 I remember in some of our conversations you would share how Thermo Fisher under your leadership in India was doing some very interesting stuff and how you were able to not only support the government efforts and everything that was happening around that time but also keep the business not just running but maybe take a few leaps. Would you be able to share some more detail about that? As COVID pandemic unfolded it was very clear that the country needed testing at scale to begin with and there were very few producers of tests. In fact the whole testing environment itself was emerging. We were one of the first two companies in the world to get US FDA emergency use authorization for our tests and our job was to bring to the country as many tests as we could. Remember there was a global scale allocation happening during those times and given the sheer size of the country and the potential impact that the pandemic would have had and eventually did have unfortunately we did manage to convince our leadership team to make sure that India got amongst the highest priorities globally and then of course getting through regulatory approvals in the country managing a supply chain within the country in a very constrained environment. I remember we had a few lack kids lying in our airport in Bangalore and we just couldn't move them because there were no flights, there were no commercial transportation logistic firms operating during the first week of the lockdown so we actually had to hire our own cars put in ice containers and move these goods from Bangalore to Pune and Delhi by road crossing so many state government boundaries with the notifications etc. So from doing those kinds of things to actually influencing the scale up of testing in the country. The country was at testing a few hundred tests per day and I remember Dr. Balram Bhargav was the head of ICMR at that time gave us a task saying well how do you get up to 10 lakh tests per day to begin with from a few hundred tests and that involved not just a regional strategy or a district-wide strategy but also it involved repurposing some of the RTPCR and instrumentation capabilities that the country's institutions had from R&D to clinical applications and that involved close working with the customers, with the regulators, with organizations who were never done testing before and helping them equip to become test centers. So we were able to influence the way the country scaled up testing by making sure that we maximized the resources of what we already had, we maximized addition of new capabilities, helped set up new labs, helped calibrate and keep our instruments running in multiple training programs and eventually learned to truly leverage the power of digital by creating virtual environments in which people could understand how to set up the see the workflows, how to do the testing, how to set up new labs and step by step within the matter of months we were up to that 10 lakh level as a country and I'm very very proud that Thermo Fisher was one of the companies which made it happen and we really really had a very big role to play in that whole testing scale-up not just in terms of the number of kits we supply but also in terms of the sheer strategy itself of having a very distributed model of testing in the country rather than having a few centers. Personal protective equipment is another area where we were the forefront of supplies and working with our customers, working with the government and making this whole scale-up happen at a speed which we have never ever operated before. So really it was speed at scale. Imagine being able to produce one million kits a day, three months flat from start to finish. So that's the kind of scale-up we did and I think that's what the COVID taught us which is that we have to pull the resources in the team, work horizontally and bring people from everywhere they are in the organization, operate seamlessly and make impossible things happen really in a short span of time.