What kind of startups are approaching? Is there any as selection criteria or anyone who approaches you you just pick them up? So this was something that we've had a pretty strong opinion on early on. We'd seen accelerators and incubators who would keep very strong criteria and inevitably end up with a homogeneous group of people in their spaces. I believe there's far greater value and knowledge to be created if there is a heterogeneous group of people that interacts and speaks to each other. So right from the beginning the only criteria we had was the people should be community-oriented. So we asked them a question, "What are you going to what are you going to contribute to the community and what are you looking to gain from the community?" And just gauging by their thought process and the philosophy in their answers we would know if these are people who are going to enjoy being in a shared space or are they really people who need to be in their own space because they're going to want to do things their way and no other way. Okay, I mean you mean the community you mean in the sense your coworker or other co-workers, our community in the sense social causes or... Yeah, I meant other co-workers, other companies and businesses working with you. Right, right. So how many startups would you have among your seven locations at the moment? We have 415 companies when I counted last. We've had 965 companies work with us in the last three and a half years. Holy moly. That's a good number. Well, with India and China That's the one thing we can do. We can throw a lot of numbers at every problem. Yeah, awesome. So let's talk about some challenges, Varun. I mean, it's all it's all good. 415 is an awesome number. Tell us what what are some challenges faced by in your line of business? So as always it's not a cakewalk, there's different challenges at different times from the early days. There's the there's the product-market fit challenge. How we ended up in this business was a little bit by accident. We'd started to create an incubator or an accelerator. Sorry and we secured a million dollars and the idea was to invest in a handful of startups and as part of it just go locate them all. So what ended up happening was that investor, Excuse me, our investor did research and said, "Hey accelerators in Europe are not really yielding good results. I'm not going to invest."... but we found ourselves in a position where we had the space locked in. So we said, okay, how do we monetize the space? And so co-working ended up becoming the option. We had space, We didn't know what to charge, We didn't know how many meeting rooms people needed, We don't know if people wanted 4-feet desks or 2-feet desks, whether people wanted dividers, how much privacy, how loud, you know those sorts of things. So these are all the initial challenges. Later on as we grew, we started to realize different types of challenges, which was how do you run a business remotely? We as the founders when we're sitting at a location, we understand our decision-making philosophy and and how we would run things. But as soon as you hire a professional to do it on your behalf, how do you enable them how do you find the right folks? Then when we got through that challenge it was a lot about how do we grow and scale? Where do the finances come for that? Like every good business, We saw the day where it was like Oh, I could shut down tomorrow and then at the last minute, the funding came through. That that is so cliche, but it always happens. Happened to me in many of my businesses and it happened here too. But luckily we got through that. Today if you ask me the biggest challenge is attracting high-quality talent as we're trying to scale because now that our business model is proven finance is not the difficult part, but getting really solid people, imbibing the culture in them and enabling them to produce the product that our customers have come to expect of us. Wow. Those are some challenges. So did you have did you have somebody holding your hand during that phase or you didn't have previous experience of running a co-working space before right? No, no, did not. I did have some experience of running and managing infrastructure. That was one of my my last roles at Goldman Sachs. I actually worked in project management. So I did get some of that experience but to be honest it was mostly new. So a lot of it was figuring stuff out on the fly. I talked earlier about having great co-founders who really enable and support each other. So that was clearly the case over here, to the extent we have a couple of really senior co-founders, who are who have 35 plus years experience in the financial services business and I believe there are many similarities between the too many parallels between the two. Financial Services is a Distributed Retail Services business and ours is also a Distributed Retail Services model enabled by technology. So I think there's a lot of parallels that could be drawn. And this gentleman, Mr. Deepak Sharma who is one of our co-founders at 35 years of this experience with Citibank, So he was a great resource all through and continues to be. Okay. So tell us how did you come across your co-founders then? Right. So there's six of us. We're not a small gang. How far is it? Yeah, Is it an inspiration from Well, we plan to stick together and not make too much noise. But six of us two of us knew each other from high school and this is the first professional engagement that we're doing but we have known each other for over 20 years. So there's a sense of comfort and trust that comes from that and then we picked a picked up other folks that we have been know we have known for a while, but we only professionally engaged with more recently. So Pranay, Anand and I went to school together, a small school in Delhi called Beloved Aniketan and then we ended up picking up as co-founders, Mr. Deepak Sharma, his wife, Dr. Susan Lim who've been family friends of mine for the last 35 years from before I was born and Anuj Pulastya who was the most recent co-founder to join. He and Pranay had been co-investing into startups when Pranay was the CEO of Ahmedabad's Incubator. So that's how this team came together for better or worse, but I think we're a really good team. Awesome. So, you know all of them already, right and you did touch upon how I mean the relationship between you guys but tell us clearly like For a start of, for a budding entrepreneur who is a setting out on his venture today, How would he how should he or she pick a co-founder or what would you do if you're if you're starting out today to pick a co-founder? Right. So one of the most important things I've realized is that you must have this other person who's a wingman. This wingman ideally is not only very well connected as in you have really good chemistry with them, but you also have complementary skills. That's the ideal scenario. But if you were to compromise on one it would be having some overlap in your skills and not being fully complementary and having just mutually exclusive skills. But at least having really good chemistry and by that, I mean like there's there's there's times when one's upset and the other one needs to work with them. There's there's areas where the other one is is afraid to or not confident about approaching. And the other one sort of either backs the person and gives them confidence or is able to take on that scenario themselves. So that chemistry I think is really important because again, this is a cliche, I've heard this a thousand times, But now that I've done this a few times I genuinely believe it is that you must pick your partner exactly the way you pick your life partner because your business partners are going to spend 10, 12, 14, 16 hours a day with you and you really need to work otherwise, it's not... otherwise the business is not going to work irrespective of how good an idea it is. If you're doing it with somebody and well, you don't have good chemistry, then things will fall apart. Wow, That's great advice. We keep hearing this on this podcast from the entrepreneurs we interview. It's a chemistry between two co-founders and pick your co-founder the way you pick your life partner. Varun, that's great advice. So, how big is your team now? 113, I was informed yesterday evening. So that's the latest count. Wow, so you must be growing rapidly if you were informed yesterday. Yes. Well, we do a weekly meeting with the HR team. It's one of the teams I continue to manage. So I was informed that's the count. We're growing really rapidly because the first two-three years I feel is always time when you're figuring out your business you're doing the product market fit and then around the two to four year mark, it's different for every company is where you realize okay, I figured out the formula, now let me scale this. Let me make sure the system is is not is not too buggy but it's not too perfect. It's ready to be scaled. And I think we found we're just at that point. We're going to be tripling our size this year. So this is a really a make or break year for us. Have we figured out the model good enough for it to scale, or are we really scaling up a a buggy system which is going to give us more issues? We'll know by the end of this year. Holy moly. You're going to triple your numbers. That's right.