 India is with the Ruin Dharam Kumar. He is the co-founder of Ken and also the CEO of the Ken, which is a subscription-based tech media organization. Can you forgive that? We are a subscription-based business news site. Business news site. He is going to tell us about how revenue is a big driver for any media organization's sustainability. But do you think it's a focused way that should be the key for a founder to do it? Yes, thanks. So, you know, we've actually made two statements. The first one is that revenue is important. And I think it's really like something that's always been true for all of us. Because, you know, if you're a business, you need revenue to survive. Somehow, the media of Mexico is generally important because it's the relationship between editorial and non-editorial. And ad-funded ones like Julia and Dhruv come to know how they're running this. But I think it's true because of the collapse of ad-funded journalism. Now, if people have the revenue, you need revenues to be sustainable and to be able to attract just general revenue. So that's, you know, quite become important now. Because journalism is not a new career or any other question. Your second point was about focus. And, you know, we're a subscription organization. We're an independent advertising organization. And for us, focus is very important because we just publish one article every day. So, you know, we're a quality work team. So, each of our articles is really focused, very in-depth. And, you know, it needs to be because we ask people to kind of spend over 300 rupees a year on our subscription. So, I mean, everything right from the store itself, to how we market it, to how we kind of ask people. So, that's what it requires, because otherwise, people will not pay for it. When you pay for something, you don't want, like, hey, if it's if you're giving me all kind of scholarship coverage, I can get it while I Google you or other places. Sure. So, in your view, you know, being focused doesn't involve actually building a community. And in journalism, how can this community be really better? Alright, so, absolutely. There's no two questions about it. If you're a journalist organization, you have to build a community. Now, there are multiple ways to kind of build a community. A lot of people build communities at scale on platforms like a Facebook or a LinkedIn. We've chosen, because we are again, a very specialist niche publication behind paywalls, we've built a community largely through email, through email letters. So, all of our subscribers, we communicate through every morning without fail at 8.5. Right? And we have a direct relationship. There's no other, you know, intermediary or middleman between us and our community. So, we've taken that call because we are very small because our subscribers trust us either with money and their email. But I think each organization will have to figure out what works for them. But to your first question, yes, without a community, you cannot see that. It's a community that's funding you and that's like, you know, consuming your journalism, giving you feedback, improving your product. Without that, you cannot see. Such as the business side of things, I want to know from you how to intend to meet your media business in bigger, like your community, the focus on subscriptions, your revenue also, I'm sure, sort of measure. But for you to sustain the long term, the revenue you need to sort of multiply and do you have a clear path strategy or a plan for this? So, firstly, I'm actually in the, you know, I'm the CEO, but I also write articles, right? Today's article was written by me, yesterday's was written by me. So, in some senses, you know, you don't believe that, like, you know, being on the business side needs you to be completely isolated because we've got disclosures and, like, you know, and to, you know, I don't think we need, so your question was that how will you survive? What else can you do to market better? We're actually, so we are very close to profitability. We are less than a year old and because of our focus and because subscribers pay us, you know, a decent amount of money. We're actually fairly close to profitability without having to kind of play around with how many million views do you have and stuff like that. So, I'm not worried at all. I need multiples, you know, to survive or become profitable. I don't. If I continue along the same, you know, path that I'm going along, you know, on some months, I can be a profit. So, I think that's the beauty of subscription-based journalism where you can unlearn a lot of the assumptions from earlier that you need to be doing 20 different things at, you know, 5x scale to just be viable. That comes from a different model. We are 100 years old and we've got newsrooms that are really huge. We're a very small audience. We're a director. It's about 10, 11 people. So, you know, we can survive. We can get profitable. Of course, we have more plans to grow because we don't want to be stuck at risk. But as of now, you know, we haven't kind of gotten round because you pick in years to feel good and strongly hear from us what we're doing.