 I am a computer graduate who ended up becoming an artist and started a company as a mother, early on I was asked questions like why do you think he was a singer, what experience do you have, I didn't have it. Introduction, for the ones who are basically watching this video, but to get to the main point first, tell us about the upcoming Monasa IPO, what all should we know about it? Although she's given a very detailed press conference right now. Hey, I am Ghazanallad, I am the co-founder at Monasa Consumer. Yes, we are going public very soon. I think three things that I would want my viewers to know about as a company is one. The fact that the company is started by actually Maloula's people, we were also, Varun and I are also husband and wife. We started this journey seven years back with our first grandmama. We thought we were just building a baby care company, but understanding the Indian consumers, understanding the cultural nuances, figuring out. We love a client, he mixed in coconut and fennel to help babies digest better. The fact that one of the best days of our lives, which is the wedding, we have a whole ceremony around Uptun, understanding some of the cultural nuances and crafting for Indians basis that is what got us a lot of love. We continued to listen to our consumers by the lot of brands were selling to India. They were actually a very few brands who were crafting for India. So Monasa Consumer is that country which wants to craft the most loved brands for Indian consumers, keeping their skin in mind, keeping their weather in mind, keeping the cultural nuances in mind and offer them the right kind of products. That is something that we focus on. I think the second thing that I want them to know is that innovation, product innovation is actually one of our strengths because all innovation at Monasa happens by listening and talking to our consumers. We build technology tools which help us talk to our consumers on a daily basis. We can ask any kind of questions about what media are they consuming or what are they involved in or what is that product that they are facing which they don't have a solution right now. And within 24 hours we can get anywhere between 1,000 to 1,200 responses from our consumers. So that's an edge that we have. And the third thing I would very strongly say is that we are a company which focuses on this strength, not the weaknesses, which is when marketing playbooks that we perfected by building them all, we have applied the same playbooks on a brand-like notebook which is now a 300-kilorea grand plus. We built the same playbooks on Apologia, which preferred brand which we have created and has already achieved a 150-kilorea. Using the same playbooks, we've actually scaled our acquisition which is the plant in Dr. Shen. They have been growing very, very strongly. So I think this is what sets us apart for very good years in the industry. And with this same focus on consumers, more than competition is how we plan to have our company grow at least as strong as we are. So obviously, like you said, a lot based on the insights from the customers and the consumers. And in line with the three points which you made, what are the three things which you realized about the company and the industry which you were not aware of? Through your journey, you realized something like, oh my God, it is gorgeous. What was that like? I think very early on when we started the journey, there were a lot of questions around, you know, how do you think you will win in this category? There have been players who existed years and years together. What's going to be, you know, how are you going to deal with competition? That question comes still today. And I think even back then, if we would have focused on competition, we probably wouldn't have started at that point. We decided to focus on our concerns. They are the ones who actually helped shape this journey of their lives, visiting here and talking about it. So that's one. I think the second, you know, like, the learning that came to us very soon, in fact, that a lot of companies were talking about, you know, what contribution to the competition was after that. You know, you start with a certain, and I just realized that a lot of these jobless countries, they were actually not there. Because we started this year first, we could even serve you as India very well, by operating from just one patient during the year first, right? Even today, 46% of the contribution of our business actually comes from here. That is a strong indicator of India's divine redemption. It's a strong indicator of the fact that some of these jobless people's situations are not actually in existence. This new India's instrument is actually value-conscious, not price-conscious. And they are present across the earth. So you should have a little bit of just one question. The aspirations are the same, and it's our duty as brands to deliver to everybody who wants a proposition through various brands that we have. I think the third learning I would say during this journey is the power of focusing on things. And listening to them, I think they are not just one brand. But what we saw was that Delaco was a brand that was in waiting, listening to consumers, and we realized that the way you pay for active-based solutions, for example, something like that, we have been in the nation, we have been inside the U.S. and we have been in the United States. We are so glad that we started with that, because if we wouldn't have that space, we would have been captured by some of the device operators. Delaco was actually the first brand to answer that actually with those right-right conversations. So I think that was the third thing. I've learned that there's a lot of focus when it means it makes you go a long way, and even in the future, that's the bad boy that I have, that we have got to do it. I think we have also put it into action. Each of our employees, and we have like 700 plus now, but one of the consumers, every one of them talks to people, to just understand in their feedback, what are they looking for, how are they finding the products, where can we get them, what are the products, so that we as a company can get the job, right? Right, salicylic acid, I don't think we can pronounce that correctly, whatever that is. But the last question, because I know she has so rushed off, you know, with social media and so many sort of media, so many conversations taking place, there's a lot of things on the entrepreneurship and start-ups and we have discussed a lot of questions, we have asked a lot of these questions. Do you still think there are one or two or three sort of things which have not been spoken about enough as far as entrepreneurship is concerned or the kind of journey which you sort of go through behind the scenes or anything else? Even with so many conversations taking place, is there something which you think has sort of been missed out? See, I think a lot has actually changed in the last three or four years, I would say. Prior to that, yes, there were a lot of things that people would not talk about, or the fact that there were so many biases that existed, like in the Western countries, in France, which created a lot of doubt, right? So, I come, I was a computer graduate when I got becoming an artist and started a company as a mother, right? Earlier, I was asked questions like, why do you think it was the same? What experience do you have? I didn't have it. The only experience that I had was in my life, and understanding what a mother feels for her child, whether it was the right kind of products or the pain of her child. Now, had I listened to those biases and held myself back and not started, we wouldn't be having this conversation today, right? A lot of it has actually improved in the last two to three years. A lot of these biases have been broken because there are people who are setting the right time. And, you know, even as a person today as a founder today in this position, I would at least say that if Varun and I, two middle-class people, can start a company and achieve this goal in just seven years, this is the opportunity that millions of Indians should identify and be natural. Because then some of these biases, all of it we've gone through, right? A lot of people said, I asked you, why do you think you work together? You know, what if you split? What if the marriage doesn't work out? What happens to the business? And then they used to say, what do you want? They must let me go. That's fine. But at least, don't let them do that. And then we also said, from those of you who work together. Absolutely. The second thing, being a woman all the time in business, and working with industries, which are ways of doing the right thing, the entire supply chain, packaging, fractioning, and etc. was all built on the identity track. Being able to find your place there, or being able to say that, you know what? Even if I don't come with any experience, I can learn. And I can give you the right kind of input. So to work with you, to create what we have today, took a lot of time, took a lot of convincing. I have people who left the organization, who believed that reporting into customer service would make sense to them. So a lot of it happened. But I would still say that we have an ecosystem. Indian startup ecosystem is evolving really fast. We are moving on the right trajectory. We just continue. We must continue our focus on the right kind of metrics. Things are getting better. This is a much more welcoming place. A lot of biases have been, you know, put it down because people have left, sitting right. So that's the room that I have to see when learning. I think she can cite at least three books on various different topics. But thank you so much for talking to us. Thank you so much. Thank you.