Abhijit, please go ahead. Hello, good evening, everyone. Hope you've had a very good festive season. Happy Diwali to everyone who's with us today. And welcoming you to the Misfits 2.0. This is an interesting moment. We are closing our regional pitch competitions with this one. I'm very excited to see how far we've come along the second season as well. And a huge congratulations to everyone who's been part of it.  Misfits started as an initiative to find the most impactful changemakers from South Asia. It started as a pitch event that goes across 15 regions in South Asia to bring together people who are innovators, social entrepreneurs, changemakers to be able to connect with each other, to scale their work, and really expand their horizons. While we started as a pitch event, it has now become a much larger initiative than that. It has become a phenomenal community which has a global coverage. It's highly impact-focused bringing together changemakers like you and me on the same platform. And with the phenomenal partners that we have with us, we're seeding these ecosystems through partnerships and growing impact on ground. The community also enables us to ensure sustainability of the activities beyond the single pitch competition. We've traversed across all these cities and regions and have found out over 200 phenomenal social entrepreneurs who've pitched in this second season. And thanks to all the global partners that were involved in this entire process, I am so happy that we got support again this year from a lot of these people. And to share, we are also powered by CrowdData and ImpactPod and ESL-IM3G with our regional knowledge partner as Wilgro and the co-host for this year as MUN Impact. To share a little bit about what we do at Groups, we are primarily a nonprofit foundation acting as a think tank to seed innovation ecosystems. We came together with the purpose to bridge gaps amongst entrepreneurs and stakeholders in the ecosystem. We understand that every region is unique with their own set of problems and their own, have their own set of solutions. We're here to support that ecosystem building through democratizing the knowledge sharing and support required for entrepreneurs out there. We have this internal saying that it's not about ideas but making those ideas happen. And that stands true to our core of why we exist for entrepreneurs is to help them enable their dreams to convert into a reality. And we have a phenomenal guest with us this evening. Mr. Yong, I'm just waiting if he's joined in. Yeah, he's joining, joining in sometime. Sure. In the meantime, I'll just quickly share about the jury that we have today. Mr. Bhanu Prasad and Mr. Gaurav Sharma. These are our allies in Misfits and we're so happy to have you contribute your time towards being the jury for the day and contributing and we'll be giving some gems to all of you this evening. Bhanu, if you're there, would you like to share some thoughts, please? Hi everyone. Yeah, it's nice to be back. I think the work that you're doing is definitely worth recognition. And even though we may not be able to support all the entrepreneurs, we do believe that the inputs that we share are probably the connections that we are able to make would help each of the entrepreneurs. So we are very happy to be part of this. I represent Digital Impact Square today. And I look forward to hearing all of these social entrepreneurs share their impact stories with us and look forward to seeing where we can take them from here. Absolutely. Thank you very much, Bhanu. We also have Gaurav joining in. But just before that, Bhanu, could you please also share a little bit about what DISC does so that we all know about it? Sure. DISC Impact Square is a nonprofit initiative which is one of India's first open social innovation centres. We are a physical incubation centre based in Nasik Maharashtra. We are supported by TCS Foundation. All of us who work there, we are a small team where we are passionate about getting change makers from across the country. Young change makers less than the age of 27 work on social problems and then eventually convert those problems into some kind of solutions that lead to social enterprises. So we provide a pre-revenue stage start-up or an ideator or a set of innovators an opportunity to convert their idea into a full-fledged social enterprise over a period of 12 to 18 months. And of course, we are non-equity. We don't take equity and we don't own the IP. We leave that to the team that actually works with us. So we are purely philanthropic in our outreach and outlook and our organisation is pretty much impact-focused. We have supported over 55 challenges in the last five years since we have been in operation and we have about 14 start-ups that are currently sustainable in the social space. And they range from across healthcare, education, agriculture, citizen services and so on. So quite a few of these you could find us more about us at digitalimpactsquare.com. And I'm happy to be available for in case anybody has any questions about us. Thank you so much, Hanu. We also have Gaurav. So Gaurav, would you please like to share a little bit about your work and what's happening with Aki now? Thank you, Kenny. I hope you are able to hear me. Hi everyone, my name is Gaurav. I am based out in Jaipur at the moment. And just to share briefly about what ACIC is and what ACIC does, I would say the government has been working, if you talk about the entire ecosystem of start-ups, they have been working throughout India from schools to colleges in order to support incubation, but also to support in terms of the resources which could be utilized or pooled across. So ACIC is somewhat similar. It's an initiative by Artil Innovation Mission and certified Neethi IO. And the objective is to support start-ups which are into pre-incubation. So I would say this, the full form is Artil Community Innovation Center and we are not the incubation support, but we are more on the pre-incubation side. So anyone who has even a slightly, slightly a half-baked idea and want to work on the idea or something on the front of let's say if someone wants to develop a product, want to access labs and things like that. So they can come to us and they can utilize the resources accordingly. So our idea is to help people walk from the state of mind. Thank you so much, Gaurav. And definitely sounds like an interesting initiative and we look forward to engaging with all of you. I think Yong is facing some challenges. So in the meantime, we'll move forward. Sorry. Yeah, Abhijeet Yong is here. Okay, great. Yong, can you please rename yourself or let me know what it is? Just a minute. Sure. Hi, Yong. We welcome you this evening. So Yong is an interesting individual who's been primarily in the venture space. He's been investing into startups. He's also an advisor and regularly engages with a lot of startups to mentor them and guide them. And recently, he's been, he's allocated close to 20 million in investments and has been advising with a lot of governments and similar institutions out there. Yong, over to you. Please take the floor and share about your work. I'm on a vehicle, actually. Oh, cool. Yeah, on the way, busy, right? Many, many busy appointments. But I'm excited to be part of this program and there's never been a better time to start your own company, especially in this pandemic situation.  So I think there'll be many exciting opportunities. And huge funds are pumping money to India, right? So, especially with Tiger Global making huge rounds. So I think that the prospects for India is huge. The future for India is bright. Absolutely. Yong, would you like to share a little bit about what you do with Viome Capital and how do you invest? Yeah, so I make my investments based on companies that look promising. And companies that are promising generally. Take note of two things, okay, guys? Margin and scale. Scale means the amount of people that you can reach with your technology or tech application. For how many people are actually going to use your app? How many people are actually going to use your innovation? That is a measure of scale. And we also look at margins. Margins really typically look at how much money can you make out of that application? How many people would, for every transaction, how much money will your company make? So that's exactly what we look at for startups, margin and scale. I wanted to change my background definitely to match the event of the day. But just give me a second. Do you know how I can change my background? I will go to, so normally I have my own in-house Zoom, right? So everything is fixed for me, everything is scheduled for me. So how do I change my background? Do you know how? What kind of device are you on? A MacBook. So you click on the arrow button next to your video and you can change the background from there. Awesome. Let's see. Keep asking me, keep asking me. Absolutely sure. So you primarily based in Singapore, how do you see the social entrepreneurship domain out there and what holds now for entrepreneurs in a region in Southeast Asia at large to address these problems? Actually social entrepreneurship and a normal entrepreneur is very similar. You need to remain sustainable. You need to be sustainable. No matter how you might have a vision and mission to save the world, but you must have a viable business model. Yeah. So let's say you really want to help someone with food shortage, you want to help people with, you want to help to solve the problem of poverty or the problem of lack of food and you want to reduce food wastage, but that business plan or that social enterprise must have a sustainable aspect to it. You must be able to generate money to be self-sustainable to attract investors. Absolutely. So how's the social entrepreneurship scene in Singapore that you see and how is it growing in the region as well? It's growing very well. Social entrepreneurs in my part of the world focus on things that relate to social infrastructure, such as education, healthcare and food security. So they deal with schools, hospitals and F&B establishments. Right. So do you also actively invest into social impact or it's primarily to large scale tech companies? Both actually. And what would you primarily look at when you're investing into social entrepreneurs? Like I know that, but then with respect to typical startups, the scale and the profitability is very slow. So how do you look at such entrepreneurs? Impact. Would it attract the government attention from the government? Right. Could you maybe share some challenges that generally in terms of impact also when you say that? So how can early-stage entrepreneurs can really start measuring or what kind of factor should they measure when they're pitching to investors like you? No problem. Look at the social impact. Come up with a metrics to measure social impact. How do you know your startup is making impact in society? Actually, most big name startups also start off with social impact. Think of WhatsApp. They wanted to connect the world, right? So that's a social impact that they're going for. It results in such a huge company. What's app? The app that we all use to communicate. Absolutely. And going forward, like are you looking to also fund startups? Are these only in Singapore or are they based across South Asia, maybe including India as well? Yeah, all over the world. India's a great place to start. No, my question was, are you also investing in Indian companies? Definitely. Awesome. And what are the typical ticket sizes that you folks invest in? About 10 to 100K. Okay. I think Yongbi background is messing up with your face. So I think it's like, could be just a simple, like you could not use the background actually, image. So you have to use the background, right? Yeah. I think it's not coming up properly. Cool. We have a question. So are you also investing into microlending businesses? Microlending. Microlending is very risky, right? Like microlending has gone into a lot of difficulties in developing world countries like Indonesia. So I was shunned from the area because I wouldn't know the laws and the regulations can change overnight. In some social enterprises, they say they want to help people, right? But in the end, they end up exploiting people and people have a lot of loans and debt is clear, which gets them into a lot of trouble. That's happening right now in Indonesia. Got it. Got it, sure. Cool. I think, so anything else that you'd like to add in the interest of time, we'd like to move forward. I think social enterprises really look at a metric. Come up with a metric that can really prove that your startup is making an impact. If you have their matrix, it's going to receive funding all over the world, not just from me or any investor. The government will get interested. People are interested in startups that have genuine impact. The government will partner with you. The government themselves will be your partner and you will not lack shortage of funding. Absolutely. Sorry, Matrix, that the government itself will be attracted to it and to convince of the impact. Got it, got it. And are these, like do you see when you're working with governments or banks that there's enough opportunity for even impact entrepreneurs to work with, maybe let's say an Indian impact entrepreneur working in Singapore or the Singapore government, for example, are there opportunities that are open? Definitely, actually there are some entrepreneurs from India, they relocated to Singapore and they're very good with efficiency apps. You know, like an app to make food delivery become more efficient in my country. So my government has partnered with Indian entrepreneurs who are skillful at developing systems to facilitate food delivery. Yeah, so no shortage of partnership as long as the app gets traction, as long as the locals in my country are using the app, there's a use for it, there's an impact by what I mentioned. The government will take notice for sure. Got it. Also, maybe if you could share some challenges that you've seen, especially with social entrepreneurs, what are the couple of common mistakes that they generally make while raising in their early phases? Okay, they just focus on impact, right? They just don't say they want to change the world, but it's not sustainable. They don't have a business model to back up what they want to do. They don't have a business model to back up their mission and vision. Absolutely, I've seen that happen in a lot of cases and I think the jury, Banu and Gaurav, you're also open to comment. I think this is an interesting discussion so we would definitely like to weigh in your thoughts as well. Is I think in the early stage of social entrepreneurship, generally that happens is we focus a lot on just creating that impact, but we miss out on being sustainable. And I think that's where a lot of folks while they're creating, doing something phenomenal, they lose out. What could be some strategies to maybe counter that or work around them? Hi, Yom. Nice seeing you, meeting you here. I'm Banu. I run- The problem. Open social impacts innovation center in India called Digital Impact Square. So Abhijit, your question about what strategies we could adopt, I believe that as a social entrepreneur starts their journey, there is a significant emphasis on discovery in the early stages. And the discovery is understanding are they solving the right problem? Are they solving the right problem for the right people? And is it the right time and so on? There are several elements of discovery that needs to be done. And in this process, I think that a founder or the startup gets an opportunity to be really closely immersed in the ecosystem. And during that time, they form relationships with both their beneficiaries as well as the stakeholders in the local ecosystem. And that is when, along with impact iterations, you also need to create sustainability iterations in terms of what price points, what value delivery, how would the perception of value differ from different stakeholders? Those iterations and those experiments have to be done at those early stages. And that initial group of stakeholders with which they are co-creating their solution, the first iteration of that impact may be their first customer. Or the first set of stakeholders may be the ones to point them to the right stakeholders who says, okay, you know what? We are great at actually iterating with you and creating a solution, but we may not be the ones buying from you. So, but we can help you point you towards an industry or somebody else in the ecosystem that can support your scale. So, within the first 12 to 18 months, we believe that both impact iterations and sustainability iterations should be performed by the team so that they get a clear picture as to what is the value that they're able to deliver and how the value is perceived by their beneficiary or by their stakeholders and how that value's perception results into a price point. And then of course, the scale aspect comes in, how many places you need to implement before you can actually become sustainable. A lot of those aspects come in. So, I think at the bottom line of all of this is going to be how close are you to the problem, how close are you to the ecosystem. That determines how effectively and fast you can sustain yourself. Siru Glee, thank you very much, Manu, for those words. Any thoughts, Yong or Karol? Yeah, close to the ecosystem. You're right. So, yeah, it's very important to be close to the ecosystem. But yeah, at the same time, it cannot be too close. You need to have a helicopter view because you need to know, people in the ecosystem don't really know what is the key to their solution. So, to have some form of creativity in solving that issue, you need to merge different worlds. So, being too close to the ecosystem, can you have these plus points? You can get stakeholders interested, you can persuade stakeholders, you can form good networks. But ultimately, your solution has to be creative, something that the people within this ecosystem has not thought of to be effective and persuasive. Yeah. No, I think Yong brings the right point. It is in terms of, when you're doing the iterations, it's very important to make sure you don't just get stuck with one local stakeholder and you think that the world is defined by how the stakeholder views this particular problem. I think it's important to iterate in and out of that ecosystem so that you also step out of your comfort zone, validate the hypothesis that you make, and then come back and recalibrate the solution that you're offering. I think that is very important. Otherwise, we get too comfortable with a small set of stakeholders and think that this is how the world will look at my solution. Definitely. Gaurav, you wanted to share something. Yes. So I think, I mean, professionally, definitely I talked about ACIC, but then since five years, I've been actively being on social entrepreneur in the space of waste management. And just to share from the experience, I would say the easiest way to look at it is only a couple of things. So I would say one simple aspect is that whatever industry you're working in, think, I mean, try to think holistically in terms of what could be done above and beyond in the same industry itself. For example, when I talk about sustainability as an industry itself, the idea of social entrepreneurship is being a little more local in terms of your impact and approach. So I would say how you can even reach out with your own creative solutions to local vendors, you can try to integrate them into your own value chain and think from the perspective of that, how the entire environment and also the society is getting benefited out of the overall solution being created. So I would say, for example, when I talk about waste management, it's not about the products or solutions I'm making, it's also about people who are at the bottom of pyramid.  Also on the other side, whatever, I mean, you talk about producers and consumer, how SDG number 12 is being focused on. So let's say, how to be more responsible producer and consumer. For a lot of times people, I mean, do not have viable or let's say valid solutions. So if you have something in mind, I would say being in social entrepreneur, it's also important that you need to do a little extra hand-holding in order to bring people together and also to work on the aspect of getting the ecosystem up and running. So simply I would say you can go a little more local. That will be a little more impactful, number one. Number two, I prefer hanging out with a lot of social entrepreneurs around me because I believe that really keeps you in check in terms of the impact and also the for-profit element when it comes to running a business. Absolutely. We have Ram, who has a question. Ram, do you want to unmute and ask? Hello, Mr. Yung, good morning. Good morning. How are you? I'm fine. Okay. I just have a question for you. That is, since we are from Bean Touch Microclare Foundation, okay. This is mainly a microlending business. We have received a license from government of India for doing this type of business, okay. So my question to you is, you said that it's very risky. So what type of risk do you look in this type of business? Because we have all the compliance tips and profitability is also very good. A lot of companies are doing and they are turning to a small bank later on. So even after five years, we are looking to become a small bank by doing this business. So what type of risk do you look? Okay. The government could come against it. They can say microfinancing is illegal. We want all lending to be only done by banks. No, it cannot be because they have already given the license. It cannot be. Governmentary of India is supporting the macrolending business. Our Bank of India is supporting it. It cannot be. Very good. Very good. Okay. I will not keep track on this. If the government has given a license, then it's perfectly fine. But in my part of the world, in Southeast Asia, it's a little, it's not so clear at the moment. Maybe in your area it's not clear, but in our area it's very much clear. So we are very much hopeful to get profit from your end. Sure. Sorry to interrupt, but I think Ram, this could be a more one-on-one discussion and we would request you to take it, maybe on an email or a separate call. Okay. Can I have Mr. Young's email ID please? We will. Yeah, no problem at all. Can I just write down over here, if you don't mind? Absolutely. We'll share it with you. So I think taking the next step, Anupam, if you're there, just moving on. So in the interest of time, we'll have to cut down the discussion right now and move forward. Anupam? Yes, yeah. Shall I go ahead with the introduction? Yes, yes, please. Good, all right. So thank you, Young, Bhanu and Gaurav and Ram for sharing the insights. So moving ahead with our jury members, so we have Mr. Bhanu Prasad and Mr. Gaurav Sharma with us. So talking about Mr. Bhanu, Bhanu has been involved with some of the most exciting technology innovations. Today, he works on challenging problems in the public services space in India at Digital Impact Square, a TPS Foundation initiative in the Tata Group. As an innovation and entrepreneurship coach at one of India's first open social innovation centers, he coaches early state social entrepreneurs towards sustainable and scalable impact. He was also the jury for one of our previous pitch events. And then we have Mr. Gaurav. He is the Chief Executive Officer at ACICVGU Foundation, which aims to build and nurture the community in the state of Rajasthan with respect to the startup and innovation ecosystem and to reach the innovators by creating a space for pre-incubation of ideas or solutions. Gaurav is also a part of GS Global Shapers Jaipur and is skilled in project management, waste solutions, international relations and market research. I, on behalf of the whole team, welcome both of you in the event. And it would be great if we can share a few quick words to embrace these startups and then we can start the fifth session. Gaurav, you can go ahead. Please, we can start with you. Sure. Thank you. I think I'm really pumped up and looking ahead for the upcoming presentation. So I would just say I will be... I mean, my more focus is definitely what you're presenting, but also the entire thought process behind the presentation. So I would say... I often say that the businesses or startups are not about ideas. It's more about the execution. So I would say looking forward to the day. Thank you very much. Great. Thanks a lot. Bhanu, please, a few quick words. Sure. If we have to add another parameter for you to look at while you're pitching, I know the pitches here are quite short. So to keep it focused, I would be very interested in how did you discover the problem and why you think it's a problem that you're worth solving and how are you approaching it? I think that would be... I would go very first principles in the way I look at my evaluations. Cool. All right. Thanks a lot, Bhanu and Gaurav. Okay. So let's hear the misfits and a quick ground rule for all of you, for the participants specifically. So your pitch time, it's just strictly four minutes to pitch. You'll be notified when you cross three minutes. And then it's followed by five to six minutes of Q and A by jury members. You can share your screen while presenting. If you have any issue, if you're facing any issues, any kind of difficulty in sharing your screen, kindly let us know beforehand. Preferably in the WhatsApp group. Maybe you can DM me on WhatsApp and we'll share your deck while you present. So this is a quick thing and we can go ahead with the first participant. Sumit, are you there? Hello. Yes. So we have Sumit Kumar Jha representing Abhipraya Recycles. Ma'am, this is Sumit here from Abhipraya Recycles. Yeah. You can share your screen. Yeah, Sumit. You can go ahead and start your pitch. Sumit. Sumit, are you facing any issues? You're on mute, Sumit. Okay. I think, Manupam, can we go to the next one? Sumit, if you want to get back, please message us real word practically. Yes. Yeah. Sumit, you're audible. Are you sharing? Yeah. Yeah. I was thinking that right now we are undertaking three projects. One is for waste to value, waste to energy and the last one is for developing a prototype for entrapping CO2. In the first project, we are using plastic waste for converting them into technical textiles. And the second project deals with using low grade plastics for their pyrolysis and gasification for converting them into oils and then into energy. And the last one is for using activated carbons for entrapping CO2 projects. All three are in ideation stage. And we are installing a factory unit at MPIDC Pellukhedi where all three projects will be executed. So that's all. Sumit, you were supposed to represent your pitch deck. Are we prior recycles? This is all I prepared right now, Manupam. Yeah. Any questions, Manu or Gaurav? I think that was quite a short pitch. Yeah, I could just take the lead but I think Gaurav has a lot of experience in this field. Sumit, can you tell something more about yourself? What is your background and why are you in this field of recycling and sustainability? Sir, I've been an agricultural engineering graduate and I do have a nine years experience in the whole processing sector. From that sector, I have shifted to to plastic recycling and energy sector. Okay. Hi, Sumit. My one quick question to you is how exactly you see the alignment of what you're doing with solid waste management 2016 rules. Sir, please repeat. I'm saying, I would like to know that, I mean, how you're aligning what you're doing with solid waste management 2016 rules. Sir, actually, this sector is quite new for me because I've never been to waste processing. Okay. But quite a few persons in my town where my friends were involved in the sectors and from influence of them by watching, working them. I also got inspired and decided to install a factory at Pilukheri. Okay. Sumit, another question is how exactly you're processing food or food waste at the moment? Can you just walk us through the process? Sir, it was for the small sector for jam and jelly preparation at village scale only. No, sir. I mean, you're taking care of the production or you're taking care of the waste that's being generated around it? Manufacturing. Manufacturing. Okay. This will be the first large scale venture of mine because fruit processing sector was quite a small one. Got it, understood. And I mean, what is the current stage? I mean, how many customers you have? What is the revenue scale at the moment? Talking about income, sir, it was yearly 15 lakhs and turnover was less than 1 crore. Okay. And I mean, what is the number of amount of customers you are having right now? Less than 100, sir, less than 100 customers. All right, I think, yeah, I think I'm done with the questions for now. Subit, what are you looking for or from this pitch? Why are you pitching at this pitch? I was looking for mentoring support because in this sector, we do require a lot of, this sector was quite new for me. So, and what will be the government licenses and how to proceed further for these informations? I would like to incubate or for your guidance or mentorship. Are you looking for technical mentoring or is it business, is it regulation policy? Technically, as well as administrative, sir, because how to proceed for license or something that was also not known to me. So, I decided to participate in this program. Okay. Yeah, that's all from my side. Thank you, Subit. We will definitely connect you with relevant mentors and potential incubators and look forward to supporting you through the community. Yeah, thanks a lot, Subit, and thanks to jury members. So, the next participant that we have is Ujwal Bansal. Hello. Yeah, hi, Ujwal. Yeah, hello, everyone. Yeah, my teammate will just share the screen. So, then we can present. Yeah, so, we can start. Yes, please go ahead. Okay, so a very good evening to the respected jury. So, we are team pitchers. I'm Ujwal along with my teammate, Adarsh, and we are here today to redefine the kitchen experience with a proposition which we have named Chimini. So now, the major problems in the kitchen arise due to the existing solution to tackle kitchen smoke is the conventional chimney, but is it always possible to have a chimney in the house? So, the answer is no, and there are various reasons to it. Imagine you are a bachelor living in a rented house, and in most of the cases, you're not allowed to do any major civil work. So, it would not be possible for you to install a traditional chimney, or there could also be other reasons like cost of installation, which usually turns out to be 4,000 to 5,000 rupees over and above the cost of chimney. So, what could be the possible solution? So, we present to you our product Chimini, an affordable, compact, and easy to use smart IoT chimney. Now, Chimini works as a traditional chimney, but unlike it, it does not require a duct to release the smoke. Please, Saksha. Hello. Hello. I think Ujwal- Can you give more access to the app? I don't see- Hello, Ujwal, can you please repeat the product description part again? You were muted in between. Okay, okay. So, Chimini works just like a traditional chimney, but unlike it, so it does not require a duct to release the smoke. So, the suction fan at the top creates a suction, and the filters absorb the oil and other particles and release the filtered air back to the kitchen itself. We have differentiated our product with the addition of IoT capability, which provides features like remote access through app, safety through smoke protection, auto on-off, fan speed control, and smart app notifications. It has dual installation options and ring light for better visibility in darker environments. Now, let's have a look at a short video of a product. Others please present the video. Next slide. So, we have prepared a basic working architecture of a product. Next slide. So, talking about the total market size of a product, so it is quite huge. So, currently in India, target income group for the conventional chimney is the upper middle class, which forms approximately 10% of the total population. We aim to increase this to 40% by including the middle class as well, and consequently, we will increase the total market opportunity from the existing $1.3 billion to the approximately $2 billion. Now, we have opted mainly three distribution channels to reach the target market, which are retailers, e-commerce, and dotarore sales. We will be targeting around 50 corporates from across India to purchase a product chimney for their employees as a Diwali gift. Now, talking about our current progress, we are already into the execution phase and have deployed around 20 prototypes so far for user validation. Now, we have a fully equipped workshop and the necessary equipment that will be required to fabricate the individual components. Now, coming to some of the key financial highlights, we are targeting a selling price of approximately 5,200 Indian rupees and a sales figure for the first year to be around 15,000 units. And accordingly, revenue generated would be around 7.8 crores, yielding a net profit of around 1.1 crores for the first year. And growing at a targeted annual rate of 40%, we intend to achieve the break even third year of operation itself. After having covered most of the fixed costs in terms of capital expenditure, we are seeking a funding of around 50 lakhs to cater to the marketing and operational expenses for the first year. Now, talking about ourselves, we believe that we are an ideal team next like, yeah. To realize chimney and make it a commercial success, me and Adesh come from a business-oriented family which is into manufacturing since 1995. Apart from this, both of us have got industry experience in manufacturing. Sorry to interrupt. Yeah, just give me 10 seconds. 10 more seconds, yeah. Adesh has worked with content use power as a quality assurance engineer. And apart from this, he has worked as a market strategist with we guard industries. While I've also worked as a manufacturing, as a production engineer in a manufacturing firm. So we know what we are into. So this is what I would like to thank all of you and conclude our presentation. Now we are open for questions. Thank you. Thank you, Ujwal. Over to you, members. Yeah, Ujwal and Adesh, can you define your target segment again, please? Because it looks like you mentioned somewhere that so many millions are struggling with the harmful emissions. Then how exactly would you... This is basically a product substitution at this stage, right? So they're not into these high-end products and you're looking to substitute this. So how would you make that happen? Yeah, so actually when we talk about a conventional chimney, so we see that people who have sufficient kitchen space and who can spend, I mean, sufficient amount, I mean, you can spend sufficient amount of money when installing conventional chimney because there's a lot of civil work also that goes in. So the existing solution is for them, but we have brought a solution where we would target people who have limited kitchen spaces who cannot install a conventional chimney because of the space constraints and the cost constraints. And so we also performed a statistical analysis to understand the needs and the features that they would like to see in a product which could fit their existing limited setup. So we got like three different segments where we could target. So the first is the housewives, second is the bachelors, and third is the working profession. So these are the specific people for whom we are looking to target. And apart from this, I already talked about the size of the market that we want to cater to. Yeah, it's just that the size of the market in the upper middle class doesn't correlate to the lack of space and lack of financial discretion in making this choice. Sorry, sorry. So this segment that you're talking about probably has the financial discretion to be able to choose a different product and not necessarily come to your product. Yeah, I mean, mainly the upper middle class was till now able to afford the conventional chimney. I mean, largely I'm not talking about that, okay, middle class are not installing, but largely the upper middle class was able to afford this. But we want to make this product comfortable for the middle class also to install because obviously it comes at a very low price. It comes at one third of the price of that of a conventional chimney. Also it consumes very limited kitchen space, the kind of kitchen space that we see in houses where these people are located. Also I would like to answer that. Sir, there are many upper middle class people also who are not able to basically install a conventional chimney right now because of these space constraints or like you can see in the case of bachelors of the working professionals who might be changing cases quite frequently from one place to other. So in this case, they can easily have this chimney and take around with them to the new location where they're relocated. And for them, it would be sufficient for their limited application that they're looking for. So that's why we are also targeting. Yeah, one other last question I have is any benchmarking that you need to do with existing products? Then back to Gaurav. Benchmarking, I mean, basically, sir, like we performed a competitive analysis where there are already existing players in the conventional chimney segment, but like there are no players that have brought this product. They have brought such a kind of design or brought a portable chimney into the market. Also, there is then benchmarking in terms of the efficiency of the filters. They're like, there are two things. One is the efficiency of the filters and one is the suction capacity. So our suction capacity is half of that of conventional chimney. So we operate at 500 cubic meters per hour as compared to the 1000 cubic meters per hour of a regular chimney. And but the efficiency, like the efficiency of removing the pollutants from the smoke is 80% as that compared to 30% because we are reducing the clearance area between the chimney hood and the cooking pan. So there we are increasing the efficiency. So these are the benchmarks. Sir, also, I would like to point out that already there is an IoT chimney by India where present in the market, but it comes at a very high price of 45,000 rupees. And we are proposing a portable IoT chimney at 50 to 100 rupees. So it can easily fit into the, according to the pockets of the middle class. Okay, Gaurav. Thank you, Manu. Yeah, so my first question is, do you have any variations of the same product when it comes to chimney or it's just the single product we're talking about right now? Actually, initially we had the same product but it did not come with the IoT functionality. But like looking at something which can differentiate our product and which is hard to copy into the market, we brought this IoT functionality and also it increased the convenience level of the people to operate this kind of product. And we are also like as a brand, we do not want to restrict ourselves to one product, but we are looking to build a full-fledged brand of conventional portable appliances. So we are looking to miniaturize the existing appliances that are already into the market, but which cannot fit into the pockets and into the space of the middle class. Okay, thank you. My second question is, since what I see is that the major target group lies B2C, I mean, so understanding what is a go-to market strategy or what are the marketing initiatives you're working on? Yeah, so as already mentioned that we want to, you know, employ three different channels. So one is the retailers and the institutional sellers. The second is the e-commerce and third is the do-to-do sales. So we have like prepared a cost, I mean, the net profits that we would be getting from all the three channels. So it varies from initially 15 to 25%, but we would be increasing it subsequently since we would be further lowering down the price when we achieve economies of scale. And we would, to market up or we would be utilizing all the modern marketing initiatives, the social media and everything that you can see in a slide. And also we have prepared a full-fledged marketing, I mean, BTL expenditure strategy or a BTL strategy as well with the kind of people and the kind of salesman that we would be employing in the different cities. Since we would be covering 10 cities, 10 tier two cities and eight tier one cities upfront. So we have prepared the strategy accordingly. All right, one last question to you is, let's say five years down the line, if I would say, I would want your brand to be known by one thing. What would that be? So as I said that we are looking to, you know, known by the, I mean known as a brand which are specialized into portable kitchen appliances. So like there are a lot of brands which are there into kitchen appliances, but they are coming with all sorts of sizes of the, but we want to specialize in such appliances which can easily fit into the pockets of the middle class and which can be fit into the confined kitchen spaces. So we want to be known like that. All right, thank you, Joel. Yes. Thank you so much everyone. So shall we leave or are there any other questions? Thank you team, Chimini, Ujwal and team. So moving on to the next participant. Thank you. Yeah, we have a comparifier represented by Nikhil. Nikhil, are you there? Okay, I guess he's not a president. Okay, moving on to the next participant. The next startup is Qab, represented by Rhea. Yeah, hi, I'm Hur, I'm Khushi. Okay. I'm from Team Qab and I'm representing the project. So can I just present the screen now? Sure, sure, please go ahead. Okay, I'll do that. After this, we have Rohit. And requesting jury members to please edit the scorecard once the startup finishes their pitch. Yeah, is it visible? Yeah, it's visible, please go ahead. Okay, okay. Okay, hi everyone, I'm Khushi, I'm from Team Qab. So I'll be beginning now. So what if we told you that there is an essence on this planet so powerful that it can sustain all forms of life? An essence that can regulate the climate and nourish humanity while providing new ways to heal and connect us. The essence that I am talking about here is sustainable consumption. So the problem that our venture strives to solve is the issue of preparing plastic waste that expands due to increased use of single-use plastic packaging. We often neglect the wastage of personal care products used at our homes like a shampoo bottle made of plastic. As much as 35,000 metric tons of soaps and shampoos are wasted by the hospitality and tourism sector combined in India. In order to work towards these issues where we are here with Qab, a dream for a better planet. So Qab, Qab aims to tackle the production of single-use plastics. We create a range of zero-waste sustainable products for personal care. So after conducting need assessment surveys and analysis of the data, we came up with a revolutionary product idea which possesses the capability to bring a revolution in the current market. So now an overview of how we actually become. So we conducted a survey of about 500 individuals and we realized that 63% of them were not aware of sustainable alternatives and 73% of them lacked affordable and convenient choices in the market. One month into research and development and then we realized after talking to people, meeting people in this particular field and talking to the prospective target market and shifting back and forth various recipes and prototypes, we finally pivoted to our present line of products. So these are some of the videos which shows how we carried out our research in testing in the same department. So followed by this, now like the main product that we have right now is Qab tablets. So these are solid and compact version of SOAP which dissolves three times faster than a bar and are activated just by five drops of water. This can be a perfect substitute of a normal bar as it is in miniature in size and can be used easily, especially while traveling. So just to give you an overview of what our product lines currently are, so we have two lines of product, Qab bars and Qab tablets. So under Qab bars, we have shampoo bars and conditioner bars while under Qab tablets, we have SOAP and shampoo tablets and bars are a normal substitute of plastic bottle that we use at our places while tablets are a substitute of a bars in a form that it is much more efficient to use and are easier to carry as well. So these are some of the characteristics of Qab drops which are not really elaborating due to lack of time. So apart from that, now we can talk about our operations. So we procure all the essential raw materials at wholesale prices from our providers and then we carry out the production units which are set up at Delhi, Mumbai and Nepal. So the main production units are at Delhi itself. So the products are then sorted as per the needs and the demands of the customers and are packaged in eco-friendly packages. So our main delivery channels are through B2B. So B2B is something which we are mainly focusing on and B2C is something that we have just ventured into and we don't really have much orders in this sector but this is something which we are trying to explore right now but B2B is our main channel. So this is an overview of what our target market is like. It's two million people and it is spread over three cities and 20 plus stores and departmental local chains. Apart from that, this is just an overview of our revenue structures which can be again, we can... So we have sold about 1,250 bars including both shampoo and conditioner bars and 2,95,000 of tablets and these have been mainly through the B2B channels. Those are wholesale and retail outfits and departmental stores which we have tied up with. So these are some of the impact metrics as our product is mostly sustainable in nature. So just to give you... Sorry to interrupt you, could you get the time's up? Just give me five seconds, I'll conclude it. Sure, okay. Yeah, so this is a timeline of our product. So this is something which I can elaborate at a later part but this is just a brief of how we started back in 2018 and now where we stand. So the ideation was started in 2018. So our efforts have been recognized by the Ministry of Jalshakti and Union Minister Dr. Harsh Perthin as well for our efforts towards sustainable consumption and bringing a change in the lifestyle. And these are some of the customer testimonials that we have by our local retail store owners and also some of the direct customers that we have had. So this was it from our side. Thank you so very much. So yeah, I'm done. Over to the members, please go ahead. Hi, Kushi, can you just take us to the roadmap slides? Yeah, sure, I'll do that. I mean, yeah. So my question is, okay, just let me go through this. Sure. Okay, my first question to you is, I would like to understand more about the profit margins because what I know is that sustainable packaging is slightly expensive as compared to the traditional ones. So I would like to know, I mean, what are the margins you're working on when you talk about let's say bars or you talk about shampoo tablets as well. So sir, like combining both of the products our gross margin is somewhere around 55 percentage. So that's there. And you're right, that packaging is something which takes up a lot, but as we say that our motto is sustainable sustainability. So that's something which we don't really want to cut off. So yeah, we go by sustainable packaging itself. Okay, another quick question is, and this more of a, I would just like to know the perspective. So for example, whenever we stay in a hotel, right? So usually bigger, I mean, the groups I'm talking about, they usually have bigger bars. And what happens is that when you stay for a day or two, you definitely do not consume it. Are you also tackling something around that? Or I mean, how is your approach towards solving that problem? Oh yeah, so sir, this is also there. So some bars are something which we try to mostly tackle or sell through the B2C channels. And tablets are something which we try to bring in through the B2D channels. So like for example, as it is mentioned in the slide in 2022, our major aim would be tackling or sorry, major aim is to target the railway stations and bus times. So like this is how our model works. So bars are not generally something which we have sold in this hospitality industry. It has been bars, it has been tablets. So tablets are single use anyway. So those are used for sanitation purposes mostly. But yeah, definitely this is something that if we are selling bars in hotels, so that will be an issue as well because right now they usually have those liquid bottles that they use. So that's something which tackle the waste part of it. So if we are trying to sell say bars in hotels, so that will be something which will be a problem. But again, we are thinking of tackling the same as well. I think, so just dropping a food for thought. I mean, I'm done with the questions though. So what I'm referring more about is that, let's say a hotel usually generates around 3,500 kgs of soap waste every year. I mean, this is the number. In fact, I worked on with Hilton Group specifically in Jaipur. What we did was that we collected used soap, we recycled them and we made new bars out of it. So what I'm saying is that sustainability definitely is one aspect is be mindful about taking up the sustainable way of creating the product. But I'm also saying that another way could be that if you can inculcate this into your value chain, you will be able to solve the problem on the both sides. And also maybe you can figure out a model of working with bigger groups because they would like to opt for solutions which are more visible when it comes to the marketing point of view. So I would say, I mean, if you want to have a parallel discussion, we can take this up one-to-one in person as well. Yeah, that's a wonderful suggestion, sir. That's definitely something which we want to look into. Thank you. Otu, Bhanu. Have you also looked at Ryleves? Have you spoken to anyone there? Sorry, sir. In Ryleves? Also, sir, right now we haven't really looked it into it, but we were trying that maybe we can start with municipalities. So if we can tackle the bus stations first and then railway stations, we have to reach out to, you know, mainly the administrative part of it. So that would be something which will take a lot of time and is a major aim that we have started working from now on itself. So we have started our government knitting as to mailing or reaching out to people in the government sector or maybe municipalities. So we can start small, maybe from bus stations and then finally tackle to the railway stations part. Yeah, also, government guest houses are under the jurisdiction of the district. Yeah, that is one. Do you see your product actually undergoing a change depending on who your target end user is? Yeah, right. So, sir, under the tablets, under soft tablets, we will be having two major categories. One would be premium and one would be the basic ones. So the basic ones would be for the railway stations and the bus stands which is used only and only for the sanitation purposes and for the premium users, maybe if we can, you know, target really premium hotels, especially ones which are like targeting the corporates as well, like they have meetings there and stay overs. So if we are targeting that part, so we'll be providing them with the premium soap tablets. And for the basic stations and bus stands, we'll be looking into the basic and the normal tablets used only for sanitation purposes. And what does your competition landscape look like? So for tablets in India, we do not really have marked it for tablets, sorry, we do not really have any competitors for tablets, but for bars, we definitely have certain, you know, if you look into just the brands coming up, like the shampoo bottles, why would anyone want to switch into bars? That's something which was a problem before, but our pricing is 20% lesser than them if we compare the number of washes of bars. So that's there. But again, the problem that comes into is people do not really know how to use a shampoo bar at home. So this is something which we are working on. So we have started with colleges and, you know, maybe localities talking to people about how would they want to use a bar? You know, it's very simple to use, but as people haven't used much, so that's the competition is not from the pricing point of view, but maybe from the usage or the acceptability point of view. So that's there, but for the tablets part, we do not really have a competition directly in terms of tablets, because tablets are not right now available in India. So yeah. And the drops? Yes, the drops and tablets are the same, quad drops are tablets. Yeah, but in the sense, in the form factor that they're eventually delivered, are they different? I saw one that's the small one, right? Yeah, yeah, so those are drops. The name is drop, but it is solid. Solid. Okay, yeah. Okay, so I believe then the product diversification, what would be your margins across premium to all the way to the entry product? Right, so the basic products would be sold for one rupee and the premium would be around 1.5 or maybe two rupee. But again, if we are selling premium, we would expect that we receive order in bulk. So that would reduce the price as well, but not above 1.75 or two rupee per tablet. That's also the max that I'm telling. And the cost is? Cost prices? Yeah, so the cost price for, we would get again around the 55% or like for the premium, it would be a bit lesser, maybe 45 to 50% of the margin, including the packaging point of view also. So yeah. Okay, and is sourcing a problem? So it's a sourcing. Yeah, so right now we are producing mainly in Delhi. So we have partnered up with an organization called Avakiam. So they have various products being made up. So they have their own channels of procurement. So it is local markets, wholesale markets of Delhi itself. So that we do not really have to incur the transportation. So we are procuring from Delhi itself. Okay, but the process is replicable to another vendor if required. Yeah, yes, it is replicable. Okay, yeah, thank you. Thank you Khushi. Okay, moving on to the next participant. We have Rohit representing Karma Sthal, Health Tech Private Limiting. Hi, good evening everybody. Good evening. You have to start with, so we are an elder care startup. We are doing whatever we can. So the picture on your right is what we've achieved so far. There are 110 patients under care in the second wave in COVID. So we've provided them with home care, which is providing them with caregivers who are trained caregivers to assist them during COVID times and in the second wave. And a lot of patients were being turned away from the gates of the hospitals. So what we do is we provide them caregivers who are trained, verified caregivers. And then also who are assisted by a technology which is assistive in nature, which is remote monitoring. So we not only do this, we also ensure that there is training, retraining and engagement and employment and deployment of about 1,50,000 blue-collared workers over a period of time. So that's what we're gonna achieve over the next one, one and a half years. So the problem that we identified was so personal experience. My mother was ailing from a net stage cancer. And I was supposed to go to the UK to work. And I've been in the family, I had to stay back at home because there's a fact that they was caregiving responsibility. So that being the reason, so this was late 90s of course, and it took me almost 20 years to ensure that there is a government that in place which is trying to provide a service for people like me who essentially were working abroad or wanted to go abroad, but unfortunately could not go because of various reasons. So one is of course in a crisis situation where there is a ailing or an elderly in the family and the kids are abroad, they have absolutely a drop of the hat to come back to India or come back to the state where the parents live or town where the parents live. And they'd have absolutely, there is no other solution to a problem like this. So in such cases, obviously, what they do is they try to search for somebody who could be just a makeshift arrangement, depending on a neighbor or a relative to go and check out the old age people at home. But unfortunately what we saw in COVID times is even they were not willing to go and do it because of the fact that obviously they were scared that they might carry the infection back home. So that being the challenge, what we decided and what we understood was that, getting a service like service of a caregiver itself is a huge challenge because there is a problem. So we were trying to override that platform number one and we are building a remote monitoring system for home healthcare. Yeah. So the opportunity here is pretty big. So whatever little understanding that we could do of the numbers here, you understood that the market is huge. Even if you take the affordability index and you mind follow the affordability index till the market is huge. So we're talking about 1% of the SAM, which is pretty big in number. So that's the target, that's the number that we're targeting right now. There are various studies. There is one which is by Tata Trust, which is indicating the fact that there's going to be an acute shortage of elder living facilities, which needs to be addressed by the private sector. There is legislation in place, of course the government of India has come out with the Mentrons and Welfare or Senior Citizens Act. They have also ensured that there is enough teeth, which is given within the amendment which has been made into the law. So that's the macro picture. So the solution that we're providing is building service efficiencies through the app. So one is finding a caregiver, tracing a digital footprint of this caregiving activities, a very unique approach to medicine, endurance monitoring, and also digitizing the entire health record, data visualization of this health record. There's medical e-commerce that we're building within the service efficiency and there's notification reminder. The second stage is when we will build the remote monitoring process. The final outcome that we're expecting is preventive elder care solution. So these are, this is a go-to market strategy. So we already work with hospital and the B2B. Yeah, sorry to interrupt you Rohit, the time's up. Yeah, can I just take the 10 seconds more? Sure, sure. Thank you. So the other one is B2B partnerships. We work with ATILs and the Make My Trips. So there's B2C partnerships in place. There are enabler partnerships in place with NMG and Vital. Yeah, so this is the, so I have Rohit, I have 20 years of experience in handling, in marketing and branding in the healthcare segment. Madheed Sharma has been a chief marketing officer with a very large dentistry brand. There is Dr. Garima Honda, who's a medical officer with the government of Delhi, she's a geriatrician herself. There is Alo Bhandari, who is a tech lead, who is building the app for us. The advisor panel is very distinguished. So we have Sudeep Das with Nekefe starting from there to Dr. Professor C. N. Bhargavi, who's the nursing head at Dr. Ramanova Luya to Dr. Sudeep Das, so this is a very esteemed advisory panel that we have. Yeah, so we have a subscription model. We have multiple other revenue sources as well. We've done a billing of about 65 lakhs till we come in business in April and till October we've done about 65 lakhs on our own without this is without the app in place right now. This is all physical. Yeah. Some appreciation. Thank you. Yes, it's the time's up Rohit. Thank you so much. Thank you so much. Over to jury members. Sorry for over sipping the time.  So remote monitoring is something that we will do to second year onwards. So we are building the processes. We're building the tech platform for it. The reason I ask is there are existing startups that do this. So I was wondering if there is an opportunity to collaborate. See, we would love to initially at this point in time but it's that's something that we would like to own eventually. So we will, you know, we have our own way of looking at it because it's just not remote monitoring. There are a lot of other elements also that are very well defined in our entire service booking. What percentage of your current customers are those who are living abroad and want to monitor elderly parents at home? Almost 80%. Okay. Do you think the pandemic would, post-pandemic, less travel would change that ratios? Or would you want that? It's only going to go further because, you know, at least the awareness that the parents would need support in their absence is something which is going on there. So it's only, you know, every day we see new inquiries coming in. And so they need solutions. You know, of course the entry point for us is, you know, from the hospitals because that's the first time that the children start realizing that parents need support because in their absence, you know, they need support. So that's the entry point but the scope of services is pretty much, you know, has a longer horizon to it. I'm assuming that you have some kind of a link services as well along with this? A lot of them, of course. So there is equipment, there is home diagnostics and medicines for which we have tied up with 1MG. There is legal and financial consultancy that we provide. There is home mortgage, reverse mortgage that is part of our service. So, you know, once we make an entry into the, into the elders house is when the entire, you know, all the spectrum starts opening us, opening to us. So whole lot of services. Your revenue is from services that are not directly related to healthcare? No, this is directly related to healthcare because of course, you know, in times like COVID, what happened was that we had our doctors, we had our doctors consulting patients online and then the nurses were delivering it at home. So they were working in tandem. So it was like an hospital-like atmosphere only. It's just that it was being done online, you know, and the services were being delivered at home. So we, apart from a few cases which needed a real ICU care and they had to be moved into hospitals who had severe comorbidities, not too many did really require that. But then there was a lot of panic. You know, if you observed what Dr. Guleria from Ames came on board and, you know, made an announcement that not everybody needs hospitalization. So a lot of patients with moderate to mild symptoms can be treated at home. But there was a lot of panic, of course, lack of information. Do you have any location constraints or do you operate across India? So we are in Delhi NCR right now. We've extended to Jaipur. But yes, we're just a two-year-old organization. So we would like to go across, you know, over a period of time. So we have that plan ready with us. We know exactly the markets that we want to enter. But yes, it's a big time. Okay, thank you. Thank you. Thank you. Hi Rohit, I think definitely, since you mentioned about Jaipur, I would like to, I mean, I could definitely, I would like to connect you to a couple of people who are, I mean, looking for the solutions. Though most of the questions being asked, I just would like to know more on the front of supply and demand and how exactly you're managing when it comes to caregivers. So is there any, I mean, I would like just to understand the current situation and how do you handle the surge from either of the side? So I'll tell you what happens is, you know, hospital is the first to go source because that's where the patients are getting discharged on a daily basis with requirement for post-hospitalization or post-surgery care. So that's where we step in. And then it gets extended to elder care because elder caring, the buzzers or a whole lot of other things, you know. So for example, there is medicine which needs to be. So typically the behavior today is such that, you know, the elderly would like to go to the nearest chemist shop and get it. But that's not what is needed. You know, so if you have somebody at home who has an access to an app, everything can reach home, right? So in the absence of kids not being there, it's just our caregivers are substituted for doing that. So all kinds of services, you know, can be accessed to the, through our app itself. Did I answer your question? Yeah, I was, I also think my question was a little more around managing a supply and demand from the point of view of, let's say people who need the care and also looking at the talent pool of caregivers you have. So how do you handle that? And in case if there is a possibility of search from either of the side, I mean, I just wanted to understand more on the aspect of resource management and how you're taking care of that. Sure. So number one, what you're doing is you're aggregating to a whole lot of nursing agencies. Number one. Number two, there is National Institute of Social Defense which comes under the Ministry of Social Justice which trains geriatric caregivers. So there are different kinds of, there are short courses and there are long duration courses. So we pick up students from there, we train them in softer skills and then we deploy them. That's the other way of looking at it. Then there are various agencies who work with the Ministry of Rural Development who are engaging people from communities, rural communities and deploying them, and training them of course and deploying them for home care. So that's the other go-to source for us. So this is, and to enable all this on a wider scale, like what I said, we are making this caregiver app. So it's like an UberAIS version of caregiving. So even if you want a nurse, just to come and give you an injection in the morning and the evening, it'll get UberAIS. So you can call for a nurse very short duration time. It's like calling a cab. So that is something that will be enabling in a very short time now. All right. Thank you very much. Yeah, Rohit, just a few things. I think you keep using the word UberAIS. I'm just wondering if there is a challenge in this space with respect to patient history, empathy, and you can't always make this very transactional. Giving an injection or giving a pill may be relatively transactional, but even that may require some context and relationship building and the quality of the services delivered will probably be very important over a period of time. And that's where I think the other question about training and availability of manpower is going to be key for you to scale. Sure, that's a good question. So to answer you, number one, what we are trying is we have this ecosystem that we're providing within the app itself, I have various checklists. So there are people, there are team members who constantly in touch with the caregivers who are onboarded on the app itself. So to start with. So we are verifying them. We're checking out their certifications. We are verifying their entities, ADAS, PAN cards, and all of that. We are also ensuring that our people, so for example, there is Dr. Sian Bhargavi that I mentioned about. She's the head of nursing with Amano Aloia. So she's the one who does interview people just before, even before we onboard them. So that's the process which has been kept very tight. So we ensure that there are various degrees of caregiving that could be delivered at home. So somebody who's just walked out of an ICU might have very different needs. Then somebody who just needs bedside assistance. So those kind of resources are mapped to the needs and then deployed accordingly. OK, that's it from my side. Thank you. Thank you. Yeah. Thank you, Rohit. The next participant, yes. The next actor that we have is Eko Impulse, represented by Akshav Vyas. Akshav, are you there? Yeah. Good evening, guys. Let me share my screen. Can I go ahead? So is my screen visible to all? Yes, it's visible. Please go ahead. OK. Let me turn it into full screen. Is my full screen visible? No, not yet. I think we can manage with this as well. OK, sorry for that. But yeah, let's move on. So good evening, guys. I am from Eko Impulse. And basically we help solar plants harness more energy, also manage and monitor their cleaning assets. So what Eko Impulse does actually is we create autonomous robotic cleaning solutions. We provide autonomous cleaning solutions to solar plants. And that comes enabled with AI software that allows you to increase efficiency of solar plants, help clean the solar plants, actually, and help them generate more power, primarily without using water. And hence, increase in return on investment and reduction in operation maintenance cost. Now till date, we have cleaned more than 60,000,000 solar panels, have saved carbon emissions by 1.2 lakh tons, and have also saved water by 1.2 crore liters. Now Journey of Eko Impulse actually started as an institutional research, wherein we intended to find out various solutions to increase the efficiency of solar plant. And later on found out that dust is the only major physical factor that can be controlled. You can clean it actually. And so dust reduces the performance of solar plant by 35% over a period of time, that is 45 days or a month. And the traditional solution that is being opted in the market still poses a loss of more than 15% and in monetary form that goes about 10 lakh rupees each year for every megawatt. But it still comes at a cost of natural resource, that is water. So around 3 lakh liters of water is being wasted every year just to clean a single megawatt of solar plant. So now what is the current scenario, wherein unorganized water cleaning reduces the shelf life of solar panels. It causes cementation, creates hotspot, wherein also scaling is produced while water is used to clean solar panels in heavy temperature areas, such as Rajasthan. And our problem size is huge and India alone will lose more than 12,000 crore by 2022. That would increase to 22,000 crore each year by 2025. These are recurring losses. But now traditional solution also comes with the management issues, that is no management of cleaning cycles. There is no predictive cleaning. Also there is no task daily management, sorry, there is no task assistance and labor management. Now the solution that we provide here is with a combination of both hardware and software, Equimples has created a solution that gives out continuous health audits, easy reporting methodologies, and end to end solution, that is automatic robots that require no human intervention and semi-automatic robots that require minimum human intervention. Not talking about our product specifications, wherein we are trying to create certain standards into the market, wherein we have quality certifications that allow us to prove that our robot causes no damage to solar panels. It can clean more than two megawatts of solar plant in a day shift with an inclination angle from 0 to more than 45 degree and requires no extra infrastructural cost. Talking about some key features, such as auto alignment, modular and lightweight, low maintenance, dust and splash proof. So these increases the shelf life of our robot, wherein some smart specs are remote management, predictive maintenance, web tracking, and plug and play modules that allow you to upgrade the robot very easily and also dismantle and assemble our product very easily. So talking about competitive landscape, wherein Equimples is leading in five major segments that is affordability, REST, that is robot as a service portion, low downtime, we are quality certified and also customizable. So these are our major basic assets that comes due to technological and business operation, business operational capabilities. Now these are our certain directions wherein as I mentioned, we are quality certified. Now the point is we are the only quality certified startup in this segment in Southeast Asia, wherein we have been certified by some tier one installers and manufacturers. We have done trials and pilots with some keynotes and the major one is Adani ports and logistics. Also we have been under talks with some major reputed industries such as Adani renewables. And till date we have installed our robotic solution on two megawatt of solar plant plus five semi-automatic robots. And currently we have been under purchase order agreement by Adani Hazira for private limited. Now the market opportunity total is about 1200 crore by 2022. That would increase too. Sorry to interrupt you the time's up. Sorry then I would let me just finish it up and I would move towards our team. So talking about our team, we have a quantitative evaluation of 20 years of experience with certain points that I would like to add. So we have experience in advanced automation, robotics, electronics and project management, designing antennas for satellites and weather stations, structure designs, partnership management and marketing plus our team do have three patents, five plus two IEEE research papers. And there are major factors that help our team to operate into this segment. Moving towards the end, wherein the impact that we want to create is, so by 2030 we want to save millions of liters of water by using our robotic solutions and this would help us generate enough electricity that could power millions of houses. Now that's all from my side. I hope that you would help us make renewable energy accessible and more than that. Over to jury members. Hello. Hi, yes. Yeah, Akshath, let me start with one question here. So I personally believe these fixed array solar panels will be out of business shortly. Okay, yeah. So perovskites, film solar panels, the wraparounds of the buildings and so on will start coming in. So what would happen to your business model, say five years from now because there's very promising research that's coming up that's completely going to replace fixed panels on ours. What would you, how would you handle that? Yeah, so let me put it into a certain way. So the point is the wrapping films, as you mentioned, are coming into the market. They would take a little bit of time, but the point is when it comes to a power generation capacity of high amounts, then it would require huge solar plants to be installed. And the point is the aesthetics of the solar plants would remain same because they do provide maximum efficiency and also the wraparound films that are there does not come with greater efficiency. Your point is to be noted that they would enter in the market and few of them are already there into the market. But the point is they are not capable enough to generate huge amount of power that could help us. Yeah, but actually they can overcome their efficiency. They are 16, 17% today and you are probably 23, 24%. They can overcome that efficiency with coverage. So yeah, so there are, let's see. The point is, if I can answer you in this way, the building would require a wrapping up of solar films, but as you mentioned that 16 to 15% are there, sorry to say that, but there are below 7% till now. Yeah, they would cover up the market, but when it comes to large scale solar plants, industry do believe that this would remain stagnant for upcoming 30 to 40 years. The reason being is the technology transformation would need time and again, the manufacturing and acceptance of the product would need time. And this is the current scenarios that we are facing rightly. And still the plant that have been installed would remain active up to 25 years, upcoming 25 years actually. But yeah, your point is, it would be there. We will have to find out the portion there. Okay, Gaurav. Yes, so I was just going through the presentation. I mean, did I missed out? I mean, if you can just help me go through the pricing once again when you talk about semi-automatic and automatic. Yeah, so the unit economics haven't been mentioned into the presentation, but if you want to know that I would be happy to tell you. Yeah, so the unit economics states is we would be generating around 40% margin in automatic solution and in semi-automatic that is around 35%. And the average selling cost of our each unit is around 1.75 lakh rupees. And as I mentioned that this has been the segment into the market and we have been dealing with certain key players into the industry, such as Adani is one of the prominent player in Asia installing huge amount of solar plants. There are more, let me mention it to you, such as Orb Energy, Vari. Mplus is one of the most running solar plant installers on industrial rooftops. And this comes out of the scenario. And one of the answer I would say is that industry would still require to install their solar plants on rooftops. Due to the lack of space, actually they cannot install into the manufacturing areas or surrounding the walls. And this would still create a market opportunity for us. Okay, and when you talk about unit economics, can you also do a little comparison of your competition, say for semi-automatic and automatic ones? Yeah, so here is the simple conversational that I would like to mention you. So if you can see what are the traditional portion that is being used in the market. So the loss of around 250,000 units is still there, around 10 lakh rupees in monetary firm. Still there's a huge infrastructural setup that is required if water is used to clean solar plants regularly. While it's compared to our robotic solution, then it comes with the investment of around 20 lakh rupees per megawatt. I'm talking about automatic solution here. And that would come at an ROI. So your operational maintenance cost is reduced. Also the ROI would come under 24 months. And there's higher income that you would be able to generate as your solar plant would be operating at maximum efficiency. And there would be minimum dust losses. So if I was able to answer your question, was it right? All right, sure. Thank you. I think this is it from my side as well. Great, thank you, Akshath. The next participant that we have is Devan. Devan representing Fuse-Lage Innovations. Yeah, hi. Yeah. It's ice cream visible, right? No, it's not visible. Can you please share again? Okay. Yeah, it's, okay. Please do that again. Right now, please sit. Yeah, it is visible. Please go ahead. Okay. Okay, good evening, guys. I'm Devan Chandrasekhar and I'm the director of AgriTech startup Fuse-Lage Innovations. We are based at Cochin Kerala. Let me start with the problems we are addressing here. During our interaction with the farmers, we could learn that farmers facing problems with the crop damage, plant treatment methods and post-national calamity issues. We Fuse-Lage Innovations proposing before this August panel, the combination of spectral UAV and process of fine-tuned data. The proposed solution lies in between one product to another, that is the spectral UAV to the plant protection UAV. And let me explain the process in detail. We capture the data of plant detail in through the spectral sensors and it is processing for the 2D 3D maps. Again, processing for the index maps, then visualize and understand the crop stages and stress levels and sharing this detail with the stakeholders. Finally, the results and protocols integrating to the farm management software and the prescription is doing through the plant protection UAV. For managing crop damage, farmers usually providing foliar applications to the entire crop acreage instead of that, we providing controlled and spotter applications. Our uniqueness that it is in scientific reasoning for the prescription and as well as digital farmland model in which we providing a predictive analysis of data about the plant conditions so farmers can predetermine their farming activities. Our products now into prototype stage and it is in final stage. During the development, we got opportunity to work with the industry leaders and we came to see that 70% reduction in agriculture input as well as 30% of yield increase in between 107 farmers and our entire process is completely zero pesticide application and not having any zero carbon emissions. And during our one and a half year, we got a number of recognitions and we got three grants for prototyping our products. And finally, the UNDP listed our project in the sustainable development goal zero hunger category. This one also we have been selected to the youth collab in India. And our business model as in our value proposition is in three aspect that is prescription as per data as in service model and product sales and prediction report as a service model and revenue channel is B2B, B2C and B2G. The both the aspect that is plan mapping aerial mapping and aerial sports spraying is in a service model. When considering the service charges a flat rate, we expecting a 58.40,000 upcoming air and we came to see based on the pilot projects in tribal area also, we came to see a 435 crore in between upcoming years. And here is our team, myself Devan and Davia who leading the fuselage innovations have we got mentors from the agriculture ecosystem partners. And that is Dr. Barim Batra is an entomologist and from the Kaila Agriculture University. He validating our technology and prescribing and approving our prescriptions manner. And Mr. Sandeep Shinde, he's the innovation coach from this can Mr. Sachin Valin sir for entomologists from the Syadri firms and Mr. Tony Jones, he's the UNDP India representative, he's connecting us to the tribal areas and we getting technology support from the STPA for the hardware development of our drones and we fuselage innovations always believe technology is a great equalizer. So we are continuing our activity, tech back and we implementing a good agriculture practices through the unmanned area vehicles. Thank you. Yeah, thanks a lot. Over to Judy members. Devan Banu here. So Devan, how many times have you replicated your 30% increase in yield? Also, as of now, the research initially happened with the one of the tribal area in Kaila in deplanation after that also we done a similar kind of research in another area. So after that also we like we implementing like that 30% is not a constant because in each scenario we're facing different conditions. So almost time that is 25 to 30% we're getting the yield percentage. Okay, Gaurav. Yeah, so hi Devan, I think it's a good presentation. One thing I wanna know is, so you talked about three models, right? We talked about B2B, B2C and B2G. So I would like to know what are the, I mean, how you're putting out the resources because I believe when you're initial stage, it actually gets trickier to focus on multiple channels. So I would like to know more about how you're handling it and how you're putting forward. Sir, basically we constantly trading food and cash crops and we got the opportunity in tribal area and the agricultural sector. And these, both the aspect we're doing research, initially we implementing a research model in between stakeholders. And based on research, maybe the research is happening around four to six months. And based on the results we, after that we implementing a commercial model in between stakeholders as per the research. How the impact is read. So that kind of model we implementing. All right, I think yeah, and then this is it. Hello, is there any other questions? No, I guess, I think only. Yeah, thank you, thank you. Thank you, Devan, yes. Next participant that we have is Vinod, representing Flexi Cloud Internet. Vinod, please go ahead. Hello, everyone. Yes. Hello. Yes, hi, are you presenting the screen? Yes, yes, one second. Is it visible? Yes, it is, please go ahead. Okay, so Flexi Cloud is a managed cloud hosting company. So what is cloud hosting? It is a process of building your application online by uploading the website built on various languages on internet. So there are basically two types of dedicated and shared cloud hosting. And so what is that relevance of cloud is whenever a high traffic website or sensitive website is hosted, it may get go down because of various factors like hardware issues, et cetera. But a cloud is able to recover it or it can mitigate those issues no matter where they are hosted. So that isn't the importance of cloud hosting. So why managed cloud hosting? The managed cloud hosting, the most of the cloud hosting providers like AWS or Google will not provide any kind of support or anything on your cloud and you're off your own when you're on cloud. So you need to depend on someone else to handle the monitoring management part of your servers. So this is a completely a technical product and when you depend on a experienced person to handle your cloud, it is a very costly affair. So that is the relevance of the managed cloud day by day. And what Flexi Cloud is building is a past platform which is an umbrella which connects to every cloud providers out there like Google, Azure, then DigitalOcean, Walter and many other cloud providers. And it is providing full support to anyone who need and they can spin on their desired location and their desired application can be run on it and Flexi Cloud will provide a full-fledged support with backups and scalability and 99.9 percentage of time and we provide vernacular support to five plus Indian languages right now and we guarantee the backups. And what Flexi Cloud helps to the SMEs or any entrepreneurs that want to host their site or application on the cloud is Flexi Cloud helps in cloud selection and scalability then we manage the security and manage backups and Flexi Cloud is responsible for everything that is happening on the cloud. So you don't have to put extra resources to manage your cloud while you can do that on your business development. And this is the roadmap or this is the evolution of Flexi Cloud and it has around 600 plus clients right now and the business model is a subscription model which is built annually or monthly and we have a flat 50 percentage of cost margin on all subscriptions and we are B2B2C and the market is very huge and growing at a rate of 15% is way over according to Gartner, according to Gartner and our competition is on global competition is there and AWS and DigitalOcean is not at all our competitor but our partners then we have cloud-based platform, Sage and Kinster, these are all global players who are having products similar to Flexi Cloud and we have generated 26 lakhs of revenue last year and we are predicting it to be 55 lakhs this financial year and we haven't done any kind of marketing yet and we are generating an MRR of around $5,000 and it is expected to grow to 10 percentage every month. This is our GTM strategies and we are planning to to a partner with incubations and accelerators and development agencies and conventional digital marketing and other optimization methods are also in place and this is our process. This is a process when a client onwards to our cloud and to Flexi Cloud, it can select the cloud, it can select location and it can select the plan and select your CMs. We know the times up. Two minutes, I mean one minute, less than a minute and we have some very good clients or brands who has trusted it with their data. It's like Majindarsha Medical Foundation, then entrepreneur, then Harvard Medical School, then Diabolus and a lot of other web development and application agencies and et cetera. So Harvard Medical School had a serious issue when they were onboarded to Flexi Cloud, their site were not working properly and we were able to fix that and our traction is 650 plus users and 12 plus countries and this is our team and we, this is our achievements. Yep, that's it. And we are actively looking for investments of 2.5 gross. That's it, I'm done. We know the Banu here, just curious to know when you compare yourself, can you go back to that slide please with AWS and DigitalOcean and others? Yeah, sure. Can you explain what do you mean by choice of server location and what the rest of the samples mean when you do the comparison? Yeah, why not? So choice of server location means if you are developing an application or e-commerce platform in India and if your server is in US, the user experience will not be there. So in the cloud, you can select the cloud to be located in your area of business. So that is the choice of server location and the full circle means it is providing that service and empty circle means it is not providing that service. So FlexiCloud and AWS and almost all other providers there has the choice of server location. So if you want the server to be hosted in India for an application developed for India, it is there. While if on a conventional hosting providers like GoDaddy, et cetera, you don't have that option. You will be located somewhere in Singapore or US or something like that. And the AWS or DigitalOcean will not provide any support for WordPress or Magento. Instead, you will be forced to go to the marketplace and use some pre-built applications which you have to compromise the performance against the stability. So that is a compromise happening where FlexiCloud does not have that. Yeah, so I was coming to that because there is a reason why they don't host those of the shit, right? So how are you mitigating that? You know, potential security vulnerabilities frequent WordPress upgrades. How are you actually mitigating that and ensuring your experiences superior? Correct. So we have collaborated with a few security programs. Like Malker and VirusGuy, et cetera, which continuously scans the application and gives a report on if the site is vulnerable or if the content or the plugins or themes is vulnerable or not, which is directly sent to the developer or the owner of the account. And once that is done, they can take the necessary actions to upgrade it. Do you think this is something that Google or AWS will not do in future? Google and AWS is infrastructure as a service provider, not a platform as a service provider. And if they want to start doing that, it will be a huge amount of investment is needed. And I had a talk with the top executives of AWS and Execution, et cetera, in India. So they encourage the partners like us to be in this space so that they can sell their products through us. They are infrastructure and a data center provider than a managed service provider. So we are a- Where are you hosted with them? Which, the FlexiCloud? Yeah. FlexiCloud is on AWS. AWS. So your pricing is a markup on top of what AWS offers? Definitely. That is what in one of the slide we told that we get 50 percentage gross margins or pricing is something like if whatever the cloud provider is charging us, we are charging double to the customer. So we include the server and we include management, monitoring, and full support. Okay. So that is what we are providing. And there are a lot of clients who has trusted us with their data and- Yeah, I don't see small and medium business here yet among your clients. So any specific contact? There are a lot of small and medium clients. Like HireStar is a job portal. Then JobsOmega.com is a job portal in Kerala. And then Times of India is running a few campaigns on schools and the Golden Girls campaigns of Times of India, et cetera, was run through us. And Majumdar Show Medical Foundation is an NGO of Kieran Majumdar Show. Not the entire background is our client, but Majumdar Show Medical Foundation is our client. And Harvard Medical Schools, there is a charity initiative called empower.care is hosted with us. And her promo green is a small and medium industry based in Bangalore who is selling renewable or biodegradable plastics. So there are a lot of other small and medium industries as well along with some enterprises too. Okay. Thank you. Hi, so I think I have a similar question. I would just upgrade it now. So I would like to know about, I mean, because I believe definitely the problem you're trying to solve majorly caters to, I mean, the bigger challenge comes to a lot of SMEs in India. So I would like to know that what is your future plan in terms of, I mean, reaching out to SMEs in general, or are you planning to integrate your services with other set of service providers and want to club it and then move forward? So what does it mean? So here in our go-to-market strategies include events and partnerships. So we are partnering with a lot of incubators and accelerators and along with web development agencies. So as far as we understand the market in India, the web development agencies are a key decision maker on where the websites are hosted and the user experience too. If they make a wrong choice of the choice of a hosting provider, the user experience of the end clients will be very bad. So that is one area that we are working on and we are planning to, we already have a collaboration of 32 web development agencies right now and we are planning to do that, to increase that to 2000 by the end of two, three years. And incubation and accelerators, we are already associated with a seven plus or eight plus incubators and accelerators so far like Bamu and Wadwani Foundation, et cetera. So those we are, then we are creating awarenesses in the startups through ecosystem partners like Thai, Kerasium, et cetera. Then we are associating, we are reaching out to the networks through events and webinars and other kind of things and then content and video and paid promotions. All right, just like this is a similar question. I mean, you definitely answered for SMEs, but I would like to know a little more about the traditional businesses in India, specifically in tier two and tier three cities, are you, I mean, do you have any future plans to work with them as well? Definitely, definitely. We are trying to bring a change in how the hosting industry is being viewed or perceived. And definitely these conventional industries on digital transformation. One second. The digital transformation of conventional industries and production units, et cetera, is something that we are keenly associated with and we have helped a few in the local market, in the local area, whom we have associated with the industry and we provided the cloud and we provided help to them through our channel partners like these web development agencies to develop their own website or e-commerce store and then bring them online as well. So that is something that we are actively involved with and that is something we have already done and are doing it. All right, thank you Vinod, all the best. Yeah, thank you. Great, thank you Vinod. The next and the last participant that we have is Akshay Akash, representing Stimulus. Akshay, please go ahead. Yes, so this is Akshay Akash from ITBHU. Before starting, am I clearly audible and visible? Yes, yes, you are. Yes, just give me a second, I will put it in my screen. Okay, so, wait a second. Is the screen clearly visible? Yes, it is. Yeah, just give me a second, in myself. Right, so I will start now. So let's jump right into the problem. The problem is pretty straightforward. People in about three out of all four people in India struggle from speaking. They are not able to complete their sentences together. They don't know what to speak. They lack confidence and this is a fair problem which sort of impacts their job progression. They impacts their career growth and many other aspects. Right, so this is the problem. The key understanding is what's the root cause of this problem? And the root cause is simple. They don't get a complete training in speaking to start with because you need to be trained to become a good speaker to actually become one. And this training doesn't come from the grade two lectures you get in English or the UDME courses you make. This should be a mix of practical and theoretical training and this is where Stimulus comes through. So Stimulus is a tech-based subscription platform and you get a lot of things as a part of that. So to start with, you get access to these tech iterations. Now, this is also our USP and so before going to the tech aspect, I will just briefly explain to you the user journey of this application. So it works like this. The student is given a topic to speak on. That would be a random topic, for example, poverty or for example, anything to start. The student starts speaking. Now, since it's an impromptu topic, you are likely to get sort of ideas. I'm sorry, but Vinod, can you please mute yourself? So, yeah, so this is how the solution works. So the students are given a random topic to start speaking on and since this is an impromptu speech, you are likely to run out of ideas. You are likely to not frame sentences if you are not that of a good speaker. So you are given constant personalized nudges to complete your speech.  So take it as a grammar leaf or a speech card or thing. So this is the assistive speech part. What happens afterwards is that you are again given the same topic and this time you have to speak on yourself without those recommendations. So this gives you crucial lessons in recollecting your thoughts by yourself as well as framing sentences by yourself which is a crucial lesson. What happens on the second part? Now the second technology comes across. This is the AI-based analytics. So you are given a style-based analytics on your second speech.  So that you know exactly which parts of your speech do you struggle in in terms of style. Then you are given video lessons, video modules to work on those personalized gray areas of your speeches and as a result, whatever you improve on can be seen in the next situation which will again be happening after three days, every three days in the subscription. So that's where the core learning part of the speaking comes in our subscription. You also get access to gamified assessments as well as live dams and debates as well as content masterclasses to all make this a complete combination of practical and theoretical learning, right? So in terms of competition, it would not be fair to say that we don't have any competition because we think every solution in this market which solves for speech is our direct competition. However, since we have a tech model which is a unique aspect in India, it positions us uniquely in the market. But also since our model is based on what they can not direct mentors with, it gives us an asset-like model which means that we can scale very effectively. We can price ours at least 15 times less than any other market at the end which makes us a unique solution in our services. So at Traction, we conduct schools and use data marketing strategies. For business model, for operation cost, we charge students for cohort. We have a few mentors for down-solving and all. We pay for them and we majorly pay for our tech cost of the platform, right? So finally, why are we the ones doing it and not someone else? So take a step back and just think of what would be the competition you would need in a perfect team to build the AI speech product. You need speech experience. I was one of the 100 people invited to participate in the world championships. Me, Anish and Ankit have collectively won 20-plus national championships in speech and debate. So there is a speech experience. You need AI experience. Anish and Ankit and Akshad both are extreme AI experts. Ankit has won multiple AI hackathons, Akshad is your Oracle developer. So there is the AI experience and me and Anish have, again, lots got one year plus of strategy and product experience. So there is a product experience, right? So that's all of the solution. I will just end this with one thing. Why are we doing this? So we are from PLC background ourselves. So we understand the kind of problems a person faced from coming from this background and trying to pick up English and the kind of opportunities people lose due to this. So we are solving that. And finally, you know what? My parents are most proud of me, which is when I'm able to go within a crowd of 100 and speak my mind free. We invite you onto a mission where we make 80 million clients of India Prouder. We invite you for a stable. Thank you. Questions? Hey, Akshay, are you pre-revenue, post-revenue? We are pre-revenue. So we have developed the analytics model and we are currently developing the word cloud ML recommendation model. Sorry, what are you developing now? The ML recommendation where you have an assisted speech. So at the part where you get recommendations during your speech. Okay. And what is your current sample on which you are testing this? What kind of pilots have you run? Yeah, so we are using the deep speech database of Mozilla. So Mozilla has collected over 1,000,000 Indian speeches in Indian accents for its deep speech project. And they have landed it to everyone making a speech solution. So we are currently testing our both the models on that speech database of Mozilla. So the AI model was tested on this in those 10 lakh accents. So yeah, and we are currently testing this. No, I mean, any physical presence in schools? Of course, I understand the current situation, but any opportunity to actually visit children and see their performance improve over a period of time? Yeah, so the first thing is that we have those weekend debates in jams. So that is how we are sort of preparing. So once a student passes out of the cohort, they will continue to participate under those national debate competitions or all. Secondly, we are building a long lasting relationship with schools. So we'll have seminars and workshops in schools and the students can judge themselves in two parts. First, the style algorithm we say we told about that also gives us students a score. So you could see your score at the first iteration and you could see your score at the 10th iteration. So that would be an objective benchmarking. And secondly, you will get to participate through competitions and you will see if you have actually made an improvement. So I'm also interested in the quantum of change that you can bring to self esteem in urban segment where you take a child who is or a student who is performing sub-optimally and then you actually improve their performance versus a similar child in the rural or peri-urban area and you improve their performance. So there would be a significant difference in the self esteem that the children would have. So are you considering your models all in English or do you have vernacular models? Because I'm assuming that would be the tough part to crack here. Yeah, I agree that the vernacular model would be tough part to crack but we are currently focusing on only English and that's just because we want to first build what we have our own experience in. And once we test out that the English model and the way our model works, that's perfectly working then we'll bring on more vernacular experts and work with them to work on vernacular model lessons. Yeah. Akshay and Tim, I would like to speak to you guys offline if you're interested, do reach out to me. Yeah, so like, can I get the contact? Yeah, sir, I will get the contact. Yeah, sir. Yes, yes, I'll share that. Yeah. Got it. Yeah. So my question to you is, I mean, I would like to know, I think you mentioned about gamifying techniques. I would like to know a little more about what are the existing ones and how you plan to utilize it for better retention and also I would say better penetration to the market. Yeah, so the reason we have gamified assessments in the model is because the tech part is too heavy. So we've had the overall experience to be fun and engaging as well. So gamified models look like this. So we have built games. So we are currently obviously building on that. That would not be part of our first iteration. We want to launch in December but that would be from the February iteration. So what we are doing right now for games is, so we are building cognitive exercises. So I have worked with speech research with the University of Sydney and there were like a lot of cognitive exercises recommended.   So that would be like short speech exercises formed into game form. So yeah, that is what we are doing in terms of games. So that's just to make the overall experience engaging. The core part of learning is always doing, going from the tech aspect and the like the live experiences. All right. I think thank you. That is it from my side as well. Thank you. Thanks a lot. Great. Thanks a lot. This was the last speech and thanks a lot to all the participants for sharing their exceptional ideas. Thanks to Judy members for sharing their insights and suggestions on these ideas. We are grateful to both of our Judy members. It would be great if you both can share quick closing thoughts. Gaurav and Pano, please go ahead. A quick closing thought. Hi. Yeah, I think the overall experience of the jury has always been a lot of learning on the way in which these entrepreneurs are approaching problems, solutions to these problems that they find. I do think that this time, my experience is that the majority of these founders have a good head start and they're probably on their path to success. It would be also useful to hear from each of the pitches how Misfits or this platform, their vision can help them. What are they actually seeking? I think that would make it very easy like to understand where they are right now and what is it that they would like to do. All the teams I think are in an advanced stage, post-revenue, at least the majority of them were. I think that also validates some amount of their problem understanding and solution. So I found it enjoyable to talk to them and also understand aspects that are new to me. Yeah, thank you. Sure, thank you, Bhanu. Gaurav, over to you. Hi, thank you. I would say definitely it has been a great experience being always being on the jury. I think you get exposed to the diverse ideas and also the thought process behind those ideas. So I believe we had a lot of diversity but I would just want to say that irrespective of the results, I would say what matters more is you coming here and presenting what you're doing and what you intend to do. I think that should be the focus and I would again say, but I mean the key lies in more in the execution. So irrespective of having the same ideas, I mean how you go to the market, how you implement, how you penetrate, how you do custom acquisition and all of that, that's something what matters. So I would say all the best to all of you and in case you want to connect and if anything I can help it, I would be happy to help in person capacity as well. Thank you very much once again. Yeah, thank you, Gaurav. So yes, like this was the last regional pitch event of the Misfits 2.0 cohort and from next week, we'll be moving towards the mega pitch event where the top 30 are, they will be pitching and competing. So yes, to all the dear startups, you all were phenomenal today and we will announce the winners by Tuesday, that is ninth of November Tuesday on our social media platforms as well as in the WhatsApp group. Please stay tuned and follow us on our social media handles. Yeah, so that's it. And please join us in the mega pitch event around as well. With this, I would like to end the event here. Thank you, everyone. Thanks a lot. Thanks, Anupama, will you take care? Yeah, bye. Thank you. Bye-bye.