 Azad how are you? Hello hero. Very good. Let's start here I have the benefit of knowing you guys as an investor and a board member quite intimately but for the audience I think it would be nice to give them a little bit of a flavor as to you know the the the genesis of in-farm and and what you guys do and some of the history of the the starting points. Sure and in-farm we at in-farm are growing a global network of urban farms rooted throughout cities in places such as supermarkets and restaurants and distribution centers to provide a diverse selection of premium produce in affordable prices everywhere. We started in-farm from a genuine passion to know where our food comes from. We wanted to know who grows it, where, what does it contain and we wanted to have ultimately just better food, more diverse, less contaminated with pesticides and all sort of nasty chemicals and we wanted to know that it is grown in a sustainable way that things not just on our health but also on the health of of our planet. And then we started with building a farm in our own living room. Okay. It was a very basic kind of tube hydroponic system. Yes. But the outcome was amazing. We did it in Berlin almost 10 years ago in the middle of the very frozen snowy winter and we had a lush farm inside the house. We ended up fitting not just ourselves but also our neighbors and we understood that there's something very strong about that. Something that many people would want and that's the idea of in-farm became. How can we create the tools that will allow or enable an urban farming revolution? And you guys have started that with real force. You're now in North America, you're in Asia, obviously across Europe. You're in 30 of some of the world's largest retailers, supermarkets. It's quite... It's the scent of the world's leading retail food chains that we work with in 11 countries now. So that's a pretty large jump and we'll come back to some of the power of the brand as you do scale. But in order from starting at an apartment in Berlin to where you are today there must be moments that are very challenging to scale a business from where you start with a very mission-driven agenda of sustainability and sustainable farming. Tell us a little bit about some of those challenges that along the way from that beginning to where you are today. Maybe there's a story or two that is worth sharing and how you've built this organization to where it is today. I'm sure there's a few challenges there. So when we started we knew that, as I said, we want to build tools and bring farming back closer to people with the agenda to cut the supply chain and to have our food grown much closer to us. Less food miles mean also less food waste. It means that you can grow a much larger selection of plants that usually are very sensitive and cannot be in the long supply chain. But the interesting thing was actually when we first build a farm inside of a supermarket. We didn't know back then that we'll have the retailers as our main partners in crime to have this revolution rolling. And we thought that we will be more of a tech company that is selling farms to businesses and maybe even to individuals. The first farm was built and we posted a short video of the making off of the farm. And this video became viral with millions of views and hundreds of thousands of shares. And very shortly we started to get phone calls from retailers around the world. All of them want to provide this experience and this product to their consumers. The first place that we worked with, the name is Metro, it's a wholesale that is servicing catering restaurants and hotels. Also came back to us a couple of weeks after the farm was already operating, selling really good. We were completely sold out every week. But they said, you know what? People want to know your story. Please take over the brand. And so already selling, we slowly started to learn what does it mean and what do we want our brand to stand for. And I think that we understood quite early that we want to bring something new. We tapped into a space that is unbranded and also untransparent. And we wanted to offer a complete different approach to that. We wanted people that are holding our plant in the supermarket to feel trust and to know that we are offering a complete transparency. That we are thinking about the environment, that we are not using any nasty chemicals and pesticides, and that we pick our cultivators on a criteria that puts taste and quality and health at the priority. I think we all benefit from, you know, the commitment that you, that InFarm has in a very authentic way to delivering that to the end consumer. And it feels like, you know, the retailers are also in tune with the ultimate consumer who wants that. I also know that, you know, the company culture has a lot to do with, you know, the InFarm brand. There's the external part that you just, you know, told everyone about. I think there's also a very distinct inward commitment to what InFarm means to, you know, to the people who work at InFarm. Maybe you can share some of that with us. Yes, absolutely. So when we build our brand ID, we really bring, built it from the inside out. So having this amazing team of today, more than 1,000 enthusiastic purpose driven InFarmers, we thought it would be most powerful to actually talk with everybody and identify our common values and vision and take this and manifest it into a visual identity and a textual identity that is ultimately the InFarm brand. And so when we're talking about the brand that InFarm, it's really the values that drive every decision making, that drives the culture in the company, meaning what kind of qualities help you to thrive at InFarm. How do we work together? We have people from more than 17 countries around the world coming from very different backgrounds and expertise. And it was very important for us to basically write up all the things that we believe in and really help each other to work together and also bring this commitment into everything we do. What are some of those things that you have written up? Tell us a little bit more about the details of, you know, the things that are important when you think about, you know, when you're writing these things up. What are they? So we're obviously a company that is forward-thinking. We don't want to only think about the next step, but we are looking always into the future and how we can have a real impact to make this future brighter and better. We are very much appreciate diversity and the differences between us. We're also bringing this idea of diversity to our approach to crop science. Already now, we offer a product catalogue that is for sure leading the industry, and we are all the time expending it. So we put a lot of effort into growing more and more varieties. Right now we have all the leafy greens and herbs, this year tomatoes that you tried there recently and mushrooms, but looking into the future, we want also to grow staple crops, and we want to offer the entire fruit and vegetable to people. More things are around, of course, transparency, being authentic, being real, showing where we are, and also being real about what it takes to get to where we want to. And these are all things that you would find in farm, in all the teams, in all the departments, people will tell it to you, and it helps them to always take the right decisions. So that's a very good and important place to put your effort on. And when you have such a distinct mission-driven brand, one of the things that is crucial in business building is the talent. You talked about diversity. Do you think that gives in farm an advantage, all the attributes that you just talked about, in terms of attracting some of the world's best talent, you've become a global and international organization, do you think that's the commitment that you have had to the brand? Do you think that's helping you on that end of attracting? Attracting talent, yes, absolutely. I think, first of all, the purpose, so the vision is the one most attractive thing for talents, and if you'll ask almost every person in the team, they will say that this is the reason why they joined us, but I absolutely sure that a culture of inclusiveness, and feeling that your voice is heard, doesn't matter where are you in the system, it's something that is making people proud that they are part of the industry. It's not easy to work in a scale-up that needs to show resiliency even in such times like the last two years that we all went through. You need to believe in the company, you need to believe in the real intention, and you need to understand your individual impact. Makes a lot of sense. Maybe on the flip side, there's also your investors. I am one of them, but beyond, you know, Atomico, what do you think investors, does it attract a certain type of investor? What are your expectations on them, what are their expectations to you beyond creating value as an investment? What do you think that, is there a unique kind of relationship that you think you build with your investors given what you're trying to accomplish? Yeah, absolutely. I think that a business like Info really attracts very specific investors, so it doesn't work for anybody. And to be honest, when we started, people even told us not to mention words like sustainability to investors and try to only think about the very current numbers and the product. And it took us some time to understand that also in the community of investors, you have many different kinds. And actually, if talking about culture, your teams really helped us to kind of understand and frame our beliefs in a way that will help us to better communicate internally and externally. So we have very special relationships with each of our investors, and they are all sharing the same kind of vision and willingness to create a better world. So definitely purpose-driven investors are important in a business like ours. I think as far as speaking from an investor hat, I think you guys, given how committed you are to some of the things that you've shared, it definitely presses us to raise our bar as well, which is I think the reality of the dynamic, speaking from an investor perspective. I mean, obviously, we think there's a huge market opportunity and there's a lot of great kind of commercial elements to the business that you guys have worked on. And maybe that's also an interesting area to share with the audience in terms of the modularity piece and some of the inherent kind of creativity that you've brought to the table. But I feel like that's something that you guys have done very well to spread the wealth of your mission to those that are also participants as investors. So I think that's a really, really powerful thing that you guys are continuing to do. On that point, I think it's interesting, there's certain kind of elements of the business itself that are unique. Now that you're international, and I think that part of it has to do with the form factor of how you guys have approached it, what is unique in terms of the in-farm method, if you may, of either or through its kind of the hardware, the software. There's a lot of interesting components that are maybe worth touching on and sharing. So I would say if I need to focus on one element that makes in-farm unique is the fact that we do everything in a modular way. So we've created a modular farming technique that gives us a huge advantage with entering any market quickly in a capital efficient way and profitably. It also means that each of our farming units is kind of a climate machine. It gives the best conditions to every crop it hosts. So we have tomatoes, lettuces, mushrooms, all growing together under the same roof. And the other thing is that it's all cloud connected. So as much as we deploy more and more farms, we have more and more growing data coming from it, which gives us the advantage of all the time perfecting our growing protocols, bringing better quality while reducing our using of resources. And we can do it in a way that gives us the option to really personalize the offer to the consumers. So we can grow completely different selection in Berlin versus Tokyo, or we can grow the same things. But it's all very much data driven and produced on demand. The amount of data is incredible. And the impact that that has in terms of efficiency and less waste, less water, it's incredible. So I can appreciate that firsthand. But you also publish a lot of this stuff and you're very open sourced about it. And so I think that's also something that is unique to Berlin. Maybe generally we are using 95% less water. We're using 95% less land. And we're not using any pesticides, as I said. But yes, the motivation is all the time to open more, to be more transparent and give all the information from seed to your plate, basically. And we see it as a very important mission for us, not just to give information about our things, but being kind of a catalyst in this food system. And to encourage other companies and other retailers to push the boundaries and become more transparent, more sustainable and more responsible to the food that we eat. Yes. I think there's the two sides of the coin of really pressing that agenda forward. But also In Farm is a business that you guys take seriously. And it's a growing business that's successful. So there's two sides of that one coin, which I think is also the power of the In Farm brand. We have to give a very good product, right? In good economics, that's the basic. 100%. What do you think the future of food is? Tell us, as In Farm, as yourself, as one of the founders of the farm, what is the future of food? And how does In Farm play a part in that? So two-part question. Yeah, so we believe that food should act like medicine. We should all have access to healthy food, fresh food, very diverse that give us, you know, the diversification of nutrients, tastes and colors. And we hope that we will build a food system that can ultimately produce, especially for you, for example, heroes, so you know that you're getting, once a week, you're getting the box of the things that you like the most that are best to your health, that are best to your mind, and that it all comes in an affordable and the easy way. Fantastic. That's the future that we see. Maybe final question for you. What is success for In Farm and for you, ultimately, along that lines of, you know, the future of food? But what does success look like at the end? Success looks like a network of farms globally that can grow lots of things, but can also host other entrepreneurs, food manufacturers, lots of other food companies, and perhaps even going into pharma or other places where plants are needed to be provided in a way that is always keeping the quality and the volumes with no fluctuations. So we hope that this network that we're building will be able to adopt other ideas and other business models in a way that will make our world better. Yes, and I think you guys have a distinct interest in enabling other people to do what you do as well. So it's an incredibly inclusive thought process that the three of you have brought to us. And in my mind, when I think about In Farm, I think about integrity. That's kind of what, to me, the brand suggests. And it's never-ending process, right? It's not perfect, but you guys are always striving to make it better, and I think that that's a really positive, purpose-driven agenda that you have. But equally, I think you guys really do a wonderful job and focus and commit to building a business. And I think it's very hard to find those two together in many places that we oftentimes look as investors. So I feel very fortunate, and I'm sure that people who are participants, either as investors or as employees, that you get to be a part of something that has the balance of both. So from obviously a person who has a vested interest, I would still say that the brand power has a few things associated with it that aren't just about being altruistic. So that's great. And let's do more. I think we're at time. Thank you very much all of us. It was a pleasure.