Since you're also fundraising for your own companies, what are the key lessons for fundraisers that you can pass on to listeners? Yeah, as a two or three things I would say one is always be raising because these things take time right and they take a long time. And as you get as your business has become larger and bigger, I think you need a lot of proof. You need a lot of traction. A lot of things need to be going right your team has to be right place product Market all that kind of stuff and so one is it takes time? Second is I think it's it's important to think about a fundraise again as an enabling step to something larger and it's not a destination itself. Right? I mean once you raise money then the real hard work starts after that because you have to win in the market and you have to win market share and and and go from there and then I think the third thing I would say is that people are ultimately backing the jockeys who are running the business, right? And so the story of the founders of the leaders of the CEOs and the product people is really what's very important so I think ultimately investors want to back, you know people who are building a great business, but also have a big mission on their hands and a big sort of vision that they want to build over over multiple years. And so that's those. I think the two three things are tested. It takes much longer than you anticipate. Let's talk about Acquisitions like having my you looking actively you know for exits in your portfolio for a company. You have been holding for long, you know not actively looking for exits as such I think from case to case basis. We would we would look at opportunities haptic is one example where you know the business when we came into it was we were thinking about it in a certain direction and the entrepreneurs and us at a certain point of view about the opportunity. I think as they went about in the vault their business and the consumer adoption drove them in a certain direction. It became it went from a b2c business to becoming more of a B2B business. And so as they were sort of themselves raising Capital to build the next phase of the business. They realize that you know, Reliance jio group was a interesting place for them to continue to sort of build the business. And so we said look will support your your aspirations. And so we so we did that similarly. We had another exit a couple of years ago in a a business called Zig Wheels. This is that something that we had started internally as a auto portal more content layer rather than and content in classifieds other than transaction and you know Karthik. Oh felt that that would be a good asset for them to acquire and so we so we did that and you know, it's all a case-to-case basis. I think we're not I mean, there'll be some businesses that we are very dearly wedded to that. We would probably have a difficulty selling but you know, I think God it's it's it's all case-by-case. So we talked a lot about what worked. Yeah, let's talk about what did work out. The companies are the markets where you had a thesis and it did work. Sure look, we've had a lot of cases where we sort of shut things down and we've experimented and of we've invested in things haven't worked out. So one of the things that I think we haven't done very well on the operating side is you know, Kind of new formats and social and things like that, right and maybe you know, we haven't really I mean there's a share chat that's happened in the market. There's a hello that's happened. There's a Tick-Tock that's happened. I think we've been in the market and we could have actually run that Innovation and we haven't really been successful at that. We've tried various different things. We've tried stuff in gaming we've tried stuff in in different content formats, and I think those are things we've we've struggled with which I wish we had done we are done better. I think the second thing we're Sometimes I like to think that while we operate a loose Federation of companies, I think sometimes we're a little bit slower than the market right and and I think that's something that we need to improve right so, you know in many cases we see a potential future but then we take our time to react to it and that's something that we want to do a lot faster. What else is gone wrong? I think social I mean as I said social is something that we we have not managed to do Commerce is something that we have not managed to do these things have been large and then a lot of the auto service is the online to offline Services, right? These are things that at some point we would have aspired to but but look can do everything right. So those are those are some things that I think haven't really worked out and one of the market you have consciously stayed away from ya. So look we we stay away from anything. We have to give a lot of cash back I think. As a DNA it's something that we've not entered and also look, we are relatively conservative group and Company right in that, you know, we we want to see a line of sight to profitability. We want to see a line of sight to you know, how will this thing really, you know start to generate meaningful revenues meaningful upside and and in cases where you know, your bones Cycles are Many hundreds of millions of many many many many many many years. We found it difficult for us to go in and kind of do that. And of course, I don't think there's any right or wrong. I mean, I think those business models have wisdom in themselves, but I bet it's something that we've stayed away from actively same the interstate commerce and food delivery and I mean we've run dine out we don't do food delivery, right? I mean, I think that's a very conscious Choice same for Commerce. We were in e-commerce and then you know what levels got out of hand. So we slowly came out of indeed. I'm shopping. So that's probably The idea that we've kind of actively stayed away from a one genres of company, we've stayed away from and I think we'll probably stay away for a while for attention. Yeah. Exactly. Exactly. That's that's that's one way to say it right which is I think you're effectively paying your customers to be your customers, and I think that's a difficult to sustain.