 The third big trend right now is an issue of complexity. So just as in the beginning, so too today in 2015, entrepreneurs around the world are faced with the key challenge of what is the funding source that's right for me? What is the funding source that's available to me locally? How do I secure that for the long term without giving up the business, giving up all the assets and the shareholding that you have in the company? So at the end of the day, the true solution for most entrepreneurs is their own wherewithal, their own widths and grit that got them started in the first place. Ultimately, what I always advise entrepreneurs at the very earliest stages of building their business and their idea, that you need to build a business you want to run and not a business you want to fund. There's a huge trend right now among entrepreneurs where they're all trying to emulate the most successful entrepreneurs that they see around them. And there's a big danger in that because it's very easy to say, you know, I want to be Elon Musk from Tesla or I want to be Sandra Correa, you know, in Pelcor. The challenge, of course, is that if you only think about how to fund your business, you're only going to think about the business from the investor's vantage point. And when you think about a business you want to run, you almost don't care whether you have the capital or not. What your primary priority is, I have a solution that the market values. I have customers and I've positioned the product at a price or the product or service at a price that the market can afford. I mean, after all, the greatest source of capital for your company is people buying the goods and services you provide. And that's the hardest test for most startups and most early-stage entrepreneurs to cross, is I have a viable product or service, somebody out there is willing to pay for it, and that's the strongest source of capital. Once you've crossed that bridge, then you could start turning to these other sources of capital that are available to grow the company, to provide inventory, to staff up and things like that and to enter new markets. But the first order of business is, does the market want it from a consumption vantage point? I think the first one is no fear of failure. I think the hardest step, often for an entrepreneur, is the first one. It's to make the step that that's your life choice, is to be entrepreneurial. And then as Sandra rightly said earlier, passion, trial and error, this kind of tireless, tireless dedication to the product. But I think, you know, the subtler, those are all sort of the recognized traits of an entrepreneur in the market that we recognize them for being passionate risk takers. The subtler traits are probably more important, which is that they're very attentive, you know, so if they get negative feedback from the market, really, really good entrepreneurs understand the value of small improvements and not necessarily trying to leapfrog everything. And that's probably what exactly, you know, some of the audience and the participants around the world have experienced in their businesses, is that often it's something very little that will make the difference between success and failure. And so really good entrepreneurs, in addition to being passionate and in addition to being risk takers and eternal optimists, I think there's also a lot of value that you see in them in terms of subtlety and getting the small things right as well. I would encourage entrepreneurs, as they get past the earliest stages and they start to have turnover and sales and operating cost, it's very important to have internal controls of your usage of funding, right? So think of it this way, that if your business needs to go to outside funding sources, it's often a sign of either much more market demand for your products and services, therefore you need outside funding, or, and this is the risk, it's a sign that you're not managing your capital well in the first place, and therefore the burden is on the entrepreneur to figure out how to have really strong financial controls, great financial reporting, internally to understand exactly how long you have, how long can you survive if the market stops and people stop buying your products and services, because you shouldn't go to funding because you've exhausted all of your internal sources. You should only go to funding when you really have a very strong market signal that you can grow and then you go outside. Because remember, outside capital always will have a demand, whether it's a bank, you have to pay interest rates, if it's an equity investor, you have to give up a stake in your firm, and then you have another bunch of people that you have to answer to in addition to your friends whose couches you might be sleeping on. I think the first, the first step, you know, to quote Nike is, just do it. And as I mentioned before, Tony Elumelu has recently launched this challenge and backed it with a hundred million dollars of his own money to support a Pan-African era of entrepreneurs. I'm very, very enthusiastic about the work that he's doing and I'm very enthusiastic because he represents someone who not only has been very entrepreneurial in his career in banking and in finance, but he's now putting back, so to speak. And not only is he looking at the broader African diaspora around the world, and I've managed to connect a few of my friends and network with Tony, he's looking very much inward across Africa. So that was a very encouraging model. There's a hundred million dollars of potential support for early-stage companies and that type of effect can really create an entire generation of entrepreneurial leadership across Africa. Let me create an analogy on how to think about capital in your business. So your business is the airplane, the market is the runway, capital is the fuel that you're putting on the airplane. Too much of it in the beginning will make it harder for you to take off, ironically, because you're not focusing on the right things and the road ahead of you. But obviously you need both. You need a long runway and you need the fuel sufficient to take off and to make your business work. And so I would say that right now we're in a very, very promising time. There's a proliferation of models that are blossoming literally all over the world. From crowdfunding and early-stage opportunities to fund a business and collaborative models that Sundar described with associations and clubs. And the best entrepreneurs are the ones that aren't afraid of failure and that they literally expose themselves to all of it. Every one of those relationships, every one of those funding opportunities opens up entrepreneurs to probably the most important element, which is a little bit of luck, serendipity, right? That if I didn't have this conversation today, I would not have had that funding source. And so I would encourage people to really put themselves out there and to put their ideas out there and their businesses out there and to do it as Sundar said earlier with passion. And that's the key.