P.C. Musthafa 0:53
We call him Nasrika. In fact, I call him Nachika, right. And I think he is now known as Nachika.
somehow during my early days by mistake, instead of, I, I could not speak the word Nasrika. So,

Abdul Nazer 1:07
you know, as, as a childhood, you know, we are, uh, grown together and, uh, we were very close by homes.
And, uh, um, he started, he only started calling me Nachika. Okay. Instead of, uh, so in, in Malyalam, uh, people call Ika, uh, elder. Yeah, elder brothers like Bhaiya. Okay. So he started, uh, uh, instead of Nasrika, he started Nachika.

P.C. Musthafa 1:27
Basically mean, I think those days, those days, I, I do not know how to spell, how to pronounce Nachika.

Abdul Nazer 1:34
Maybe that’s the reason my, my younger brother started calling me Nachika because of him. Yeah.

P.C. Musthafa 1:37
But you became known, you are now known as Nachika across, right. Cool. I think that is how this journey started.

So, maybe I think let us then start with our early days, right. One day, I woke up and heard that Nachika is missing, right.

Abdul Nazer 1:39
Yeah.

P.C. Musthafa 1:50
And my mom started crying. I had no background of what is happening. What happened that day?

Abdul Nazer 1:56
So, yeah, when I passed my 10th standard, I used to go for daily wages, I mean, for again a ginger field. So, even if you get the job, the wages, they pay after weeks. By that time, it is college.

After 10th, it is college. Then I tried my level best to, you know, maintain, to get books and there was no fees. It was in a government college.

But it was very difficult to manage. Then again, I decided to stop studying and going for daily wages job. So, in my mind, I want to go somewhere very far.

Then I want to be a rich man and come back to my village. That was the dream.

P.C. Musthafa 2:25
We will come back to the dream later.

Abdul Nazer 2:28
Yeah. Okay.
Then I decided to, you know..

P.C. Musthafa 2:33
So do what?
Run away?

Abdul Nazer 2:34
Escape, escape from the place. So…

P.C. Musthafa 2:37
Escape from village.

Abdul Nazer 2:37
Escape from village.

P.C. Musthafa 2:40
At what age? 17?

Abdul Nazer 2:44
No, no, 19.

P.C. Musthafa 2:45
19.

Abdul Nazer 2:46
So, 19, yeah, 20, 20 years. In 1992.

So, you were, you were in REC, I believe.

P.C. Musthafa 2:56
Yeah.

Abdul Nazer 2:57
So, actually one of my friends, already know Bangalore, he told me that he can help me drop in Bangalore. Then can support me to find some job. He came to my home by 10 o’clock.

P.C. Musthafa 3:16
Night. 10 pm.

Abdul Nazer 3:18
After 9 o’clock, everyone will sleep.

So, finally, I came out of the house with holding a plastic bag with my dress and we don’t know how to go to the bus stop. There is no vehicle available, nothing. I had only 100 rupees in my hand.

And.

P.C. Musthafa 3:37
The bus stop was 14 kilometers away from the village.

Abdul Nazer 3:39
15 kilometers.

P.C. Musthafa 3:40
15 kilometers, yeah.

Abdul Nazer 3:41
Then we decided to walk. Then in 2-3 hours, we reached the bus stand. Wait for 2 hours.

By that time, only one bus was there from Kalpetta to Bangalore. Morning 4 o’clock I believe. So, I took the bus and there was no food on the way because, you know, I have only 100 rupees.

65 rupees was the ticket. 62 rupees I believe. So, only 38 rupees left.

I can’t because, see, ideally he is coming to help me, but I am not, it was not affordable for me to, you know, take his ticket. So, he take his ticket, I took my ticket. And I still remember that I bought some grapes from Mysore for 2 rupees or 3 rupees.

And only that grape I have eaten.

P.C. Musthafa 4:31
Okay. Take us through the story. How did you find your first job in Bangalore?

Abdul Nazer 4:35
So, he took me in Bangalore’s Fathima Gully. There is a gully called Fathima Gully near Neelasandra. So, it was, in my mind Bangalore was a neat and clean city.

So, I can work in a, wherever in shop or somewhere, it will be neat and clean. But it is extremely a different situation. The gully was so dirty and I don’t want to eat food.

Actually, in a small kirana store, job was ready. We already spoke to the shopkeeper and job was ready. And I could see, you know, lot of dirty surrounded and people are, it’s a, it’s a drainage, main drainage, Bangalore main drainage is moving through this village.

Okay. So, the smell, everything, they, the people only living there, they used to, used to it. In my case, very difficult, very, it’s horrible for me.

Then I said, you know, I’ll, I just want to have a walk in the evening. I’ll come back. And tomorrow, from tomorrow onwards, I can start my duty.

In the, you know, in the evening time, actually, I think by 4 o’clock we have reached the gully. Till then we haven’t had any, any food. So, the ghee rice and some chicken curry was ready.

No, I couldn’t touch it because of the situation there. Then I came to the main road in the evening and I took some watermelon from the roadside and eaten. Then I could see good stores, textiles, medical stores.

Then I thought, you know, even if I am not getting salary, I can just ask them, if I get, if they can support me to get some job. Then first I went to a textile store and checked with the owner. I am coming from Kerala.

If you can support me, I can do any job. Then he said…

P.C. Musthafa 6:28
He was also Malayali.

Abdul Nazer 6:30
He was also Malayali.

So, he said, you know, there is no job here. We need only a cook. Then I said, you know, I can cook.

So, he asked me, you know, are you a cook? You know how to cook? And I said, you know, if you guide me, I can do whatever job.

He said, no, no, no. We need a proper cook. Then the next store, there is, it’s a footwear store.

So, that person was listening everything and was talking at me. And I asked him, can I get a job in footwear? He said, you know, we’ll discuss.

Then he also started talking to the textile owner. Then he said, you know, anyway, he is ready to do the job, right? Please keep him.

Let him be here.

P.C. Musthafa 7:12
You were what, 19 years at that time? 20 years?

Abdul Nazer 7:14
20 years. Then he said, you know, okay. Then he said, not only cooking, you have to clean the floor.

You have to do housekeeping also. I said, okay.

P.C. Musthafa 7:24
Sweeping.

Abdul Nazer 7:25
Sweeping. So, by that time, there is no mop at all. With hand, you have to mop the floor.

Then, see, I was ready to do anything. Then immediately I ran to the gully and I told that, you know, I have got a job. So, I am so sure.

I am not coming here. So, I take my bag and took my bag and come back. In the textile, actually, I was very happy because it’s a neat and clean place.

P.C. Musthafa 7:52
Another question. So, for almost, if I remember correctly, six months, more than six months, right? We had no idea about your whereabouts.

Abdul Nazer 8:01
Yeah. So…

P.C. Musthafa 8:02
You were missing.

Abdul Nazer 8:03
Yeah.
So, there is no phone in the village. Okay. So, I wrote a letter that I am safe.

I reached Bangalore and…

P.C. Musthafa 8:11
That was after like many months, right?

Abdul Nazer 8:13
Yeah.

I think after a month time, I wrote a letter, I believe.

I have remembered. So, my duty was to, there is a bore well on the roadside. From that bore well, I have to take water and fourth floor, it’s an emergency for the staff, the dormitory.

I used to take two bucket of water and again I come back. When I reached with the second trip, that water was missing. Someone will use that.

You know, I am new, right? So, anyways, I managed to cook food. Each and every time I will check with the owner.

So, how to prepare. He will actually explain everything. Then as per his guidelines, I became an average cook.

P.C. Musthafa 8:58
Okay.
There are two things that I want to connect this with to ID. One, you are the first person from the family to come to Bangalore.

Abdul Nazer 9:05
Yeah.

P.C. Musthafa 9:05
And you were the first person to work as a chef. And these two helped you to start ID.

Abdul Nazer 9:10
Yeah. I actually, I used to complete the cooking process in one or two hours, each and every time. And immediately, I come to the shop floor.

It was not asked. Only their requirement was, you know, morning and evening I have to clean the floor and cook the food. So, almost all the time, I will be in the shop floor.

Because, you know, I wanted to learn the language, local language and I want to study sales. Usually, in textile showroom, people show you clothes, whichever is already opened. The folded ones, you know, they will not show.

Because, again, they have to fold it and keep. So, I used to open everything and whichever cloth, you know, customer shows, everything I will open and I will show it and I used to fold it properly and keep it. So, owner was watching all those things.

I was very smart at sales and this thing. Even I don’t know, even though I don’t know languages, the language barrier, you know, I am very active on floor. Then he decided to keep one more cook.

So, after six months…

P.C. Musthafa 10:19
Was he like assistant or replacement?

Abdul Nazer 10:20
No, no, no.
He completely…

P.C. Musthafa 10:22
He gave you promotion?

Abdul Nazer 10:24
As a salesman. Then, after six months, one day, he gave the cash key to me and told that I am going to hometown for a week time. You should take care of everything.

Just after six months, my salary was 600 rupees and he told me from this month onwards, your salary will be 700. So, promotion…

P.C. Musthafa 10:49
Not per day, per month?

Abdul Nazer 10:51
Per month.

P.C. Musthafa 10:51
Okay.

Abdul Nazer 10:52
Yeah.

P.C. Musthafa 10:53
But free food and accommodation?

Abdul Nazer 10:55
Free food and accommodation.

From there, actually, unfortunately, he was appoint someone to look after me. Even though he has given the key.

P.C. Musthafa 11:08
Trust but verified.

Abdul Nazer 11:10
Verified.
When I knew that, you know, I was… No, this is not the way to handle. So, I want to, you know, move out from this shop.

So, I was very sincere and it was my shop and everything I want to be perfect there. If somebody is looking me in that manner, I don’t want to work with him. Then, immediately, I decided to move to the next store.

There, my salary was 1000 rupees.

P.C. Musthafa 11:38
Cool.

Abdul Nazer 11:39
By that time, I decided I want to…

I don’t want to be with… under someone.

P.C. Musthafa 11:46
You will do something of your own.

Abdul Nazer 11:48
I want to do something of my own because this is the experience. However, I work for somebody, if they are not trusting me, then I don’t want with anyone. So, I continued 3 years over there.

But, it was there in my mind.

P.C. Musthafa 12:04
To start something of your own.

Abdul Nazer 12:05
Yeah.
So, I don’t know what to start, how to start. I used to visit my friend, you know, Mr. Moidutikka. He is from our same village.

He had a kirana store in…

P.C. Musthafa 12:17
H.A.L I remember.

Abdul Nazer 12:18
Yeah.

So, through him, I could connect one Mr. Shafi. She is still my partner. He was doing some dry food business.

No, spices business by that time. And, he said he needed a salesman. And, if you can join with him, I can talk.

So, I started working with Shafi. And, it was a incentive model. There was no fixed salary.

Only spices. Elaichi, cardamom and cinnamon. These 3 products, I have to market.

But, the total business, they were doing around 35,000-40,000 rupees per month. So, there was huge opportunity in the market. And, I started working with stores like MK Hamad.

By that time, they were the bigger player in Bangalore. And, I could close most of the big brands by that time. But, still, you know, only these 3 products, the volume was not very high.

Then, once I joined, we started selling cashew, grape, dry fruits also. So, it was slowly growing. But, I could manage the petrol expense and my expense.

There was nothing to save. Then, I decided I have to do something my own. This is a side business.

Again, it is not a branded. It is a commodity business. There is no validation in this.

We are getting the product from the source and repacking and giving. There is no validation. Then, I thought of bringing my brother Shamsu from my village.

P.C. Musthafa 13:57
Did he agree or did he reject the way you rejected your brother’s offer?

Abdul Nazer 14:02
No, no. That is with Jaffer. Not with Shamsu.

I brought Shamsu and we started a vegetable store in front of a supermarket. It was a nice store and we were getting a very good business. We were very happy.

But, at the end of the day, we see the account. It is a loss-making business. Initially, we did not know what happened.

Then, we understood that all the fruits had been stolen in the night. We keep all our fruits and vegetables inside the supermarket. It is a marked area.

They have given in front of the supermarket for us. After 9 o’clock, the vegetables and fruits will close the shop. But, they run till 11 o’clock, the supermarket.

The staff over there used to eat all the fruits after we closed the store. There was a huge shortage of products in the next day morning.

P.C. Musthafa 15:03
In today’s terms, inventory loss.

Abdul Nazer 15:05
Inventory loss. So, there was a huge loss and we decided to close the store. After that, nothing left.

Then, only Shamsu and me. We decided to sell peanut in the street. Somehow, we had to manage.

The business is there. The tripod business is there.

P.C. Musthafa 15:27
With the cart.

Abdul Nazer 15:29
The cart.

P.C. Musthafa 15:30
Yeah.

Abdul Nazer 15:31
Normal cart. When Shamsu used to prepare the peanut for the evening, I go to the market for supplying spice and everything. Evening, I come back.

I also join to sell the product. So, that was the income by that time. We get around 150 to 100 rupees per day.

That is the ready money. See the spices business. Even if we get the sale, it is very difficult to collect the money from the market.

So, here it is a cash and carry. So, 50 paisa. One sachet.

In between, my friend, Moidutikka, our villager, the sale shopkeeper, he told me that one of his friends wants to invest some money. There is a shop available in Thipswara. If you can run that shop, I can manage to get the funds.

P.C. Musthafa 16:19
Who was the person? Sethu.

Abdul Nazer 16:21
Sethu.

P.C. Musthafa 16:22
Sethu. Yeah. I remember.

Abdul Nazer 16:24
So, he invested around 75,000 rupees. I managed to get 25,000 rupees. I mean, took a loan from my friend Ashraf.

He was working at Oman. So, he has given 20,000 rupees and father given 5,000 rupees. By that time, the coffee.

He sold all the coffee beans at home. And he has given 5,000 rupees. So, I was.

My share was one-fourth. And I have to give something to him on a monthly basis. So, the store was.

It was a very small store actually. Total investment was 1 lakh rupees. And see the guy who sold the store to us.

He was showing a good sale to sell the store. It was a trap actually. So, when we started the store, we understood that people are not buying from us because the price is high.

Then we realized that he was giving at a less than market price. So, the business we expected around 3,000-4,000 by that time. But we were getting around, you know, 1,000 plus 1,000, 200, 1000 kind of business.

Again, I managed to fund some more money. And I tried to manage to get more inventory.

P.C. Musthafa 17:42
Expand the store.

Abdul Nazer 17:43
Not expansion. Again, to get more sales. I mean.

P.C. Musthafa 17:48
See, you tried to modernize the store. It was a small kirana store, but you tried to make it like a mini mart.

Abdul Nazer 17:53
Yeah. In between, Sethu Madhavan said he needs money back. Because whatever his expectation is not meeting.

If you can run the store, you can run your own. Then again, somehow I managed to give back his money to borrow from my friends and family. Then again, the stock.

Everything is.

P.C. Musthafa 18:14
No inventory left.

Abdul Nazer 18:15
No inventory left.

So, one day, Mr. Shafi, the promoter of the spices company. He visited the store and he asked what happened. There is no stock.

And I said, I am in the face of shutting down. There is no way to take up. Then he said, I’ll come back in the evening.

He went back. Evening, he came back and given some money. You put the inventory and run the store.

Where did you get this money? I know. Actually, on daily basis, I am working with him.

So, he don’t have that kind of money. There is no chance. And later on, he convinced his wife and sell some gold and given the money.

Later on, I knew that. So, that was the attachment with him. Then we discussed.

So, by that time, Jaffer also came to know.

P.C. Musthafa 19:12
Jaffer is your second brother.

Abdul Nazer 19:13
Second brother. So, sorry, not Jaffer, Naushad. Jaffer came later.

P.C. Musthafa 19:20
Naushad is your third brother.

Abdul Nazer 19:21
Yeah, third brother. So, Naushad was working with some other electrical plumbing company. I just sent Naushad there as an intern to learn the plumbing and electrical job.

So, he was like an intern there. Then myself and Shamsu were discussing how to solve this. Even though we have two businesses.

One is spices and this Kerala store.

P.C. Musthafa 19:50
How about the cart business?

Abdul Nazer 19:52
Cart business, we left. Once we taken the Kerala store, then cart business left. So, on a daily basis, we explored one of the other areas.

How to survive? Then one day, Shamsu told me that we can start a tea stall, tea business. Then I said, how do we start a tea business?

Both of us, we don’t know how to make tea, good tea. Then he said, he can find a place, proper place. I can learn how to make tea.

Then I spoke to one of my friends who runs a bakery in a HAL. He used to open the store early morning 5 o’clock. Because overnight shift is ending at 6 o’clock in the morning.

So, 6 o’clock, there is a huge business occurring. And Shamsu used to go there. He has to open the store, the Kerala store 7 o’clock.

But he used to go there early morning 5 o’clock, 5 o’clock, 5.30. One hour, he, you know, worked there and opened the store. And meanwhile, I managed to get a small store in the market.

P.C. Musthafa 21:05
Tippasandra market area.

Abdul Nazer 21:06
Tippasandra market. It was 80 rupees rent per day. That was a huge rent by that time.

80 rupees was very huge. It was in 1996. So, we started tea stall there.

Initially, if you want to get the break-even, we have to sell minimum 14 liter milk of tea. That volume tea we have to sell. But even after 6 months, it was below 10 liter.

So, one person salary and this store and everything put together. It was a loss making business. Then I thought, see there is a big crowd there.

Tea means, you know, people need, say, morning and evening. Most of them are having tea. Why we are not getting tea business?

Then we tried to understand what is missing. Then tried, you know, making a good tea for, you know, to have a proper tea. What we thought, we can go for a good brand of tea powder and milk, everything, you know.

Then we have made a system for…

P.C. Musthafa 22:12
Quality consistency.

Abdul Nazer 22:13
For a quality consistency. There will be a, you know, proportionate mix. We already did it.

And whenever you, you know, give the tea, it’s the same taste. So, then we started getting gradually good business. Meanwhile, Jaffer came from village.

P.C. Musthafa 22:34
Initially, he didn’t want to come.

Abdul Nazer 22:35
Initially, he didn’t want to come. He was doing his own business. He actually, he was doing a good business in Kerala.

One day I heard that, you know, it was a, some collapse happened in his business and some 40,000 rupees, some debt is there. Then we decided to, we all three decided to bring him over and clear the debt. When he came to Bangalore, he decided to run the tea stall.

And…

P.C. Musthafa 23:03
That’s why it became the Lambu Tea Stall, right?

Abdul Nazer 23:05
Lambu Tea Stall.

P.C. Musthafa 23:06
Yeah, I remember.

It was called Lambu Tea Stall because Jaffer is very tall.

Abdul Nazer 23:10
So, he actually, he tried, you know, different strategies. He started, we actually, we used to open the store in the morning 6 o’clock. He used to open 5, 4 and finally he started opening 2 o’clock. So, that was a super hit.

P.C. Musthafa 23:28
So, there was no other tea stall available at that time?

Abdul Nazer 23:30
At that time, but you know, there are lot of… No, no, no, night shifts were going. So, there are lot of buses and you know…

P.C. Musthafa 23:37
Plus the market gets activated by that time.

Abdul Nazer 23:39
Yeah, yeah. So, it’s a, it’s a vegetable market, right? So, people opened their store and getting stuff ready in the early morning.

So, no tea were available in the surrounding area. That idea, you know, was a super hit by that time. We started selling 50, 60, 70.

Finally, we sell around 120 litre milk per day. It was a huge queue at that time.

P.C. Musthafa 24:08
It was almost like 10 times what I expected.

Abdul Nazer 24:09
10 times what you expected. So, that was the turning point. Actually, you know, we realized that, you know, we really making money for the time being.

The one tea was 2 rupees. So, the surrounding area, all the tea stalls, you know, they sell at 1.50 rupee. But we sell at 2 rupees.

P.C. Musthafa 24:28
Premium quality.

Abdul Nazer 24:29
Premium quality, you know, service and quality is ensured. And yeah, I think, you know, you visited by that time once.

So, I think that, you know, you thought of doing business with me.

P.C. Musthafa 24:40
After seeing the tea stall.

Abdul Nazer 24:42
After seeing the tea stall. Yeah.

He asked a question to me. How can you sell, you know, at 2 rupees when others are selling at 1.50? I said, this is the common sense.

When you ensure the quality and, you know, service, people are, you know, customers are there. Then we started investing in Kerala store.

P.C. Musthafa 25:01
So, whatever profits is generated.

Abdul Nazer 25:03
Yeah. So, we started investing in other business. Yeah.

So, that was the turning point actually.

P.C. Musthafa 25:08
So, just to summarize, you did start a distribution business as a incentive model. Of course, after doing some job, then you started a cart business.

Abdul Nazer 25:26
No, no. Vegetable business.

P.C. Musthafa 25:28
Vegetable business didn’t work out. Cart decided to shut down. Kerala store started losing money.

Tea stall started again losing lot of money. And Jaffer was the turning point.

Abdul Nazer 25:40
Yeah. Actually, you know, before Jaffer, you know, we could identify the issue.

P.C. Musthafa 25:45
Yeah.

Abdul Nazer 25:46
We could identify the issue and business was growing.

P.C. Musthafa 25:49
But in the changing the work timing from 6 a.m. to 2 a.m.

Abdul Nazer 25:57
Yeah.
So, gradually he actually, he, when he came, he dedicatedly working for tea stall. Myself, you know, I didn’t make a tea. You know, even Shamsu was also, initial day Shamsu was there.

And there was a, you know, employee there. We were trying to guide him. But our direct involvement was very less.

Okay. So, when Jaffer came to the tea stall, he dedicatedly, you know, worked with that. And he was into it.

So, that is the reason he could build it.

P.C. Musthafa 26:31
So, two learnings. Right. One, dedicated, focused attention.

Abdul Nazer 26:36
Yes.

P.C. Musthafa 26:37
And second, maybe some disruptive business model.

Abdul Nazer 26:40
Right.

P.C. Musthafa 26:41
When you say disruptive business model, when everyone was operating at 6 a.m., you guys identified that there are customers who could start having tea at 2 in the morning and then change the timing. Yes. That became the turning point.

So, I think we used to discuss various ideas. I decided to come back to India in 2002-3 time. I came, I decided to come back for three reasons.

One, I had a plan to pursue my higher studies. And second, I want to spend more time with my parents. Third, I want to do something different in my life.

There are a lot of smart kids from the village who are smarter than me, but they were not lucky enough to go out of the village and see a better world outside. And then I thought, is there something that I can do for them? These are the three things I decided to come back to India.

Of course, then I did my MBA from IIM Bangalore. During my MBA days, I used to discuss various ideas with him. And this was one such idea.

The Idli batter was one such idea.

Abdul Nazer 27:48
Even before that, you know, I have, you know, discussed with him a lot of ideas. Yeah. But he, he wanted to do only IT business.

Not ID business, IT business. When he started going in…

P.C. Musthafa 27:59
Yeah, IIM Bangalore time.

Abdul Nazer 28:00
IIM Bangalore. Started…

P.C. Musthafa 28:01
I sort of initiated the discussion, but didn’t venture into that. Myself and my friend Nilesh, we decided to start a finishing school.

You remember that, right? And that was the IT that we wanted to start initially.

But then this so happened one day that we were discussing, when we were discussing various ideas. The Idli batter…

Abdul Nazer 28:24
Yeah, the Idli batter idea actually, you know, in the Kirana store, Shamsu was handling the store. I was always, only evening time I am available to store. Otherwise, I used to go to the market.

P.C. Musthafa 28:35
Distribution…

Abdul Nazer 28:36
So, from, yeah, from 96 to 2004, I was there in the market. So, I know the market, but I couldn’t build the sale because of my product. The product was, it was not a, I can’t say it’s a product, say it’s a commodity.

Anybody can do it. The spice and dry fruit picking and selling. But I could, you know, build a very rapport, a very good connection with the…

P.C. Musthafa 28:59
Retailers.

Abdul Nazer 29:00
Retailers. One day, in the Kirana store, when we were discussing different ideas, one person came with a batter pack, with putting a rubber band kind of thing. Then he said, he will supply two, three times in a week.

You can try. People are selling. It’s a very good product and you can, you can try the product.

And that time itself, we discussed. It’s a very good idea, but we don’t know how to make it. Then, he started coming on, you know, daily basis.

We used to sell around five, five, six packets per week, in every week. But customer started asking the hygiene, the manufacturing date. There was nothing in the pack.

P.C. Musthafa 29:47
There was a sticker, I remember, right? Yeah. Sometimes the sticker was inside also.

Abdul Nazer 29:50
Yeah. Then, we started, you know, discussing on this matter, how, why can’t we start this business? Then I said, Shamsu was always talking that, you know, we want to start this business.

We can, we have a lot of, in fact, he was talking to me that more than thousand stores in Bangalore. If we can start it, we can succeed. Then, I said, you know, there are a lot of things we have to plan.

First of all, fund. Second thing, the know-how. Then, in between us, we discussed and immediately, I called Musthafa.

I said, Musthafa, there is an idea. If we can start this business, we can give service to so and stores and we can make a kind of volume. Then, immediately, he said, okay, you start the business and people, let people call you Dosa Nazerr.

I said, you know, I’m okay. As far as I’m getting a good business, I’m okay with the name. So, that’s what we started this discussion, discussing on this and he was always in that side you know see you know whatever business we start you know we need to support the, support our family and villages. So, that was his, so the business always I used to discuss the area which I involved that is supermarkets and you know kind of business. He was telling that you know if we, so we should start a business kind of you know if we can support our you know family and you know villages, you know we need to grow in that way.

Then once we discussed this point, he sort of agreed. Then we decided to grind our own.

P.C. Musthafa 31:35
So, let us talk about the initial days of family, I still remember I had, I had invested 50,000 rupees, right?

Abdul Nazer 31:43
Yeah, that was the first investment.

P.C. Musthafa 31:45
First investment.
With that money, I remember you bought a small stone grinder.

Abdul Nazer 31:51
No, initially, initially we had, we had the scooter and kind of stuff and I invested that money first and you have given me that money after 6 months or so, I remember that. Okay. So, initially we have invested only 50,000 rupees in the trial and error time, you know we bought two grinders and initially we bought one grinder for trial.

Then once the trial completed, it took around 6 months. Once the trial completed, then one more grinder we bought. The capacity, one grinder capacity is 50 kg batter per day and the idea was if you want to start this business, initial target, strategy what we made, the quality should be matched to the homemade batter, actually better than that.

Second thing, then only, then only we can start this business. Then we have agreed that we can go only to resource.

P.C. Musthafa 32:50
Yeah.

Abdul Nazer 32:51
You know.

P.C. Musthafa 32:52
So, let us talk a bit about that. You do not have any background in food technology.

How do we crack? How did you crack the idli batter making idea?

Abdul Nazer 33:03
First of all, when I got this idea, my aim was to be hands-on with the product because if I want to start this business, I have to have the product for the say, the know-how. So, how to make batter? I decided to work 2 hours on daily basis after my Market visit.

Myself and Shamsu, we dedicatedly working 2 hours on daily basis to grind the batter. So, I have, I used to talk to our customers and the street vendors who prepare idli dosa and to our family. Then started making different combinations and different method of grinding with different raw materials.

Initial days, you know, it was a, there was no result at all. Then once we started discussing with street vendors, what I offer them, if you can give the, your recipe, I can give you the batter freely. Then they started giving their recipe.

That was also not that great. But you know, our neighborhood, you know, customers, some Tamil grandmas, they, once I started giving batter to them freely, they supported me to build the thing. They have given different ideas and they helped to fine-tune the batter.

So, it took around 6 months.

P.C. Musthafa 34:31
Yeah, I remember. So, I still remember, one day, I used to get product samples from him almost every day, idli batter, right? We used to try at home.

It was an okay, okay product. I remember one day, I got one product sample. I still remember their combination, recipe, which dal, which rice, which proportion, all of them I remember.

That idli was like the best idli I ever had in my life. Then I called him immediately, I said, lock this. Remember the discussion, right?

And that’s how I think that recipe got locked. And of course, then we started creating same thing consistently multiple times, right? Same recipe, are we able to create it consistently?

That process, I think, took around 6 months, is what you said, right? Then we decided to launch the batter in the market. Of course, we got the packaging done with the help of a friend.

And then, when we decided to launch, I thought something we did pretty well during the initial days of ID, which became the foundation for ID in future as well. One, as you mentioned, we said we will launch a product only if it is better than a homemade batter. Second, we said we will keep our products 100% natural, no chemicals, no preservatives, nothing artificial in it.

Third, we said we will keep it fresh. The other vendor was supplying the batter to you once a week. He said we will start giving batter fresh on a daily basis.

Fourth, we said we will stay highly focused. Meaning, we picked in your network 20 stores. And we said we will supply only in these 20 stores.

That is again a combination of supermarkets and grocery stores. So, those 20 stores, you had picked those 20 stores. And we said we will do a trial run for the next 6 months.

Our target was to take 100 packet sales in these 20 stores in 6 months. This is what we agreed. But we were not able to achieve that in 6 months.

I still remember. We discussed. And then, as a team, we decided that, I think if I remember correctly, we were selling around 40 packets or so that time in a day.

Abdul Nazer 36:51
Initial days, it was 25 packets.

P.C. Musthafa 36:52
I think after 6 months, I think, around 50 packets if I remember correctly. But we had set a target of 100 packets a day in 6 months in 20 stores. We did not deviate from the initial understanding for the initial 6 months.

Abdul Nazer 37:10
So, actually, you know, other stores were asking. Yes. The neighborhood stores, they were also asking.

But I said… We are testing. Yeah.

We are testing. We may continue.

P.C. Musthafa 37:19
We were not very sure whether we will be able to continue this business. And I still remember, it could have been a difficult decision for both of us that we had set a target of 100 packets in 20 stores in 6 months in terms of the KPI achievement.

We had a 40-50% achievement, right, in 6 months. We could have taken a decision to drop the project at that time. But what was in your mind at that time?

Please complete. What was in your mind at that time that instead of dropping this, let us give it 3 more months. I still remember the discussion.

Yeah. That we said, instead of 6 months, let us give it 3 more months and see whether we are able to give it 100 packets.

Abdul Nazer 38:05
See, what I learned from the ID business. Yeah. If there is a quality and service, you know, if there is an opportunity in the market, there is what…

See, you have to be patient and study the, you know, the issue, what is going on. Then, if you crack the issue at rest, then you are done. So, that’s what I could prove in the tea business.

P.C. Musthafa 38:30
Yeah.

Abdul Nazer 38:31
The same way, I was getting a very good review from the customers who are regularly using our product and there was missing, what I realized, the awareness.

P.C. Musthafa 38:45
Yeah.

Abdul Nazer 38:45
So, if I could fill that gap, definitely it can be a big hit. That was in my mind.

P.C. Musthafa 38:54
Okay.
Now, so my question to you was, instead of 6 months, we both had agreed a KPI of 6 months, 100 packets in 20 stores. But we both were flexible, right? Even though we had achieved only 50% of the KPI, we both were flexible that we will give it 3 more months.

I know what was going through my mind, but what was going through your mind at that time?

Abdul Nazer 39:18
No, I loved the product because I was not a fan of Idli and Dosa. But when I started making Idli Dosa, you know, I used to have on daily basis.

P.C. Musthafa 39:27
Yeah.

Abdul Nazer 39:28
You know, I had a 100% confidence that this is the product, you know, we can sell.

P.C. Musthafa 39:35
So, I’ll tell you what was going through my mind at that time. Part of it is what you said, which is, I was not a regular user of Idli Dosa until that time. But once I started trying our Idli batter, I started loving it.

I started falling in love with Idli and then that was my confidence on the product. Even if it is not 6 months, I thought even if it is going to take another couple of months, let’s try, let’s not give it up. One.

Second thing, the same time, I was doing my MBA from IIM Bangalore, right? And we were conducting a market research.

Abdul Nazer 40:14
Yes.

P.C. Musthafa 40:14
Myself and a couple of my friends were conducting market research. I still remember, we went to the store called Nilgiri store on Brigade Road, Bangalore. And they had their local batter in the store.

Own batter, right? I think they were selling probably about 50 packets of batter at that time, per day, fresh batter. So, that was an eye-opener for me.

I said, we are struggling here to sell 50 packets a day. But there is one store selling 50 packets a day. That gave me confidence that let’s not drop this idea.

Let’s go forward. So, the message here is, it is important to plan KPIs. It is important to be stay focused.

It’s also important to understand the reality and be flexible wherever it is required, right? In changing the course of the business in between. Good.

Let’s move forward. When did you start loving doing the Idli batter business? You know, the real love.

Abdul Nazer 41:16
So, one day, I was supplying batter to a supermarket. And I was stacking the batter in the fridge. And one person called me and asked, who is this?

Who is the owner of this product? Issue. Some issue happened.

Then I asked, myself I am doing. You are the supplier, right? No, I am the manufacturer.

And myself, I supply. So, the factory is nearby only. And he said, he shook my hand.

Fantastic job.

P.C. Musthafa 41:48
Okay.

Abdul Nazer 41:49
There is a market gap. You are at the right time. We are with the right product.

P.C. Musthafa 41:55
Which store it was?

Abdul Nazer 41:57
It was City Supermarket in Kagdhaswara. So, it was the confidence that I got by that time.

After that, it was not a gradual growth actually. When we set up a plant in Kagdhaswara for 100 kg batter. In 2 months, it was 1000 kg.

We started with 100 kg. But the aim, the target was 100 kg to make it break-even. But in 2 months, 2 to 3 months, I believe, it was 1000 kg.

So, that was the confidence.

P.C. Musthafa 42:29
So, basically, if you look at this journey. It took us 6 months to sell 40-50 packets a day. Then it took us 9 months to sell 100 packets a day.

But then from 100 packets to 1000 packets, it took us 2 months or 3 months. So, everything was set. Once the product is stable, system is stabilized.

Then that gave us confidence to go expand. Let’s move forward. Tell us, maybe for the audience here.

Some struggles that we went through in the journey. From your perspective. I would have shared my stories multiple times.

But I would like them to hear from you.

Abdul Nazer 43:15
See, the real struggle was, there was no food background. I didn’t know the standards. Each and everything, I have to study face-by-face.

Whenever I face the issue, then I have to study that. Then I have to address that. So, that was the first struggle.

Second struggle was, even in Bangalore, we were little premium. When people were selling 15-16 rupees batter, our price was 20 rupees. We started with 25 rupees.

Convincing the shopkeepers about the quality of the product. They used to sell high-margin products. By the way, I have to thank the entire shopkeepers in Bangalore.

Because they only supported us in the initial days. But initial days, most of them, they were looking at the margin. That is usual.

So, I used to go with 2-3 packets with each and every store. And they used to send me back. They didn’t want to buy the product.

So, convincing them, it took time. That was the second struggle.

P.C. Musthafa 44:28
I remember one struggle that we went through was the shelf life issue. Because we were dealing with highly perishable fresh food. Clean label, no chemicals, no preservatives.

But then, and of course, there was no proper cold chair in place. Some stores even used to switch off the fridge in the night. How did we manage that situation from your perspective?

Abdul Nazer 44:52
We used to educate the shopkeepers. But most of them, they switched off the fridge at night. But they themselves experienced the batter issue.

Once it puffs, it will blast. The entire fridge is gone. So, once or twice the incident happened, then they themselves started maintaining the…

P.C. Musthafa 45:16
One other thing that from a management perspective, that we followed, tried to follow, even though it was not properly documented as a strategy, it was like a zero inventory model. Whatever we manufacture today will go to the market tomorrow. Nothing is kept in our storage.

There is no storage, by the way, during those days. And we never used to dump the product to the market. Whatever is required for the store for that day, we used to supply.

One or two packets extra is still okay. But we never used to dump the product. And of course, we ensured on-time supply every day.

Because I still remember…

Abdul Nazer 45:50
On-time is the…

P.C. Musthafa 45:52
Because if a store we commit to be delivered at 6 in the morning, we had to go to the store 6 in the morning every day. Those things really helped us. Quality…

Abdul Nazer 46:02
That helped us to…

P.C. Musthafa 46:05
Build the confidence, right? So, couple of things. One, quality, service, guarantee, and thereby building customers and retailers’ trust.

So, before we go to the ID scale-up, let’s spend some time in discussing about the initial days of employee and employee engagement that we talk these days, right? How did we manage to get the right employees and retain them, reward them?

Abdul Nazer 46:39
Initially, you know, we…

P.C. Musthafa 46:41
Because you were HR manager at that time, right?

Abdul Nazer 46:43
No, no. Actually, the initial 3 years about 2004, we have started, right?

P.C. Musthafa 46:49
2005, yeah.

Abdul Nazer 46:50
2005, yeah.

2004, we have started in Palanara and 2005, we have launched the product. Till 2008, it was a kind of one-man show.

P.C. Musthafa 47:01
2007 end, yeah. I remember. 2008, I came on board.

Abdul Nazer 47:04
Shamsu , Jaffer ,Noushad and myself, I was leading the team. Initial employee employment, what we have done, we try to, as per our initial understanding, we try to… It was a kind of, you know, supporting from the family.

We took people initially from the family.

P.C. Musthafa 47:24
Family, then the village.

Abdul Nazer 47:25
Then the village. The people initially joined with us. I think most of them still continue, right?

So, they were… It was their company, actually. You know, they were…

P.C. Musthafa 47:36
So, how did you bring in? I mean, I know you are not a so-called CSN HR person. But you were playing the role of HR manager at that time.

Even though it was not officially HR manager role. But you were like handling the people, right? How did you manage to engage them?

Maybe talk about how you used to celebrate the success. How we used to play with them. Maybe then…

Abdul Nazer 48:02
See, actually, the free times, you know, we were playing carrom. And whatever success, you know, we used to discuss and, you know, we celebrate. Even from 1000 packs onwards, you know.

Every 1000 packs, you know, we were celebrating. Then there was a kind of team spirit. And again, not only in the sales, there were…

Actually, I just want to share one story here. Our one employee, actually your cousin, we had only two vans at that time. Initial two vans.

The Tata’s vehicle, the service was available only in Peenya. So, one vehicle got breakdown. The other vehicle was in the market.

So, the next day, the half of the sale will go. This vehicle is not ready. Then after the sale, the other vehicle pulled the vehicle to Peenya.
And when they reached Peenya, it was 8 o’clock or something. But the people over there, they supported us. Because it was launched newly.

Then on the way…

P.C. Musthafa 49:16
The chain.

Abdul Nazer 49:17
Not the chain.

It was some kind of… I don’t know what they have used to tie it. Vehicle to vehicle.

It was broken. So, no way. It is only one kilometer to reach the place.

There is no way to get the vehicle there. Then Mammootty used to wear the lungi.

He removed the lungi and tied the vehicle and took to the place. It was a foreign lungi. It was a very hard…

That was the spirit. It is their company.

P.C. Musthafa 49:48
Interestingly, all of them are shareholders now. If you look at all those employees, we decided to reward them with the shares. Coming back on the 2011-12 struggle time.

Maybe, why don’t you narrate that story in a minute or so for us. The real struggle that we went through in 2011-12 time. We were not able to pay salary on time to employees.

Abdul Nazer 50:13
Once we decided to expand the business, we were doing very good in Bangalore. And we started talking the expansion. We started in Mumbai, Chennai.

And we were getting… We were not getting the business what we expected in Chennai. And whatever profit we were getting in Bangalore was not enough to…support Chennai and Mumbai. So, gradually we were going minus. It was a very difficult situation.

So, either we have to shut down Mumbai and Chennai or we have to stop the business. Then we are not able to take the loan as per our policy. So, then we decided to meet some of our well-wishers and check the possibility in how to…how can we address the… I mean, handle the situation. Then one of the person told me that you are fighting against this.

So, for survival, I think you can take the loan. That’s what my opinion. You think of.

Then I came and we discussed again. Then said, we don’t want to go against our policy. So, we can check one more…

So, I… Again, I went to one more… one of our good friends, advisors.

And he said, if you are going to close the business, it is good that you are proving yourself. You are maintaining your policy. And if you take the loan, then you are proving that without…

P.C. Musthafa 51:59
Industry business is not possible.

Abdul Nazer 52:00
Industry business is not possible. So, that statement, you know, it was a kind of…

P.C. Musthafa 52:08
Eyeopener for us.

Abdul Nazer 52:09
Eyeopener for us. Then we decided to… If it closed, let it close.

We don’t want to take interest.

P.C. Musthafa 52:16
Yes. So, let’s go back to 2008. I said 2008 February is when I decided to…

I mean, I completed my 2000… I completed my MBA in 2007 for my MBA in Bangalore. And then immediately after that I decided to come on board and join ID.

And of course, you and brothers had built the business to some level at that time. 2008 when… February when I came on board, between two of us or between the team, we had some kind of an understanding.

I think it is important for us to probably narrate this to the audience here on how that chemistry or the equation worked between the founders, right? So, we looked at the strength and weakness of both. And then we said, let us ensure that each person handles on their strength and other person’s strength covers this person’s weakness.

For example, this case, you had good idea about manufacturing, procurement, quality, right? Maybe to some extent plant automation and the front-end sales when I said the distribution part. But maybe your weakness at that time was probably finance, HR systems maybe, marketing or maybe even to some extent modern trade sales.

Those are the areas that I decided to start doing. And then, of course, as a team we did set up a systems and process. And that 0 to 1 journey is something that you and your brothers travelled.

Of course, I was there as a support system but I was not part of the execution team at that time. But a 1 to 10 journey is something that we travelled together.

Abdul Nazer 54:05
To date, we have documented also. If you remember, we have clearly mentioned what is…

P.C. Musthafa 54:11
Our terms were documented properly. Our roles and responsibilities are properly documented. I think that really helped us to some extent.

A 1 to 10 journey that we travelled beautifully. I think we reached a 10 crore revenue in 12-13 time if I remember correctly. Yeah.

12-13 time I remember we had a 9 crore revenue. And then, in the last few years, if you look at, of course, ideas travelled the journey very well in the last few years. We have now transitioned this company from a family-run business into a professionally managed organization.

But without the… Without losing the spirit of entrepreneurship and family-run business, I think that is the success of ID. In the journey, I think one important message that the audience could take away from this one is, founders were very flexible in taking additional roles and handing over the growth part of the business or systems process to market professional who are experts in that.

That’s when, you know, if you look at 2009-17 onwards, if I remember correctly, we started hiring a manufacturing head, then a marketing person, sales head, all those things journey started. Of course, we also started hiring a CFO. The journey in the last 5 years of ID, just before COVID, if you look at versus now, it’s a transformation journey.

Now, it’s a professionally managed, fully professionally managed organization. We both play as a role of a board. But the operation is completely handled by the team.

They are able to do much better job than us. And of course, we get the fruit of that. So, I still remember one thing that Jaffer bhai mentioned.

Beyond a point, money should work for you. So, in this case, if you look back, that is a very important issue that we look at IIT. Founders will never become a bottleneck for the growth of the organization.

Founders will be flexible to take up additional responsibilities or different roles in the organization in such a way that let the experts drive the growth. I still remember, in 2012-13 time, we got a buyout offer. Do you remember?

And we decided not to take it. It’s been 12 years now. I was just looking at the numbers today.

That time, I think our buyout offer was around 20 crores. 28 crores. Today, we are a 5000 crore brand.

We took the right decision at that time not to sell the company at that time. But then, tried to professionalize the organization and build the growth. And thereby, we also supported the organization with founders moving away from the day-to-day operational role and handing over the responsibility to the experts in the market.

Maybe I think, according to me, what really worked was the mindset of the founders. Right? The open mindset of the founders and started looking at it from a bigger picture rather than holding on to what I wanted to keep.

How did you take that decision? Or how did you… How did you take that decision?

Abdul Nazer 57:44
Actually, we started implementing a system from 2017 onwards. But myself, I have taken the decision from 2014.

Because actually, whatever from my side, I can contribute. I did my best. Then, either I need help from experts or I have to hand it over to someone.

Because I am not an expert. You know? I have my hands-on experience with the product.

But if it… If I want to see it in a global perspective, you know, I have to be replaced or I have to be trained. It was a good decision, actually.

We were exploring, taking people from outside from 2014. So, myself, I have started talking to people from 2014 onwards. But we implemented from 2015 onwards.

P.C. Musthafa 58:39
So, I think there are two parts to this. One, we did not move away completely from the operation role. We started contributing on areas that we can do better.

Let’s say in this case, when the day-to-day operation of the factory was handed over to a factory head, Nazerkka, who was not an engineer, started looking at the engineering problems within the ID. Then, we started modernizing the factory and built one of the world-class factory for ID. He was not an engineer, but he is a role model to many engineers.

Automated the line and identified or developed a parata making machine which was not available across. All those journey is something that he was able to travel. But he got the bandwidth when he decided to give up some other role.

If he was handling he developed those machines. I think that really worked.

Abdul Nazer 59:47
Actually, when I say I did my best. For example, the Bangalore plant that is the biggest plant. It’s almost 1 lakh square feet manufacturing center.

There is no proper consultant for that plant. We, myself, I have done the layout. As per the layout, the contractor made the plan.

So, they were experts. We have taken support from experts. But what I believe by that time, I know the products.

I know the process. So, till that level, I could develop the product process and factory. Then, beyond that level, somebody has to take over.

Then only we can go to the next level. That is the reality, right. So, we are always there with the reality.

P.C. Musthafa 1:00:40
Maybe, I think, before I summarize today’s or conclude today’s discussion, I want to ask you one personal question. When you decide to run away from the family 22 years, back right.

Abdul Nazer 1:00:51
No, it was 33 years back.

P.C. Musthafa 1:00:54
Oh, it was 33 years. When you decided to run away from the family 33 years back, you had a dream. And the dream was to go back to the village as a rich person. Today you are a co-founder and one of the largest shareholder of a 5000 crore ID brand. Did you achieve your dream?

Abdul Nazer 1:01:21
Sure.
I have achieved my dream.

P.C. Musthafa 1:01:25
When I say achieved your dream, just want to clarify. As a young boy, when you decide to run away, you had a dream. I am just talking about that dream.

Abdul Nazer 1:01:34
In that sense, I have achieved my dream.
See, actually more than achieving my dream of becoming rich, I am so happy that whatever business I am doing now, the quality of the business, one is that it is totally clean label. Second thing, something unique in the market. Because I never thought that we could develop a kind of system for the customers, consumers.

We decided to go clean label. When clean label means it is a tough job. But even then, we could manage it.

For example, soda is an ingredient for idli dosa. But we decided to not use it because it is not an ingredient for idli dosa. It is not a natural ingredient.

P.C. Musthafa 1:02:33
It is not healthy.

Abdul Nazer 1:02:34
It is not healthy. So, kind of system we could build.

That is our achievement, I can say.

P.C. Musthafa 1:02:41
Go back to that role, a runaway kid. Now becoming a founder of a 5000 crore brand. How would that boy feel?

Abdul Nazer 1:02:53
No, see, my dream was not this big. My feel that, you know, a rich man means, you know…

P.C. Musthafa 1:03:03
1 lakh rupee.

Abdul Nazer 1:03:05
Even less than that.

P.C. Musthafa 1:03:06
Less than that, okay. So, I think I was actually trying to bring that perspective. So, if I do, if I do now look back, a lot of things in your journey that resulted in the journey of ID, right.

First thing, we ended up starting in Bangalore, because you decided to run away to Bangalore, right. If you had decided to run away to Mumbai, right, it would have been a different story. Instead of idli batter, we would have probably started a poha business, right.

You would have still started a business, but that could have been a different business. Second, your retailer connect with your spices trading business.

Abdul Nazer 1:03:47
Yes, yes. It has really helped.

P.C. Musthafa 1:03:49
It has really helped. Third, your experience in the Kirana store, identifying the local vendors supplying, you know, idli dosa batter in a plain pouch with a rubber band on the top, with hygiene, quality, service complaints, right. That as a marketing gap, identifying it and then, you know, using that as an opportunity to build a business.

If I have to summarize one important thing that you have achieved in your life as an outsider, outsider meaning I am part of the family, but I am an outsider, right. See, it’s very easy to make money. There are a lot of ways that people can make money.

But we as a team decided to travel the path less travelled, which is to keep the products clean label, keep it free from any chemicals, preservatives, soda, artificial flavours, anything else. In fact, we do not add any ingredients that our mothers won’t understand at home. We decided to do the business the pure way without taking shortcuts, without going the interest based route, trying to choose against the values and thereby doing good business and thereby making good money using that for many good causes in the society.

But the most important thing is to keep the family intact. Many businesses fail when we get more money, right? The family started thinking differently and one brother would take up something else, right?

Or they fight, all of them, right? I think to me, your biggest achievement is to keep that team intact, right? I think you should be proud now and as a boy who decided to run away, right?

You are super successful from that perspective, right? I think in the whole journey, you made your parents proud.

Abdul Nazer 1:06:10
Yeah, see, when my father’s last minute, I mean, he was in death bed, but Jaffer asked a question to my father. He was nicely talking, your daughters are not very rich and they have no proper homes. They have homes, but you know, how you feel?

And he said, when you brothers are there, you will take care of everything. Yeah, I know that. So, he was so happy that we were together and we can each other, we will support.

He was pretty sure about it.

P.C. Musthafa 1:06:52
Great. I think let’s end the discussion with a thought for the benefit of this audience. The last few hours of discussion, if I had to summarize it in the next one minute, couple of things that really worked in the journey of ID.

One, a team who was very focused, a group of cousins who were flexible in terms of changing the KPIs sometimes, taking additional load sometimes. Third, in a scale up systems and process. And then handing over our baby to experts who can do better job than us and thereby, creating a legacy for the world.

In this whole journey, as a team, we decided to fight a war against chemical and preservatives and unethical practices in the business. I am happy in this journey. Miles to go before we sleep, but then I think it’s a good start.

Thank you.

Abdul Nazer 1:08:08
Thanks a lot.

P.C. Musthafa 1:08:09
Thank you.