 I think it requires a lot of conviction and fundamentally hunger to be able to go and actually achieve the mission that you set out on. And I think being a serial entrepreneur requires triple the amount of hunger because once you've done it once and once you've done it once somewhat successfully and actually made some money to actually go back and have the same hunger or if not even more hunger to go again, just requires a fire in the belly. And I think that's a single ingredient which I'd point out. I'm a British Indian. I've been operating in India for over two decades now. And I've just seen an incredible development of the whole local ecosystem in terms of the number of businesses which have been built, the talent which has been fostered, how that talent has gone on to build their own entrepreneurial organizations in the technology space and had incredible success doing so. With that, India's always had incredible raw talent but over the last two plus decades that raw talent has been given the opportunity to actually be trained in different areas in terms of clearly services initially, technology and then company building and all of that put together, I would say has given such a depth of talent pool in India which means that when we look at operating in India today it's very much as part of our core operations and we don't view India in any way as a back office. I mean, we have clients facing teams who are based in India. We have individuals who have incredible seniority who are based in India. And if anything, they actually on individual projects they'll be managing people in other locations including the UK on those projects. So in a way for us, India is really a place to source very, very strong talent which is as integrated with our clients as any other part of our business. Dramatically, when you go back, I mean, if you really think about the first boom in Indian tech talent, it was all around the Y2K bug. Let's say that there was more processing and developing under instruction going from there to actually building product businesses and having those product businesses now being products which global clients are using is a dramatic evolution in terms of how the technology talent has moved. So it's moved from being very, as I say, very sort of process focused to actually being innovative and focused on how to actually develop product. And that is a massive change. I think it's very much that. I think it's a talent pool which is incredibly rich and deep. And one which also the work ethic is incredibly strong and you put those ingredients together, ultimately that's why we have operations out of India. And that same equation I think applies to any global company. It's just a question of whether those global companies are innovative enough to understand that actually tapping that talent is a competitive advantage or not. So look, as I said, India is very much a core part of our operation and organization. So we will continue to build and continue to operate our Indian operation and it will continue to expand very much in sync with our overall operation. So today we probably have more than half of our total team just about over half actually in India. And I think that proportion will probably maintain as we continue to expand. So it'll expand as quickly as we expand as a business. In India, I've always had a strong relationship in earlier this year. There was an agreement officially recognizing each other's higher education qualifications. Obviously, Narendra Modi met with Rishi Sinhaak at the G20 and talking about the UK India trade opportunity, identifying it as a very strong opportunity. But again, cautious in terms of ensuring that there's strong rigor and quality to the trade agreement versus rushing to put something in. So I think that there's strong recognition in the UK that actually pairing ourselves and having strong trade with higher growth countries is a positive thing. So I think that that relationship is one where, which we see the historic ties being strengthened on a go-forward basis. I do love reading and I would say that many, like with many things in life, you pick up strings from different places and you put them together, right? I think that if I was to, I'll give you one book which I would say is very, very widely read and has had strong impact and I'll give you one which is I've recently read. So the widely read is the hard thing about hard things and one which I've recently read, which again, I would sort of say, pull the strings from is Genius Makers by Code Nets. So that's not one, it's two, but two different themes.