I think in a nutshell, I would just say it's sort of, you know, great and determination, Right? Um, I think eso let me back up a little bit and just give you some context. I mean, I grew up in Mumbai, India. I was sort of blessed with an exceptional academic record. I've been to I d for computer science and my teeth with that school I was on Wall Street for a little bit on. There was in the mid nineties when the Internet was happening. So that's where first I started my first company, E Lance. It's now called up work, which pioneered the gig account, economy and so on. And then I was, you know, And since then, 10 years later, I found with my other company cup shop, which is what I'm currently working with. It's a cloud messaging platform, right? And I think in Ah, in my case, both of these journeys ended up becoming really long. I mean, land slash up work took about 20 years from start up to WIPO and got shop is about, you know, about 12 58 12 13 years now along the way and still working on it right. So if you think about it, we've had a lot of twists and turns along the way along the entrepreneur journey being a roller coaster ride. Um and, you know, I think more than any sort of intellectual skills or or even knowledge that I acquired. And, of course, they were all essential. But I think more than that, it's really just the the great and the ability to persevere and stick through the difficult times that sort off. I could say You got me where I am. So it's really, you know, be between. My two companies have survived, I don't know, to financial major financial crises, right that are not entirely in your control. Figuring out product market fit, multiple pivots. You know, at the lands we went from B to C sort of model back to be to be back to B to C. I think even had got shot. We had a sort of a different idea. Same thing. A consumer model that we slipped to an enterprise model because things never go exactly quite as planned. All right, um, eso so it's really just, you know, staying even keeled through its staying balanced dealing with that and so on. I think that's really the common thread. And sometimes, you know it takes a lot longer than you think. It will take you from getting started. So it's a matter gone, not a sprint. You know, you just have to sort of go through it, then really focus on what you do control and can change without sort of warning about things you cannot. Of course you want to stay back tonight. Of course, you want to stay vigilant. Do you want to know what's going on? Right? So really, that's the That's the common theme that's or shaped my career.

so, you know, got shop is a cloud messaging platform that means is enterprises connect to our servers to our FBI to send messages to their consumers. Right. So you can have banks, retailers or e commerce companies. They send out next notification to the customer, saying, you know your order is confirmed, your packages arriving or your bank transaction is cleared or you swipe your credit card, you know, for $10 at Starbucks. I mean, these notifications are important. The useful for hard prevention, the useful for notifying customers on dso. So we handle a very high scale about four billion messages a month that are sent by our enterprise customers to their Yeah, consumers. The bulk of our businesses in Asia, India primarily. But we do global business as well. Now, you know, we didn't exactly get started with this idea. I think in the beginning, um, we were actually you know, eso We saw the rise of the off the mobile revolution. Right? So this is about, you know, in the late two thousands of 7 2008 that kind of thing, and we re launched a a social networking service. You could say based on SMS. It was kind of like Twitter, but, uh, Twitter was inspired by SMS and became about product. Ours sort of stayed on as a mass is a mobile product, and it grew very quickly do about 70 million users and again sort of billions of messages. Uh, and we thought that as the volume scaled the unit cost of decline and we'd be able to continue to subsidize by because it was obviously a free service will be able to subsidising Well, it turned out that the operators sort of saw us as a revenue making opportunity and we were just a little start up, right? So, in fact, I guess they essentially killed the Golden Goose, meaning they raised, you know, the increased prices, and we couldn't sustain it. But we had all this technology. So we ended up purity from the consumer focused business model to saying, Look, we have this high scale messaging platform we can't subsidize on these messages, but why don't we just sell it and offer it to enterprises who do need to communicate with their consumers also in very high scale, and they have obviously have the budgets to pay for it so ultimately be pivoted from a consumer service to an enterprise service to end up here. And that's of course, a lot of other changes along the way smaller refinements as well, but that I think, is significant.

You know, I think building the initial team is a start up as a founder is always challenging. I think I've, you know, I've resorted toe sort of. My classmates from from schools have bean Teoh idea in particular or even high school, because, you know, you have a high trust relationship. You work together, you know, sort of mutual. You know, there's a high degree of trust which makes you know the early days are always very stressful. There's a lot off debates, discussion, one direction to go in, want to prioritize, and it can be really, really stressful. Right? So I've bean fortunate now to be ever do so at least a gun shop. I think there are a couple of my sort of I d friends that joined me in believing up on then from there, you know, be ended up building a Zaveri Global team. So while I'm based in the Bay area, you know, my colleague relocated to India to set up the engineering and product in there. Um, and again be, uh we sort of dipped into the same Well, we hired a lot of fresh clouds coming out off, saw the schools. Um you know, I think you need in terms of composition, you always need a balance between sort off experience and, you know, sort of younger talent as well, because I think it's it takes different kinds of things to building a product in walls. There's some really complex architecture that you need to develop. And then there's also some basic things you know, almost groundwork, a lot of groundwork that has to be done and so on. I think you need to find people who find their respective roles challenging no matter you know, and depending on the stage in their career, different people find different things interesting. So I think you'll you want a balance? But I think the one team that have stuck buys there's this sort of analogy off, you know, hiring. Depending on the stage of company growth, you hire either commandos, military or police, and in the sort of early stage you want commando style were. So tell people who are willing to do what it takes can work, you know, alone by themselves and so on. And to sort of build on the military analogy, right? Commandos sort of established a beachhead military sort of is, you know, has a lot of infantry structure coordination, but they can expand territory out of there. And once it's very top police policeman's or maintain law and order, right? And it's off that that analogy I found to hold because in the early days you really want thes worse. It'll entrepreneurial people where the rules are not clearly defined and they don't say that this is not my role or something. They do whatever's required. You see a problem. You fix it, you know you handle. You were three different hats. You worked long hours. You do whatever it takes. But once you get beyond that, want to get about past about 2025 people, then you want to start structuring it up a little bit, right? So then you get like, a little more specialists, right? You'll get a senior developer and a marketing manager, and you know, somebody focused on ops and key way. I mean, these roles then soon become fleshed out more and there's a little bit of hierarchy as well. And then they build out the product and then later on leader State of growth. You don't need people who can maintain it, make sure that it doesn't pray, keeps running flawlessly at high scale and so on, and often times you know there's nothing good or bad about it. They're just different mindsets, different preferences and different competences that people have. So I think that's, uh, the other thing to keep in mind.