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Talkist to the early days in some of the learnings from that. Okay. Don't hire via gut. Always hire is I think this was one key learning that we had leverage your network to the maximum possible depth in network hiring you're able to get access to the best of talent and they you will not need to do branding on linked in. You will not need to pay sums of money to HR's or Have you know, Kirk these firms like hiding forms here blocking or any of these things. You will not need any of these things. If you are leveraging your network well and there are enough people out there who you can leverage from your network who you can get in. So I remember the first engineering hire the person who currently heads our back-end infrastructure he we had chased him from 2015.... 2014, August till 2015 September he joined us in 2015 October. We had chased him for 1 year 2 months that because we wanted to ensure that the people who are there in a network at least we have access to them. At least we are using their skills and their abilities because they will understand our vision and they will be able to get attached to our culture more quickly than anyone else the culture at the end of the day comes from Founders it doesn't come from an HR. Yeah, another one thing that I learned very early on is that don't offload your culture to the HR, you know you have if you are the founder you and you're running the shop, you are the culture everything comes from you everything that your every step that your team takes every process that your team adopts or every action that your team does. It comes from one belief and that belief comes from the founder. And that belief can be anything that you know will be the biggest platform for vernacular or in any other companies case. It can be something else but that belief that Vision that is something that only the founder can drive and that drives a lot of decisions for your teams in the early days. I think that's very very key that that key thing that we learned. So you started working on culture and all that even from early days yeah because we did not want an HR. Okay in the early days. We did not have an HR till September 2018 till September 2018 we were yes. Yes. We wanted processes that were that would easy that would make the life of our team members easy. We believe that the best teams are the one who don't need an external person to govern them. They should be able to govern themselves every day in and out. We should be able to attach a KPI to them on basis of which we can tell whether you have defined your objectives or your experiments well or not, and we can help. Then through building that process, but otherwise, I don't think adding extra layers of hierarchy or adding vert, you know more functions in the company before you need it adds any value every function is plays an important role, but it should come at the right stage of the company. If you start investing in the finance division on the company from day one and your company doesn't need it as much like for a us finance division. We started building it in October 2017. We hired our first CA then before that I just hired an accountant to ensure that a books an place or houses or is in order but nothing more than that. You do not need to over do a few things because then you will making it hard for your team members to experiment freely in all directions. And also it would you know, stop the entrepreneur from having oversight over everything because then you would you would feel that. Okay, so I have this person this person will take care. I should probably not get Am I in coaching too much land. Am I in coaching too much space for this person you want as an entrepreneur? You have to let go I think that's very very important. But if you let go before there's something too early too early, right if you if you let go before they something and it's too early you will let go of this function entirely. It will not resonate with what you thought. Your company would be it would not be aligned to your vision as a company and one thing that a lot of entrepreneurs miss is that your company and your product are both independent entities. They need a lot of effort and focus to be built like a great company with a slightly lesser product can still fit you great financial outcomes, but a poor company with an amazing product might not get fit you as many outcome. So while ensuring that You're paranoid about the product. You should also you should also be paranoid about the company after a certain scale and entrepreneur can only do a few things, you know, the way companies grow versus the way Founders grow. If in the normal world, I was 5 years experience today. I would not have been given the Helm of a company so large as we are right now, right because the ex this way the company grows, the individual will always grow slowly and and yeah, that is that that's why it's very important that the founder keeps a strong, you know control over what is growing while letting go of functions to other people and also learning in your everyday in and out. A lot of people ask me how what kind of books I read or what kind of things I spent time on to learn so I actually spent time on the same books. Like there's this book by Andy Grove called high output management was like the founding CEO of Intel. I have read that book around. I think 15 20 times and it's not that I read that book in a go every time I like, I recently I had to build a training module. So I went and read the 12th chapter over three times and that's it. I registered the 12th chapter because it's about training the next time I have to do quality check. I'll go back and read the first two chapters about the Egg Factory again, and I'll do it continuously because Because that's that's theory for me that's notes. If I don't go through it. I will end up making a lot of nope mistakes which I should not make now don't make the known mistake. Yeah, that's that's good. You covered a lot of ground there. I want to break it down a little further. So early days three of you as Founders, how did you split roles and also maybe talk about that and also your experimentation engine that's something that mentality of trying out a lot of things which I noticed new long back when we met let me with these Two things right if we can talk about first with the founders three of you, how did you split roles in you talk about your early hires engineering and all that. You had a good team. Yeah. So at that point all the three founders used to code, I think today only Bhanu, does and I think Ankush is still does somewhere. I'm not too sure but at that point it was just the three of us used to code all three of us can code and the way we split the rules. Was that the person who was the most skilled would be doing back and the one who would be doing would be less skilled would be doing front and then the person who's even less skilled in Coding hold will do everything else that was me. I'm the least skilled person amongst the three of us material science engineering of at the other day. I can tell you what a material is I can tell you every time what's modest. Yeah. So so I used to design the UX I used to take care of the the compliance the books all the boring stuff in the company product you are the product manager of the first the first product manager I was the first product manager then in 2015 itself. I think 2015 liter part when I had to start focusing on fundraising because 2016 was a winter and just became very very important that you raise funds or else you feel and at that point we had Got we had built an organic engine of growth through the sharing mechanism that she a chat has but in that organic engine, we realize that you know, if we do not use a capital. Well, if you do not start some sort of we do not give some sort of boost to the organic engine if our organic engine starts tappring out at some point. We will stop growing so we need to keep tweaking it we need to keep adding more muscles to it and that is where We figured out that the first layer we should probably build is strong content Community layer. We need to ensure that the content that is there on the platform is Crete and we'll have to start tweaking the behavior of the users will have to start getting newer forms and kinds of content being added to the shared chat repository of content that we had. Because it started with a very simple thing of good mornings. The next thing that they mean we had to figure out what would be the next thing and things like mehndi design things like litti chokha festival things like daily daily motivation geeta amrit very very specific things that could drive growth for very specific users is what I started working on post-2015. And that is where we built the language teams in the company at to initially it was mainly Hindi we started with four languages. We started with Hindi Telugu marathi and Malayalam. The one reason why we did multiple languages at first in the initial phase itself was because we wanted to figure out the general-purpose model because had we not done that we would have figured out only Hindi and maybe then our model would not have been effective for all languages. So that was the first reason the reason why we picked these for was because in our Network, we only had these people available at that point in time who were good enough and who we believe that can provide a lot of value to the company. That is why these four languages we start with then I think from 2016 second half we started adding two languages per quarter. Okay, and and that is how we started.