's about the experiences you share with your colleagues when you're around that water cooler. That mental health break from work is important. It's a lifestyle. So sanitation should be a lifestyle. So I really think that's an amazing concept and something that I've written down. And I hope I can expand that. Hopefully at some point we can connect and we can expand on talking about that later on. Obviously way after SOCAP's conference. But now I really thank you for that comment and it's really got me to thinking about how to approach people with money or people with things that can help our company. So yeah, thank you for that. And I think it's also, Glen, just tying into a number of the other comments. It's about that aspirational lifestyle as well. You know, rather than... Well, I guess it's the different value components. Some of them may be functional. Others of them may be aspirational value that can be just as important in some cases, more valuable than others in terms of that narrative and changing both consumer or partner behaviors as well. Glen, any final thoughts you wanted to share in terms of just building on Nazir's comments before you leave us? Well, again, quick thanks. And maybe a little bit about this idea of signalling like that you talked about how sort of companies can signal the value to their employees, maybe sort of to individuals, maybe they're signaling, you know, sort of this is my way of signaling, sort of we're moving on up. This is my conspicuous consumption thing where, you know, okay, maybe I'm not holding this sort of sexiest new phone, but...