 is that you started a new idea to go ahead with the product development. Initially for your survival, who is supporting? Like there is a initial money is required. You work as a promoter or you work as an employee of the incubator. I mean, in what way you earn your livelihood. So in my case, you know, before we got the seed funding, I put in my own money and you know, started the this thing. But when we got the DFJ seed funding that helped and later on when Rakesh Mathur came in as a investor again, that was a so there were three levels of funding, first personal, then DFJ and Nadathur and then Rakesh Mathur. I was a student, so my family really. And actually, I think that's the right thing to do is put some more skin in the game because no matter how good the idea, no matter how talented the person is commitment is very, very important at the early stage. And I think that if you're willing to put your money where your mouth is, then that's that's something that's required, I think for us. I mean, there was some portion that was funded, which was which was very limited expense. I would say the total expense would have been about 50,000 rupees that we incurred before, you know, we actually raised capital. So that was primarily, you know, local conveyance in Bombay to go and meet people and things like that, which basically we funded from our pocket money as students and ours and I had worked during my practical training and I'd saved up quite a bit because I worked overseas. Then, of course, it was we raised capital, myself and my co founder took a salary of about 10,000 rupees a month. And then we use the rest of the capital to pay salaries to the employees. We took 10,000 rupees a month. You became an employee. No, I don't think these were these were the times when most of my batch when they were graduating, we're getting about four lakhs in random. We took, we very studiously took a salary of 10,000 rupees, which we didn't change for three years, you know, which in my opinion is fair salary. I mean, it's good. I mean, that's what my question was just you, you are sustenance. How was it happening? You can, you can sustain yourself in multiple ways. I think that most businesses today is the business, the focus of the business is sustenance. No. I mean, when a person is a student in an incubator, how much is his real expense? He doesn't have a family, a wife, a kid, et cetera. So his expenses are really, he should be working 18 hours a day. And then he's got, you know, Maggie Noodles and XYZ as his expenses for the first one year of his life while he does this. So I mean, I think 10,000 rupees a month is good enough, you know, as a salary. No, no, no, it's not, you know, but, but we did raise professional capital. So we raised money from, from external investors. Yeah, but only one point. That's what yesterday in the discussion, he said word of caution, like word of caution. See that money which you got from loan was spent for, I mean, not you in the sense of those incubators. There is a possibility of using it for personal use rather than for the company. I think that happens when you are funding people who have worked in the real world. I don't think that happens when you're funding students because the students are still not touched by the bad real world, you know, where they end up realizing that, no, why don't I take one lack out of the loan and put it in my house? Or let me buy a Maruti 800 or whatever it is that the real world is going to do. I'm a mentor right now in the I Accelerator, so I can tell you a little bit of what I do. So in the, in the first step, the, the, the first thing that I did was, was helping with the screening of talking to the companies. As soon as students came in and we'd accepted teams, a lot of what I did was, was helping take what had been fairly broad ideas when they got sort of accepted into the program and, and helped sort of like break that down into something that was actually like immediately achievable. Like we, we, we needed to sort of get past the big idea phase and get down into something that people could work on. On an ongoing basis, I helped them with technical questions and, and then I also do these, these sort of weekly sort of, sort of light project management. Like I'm, I'm not, I'm not the boss. I'm not trying to be the boss, but I'm trying to give them some sort of supervision. Other things that IIM does is that IIM also brings in other sort of kind of mentors, other sort of entrepreneurs, successful business people from the community and sort of brings them in to talk about their experience and then also to give sort of like more, more sort of like one-time advice. And so, so then each of the incubators will have a conversation with this, you know, this sort of high profile person where, you know, he'll talk and that's, and so they line up a bunch of things on, of one on, one on one, but a one-time basis, whereas my relationship has been ongoing. I think at SINE also, we keep having a lot of high profile visitors and they give lectures or have one on one sessions, et cetera, but there is no ongoing activity where, you know, there is a specific mentor and, you know, a company. I think that is also being explored if, sir, Amarnath can talk about that. At SINE, we have three professionals who are already resident, well, I would say they are more like the general practitioner. You know, Pani is a company secretary and she was a vice president at ICICI. Shushanto also worked in some of the top consulting companies. Krishwani came from an SBI background where she was a professional officer rose to fairly high level. So these three, these three together, they concern a lot of our companies. Many of our companies come to us for advice. As he said, you know, the very initial stages, they don't even know what the user, how to address their business. They say, the product should meet a user, usually the product tends to meet your requirement and not the user requirement. All these problems are to be sorted out. Now you may say they don't know much about technology. How do they do that? I can't do it. My role is to act as an intermediary between IIT and them. And also when a student or faculty member walks in, he finds it comforting to see a familiar figure, you know, a professor whom he has known for a long time. So I don't intrude into the business area at all. I just do not intrude because I know that it is something which they understand. They three have been handling these things for a long, long time and they understand. So one of the most important thing is to have a person like that running your incubator, not a professor. Let me again say, we are not equipped to deal with the integrity of business. You should have a competent person in place who will run the show. And remember, running an incubator is not rent collection. It should not reduce down to collecting rent. You'll have a person like this. And as he just pointed out when the young people come in, he takes them through. Run it like a business. You have the competent person in place to manage the whole show. And he should give competent advice because whether you think succeeds or fails depends on that. And when the VC comes, you don't have a client sitting there. Not a new talk. Because we don't understand the client. They've taken me three years. Now maybe I might be able to just utter a couple of words. But I wouldn't venture. Thank you. About the mentorship, I've tried to dabble in it. I mean, as an angel investor in some companies and things like that. I think there are a dime or dozen of mentors who will point out flaws in the business plan and tell the guys that, you know, you shouldn't be doing this. You should be doing that. And this is what the competition is doing and things like that. What I would rather, I think there are very few mentors who actually say that, you know, stick with your business plan. There is a certain amount of time before when you write the business plan, you execute it in the market and for that to translate into dollars, you know. So you need to have a mentor who is one who is slightly thinking long term, you know, who is not going to, you know, in the board meeting focus on the day-to-day collections, receivables, etc. Because obviously the guy already knows it. The CEO of the company or the head of the sales already knows that, yeah, revenues have not been collected. What I projected as $1 million has become $100,000. You know, the question is to have a mentor who can support and continue to be the stabilizing influence because at times like this, when things are going downwards, there is a great deal of instability. So the mentor is supposed to be the one who brings that stability, especially to a young team, you know. So I think that's the most important role is not when things are going well, but you know, when things are not going well to be that stabilizing force and to tell them that nothing has changed between yesterday and today, you know, between three months ago when you decided to start the business and today when you know, when you're realizing that companies in the space are all going bankrupt and no one has decided to fund you. Nothing has really changed. Continue to focus on your plan. If there are minor tweaks, etc., do it, etc., or if you feel as a major strategic change, bounce it off me, but continue to do it for it to generate dollars, you know. Couple of points. I think great points made. So I think to me a mentor, a good mentor is one who makes you ask the right questions. If you're looking for answers from the mentor, if you're looking for decisions from the mentor, there is a flaw in the business or there's a flaw in the management. So and also mentors who insist on answering questions or making decisions, I think are not good mentors. So I think a mentor who can force you to ask the right questions and then accept your answers and well, ask you more questions is a good mentor. And secondly, I think a mentor, I would expect him to introduce me to opportunities which I would otherwise not be exposed to. So I would definitely look for, you know, besides being that conscience asking questions, somebody who can open doors for me which otherwise I have no way of getting to. One more thing is a mentor can bring in a lot of contacts. So that is another very important. So if you have some challenges and one of the challenges, how to reach out to a certain type of customer or certain type of, you know, when you are trying to recruit or something, a mentor may help you on that front as well. You should tell your companies, you go to the mentor. Mentor won't come. Many companies expect the mentor to come to them. It doesn't happen. You have to go. The companies have to go. The incubator manager must ensure that the company, he shows them the mentors and tries to link the two up. That's it. Beyond that it is up to the company. So we have noticed this happening. That's why I thought I should mention this.