Good to see you again. How you doing? How are you? Yeah. How's it going? We're here in Las Vegas. And it's pretty crazy out here, isn't it? Yeah, it's packed actually. It's even better than last year. Yeah, so last year was very good. How are you? Good, thanks. It's day three here. And we're going strong. We've had a lot of great guests. We've had some startups on. We have actually a couple of companies on from Israel today, Exana. And we've got a company later on, Insurance Company. Israel just got on the schedule. I'm not familiar with those guys. Oh, OK. We're going to talk to them. So last year we talked about Israel, the hotbed of innovation. Yeah. And Alex Winikor, your CTO was on with us. Yeah. And we had a great discussion around that. And since then, I've really, I've started a little bit, you know, why Israel is such a hotbed. And then Massachusetts Connection has been pretty interesting. So first of all, you know, welcome. Thank you. Great to have you back. Thank you. Same here. Glad to be here. And Exana, let me set it up. So Exana is a company that got into the business to provide zero data loss solutions. And you found that you could actually do that at asynchronous distance, which was new, right? Everybody needed either synchronous, which creates a problem because if stuff is too close together, then you're not protected because if you have a disaster, everything gets wiped out. So you put things asynchronously, but then it's too far apart and too slow because of the speed of light problem. So you need very complicated and expensive infrastructure like three site data centers. And so you guys have simplified that whole thing with an airplane black box metaphor. We've talked about that a lot. And you make a lot of progress. So give us an update on where you're at. I want to talk about Israel, what's happening over there and startup land. We're out in Israel. That's interesting. But start with Exana. What's new? What's happening here at the show? What are you guys focused on these days? So yes, we're kind of in between evolution and revolution. We're raising the flag of asynchronous replication, zero data loss for everyone. Why cutting the strings? Why settle? Why have an acceptable risk? You used to have an acceptable risk because of cost, because of distances. And what we're saying is not anymore. We're basically saying you can do the infrastructure of asynchronous. You can do IP lines. You can go wherever you want.  I always say it could be a pigeon inside. Basically, we have a system that augments, on this show it augments a recovery point from EMC. Recover point is doing excellent in the market. It's progressing like crazy. We're very happy about that because we actually can't influence that. I think we actually can, you know what? Yeah, hopefully we can. Rick was talking about recover point, some of its progress. A good friend and excellent deal. And the relationship to the cloud, and they're really positioning strongly for the cloud. And actually, by the way, if you look at what we do for the cloud, because you're basically cutting the strings of distance, you can actually do any distance. Take a cloud service provider. Whether they are the DR, or whether they are the primary, before they'd have to spend a lot of money in putting data center in every metro area, every area that they wanted to protect, because people wanted to do synchronous and get the right protection. What we've done is basically, again, enable them to, not to be in every metro area, so spend much less money on the data centers, much less money on operational and capital expenditure. And from one location, do a whole country, do everything, the entire area, so they have, and when they did the pockets, they couldn't serve everyone, just 45 miles or 60 miles of pockets of synchronous. With Aksana now, they can do an entire country, like the US, from two data centers, from one data center, spending much less money on their data centers, much less money on communication, and having much more revenue for customers that couldn't be served before. Talking big numbers, right? What's the cost to build a data center? That's in the millions, as you know. It's millions annually, I think. And of course, cloud services, it's all about data centers, right? So the timing's good. Timing's perfect, actually. That's good. So what's the reception been? Last year, I know you were very excited to be at... It was your first EMC world. I know you got a lot of interest at your booth. What's it been like this year? There seems to be a bigger, even bigger show. There's a bigger show. There's a bigger attendance in the booth. We are on EMC Select. When you are on EMC Select, what you do is you basically spend a lot of time on educating the EMC field. And this is where we focus right now. We basically have people on the ground. I think we were just starting sales. We had two people in sales, now we have five. Again, this is startup angle. I'm not talking about a thousand people. We love startups. Five people in sales. But we're talking about expanding now. People on the ground in Europe, people on the ground in the U.S. and what they're doing is actually delivering the message with the help of EMC Select, with the help of the Select team, with the road shows that they have, time, effort, focus on the EMC field, on the EMC core people, on the specialists, and basically getting the message out. They get the message, hey, they love it. They see it as mainstream. They see it as something that goes together with their products. And basically they now do the account mapping with us and I have a customer that can really use that. I have another media company that wants that because they have data centers in New York and in Chicago. They really don't have a solution. Until you came, we could do async. Now we can do sync. What our people are doing is basically going to them, educating them, going to the customers, and we're getting great reaction, great response from the market at this point. You're talking about a pretty serious capability. This is the crown jewels of an organization that they're trying to protect. Having a partnership with EMC is critical. And that's really where most of your focus has been. What can you tell us, and I know you haven't made any announcements outside of the EMC base. What can you tell us about other areas? Is it primarily the focus is on EMC right now, getting that traction, you've got to be focused. Can you tell us anything about other companies? What's the public line on that? I'll say this. The focus is EMC. The focus is EMC. Helping EMC, helping their customers reach what they want to do. In the DNA of the company, strategy of the company, I would say this. This is not something that, and again I don't want to sound too presumptuous, I don't want to sound arrogant about that, but this is not a technology that wants to be with one infrastructure. It doesn't have to be confined. This is a technology that wants to be a layer in data protection. It wants to be in replication. It wants to be in other areas of data protection. Again, today data protection, anything to do with data protection means that the data on the primary has to be out before it's protected. AXANA changes that very little thing that's so profound that some of the data can be protected through a disaster, while a disaster. And the secret sauce is not all the data because then it's a bunker, it's very expensive, it's cut from communication when you have a disaster. That lag, just a little bit of delta, it doesn't want to be with only one infrastructure. So our job, the family of AXANA, is to make sure that it becomes a layer in data protection. Yeah, so this is an important point. A lot of people don't understand this. When you have this data center at a distance, the reason why you can't get no data losses is because it's just a little bit of data that's out of sync. If you're a financial service company and you lose just a couple of zeros, that could be a problem. We essentially have solved that problem by protecting that little amount of data and buying the time so that you can catch up with the network right in the latent season. True, so that little quote-unquote data could be 50 megs, 100 megs, half a gig, even two gigs. But it's not petabytes. It's not terabytes, it's not... By the way, it will become tens of gigs, hundreds of gigs when you have a link failure. What we do with our device, with our system, is that when the replication system knows that it has a link failure, you basically have to stop production, but nobody does that because production is more important than DR. So we keep that data in the box, you know, in the device, which is disaster-proof. So you have now the relaxation, that's our theme in the booth, is that you can actually relax while we take care of business and our box makes sure that you're... Are you guys doing the back rubs? For you, my friend, I will. But this is basically essentially what we allow them to do is protect it against link failure. Another thing that we do, which is very important, and another thing, actually we found that out, we didn't know that. When you're measuring replication, your challenge now is bandwidth. Because you're paying a lot of money for the bandwidth. You had pricing issues, you had terabytes issues for the replication, not anymore. It's one size fits all, you buy a system. Now you hit the next wall, which is the bandwidth. So why do you need a high bandwidth? Because you have peaks and high loads and valleys and all that. It's not just all average. So, you know, you would have to measure your replication bandwidth to the highest peak.  There's a way over buying in that case. Now when you have a high load and you have the disaster while you have a high load, that's going to kill you because now you're losing tens of gigs, if not hundreds. Because it's accumulating. What Aksana does is basically keeps that, keeps that, enables you to buy average line communication, not peak, save you every month. It basically pays for itself. The data is protected. We have a large audience of about 25, 2600 people watching and I want to come back to that, but I want to talk a little bit about Israel, I want to talk about startups. John and I have been talking about startups a lot. Johnson, Silicon Valley and Israel is a hotbed of startups. You started Aksana, let's see, a few years ago now, is that right? Three years ago? Oh, seven. It took us a lot of time to build and integrate with EMC. Yeah, building and integrate, but you raised money, right? So take us back. How'd you get started? Entrepreneurs want to know, aspiring entrepreneurs want to go, how do you get started and what's the climate like in Israel? So first of all it changes all the time. It's never a dull moment. Think about a startup as a little walnut shell. You're on it and you're in the perfect storm. That's our life. And by the way, you say how we started it. I always, I joke but I'm serious. When you go together, Alex and myself were co-founders of the company, so basically I'm Alex's co-founder. And that's true because listen, the guy behind the technology, the brain, the the soul is Alex Winaker. Dr. Alex Winaker. Hello. Hi, how you doing? That's beautiful. How you doing? Stig, thanks for coming by. We got the Stig quick appearance. That was great. And on my time, I'm so happy. Thank you. Thank you. Was that Joe under there? So basically Alex, you had that notion of that challenge. That's why I'm saying it's revolution to evolution because it's not new. People had that problem of sync and async, speed of light, nobody could solve it. They had to be technology to come up, merge, has nothing to do with Aksana and that's flash disks. And we have to have a speedy one, we have to have resilient one. The cost can't be tens of thousands of dollars. It has to be, and that's we're using right now Estec, the Zeus IOPS. And this is a disk that will be resilient enough to be in the box. That's everywhere in the enterprise. And nothing to do with Aksana. But you got to have flash disks inside, otherwise it will be flash trans coming together. So this is one, the 3G communication is the other. Alex saw this happening, basically patented this and very conceptually. And this is where we started. This is where we started from this one very good idea. But as opposed to the startups that I did before where you go and develop and everything, we spent almost 18 months on our own money of market validation. Because we wanted to know that this is a killer application, killer product. That's what happens to you after you've done 2 or 3. That's good. Well, congratulations. And of course, just a quick sideline is Moshe is an investor of the company. Moshe is an investor. Moshe joined our board of directors in January. That's a thrill. The father of Symetrix. Excellent. Appreciate it. Thanks for coming in here. Thank you very much. Another Israeli company we're going to talk to, they want to talk to you before they come on because they're unscheduled fly-by. These Israeli forces coming at us right now. So they want to talk to you for one minute. You carry on. They're going to do a demo. I'm going to do a quick review of the Google news from Google Chromebook. You get your one minute briefing. Come back and I'll take it from there. Thank you very much for coming on the Cube. CEO of Exana. Hot company. Pay attention to them. Great. Get the right things. David Floyers. CTO award pick of two years ago. Thank you. Thanks a lot.


Hi, from Las Vegas. It's theCUBE, covering ServiceNow Knowledge 2018. Brought to you by ServiceNow. Welcome back everyone to theCUBE's live coverage of ServiceNow Knowledge 18 in Las Vegas. I'm your host, Rebecca Knight. We're joined by Gurav Dutt-Inyal, who is the North American Practice Head of Service Management for Infosys. Thanks so much for joining us, Gurav. Thanks, Rebecca, for hosting me. So first, this is your second time on theCUBE, so I should say welcome back. Thank you. So tell us about what you do at Infosys and what the strategy is in this space. Sure, sure. So I lead a practice for North America and Infosys is a technology services company and we help our organization go through their digital transformation journey and with ServiceNow we have been working for the last 10 years. So we have seen this platform, evolving from a basic ticketing tool to a platform that can be used by IT and now it has reached a point where it's being adopted by, across the organizations, right? All the business owners, be it HR or customer services or program managers, portfolio managers and so on and so forth. And interestingly, the theme which we have adopted for this year is that how do we help our clients accelerate their journey for HR, CSM, ITOM? So basically how do we help our organization adopt ServiceNow beyond IT and take it to the enterprise? So that's the strategy. How do we accelerate customers in their journey? And is the strategy led by customers themselves? Did they say, look Infosys, we have this problem. We're going too slow. Or where would you say, we were sort of the impetus for this? I think it's a mix of both. We do get obviously inputs from the clients, but the value that Infosys bring in is the diverse experience from multiple engagements, right? And to give you some more views of how we are opposing this space. So on a very high level, what we see is the key trends or strategies in this space. So first of all, any conversation that we have with the client, the first and foremost topic is about user experience. That as we implement ServiceNow, how do we enhance the user experience for the internal as well as external customers? So that's one. Second strategy or trend that we see is that while ServiceNow has been matured and implemented for larger part of IT organization, but how do we make sure that the similar level of maturity can be achieved for HR managers, right? How program managers, portfolio managers, the security organizations, the facilities team, how they can adopt the platform. So that's the second strategy. The third strategy that we work on is bringing in domain expertise as part of ServiceNow implementation, right? Now, for example, if we are implementing ServiceNow for retail, so how do we bring in experience of stores management, for example? If we are implementing it for a pharma organization, how do we bring in that domain expertise and integrate that with ServiceNow? So that's the third strategy. And the fourth area that we are focusing on is some of the newer things, which possibly are not revenue-generating engines for us yet, but down the line, you're 12 months, 18 months down the line, we expect the more revenue to come. So things like IOT and I shouldn't even say AI, because AI is something we are already implementing for some of the clients. So that's interesting. You're exploring this area. This area is so hot, what are some of the, how do you see some potential use cases? Yeah, so the use cases that we are seeing is, so ITSM, I think in our viewpoint, it has matured, a lot of organizations have adopted ITSM, the basic capabilities on incident, problem, change management, asset management, CMD, it's already out there, right? Now we are seeing clients taking those foundational capabilities and taking it to other parts of organization, right? So in our case of HR, so we are seeing organizations adopting it for case management, you know, helping onboarding, onboarding of their employees, right? Managing their payroll systems. That's one set of use cases that we are seeing. The second set of use cases we are seeing are around automating your business processes, right? So there are few clients where, you know, they identified a set of business use cases of workflows and they are leveraging the power of service now to automate those. So how are you and your customers measuring the return on investment here? What are they seeing? Yeah, so what we do is, you know, when we work on these engagements, so at the beginning of the engagements, we do identify certain outcomes that we are going to deliver for our clients, right? And one of the simple example is if we are implementing service now for help desk, so one of the key outcome that we would measure is that by implementing service now, how many tickets that we have reduced or how many calls to service desk have been reduced by implementing service now, which actually has reduced the cost of operations for the client. So that's just one example. But what we do is, you know, across the organization, we identify those use cases and the kind of outcomes that we deliver and we also identify the set of metrics, right? Which we jointly review during the engagements, that what kind of the outcomes that have been delivered with this implementation. When you think about all of the solutions that you've helped customers come to, what are you most excited about? Yeah, so I think if you look at the different types of solutions that are out there, right? And how, you know, customers adopting it, I think in my view, or the way we see it, the solutions around the specific domain or industry, right? So far what we have seen is that service management or ITSM, it's like a horizontal layer. It is not really tied to a specific domain, right? But more and more we are seeing that clients are asking for solutions which are relevant to their business, right? Which can help make some difference to their business outcomes. And that's where we are seeing trend around building solutions for retail organizations, building solutions for insurance organizations, manufacturing, finance, and so on and so forth. So that's one interesting trend that we are seeing in the market right now. Last question, how many knowledges have you been to? I have been to, I have been coming right from the beginning. And- So you've seen the conference evolve, why do you keep coming back? I think, so first of all, this is a great product, right? Lot of organizations are adopting it. And, but interestingly, I think it is the ecosystem, right? If you look at this conference on 18,000, 20,000 people attending it last year, it was around 15,000. And if you look at so many partners and customers out there, I think it's a big, big family and big ecosystem out there. So yeah, excited to do part of it. Gaurav, thanks so much for coming on theCUBE. It's been great. Thank you. I'm Rebecca Knight. We will have more tomorrow from ServiceNow Knowledge 18. Until then, good night.


Hello, everyone. Welcome back to another Adobe Photoshop tutorial on this one. I'm in Photoshop. I'm going to show you how to make a cartoon character or any character for that matter, make their hands or their limbs bend. Let me show you what I'm talking about. Here we go. See, I'm bending the ears a little bit. I've got the paw, this little paparoo bending. It's very subtle and there are a few steps involved to get it right. So let's start from scratch and I will show you step by step. All right. So the first open up Photoshop. Do note that I am in Photoshop beta at the moment. The reason why is I'm going to be using generative fill, which is one of their AI functionality and unfortunately, it's not in the production version yet. So I'm using the beta and if you don't know where the beta is, you can always just go up here to the top, click on your little creative cloud icon, and then just go down on the left side and you'll see betas here. So let's see beta apps, that's the one and then just make sure it's installed. Okay. So we're in Photoshop beta, although this should be out in production very shortly. First step, go into your finder, grab the file that you want to work on. So I'm going to grab this one here and I'm just going to drag and drop it in and it's just going to open up Presto. Now I'm just going to zoom in a little bit here and I'm going to unlock it. And the next thing we're going to do is we're going to create a duplicate copy. So I'm just going to drag and drop this layer right here on the little plus sign. You can also do command or control J. But there we go. We've created a duplicate layer. Now we've got to pull him out. So I'm going to show you that step next. All right. So the next step is you want to go over to your left side here and grab one of your selection tools. When you do that, you'll see up here at the top that you have select subject. This is what we want.  Now that makes sure that I'm going to select the subject, but we're using the cloud server as opposed to the local running it on our computer. It's just a little bit more accurate. Once you've done that, click on select subject. And it should take just a few seconds. And this should select your cartoon character or whatever you're working on. This looks pretty good overall. So I would like that. Now the next step, and this is very, very important. And if you don't do this, you're going to have a little bit of trouble is you want to go up here. You want to go to select. And then you want to go to modify. And then you want to go to expand. And what we want to do is we want to expand the marching ants or the selection out past the border. So in this case, I'm going to go with the expand by eight pixels. And then I'll show you why we did that. So when I do that, you'll see here that we've expanded by eight pixels, just like I said there. But look, here's the selection is now outside the lines. And the reason we missed a piece here, let's go ahead and add that in. I just going to make sure I've got the quick selection tool selected. And I just sort of scrubbed over top of that. And the reason why we want to do that is because now we're going to basically cut him out. And then we're going to use generative fill. But if you if you go right to the edge, and you don't go out past the edge like I am here, you're going to get some weird hard lines that you don't want. So there we go, we've gone ahead and selected it, we've expanded it out approximately eight pixels. Now I'm going to go over here to the left side, and I'm going to click on generative fill. Watch this. When I do that, I get the option to write something in, I'm going to leave it blank. And then I'm going to click on generate. It'll take a few seconds, I'll come back show you what we got. Excellent. So what's happened here is we've gone ahead and removed the bulldog or the cartoon character. The reason why this is interesting, and I'll show you the few different options. But what we want is basically this one looks good, is we want now to bring that character back. But this time, when we warp and move the arms and the legs or the ears or whatever, you're going to have a background that makes sense. If you don't have this, then you're going to have holes in your background, you're going to need to do all sorts of content aware fill, generative fill in later on. It's just a mess. So let's get on to the next step. All right, so we've got this nice, the dog's missing here or the cartoon's missing. And we've got this nice background. What I'm going to do now is I'm going to move up this layer two or layer copy. I'm going to put that on top of the layer with the mask on it. When I turn it on or off, you'll see here that I've got this bulldog. And when I turn him off or her off, we've got this nice looking background that we just created. So let's turn it back on. And now the next step is you want to hold down the command key on a Mac, control key on a PC. And I'm just going to click on this mask. And the reason why I do that is when I do that, you're basically just loading the selection. So you'll see here that we've got the marching ants going around it again. So I've loaded that selection. And now, now that that's loaded again, now we're on the top layer, we're going to go up here to edit, and then we're going to go to puppet warp. And when you do that, you'll see this crazy little puppet warp that's come only over the selection, which is why we did the command J there. And what you'll see now is you'll see this little pin tool that's automatically selected. And I'm just going to go ahead and just start dropping some pins in. So watch this, I'm going to click right there, and I'm going to click right here. And I'm just going to show you the technique. I'm not going to go super far. So I'm going to put a couple pins on his nose, maybe one on his head and his eyes and his tongue, and something like that. So I'm just dropping pins kind of randomly and presto. Now watch this though, what we can do is when I hover over the pin, if I hover over top one of these pins, now I'm just going to left click on it and pull. And you'll see here that this is basically me moving the character as I see fit. And you can add in more pins if you need certain things to move. And this one here, I've got his hand or his little paw here. I want that to go maybe out and to the left, but maybe that's a bit too much. So I would do something like that. And then maybe I could add a pin in here to make it look a little more believable.  We can go with this, click enter, apply it and then watch. So there is a, you know, we've moved his hands, we moved his ears. And if I hit command Z on a Mac to undo or controls it on a PC to undo, you can see here that this is how we move limbs inside Adobe Photoshop using the puppet tool, using generative fill, which is their new AI functionality. And we just created it a couple layers. That's all there is to it. Thanks for watching.


In 1998, I used to work still at Tulika Books with Hindu and I had been working there for about four or five years and I had actually got sick of publishing. So I quit my job at Tulika and I went to the party and I said I want to be a, you know, a whole-timer or I'll do full-time work for the party and then Prakash told me that they are planning to set up a publishing house and they wanted somebody to set it up basically. I think it was a left project that was long overdue. In the old days they used to be PPH and PPH as you know collapsed particularly after the end of the Soviet Union. PPH had played a remarkable role. I was an undergraduate student in Delhi and I know that PPH books used to be really kind of much anticipated, much bought, much discussed and so on. After its collapse there had been few kind of small ventures like Social Scientist Press brought out a few books and so on but they never really had taken off. So when left word was being thought about, it was quite exciting and so I promptly agreed to it. We will publish books on Marx's theory, we will publish books on the ideological debates of the time. We will publish books about left-wing movements and struggles around the world. You know there was this whole idea of setting up a publishing house that would be like the Victor and Golang's of the British Communist Party for instance and the kind of association and distance that a publishing house would have to have necessarily between, you know, publish what is squarely left Marxist in its ideology and yet be acceptable to a wide readership. And then we used to have these long, day-long meetings which were most exciting. The meetings were attended at one stage. In Ram was involved, Ajaz was involved, I was involved, Prakash of course would be always there, Sudhu Sugandha would always be there, Indu would be there, V.K. Ramachandran used to be associated. So it would be, I mean not that all of them were there in every meeting but it was quite an exciting gathering of people. Initially, it was the first office in Rajendraprasad in the left world. There was nothing. Until then, we had to start our publishing house in these rooms. At the beginning of the publishing house, we started painting. We painted the doors and the doors of the radicolor. Initially, I think we only had one computer, those old, you know, big desktops. And then Prakash had decided already what the first book is going to be. We started with the publication of a book called A World to Win, which is a collection of essays on the communist manifesto and its relevance to the contemporary world. This book also had an interest, according to me, a more interesting section on how the communist manifesto came to India and how it was first published in different Indian languages. Fortunately, just before we had done the book, Prakash had already decided that we would have a book club. And so the first working capital actually came because we immediately, as soon as the book club scheme was announced, we got some 2-300 people who signed up immediately. And so the first book came out of that money. Very soon with Sudhanvata Helm, they were amongst the earliest adopters of technology to service customers. So we had an e-commerce-enabled website at a time when some of the big publishers in India didn't even have a website. This was 1999, 2000, 2001. We had dial-up modems. We didn't have broadband connectivity. We would be delighted if we'd get one order a week on the website. You know, if you got four or five orders in a month, you'd be, yeah, great job, guys. At that time it seemed like a very bold move. It was a left publishing house emerging at a time when leftist thinking was really on the decline. And so it was bold because it had an ambition that we can actually not just keep the flame burning, but resurrect it almost and expand it. In many instances, we were the only publishing house which published against the tide of opinion. For instance, when India conducted the Pokhran test, the nuclear test in 1998, we brought out books arguing against India's nuclear weaponization. I think the first book that I produced for Leftward was War Against the Planet, which was written in a very, very big hurry to meet deadlines so that we'd have a signpost out on the attack on the United States in 2001 and the war against Afghanistan. Over a period of time, Leftward has also done some very, very interesting publishing and one wouldn't associate directly with only left-wing politics, which is in the cultural sphere broadly, in the international progressive cultural sphere. So the book on Palestine, for example, on the freedom theater, you know, the two volumes on the freedom theater. In fact, some of our best-selling books have been written by what would be not considered as left writers or journalists. For example, A. G. Nurani's books, they are some of our best-selling books. His book on the BJP and the RSS was truly made a big impact, you know. I've seen people from other political parties, you know, quoting from his book, you know. Professionalism of Leftward and small publishing houses much higher in terms of the editing quality, in terms of the personal care that is taken in the production of the book and the marketing and the publicity of the book. No corporate house gives that kind of attention. Pharmacize the book. I forgot the name. For that book, Sudhu was searching for the cover page. So the different opinion were the, then at last, Sudhu took one photo, five of us, a hand like this, we got different hands. For example, Kisan Longmerge, he is from Maharashtra. That book was a huge challenge for us. So we had to give that book to the party congress, the Hyderabad party congress. And we had a total of seven days. We didn't know that it would reach us. We just said that we would do it. We didn't know that it would reach us. But yes, it finally reached us. We released the book. We have also then gone the next step. Many of our books are then translated and published in other Indian languages. We have not ever charged any royalties or anything. We just have to get permission from us and we have allowed them to freely publish. So many of our books have been published in Telugu, Tamil, Malayalam, etc. From the very beginning, we were keen on entering the publishing of Hindi books. And with the addition of Shipra, our Hindi book list is going to start expanding quite dramatically. Not just translating the English books into Hindi, but I'm very excited that we're going to start commissioning original books in Hindi, Marxist books, left books. I think there's an enormous appetite inside India for books in Hindi of and from the left. I feel that this is a new chapter in our light. The work of the left word has opened a new chapter. And there's a lot of fun in it. And we're getting a very good response. Let's see how much further we can take with us. In our previous office, we had one shelf where we used to keep our books. And those books were kept basically for packing purposes. And then because our book club also expanded to start selling other publishers' books like Tulika and others. So we started keeping their stock as well. And those books used to be kept on that shelf only so that the person who would do the packing could take out copies of whatever was required. And then somebody would turn up and start looking at the book shelf and say, Oh, can I buy this? Can I buy this? And you'd say, Yeah, sure. You know, just go right ahead. And then I found that more and more people somehow were spread and more and more people started coming in to a point where literally every day there was one person who was dropping in just to buy books. And I realized that, wow, there's a need for an alternative kind of bookstore. So then I was determined in my head that as and when we have space of our own, one part of that space, however large it is, or however small it is, one part of that space is going to be a dedicated bookstore. And I remember Sudhanba telling me with great delight when the architect of Prithvi Theatre visited him, Vaid Sagan and Sudhu took him around the studio and made a bookshop and a little office space. And Vaid turned around to Sudhanba and Sudhanba was just so delighted that he said, Vaid said, it's beautiful because you've actually thought of the flow of the human body through this space. And that's why it works.   A cafe and bookstore and perhaps a theatre space in the middle of that labour hood would be really breaking the everyday rhythm of that place. Disrupting it but I think disrupting it creatively because they are, who they are, classes for local children, classes for rich people. Where would you find in Delhi a space in which the proprietor or his or her team wants to chat about just any old book? Janam will also have plays, will also have performances, you know, like not just music or theatre, but just like a single person, one person show in that space on the side. So that's really important. What's there to be free? Anybody can get in. So a local child might have a chance to see that in his life. That this is also possible. There is something very specific to May Day Cafe and bookstore in Shadipur on May Day. All these things that come together. That makes it possible for me to one make endless cups of coffee and not feel tired until I stop making the coffee. Then the tiredness sets in. Or to be able to say what I wish to say, which I haven't always thought of previously now. So there's a spontaneity, but that spontaneity is rooted in what's happening on May Day. We have found that leftward books, people who come to leftward books become readers, associate themselves leftward, who have not come from the organized left or have not been part of any movement. But they have this thirst for knowledge they want to know. A nation does not exist if it doesn't think. And obviously these fellows are interested in preventing thought altogether. So it's very important for publishing houses like Leftward to survive and work in this very hostile environment. All the more important. The idea is to keep going forward because only independence can go forward without self-censorship or any other form of censorship. On the freedom to publish and the freedom to express. If leftward can continue to exist for the coming years and continue to do this innovative thing, they should just conduct more master classes with others. I mean the challenge of leftward has been what has excited me all throughout. The challenge of producing high quality Marxist and left-wing books for a general public, for a general reader, for young people, for scholars alike. And I think that has been really the most exciting thing. You know close to that of course is the team. I mean we have such an amazing team. It's not just a mission for them. It's also fun for them. They are also interested in it. And all of a sudden their enthusiasm shows in everything. The bookmarks show in everything. The books, the posters, the bookshops. When their people go with books, when they talk with the enthusiasm of the books, it shows that these people are completely connected to these books. They are connected to these thoughts. They are enjoying themselves in their work. The key issue for us as always is the politics of what we do. And so therefore we want to be in a position where we are able to help movements on the ground and produce material that would help them in conducting their struggles. In order for that to happen, we need an expanded team. In order for that to happen, we need to be able to publish, certainly in Hindi, in a much bigger way. And who knows what the future holds. But certainly English Hindi both have to become much bigger. And we have to be able to respond to things as they unfold in a much more life kind of a way. To be able to be more flexible in how we respond to things and so on. So I am hoping that with this really exciting new team that we have now suddenly, I am hoping that we are looking at more exciting days ahead.