 So, I founded GreenGen with my wife nearly 14 years ago in 2011 after more than two decades of working in the real estate private equity business. And the GreenGen came about out of a frustration that in the real estate business we never thought about expenses, we never thought about margins. And when the GFC came along and the top lines and revenues collapsed, we were faced with all these expenses, particularly around energy, that no one ever thought were controllable. No one knew how to do it. And we went out to essentially hire someone to help us think about it. But we couldn't find what we wanted. We mostly found a lot of consulting firms that wanted to get paid to tell us what to do, but not actually do it. And we felt there was simply a different way, a better way to go about it. And so we formed GreenGen to really help firms initially think about utilities and that's grown to repairs of maintenance, insurance, lots of other categories of spend, but to think about how to drive a financial outcome, but also a climate outcome at the same time. This idea that you could do both, that you could drive success around sustainability and net zero, but at the same time do it in a way that actually increased the value of the assets and shifted the thinking from how much will this cost, actually how much value does it create. We fast forward to today, we are a global firm, operations in APAC and now India, Europe and North America, a team that's more than 60% engineers, so very quantitative, very outcome oriented. And one of the few firms I think that has the ability to both think about developing strategy, but actually execution of the strategy. And I think the world has shifted a great deal from this idea that do you know what to do to are you actually doing it. We do a couple things, one we're end to end. So we help people not only develop the strategy, but we actually help them execute the strategy. I think the other thing is that we understand energy very well, but we understand it in a context of real estate, capital markets and technology. It's not enough to simply say you can make the building better. You need to be able to quantify what that means, you need to be able to think about how expenses get reimbursed, who pays the cost, who gets the benefit, how to align them. Need to work quickly because so many of the groups we work with are not long-term owners and investors, but they're going to own it for a period of time and they need to work done very quickly. And so I think bringing the real estate perspective, the one that I had from the first part of my career, has been really valuable. We know what our clients want, we know what matters to them. They're really focused on increasing the value of the assets, increasing their fees, increasing their profit participation. The other thing that's really important is access to capital markets. Investors increasingly, software and wealth funds, insurance, pension funds, are becoming much more demanding about how their capital is being used and they want to see it used in a climate aligned or climate friendly way. And so having an ESG strategy that's embedded in every part of their business to give them better access to capital markets, not only equity, but also in the debt capital markets, is increasingly important. We actually don't think they're in conflict. I think there's a lot of people who think you have to basically be focused on one or the other. A lot of big companies do believe this. So much of our work is really about changing the conversation from how much is this going to cost to how much value is it going to create. And I'll pose a riddle. So if we ask you to invest 10 million rupee into a building to upgrade it, and when you're all said and done, that will lower the operating cost, the utility cost, by a million rupee. And the building's value to five caps, so a 20 multiple. So you invest 10. When you're all done, the building saves a million and it's actually worth 20 million. Did it cost you 10 million, or did you actually get paid the net 10 million to do the work? But not everyone thinks like that, and that's, I think, the conundrum that we're facing is how people are thinking about this. We know, because we've done this from the very beginning and this is our background and experience, we know that if you design it from the outset to achieve both a financial outcome and a climate outcome, you can achieve both. The challenge is when you sort of add something late in the process. You're building a building, it's almost ready to be occupied, oh, we want to change the cooling. The systems largely exist already, it's very hard to do. If you do it when it's being designed and you do it when it's being constructed, it's not challenging. I think of it as an opportunity more than anything else. We know that the work we do creates value. We know it also has a positive impact on greenhouse gases helping people and firms transition to a low-carbon or no-carbon world. We know that, our experience tells us that. The work we do is primarily with investors, largely because that's the background that I have and my wife has when we founded this firm. But increasingly, we're able to translate that experience into occupiers. And there's a big difference between investors and occupiers. It's their employees, their long-term committed to the space. Investors typically are having, it's a third party that's occupying the space. And they're a short-term owner, so they want to drive as much value as they can. Nobody says they want bad air quality or bad lighting, or they want a building to operate poorly. What they really do is they really need help sort of translating from the aspiration, the idea of wanting a better building to actually the reality. So capital is not an issue. There's lots of capital in the world. But capital and banks and the financial institutions, they finance projects. Most people start with an idea. And I think it's a firm like ours that's able to translate the idea, the aspiration from one side into a project that has cash flows, savings, costs that someone will finance and put money against. So when you and your wife first started GreenGen, who, apart from having each other's vision and mind, were able to back your idea? Who were the initial people who were helping you to build this company? When we found the company, we were backed by four groups, all US-based family offices that have experience in real estate. You know, I think it's a great question. What I find with a lot of entrepreneurs is what is missing is they don't really know the problem they're solving, and they don't know who they're selling to. They create something, but they're not certain that the world needs their thing. We've seen people say, because we also have a part of the business that invests and supports entrepreneurs in the prop tech and climate tech space. But they often don't know the problem they're trying to solve. They've invented something. They'll say, we're the only one doing it. I know 20 other people who are trying to address the same problem. But they also don't understand who they're selling to. They're trying to sell hardware as a service. No one wants to buy hardware as a service. They want to buy it. They want to buy software as a service. People don't understand why, how leases work, how real estate works, how private equity works. And understanding it and really my background coming from it, my wife's coming from it, was one of the keys to our success. Because we understood really well what mattered to our clients.