 Let me come to you Sanjeev, I mean, you know, you've probably got that style of funding right now, so it's probably very, very new with you having raised that big down from NASPERS. So, you know, as a social commerce company, and perhaps you are one of the first ones successfully doing it in India, how did it really come to happen for you? How did it work out? And I mean, you know, I know NASPERS from earlier and I know they, one of the main aims as a fund has always been to take companies global and to see that one idea can work in one market, it can work in other markets also. So, how do you propose to use this funding? And I mean, you know, what I've realized is that there are a lot of practices today which startups have for raising a CDJ or a pre-CDJ. But what about once one has raised a CDJ? How does this fund get deployed? You know, because obviously at right now the experimentation is now over, so you have to be a little more focused about how you use your funds. So, what are the best practices of deploying a CDJ investment to get bigger and better results for future? Those are a lot of questions, definitely. I'll try to answer them as I remember. So, the first one was probably how did we discover social commerce, why did we even start social commerce? Working on social commerce when there was no company in India doing it. I think one insight which has been very useful in hindsight is that ideally you should always pick a particular industry and then spend a lot of time there to kind of get hold of the core problem that that industry is facing. To give you example in our case, we didn't start with social commerce. We started with something which was hyper-local fashion marketplace. We used to now call it streaky for fashion, but what it just simply did was map stores around you and then you had option of trying before buying as a service. Now that didn't work out. We ran it for two, three months. We realized multiple problems. But the good thing about that was that we used to talk to those stockkeepers a lot and this was 2015 mid and they had started leveraging WhatsApp to stay connected to their customers. So, whenever they used to get new stuff and they would send it on WhatsApp saying, it's all new, if you're interested, buy it. So then we started exploring that social commerce is picking up now, where else is this happening? Definitely Facebook. There were a few shopping groups then with two lakh, three lakh members dedicated to buying and selling. So, both sellers and buyers added there, so it was a mini marketplace kind of thing. So that was when we realized that there is this thing called social commerce and this is picking up really well. The next step which is very important for startups to do is kind of before doing anything, building a product, even thinking of building a product, just talk to your customers, figure out what is their problem. So we had a lot of interactions with them. Then we realized that maybe payments is a problem for them. Maybe they need a micro website like Shopify. So then we built the first version, which was more like Shopify for India, which was only giving them micro websites. But then that scale decently well, not as good as we had expected. We went to Y Combinator with that. Then we realized, and again, talking to your customers is very important. So we kept talking to them, figuring out what are the new problems. And then we stumbled upon the core problem, which was for them to discover and fulfill the supply, because these smaller sellers on individual level have no leverage on suppliers. So how do you keep supplying fresh catalogs to them? So that is when the current Meshaw model that we are running now, that was born. So we did second pivot, which was in 2017 early, which is 5th 2017. And since then, we have started scaling really quickly. And that is after we raise Series A. So yeah, I think your second question, yeah, definitely. Yeah, Series A is decent amount of money. So I think in our case, we raised about 3.1 million lead investors. Before that, we already had a 40 people team. In tech, there were just five people, and I was a tech who founded. So yeah, it was a high performing team. And the remaining, whatever, 35, 40 people, all handling business, customer support, supplier support, everything. And so yeah, after that, we created dedicated teams, teams, and when I say team, it could be just a single guy, which could be just head of growth, which just started to build a team. Or in some cases, single-handedly pulling it. But yeah, so we then created dedicated teams for different verticals in the business, which could be, for example, growth, customer support, product. We brought the first product guy after Series A. Before that, we used to do it ourselves, yes, obviously. So yes, so I think creating dedicated verticals and figuring out and giving responsibilities to them, that is very important. I think the next thing, this happens, I think, when you're closing around as well probably, you have to kind of agree on certain metrics and projections of those metrics with your investors. So you have to kind of start tracking few metrics on a daily, weekly, monthly basis as they come. So identifying those metrics and making sure they are reflecting kind of long term growth of the business and not doing short term hacks. That is very important and I think making your investors agree to it and taking their buy-in is very important because at the end, it's your company, right? So you would probably, and you're spending so much time, very few people out there in the world would be kind of knowing, have such insights that you have about your company. So I think controlling the direction of the company is very important. And that too with taking your buying from your investors and definitely your team. So I think that becomes really important.