that we've been able to maintain strong revenue and control costs in the process as we move forward with a lot of different ideas and strategies that will unveil themselves between now and the end of the year as we go into twenty twenty-five, that I think shareholders will get super excited about, that we'll use the fact that we've controlled cost, continued to build our revenue, and continue to grow the business despite the challenging financial environment that we've been working in. India is a, you know, market which has about 750 million internet users, which is driven by a couple of major factors. One is the rapid, you know, economic growth. We are one of the fastest-growing economy of the, you know, world. There's also a very strong digital transformation, you know, which we can foresee over the last, you know, five to six years, with the penetration of smartphones and data, and the adaptability of, you know, multi-content approach, and the localization strategies which brands are really adapting to. I do feel that India has a lot to offer. It all depends on a go-to-market strategy, which is really localized, which really appeals to not just a Tier One, but a Tier Two, Tier Three diaspora. And then I think, you know, there's no limit to the opportunities which the country really holds for us. I don't think there's a person inside the company at the board level, management level, hopefully at the shareholder level, where the understanding of the potential of the India opportunity remains stronger than it's ever been. So while our endeavor is to really hold on to the burn, try and have minimal costs, which we can really spend on that business. But having said that, we were the only one who've gained five GRPs over the last couple of weeks, you know, consecutive weeks. So we're on the right track. It's just that we really need to strategize on the go-to market in a way that there's substantial investment which is poured into that business, and we grow that. Many of you are well aware of the fact that India is expected to be one of the fastest-growing countries, rather, if not the fastest-growing country in the world over the next five to ten years. We embrace that belief as well. We think that India is a country that's becoming more educated, more upwardly mobile from a financial perspective, more of a world power in every possible way. All contributes to be pushing us sort of forward in a way that's gonna be beneficial for us as a business. On Chtrbox, you know, that business really doing great, you know, in the country. You know, we've seen great results. We've seen the creator economy really evolving, and we are one of the guys who carry the top-of-mind awareness subsets among brands and users. So that business is really growing. But the first two, we are really calibrating our go-to-market strategy right now. I think people underestimate how challenging it is to actually get set up and operate in India as a foreign company. I make the argument all the time that the value of our company is beyond what the market cap is today, just in terms of the processes and things that we've been able to set up and grow in India, and sort of the infrastructure that we've been able to build there. You know, we're as bullish as we've ever been, and that's been pretty bullish about the India opportunity. I think you'll see that mature and grow as we move forward. And with someone like Raj Mishra, who's now leading the charge there, and his experience in entrepreneurship and dynamic understanding of the creator economy and the potential of the youth market in India and what exists there, the future's unlimited in terms of the potential. So for us, we try to have a very lean bottom line, and we are trying to build. I use this time to build a lot of great games, a lot of strategy on how do we gamify the experience of our users, and we'll have, you know, a very strong go-to market in twenty twenty-five. That's the plan. Until then, we've just taken a bit of a halt there in terms of our scaling. But, yeah, we are on the right track to really scale that up at the right time. A lot of investors have asked about the results in India and why they've slowed in terms of their growth vis-à-vis what's happened in the US business. The fact is that from an investment perspective, most of the investment capital that we've needed in the company has been earmarked for the India business units. The US business, God bless Glenn Ginsburg and the entire team in the US, have done just an amazing job of growing that business with limited investment capital being put into it. We still believe there's huge opportunity ahead of us with the US business if we start to pivot a bit more and start to do that sort of thing on a go-forward basis. But India has always been where the biggest blue sky opportunity has existed because of the massive growth that we've spoken about, you know, over and over again there. But two of the businesses in particular, the channels business and the gaming business, are both ones that require a tremendous amount of investment, and, and we've had to slow that down. That's why we had a profitable quarter, because we've slowed down on the investment that we've put into those businesses as a result of the incredibly challenged market that's been in existence for a super long time now, three years plus, around raising capital and our share price. And so we look to India as a place where we've doubled down on the opportunities with Chtrbox, which is a profitable business and a business that continues to grow, and we've backed off a little bit for the moment in our investment into the channels business. And the gaming business, they're very in need of continued cash investment. As we begin to position those things more, strengthen the position of those businesses going forward, I think you're gonna see us start to do some things around both of the channels and gaming businesses in India that will help continue that growth effort and increase the stabilization, if you will, and the strength of our balance sheet. But, as a result of that, the pace of the growth in India has slowed a bit, but we've controlled the cost there as well, which is why you just saw us report a profitable quarter. ... Look, creator economy is one of the fastest growing businesses globally, you know? There's a report which valued, you know, the creator economy to be at $500 billion by end of 2027, and the Indian creator economy is going to be valued at about $900 million over the next couple of years. Chtrbox in India and QYOU USA, both of which have been experiencing continued strong growth. The US business stalled out a little bit in Q3, but mostly in Q4 of last year as a result of the writers' and directors' strike, where we had a lot of clients that were in the media space. We've seen that rebound tremendously in 2024, and we expect that growth to continue. And so, we see that as an indication, not just of our own success that we're having with our own business, but also the macro environment around the creator economy that just continues to grow and grow. So what does that say? That signifies that there's tremendous amount of growth opportunity, which that business really carries, and fueling with digital transformation and rapid economic growth, that's actually becoming one of the most sought-after avenues for brands and marketers to park their budgets on. The way, you know, I fall back to the Musical.ly and TikTok days, where we really started the trend of creators, and, you know, you've seen that, you've witnessed that in the U.S., too. But in India, the way, you know, brands are really trying to target the right set of creators, not just in tier one, but tier two, tier three diaspora, that sort of, you know, sort of signifies that there's a lot of appetite in localization of the content. Many of you have heard me talk about the same is true in India, that, for any brand, it doesn't matter whether it's a major brand like Coca-Cola, or whether it's an emerging brand that might be offering a new product into the marketplace, the advertising that needs to take place on platforms like Instagram, Facebook, TikTok, Snapchat, YouTube Shorts, et cetera, all of these platforms are critically important, particularly if you're looking to go after a youth audience of thirty-five, forty years of age or younger. And really, it's for everybody now. Which is what, you know, the real driver for the economy is right now in the creator economy. And, you know, at Chtrbox, we've been crushing it. The team's been crushing it. You know, we've got steady revenue growth, you know, 25% year on year. That business really picking up. We pivoted into multiple offerings, what we have at our end, which includes ChtrSocial and Chtr Represent. We've won multiple awards and recognitions of late, you know, which sort of, you know, validates the efforts which the team is really putting in every day, every hour, every minute as we speak, and we've just started. You know, our idea is to really scale up that business 10X over the next twelve months or more, and then, you know, pivot into not just strengthening the, you know, focus in India, but get into emerging markets, get into LatAm, get into Middle East, get into all the market, which has a really strong, you know, hold of creators. And look, Chtrbox has always been at the forefront of influencer marketing, you know, in India, and as the creator economy continues to evolve, so does Chtrbox. And with the help of our arsenal and assets, we really feel that we are at the right vantage point to really lever the maximum potential which the market has to really offer to us. So it doesn't matter whether you're, you know, trying to reach sixty-year-old golfers or whether you're trying to reach teenagers and, you know, that are with a new beauty product or some, some other thing that you're marketing, a new brand of soda or whatever it might be, the fact of the matter is, is that the platforms that cater to short-form video content and so-called creators are indispensable to every brand. We've seen our budgets continue to grow, we've seen the depth of our campaigns continue to grow, and we've seen this happen across the U.S. and India. So believe me, you're gonna see us doubling down on this right now because we have two very, very established businesses with blue-chip clients and positive revenue growth and profitability, and investors can expect to see more coming from those two business units as we move forward. It's a matter of celebration for us. It's the first profitable quarter in the history of the company, you know? Oh, well, of course, I personally take all the credit for the cash flow positive quarter that we just experienced. No, I'm just joking. We are all trying to observe what just really happened right now, and though it might sound a great achievement, but something which I have to really tell you guys is the relentless efforts which the team has been really putting in across the U.S. and the India market is sort of symbolic to what we've really achieved right now. It takes a village, right? Everybody in all the business units have made real sacrifices. We're trying to do more with less, and that's really been what twenty twenty-four has been all about, is how do we keep moving forward with less capital to do that? All of that's a function of the markets and our share price, and, you know, we all have suffered. We're all shareholders, we're all participants in this thing. So nobody wants to see the company not have the ability to be able to grow as fast as we want it to, but we don't wanna do that at the price of having to raise massively dilutive rounds of financing and see no reward in our share price. You know, what our goal is to really try and empower our team and enable them to really aim for the highest. You know, that's what leadership is for. So while I take credit in regards to being accessible as a leader, being there for the team whenever they need me, being there to help them envision, to really try and have that think tank on, to really scale up, but it's the team at the ground levels who've been really crushing it, and they've taken the narrative, and they're dreaming big. That's why QYOU is dreaming big. We do expect that to turn. We expect that to turn both by the positive financial results that we're pushing towards going forward, but we also expect it to turn based on market conditions. I mean, these markets don't last forever, and don't kid yourself. The reports in the markets about, you know, the all-time high for the Dow, et cetera, et cetera, is being driven by a very, very small number of multi-trillion-dollar market cap companies. Those companies that sit in the sub-$500 million, so-called micro-cap world, not very many of them have had great success over the last three years in building their overall value. We know that changes. It's always cyclical. It'll change again, and so what we're working on is stabilizing, solidifying our financial results and our business opportunities going forward, to be able to take advantage of that growth in the overall market once it does return. The data and the numbers are there to, you know, really, you know, stamp the fact that we are there in the right direction. You know, our focus on the creator economy is there with regards to the results we've just witnessed. In the future, moving forward in twenty twenty-five, we really want to diversify our focus into other D2C initiatives, which the company is really trying to focus on right now, and also try and scale up the existing set of businesses. Our idea is to be more profitable and, you know, having a very lean burn with a minimal spend. We really wanna scale up positive financial metrics, and that's something which at the board level, at the company level, everyone at the leadership level is really focusing on. 2025 is really, in many ways, I think, gonna be a turning point year for QYOU Media. I mean, it sounds crazy, you know, to talk about these things, but people often forget that I'm not sure the exact number. I think it took seven or eight years for Amazon to become profitable. I think it took five or six years for Netflix to become profitable. You know, many of these businesses spent a long time and in their cases, you know, losing hundreds of millions of dollars, if not billions of dollars, in the process of building us. I'm not trying to compare us to Amazon or Netflix, that would be a bit absurd, but I am, you know, a big believer that we were on a growth trajectory that was very, very steep three years ago. We've had to taper that off along the way to be able to respond to the market conditions and do what's in the best interest of all shareholders to continue to maintain value while we continue to build the business. I think we've really done that. I think there's a lot that you're gonna see that's gonna happen between now and the end of the year for our business, that's gonna position us even further for growth and positive financial growth in 2025. So I can speak for myself and Raj and Glenn and all the different department heads across the company, that 2025 is a year that we look to really come out of the gates and show the world what we've been building over the last decade, and for shareholders and all of us to really reap the benefits of that. In twenty twenty-five, you will not just see our existing set of businesses really step up and, you know, get to the next level, but you would also see us reshaping our strategy for our, you know, other businesses to come in. You know, that's something which we're really focusing on right now. Having said that, our approach right now is to tweak and calibrate our entire strategy of the channels business and try and see that where do we really get the right set of partners, get the right set of investment capital to fuel the next leap of growth? Because in terms of assets, we are already the third largest distribution. We have the third largest distribution, you know, in the entire country. You know, that sort of says that if you're tweaking the content, if you get the right set of partners to help us drive the content, then, you know, there's no stopping for the business to grow. But for now, we've just taken a backseat to really figure out, you know, how do we really scale that business up? In the foreseeable future, you will definitely find us doing certain tweaks here and there to try and scale that business up. There's a lot that's on the table right now that we're discussing. Many of the things I can't talk about, unfortunately, at the moment, but rest assured that it's a daily topic of conversation, discussion, and negotiation inside the company. We're expecting a number of these initiatives to sort of formulate between now and the end of 2024, and again, we expect ourselves to be well teed up to make 2025 a year of spectacular growth for the business on an overall basis. Look, you know, at QYOU, our endeavor has always been to be disciplined with regards to financial success and financial metrics, so as a company, we've closely aligned our entire teams to work under a North Star metric model, wherein our goals are really stitched with each other across businesses and across functions, and that's a hygiene sort of a, you know, scenario we are trying to follow, and look, man, all the businesses, all the companies, I mean, in India, globally, everyone, they have a lot of metrics which are really significant for them to look at. While we can be aspirational and really try and fuel a lot of money to grow this business, at the same time, you know, profitability could only arrive once we have financial discipline, and once we really have a very strong strategy to which sort of signifies that, yes, we are at the right track, we are at the right direction, but at the same time, we are financially disciplined. Right now, for us to really scale and envision the next leap of growth, we really need to think through what is the right strategy for us to really, you know, put in place. You know, whether that's tweaking our burn, whether that's figuring out who are the right set of partners to work with, who have the right set of, you know, value, which they drive back to us, or whether it's, you know, holding off till the market is really better, and then, you know, us really going full throttle. Look, you know, it's a great, you know, celebratory moment for us across the company that we've witnessed the, you know, biggest and the most successful quarter in the history of the company, but that is just an indicator for what's there to come. You know, everywhere, everyone in the company and across the board, we strongly believe that this just sets us up, tees us up, you know, for the future, for twenty twenty-five, and this acts as a vantage point for us to really think through that if this could be achieved with whatever efforts and whatever team strength and bench strength we have, what really can twenty twenty-five hold for us? And that really takes us to the whiteboard to really start pinning down all the strategies, all the learnings and everything, and really try and envision together that what really we can contribute and, you know, get this company achieve over the next twelve to twenty-four months. And that's basically been the thought process over the last few weeks and which will continue to go towards the end of the year. In 2025, you would definitely see a lot of other milestones being achieved together as a team, not just in the India business and the U.S. business, but also into, you know, different markets, which we really try and, you know, venture into with all our, you know, services and offerings. So, yeah. So anyway, that's pretty much the update and commentary from Raj and I around the results that just came out and sort of giving you a bit of a view into what we're doing inside the business right now and what we're headed towards at the end of the year. Please don't forget to subscribe and sign up for newsletters and do other things in our investor area on our website and on this YouTube channel. We're super excited to continue the first Thursday. This is the second one, so we hope this has been informative for all shareholders, and I'll look forward to seeing you all a month from now on the first Thursday of October, when hopefully we'll have more exciting news and things to talk about. Thanks so much, everyone!