What Worked Episode 35: Technical Co-Founder Learns the Importance of Sales (the hard way) with Harish Chandramowli
In this episode of What Worked, Mike interviews Harish Chandramowli, Co-Founder of Flaire, an ERP for fashion brands. Harish shares the mistakes he made and the lessons he learned, the hard way, in Flaire's first two years in operation.
Harish shares insights about:
- How he sold software before writing a line of code
- Uncommon but costly mistakes founders should try to avoid
- Leading sales for your company as a technical co-founder/CTO
Harish is a rare one! He is extremely transparent about where he's at today and the journey he's been on over the past two years. Enjoy the episode!
We'd love for you to connect with us:
Transcript edited for clarity:
Mike Wu
What's up everyone? Thanks for tuning into another episode of the What Worked podcast. I'm very excited today to have a special guest, Harish Chandramowli from Flaire software. Harish, thanks for coming on the podcast. Could you kick things off by giving us a quick intro?
Harish Chandramowli
Yeah, thanks for having me. I have always been a software engineer, living that part of my life out. For the last two years, what defined me is Flaire Software and it has been like an amazing journey. We help fashion brands automate their operations well and make them more efficient. And over the last two years, I guess the next few minutes, I am happy to talk about things that went well, things that did not work, and we can go from there.
Mike Wu
Yeah, thanks Harish. Thanks for that background. So you're two years into the journey, founded the company two years ago. Would you say you're still very much in that startup phase, early, early stage?
Harish Chandramowli
Yes, I don't think as a founder you would ever get out of that phase until you grow really big.
Mike Wu
Totally. Yeah. You always feel like you're a startup, right? That makes sense. I want to just give people a sense of where you guys are. So Flaire is an AI powered operating system for the fashion and textiles industry. Tell us more about that. What does that mean?
Harish Chandramowli
Okay, the AI-powered is something that came up in the last six months where we really have to market it.
Mike Wu
I appreciate the honesty.
Harish Chandramowli
Yes. So Flaire and how it came up is the story is that I worked in this company called MongoDB. It's one of the biggest database platforms. And I've always been in and around data, before that I was working in Bloomberg. And while working at Mongo, I have seen how data is being consumed by different people. And over two and a half years back, I was sitting in this store, ONS as in New York Soho, and I was observing how their back office was operating. And I was sitting in their meetings. One of the things I noticed, like, I'm not a fashion person. I always related fashion to be like the design, dressing up really well, and photo shoots. But I never thought about the complexity around operations when it comes to fashion. So when I was sitting there looking at and observing how they operate, the first thing that stood out is that the back office operation has nothing to do with this creativity, but more of a data and your workflow problem. And coming from MongoDB, that made me a bit curious.
Next, when I started researching into it, Oracle NetSuite is the biggest ERP player out there in the market. Why a database company is being a biggest player also kind of strived the curiosity. And that's how Flaire’s journey started. And why I chose this, One, I'm not going to pick up something which other companies are doing really well because Oracle has money. If you are a bigger brand, if you want everything to be customized, I am not going to compete against NetSuite. When it comes to e-comm platform, I noticed Shopify is doing a tremendous job. So obviously, I don't want to go and build another e-comm platform. But that is a mid-segment market where I realized in the back office operation, everyone was looking, especially in fashion, product in a different way. So ONS is selling t-shirts, their products are pretty much like colors and size. That's it. And then we have female athletic wear products who had like cup size, torso length, regular sizes, color, and various different attributes. And that's where if you want to run analysis, run reports, understand your business, make business decisions, you either have to employ an engineer and customize everything, or you don't have an easy way to do it.
Coming from a database background, I felt this is where we can bring in innovation where custom attributions, running custom reports become easier. That's why Flaire came, the whole AI powered is basically like, you can tell AI my option one is red, or you can tell AI my color is red. The second part makes AI work better because you get more context. And collecting data in a very unstructured way at the beginning kind of helped when AI evolves to use those things and help our customers make better decisions with all the AI automations that's coming up.
Mike Wu
Yeah. Thank you for that background. Super interesting. And yeah, I was looking at your LinkedIn profile and I was trying to make the connection. But yeah, it just started by an experience you had, a connection you drew to your background and then it sounds like you just kind of followed your curiosity.
Harish Chandramowli
Yes.
Mike Wu
Two years and two years into Flaire, congratulations. That's an accomplishment in itself, but I know you've experienced a ton more, hit different milestones, two different challenges. I'd love to dive deeper into the past two years and maybe just as a first question, which I can ask you is like, what are your three takeaways or like lessons learned from your first two years, this early chapter in Flaire's history?
Harish Chandramowli
First, never stop selling. Number two, lean on people around you because being a founder is hard. And number three, embrace the personal growth because there is a lot that comes along the way when you start a company.
Mike Wu
All right. I'm going to double click into that. I can see it in your eyes that there's something there to it. But I want to hit on sales, it's interesting you bring up sales because you are someone that doesn't come from a sales background. You're very much like the co-founder CTO type, at least when someone looks at your profile, I think that's how they connect. You're a technical person. Tell us what you mean by always be selling. What were the lessons learned there? Maybe some of the battle scars you come away with from the first two years.
Harish Chandramowli
So one, I come from like a very problem solving mentality. So as an engineer, when we started, I met with 10 different brands. They all talked about their problem. And I was very excited. I told them how I want to solve this problem. They all signed up as our first customers. And from that point on, we never built on building the pipeline, getting more people, keep talking to people for a year. For a year, we went heads down, built the product that our customers love. But you are not learning what happens in the industry.
Sales is not just about, I am selling my product and I'm getting the money. It's more about if someone is not buying your product, it helps a product to understand, are we building the right thing? Why someone is not willing to buy it? So it acts as both a money making machine, also setting the company direction as a startup, that was a clear priority, how to set your priority. So when we did not go through a bigger sales motion, after our first cohort of customers, there was a lull. And when we started picking it up again, we realized we kind of missed some of the market signals. So that's kind of like the biggest learning. That's why I kind of mentioned never stop selling.
Mike Wu
It sounded like you were doing a lot of the right things, Harish. You were speaking to customers and then you started building a product. Can you, can you break that down for anyone who's listening and me too, I'm just curious, like what would you have done differently? Because it sounds like you were kind of doing the things that you hear about on other podcasts you should do: Talk to customers, build what they need. Go down a little bit deeper for us.
Harish Chandramowli
So when we start the company, especially as someone who just has an idea, say I can bring innovation, everyone who was happy, we signed up and we figured we should build for everyone. That's a very first mistake because the more people you sell, you realize maybe the cohort you are building is not the right people to get you to the first million dollars, first 10 million dollars. Maybe it should be a different cohort and volume describes how you define your initial customer profile and how your ICP evolves. And when you stop selling, you kind of lose that volume numbers game on am I building for the right audience? Am I building for the right audience who would take me to that million dollar, who would take me to the $10 million? And that's what I meant by never stop selling because it's so exciting that I got 100 K signed before I wrote a single line of code and I got 100 K live in like a year. It's so nice to say all those numbers. And that's the one that people say, but there are nuances towards.
each of these feedback. And one of the nuances is cutting out your customers' profiles, who might not get you to your million for your next rise.
Mike Wu
Got it, it. Okay, so you got some early positive signals in terms of revenue. You got a check, big check, and that made you feel like that was the right type of customer for Flaire. But I guess in retrospect, might not have been. There was some additional work. You mentioned the start-stop nature of sales, which I think is anyone who started a company can relate to that because there's so much on your plate. Sales is something you have to be consistent with, but it's very hard to be consistent. For anyone who hasn't experienced that, and if that is what you felt in fact, could you describe that feeling and how that start-stop happened?
Harish Chandramowli
So first, sales is a lot of effort. I don't think people coming outside of sales appreciate how much effort goes into getting a customer. And it's time commitment, right? You need to reach out to thousand cold emails, thousands of people, and then keep up with the calls, do the follow up. Doing the research once everyone is sold on it is the easiest part. It's getting people on the call, getting them excited to go to the phase where, hey, I want to talk about my problem is the hardest and time consuming. So initially that's the only thing you do as a founder because you want to find the product market fit. And I did that very well, me and my co-founder are reaching out to so many people. We got amazing people. But once you start building the product, it ended up being a question on, should I keep doing that work and just hire engineers, I am one of the best engineers I could hire for this money with what our funding we had. So let me stop the sales and concentrate my effort on building the product. So I didn't hire engineers, I built the product. But looking back,, either I should have hired engineers or I should have hired another salesperson to keep that motion going. I didn't do either of them and tried to do everything by myself, which was not the right thing to do.
Sometimes spending money is good. Sometimes you need to assess where you want to spend your resources. And so it's not even expensive to a certain extent. When I restarted, when I really needed to do on call, keep building the product, and also do the sales, we engaged with Hireframe for that reason. And it's such a small thing. Someone else just helps you scrape the data rather than you putting in the effort to scrape the data. It's not too expensive. And I just needed that help, which I didn't engage at the early stage.
Mike Wu
That makes sense and I appreciate the shout out. Yeah. It's a lot of work, right? And your time is your most valuable asset and every minute counts at an early stage especially. You'd rather spend that time speaking to a customer or a prospective customer, doing discovery. On this topic of speaking to customers in discovery, you mentioned doing sales and you it sounds like you sold before you wrote a line of code. That's a big accomplishment. Tell us more about that. When do you start selling? From your experience, when should you start selling? Let's say you're talking to someone who's saying, have an idea for a new software product, different vertical. I'm going to go build this thing right now. What would you advise them to do?
Harish Chandramowli
One, first one or two people you try to sell the vision, which is just hand wavy thing of this is what I want to do. And then do Figmas, do mocks, especially because AI can help you create a mock product just by vibe coding, right? And then you can click through the product, show them like, hey, this is how the product would work. And it makes it easier for people to understand it. The reason why I was going towards that is like, there are two phases for selling. Even now, when I go on a sales call, the first two meetings, I do not show the product. I just let them talk so that I understand their business. This works for me in two ways, right? I am an outsider. Like I said, fashion is new. Listening to them helps me understand the problem much better than like, this is my solution, go and use it. And people also like that, like, okay, someone is actually listening to me so they would recommend the right thing.
And some of the sales process actually, if you are coming from an engineering background, want to do the sales, you can take advantage of your technical expertise. One of the exercises I do is like when people tell me their story of pain points, their workflows, how many people employed in the company, what each one does, I just feed it through AI. And AI comes up with a very beautiful flow chart. Then the next meeting, I go to them and be like, this is what you explained. So let me show you a visual and let me walk through that process to make sure I understand your business well. But it helps both ways because sometimes people themselves haven't thought through it that way in the visual representation. It builds the trust and makes them point out to places where it's really painful versus where it's not painful.
Then you can go back in your third call and be like, see from what we discussed, this is your biggest pain point, and I can solve it and save money or save time or save hours, and then go to the next stage. And other example things I learned during the sales these times are like, one, I am very technical. If you see my background, I worked at MongoDB as security engineer. My customers have always been dev. And I'm talking to people who are totally non-technical, solving a very different challenge. And I also, to a certain extent, don't know their terminologies when I started. When people use landed cost or PLM, I have no idea what it is on the first day I started this job. Yes, now I can talk the lingo. I understand all the lingos. And ChatGPT helps a lot. So I usually feed ChatGPT and be like, I'm going for a sales call and I'm talking to non-technical people, but this is my answer. I know this solves their problem, but how can I explain to them in a very non-technical way? So yeah, I don't know whether I kind of answered what you asked, but it's like a of things.
Mike Wu
No, totally. No, it's creating a lot more questions in my head of what this experience is like, because you kind of broke it down. You're doing a lot of discovery, asking a lot of questions, you're following up in the second meeting, bringing back like, Hey, this is what you told me and you like to show them a visual because I think it makes them really reflect on that conversation. I think a lot, just helps to bring the visual component to the conversation too, because then you can get their reactions to it. No, it's actually like this, yeah, that's actually a huge pain point. I imagine you're shaking your head. You're nodding your head. So that's what it's like.
Harish Chandramowli
Yes.
Mike Wu
That's a good approach to sales, a good tactic. But I'm curious, you're having a lot of these conversations, right? There's probably different feedback you're getting different pain points, different challenges. In the third meeting, what's the call to action there? What are you trying to do? Meeting one meeting two. It sounds like a discovery, discovery. Meeting three are you trying to get someone to sign a contract?
Harish Chandramowli
So I don't try to sign them a contract. I usually sign an NDA based on people's wish, because at that point you want to access their system, look at what they are using. And it acts in two ways, right? One, that's where I guess your question of how do you sell before coding, right? The very first time you still just talk about ideas on how you solve the problem. And then you show Figmas on this is how I would solve the problem. And then you ask for a commitment at the beginning stages that like, hey, if I solve this problem in the next six months, I want you to commit that you will onboard in the platform. So the contract negotiation is not a true contract, but an intent to onboard at the beginning stages.
Mike Wu
Yeah. Got it. Love that. No, that's really good details.
Harish Chandramowli
Yeah, it evolves as you build the product, because now you can onboard someone next week and they have to wait for eight months, right? One of our first customers waited for eight months before they got access to even the first feature we built. So it's more like intent rather than doing. So that's an easy conversation. These days what I do is just get an NDA and say, I will set up a demo environment that exactly solves your problem. Let's work it out from there. And usually signature call, I'm very bad at asking for money coming from a non-sales background. But usually that naturally happens. People are like, OK, now I'm excited to use the product. Let's talk money.
Mike Wu
Yeah. The product will speak for itself at that point. In an ideal scenario, you are like any founder that's selling something that's not yet to be built. If you're doing a good job, you're talking to as many prospective customers as possible, collecting as much feedback, doing as much discovery. But then could you explain how you decide what to build ultimately? Like you said, you can't build everything for everyone. So then how do you decide how broad to go, how deep to go into certain things, what to cut out, what to leave out, at least in V1, how do you make that decision?
Harish Chandramowli
One of the mistakes I did is definitely build not defining that feature exactly right. For example from a business perspective, I would say we support inventory management. We will act as IMS. But what IMS specifically meant for a Shopify customer versus customers who are not there, they're a very different build. So that's why I think as an engineer, your prime position is to both analyze market pain points from a non-technical workflow perspective, as well as bring in the technical aspect on which we can build that's smaller, but solves most of the problem. There is no right or wrong way. I guess every founder I have spoken to till now would be like, hey, this is what I thought I wanted to build, but I had to pivot. It's intuition. At this point, this is what feels right to me. Let me trust my intuition and build it, and then it changes.
Mike Wu
Mm-hmm. Yeah.
Harish Chandramowli
And to your question on exactly what to build, to whom to build, it's another thing that has evolved in the last two years as I went through the journey as AI evolved. Because previously, if I would say that I will build for anyone who is in Shopify, it's big. It's not a very targeted market segment. Within Shopify, pick whether it's a fashion, whether it's an apparel, whether it's some CPG brand. But with AI, I can say that I want to build for everyone using Shopify because it doesn't differentiate. It just differentiates the AI documentation that I can build workflow automations for everyone in Shopify. So what a targeted audience, what your ICP is, definition is, how narrow it needs to be, the narrowest pain point you are going to solve. I think the benchmark is changing in the last six months to a year.
Mike Wu
Interesting. Yeah. Even during the time, yeah, a lot, a lot changes. I actually think that's a general statement about sales. it evolves, how you do sales, for everything from like the strategic and the tactical side and execution, but also from like the tools and technology, just like you're describing your building. I wanted to talk about one of your challenges. I think you alluded to earlier, you signed a big check early on for a customer you built for them.
Harish Chandramowli
So it's not one customer, there are like four to five cohort of customers, but everyone had some little different needs.
Mike Wu
Got it. Yeah. And, you ultimately learned that maybe that wasn't the right cohort to be building for. Could you kind of walk us through that process of like uncovering if you're correct about your first take on an ICP or if that's not your true ICP. I think there's an initial ICP and then like how do you improve and refine that over time? What did you guys do?
Harish Chandramowli
When we started our ICP was like, hey, if you are anywhere less than like a $60 million fashion brand, we will be your modern ERP or automation tool, whatever you want to name it. And then we signed like four to five customers at the beginning, out of which three were in Shopify and two were not in Shopify. And then we went and started headstone building. We onboarded the three people who were in Shopify because the build that I had to do with integrations and everything for people who use Shopify for e-commerce was much simpler. And then their SAVs are definitely between 30 to 50K, even for the very initial set of customers.
And then we were trying to onboard a customer who is not using Shopify. They have a very different workflow and we will act as their inventory and all the core day-to-day operation module for them. And that build was larger, I took a year to build, but the ACVs were $5,000 and more customers like them when we started selling, were also willing to pay only $5,000. So you are building a lot, you need to maintain a lot, but the ACVs doesn't exist. But for the first two customers whom I onboarded a year back, it was so simple, larger ACVs, and I am able to find more customers in that segment. And whatever I built for the last one year, it's probably not the right thing to build to get me to the million because it's a smaller ACV check. I should have used that one year to sell more and make sure that I can find more of customers who are using Shopify as an e-commerce platform. That would have changed the narrative. Time is again money spent and startups burn through cash quickly.
Mike Wu
Yeah. Can I ask you a dumb question? Harish? Like why didn't you do that at that point?
Harish Chandramowli
At that point, I feel like I was just running towards solving problems rather than thinking purely in terms of sales and business. It's a first time startup, so I feel like solving problem was more exciting to me than thinking through the exact business aspect of it. Looking back, yes, moving forward I would make sure I don't make the mistake again.
Mike Wu
I appreciate that. Man, that's so honest and I can totally relate to it. You're just in problem solving mode, you wanna solve as many problems as you can. And looking back, maybe the takeaway is like when there is an ember, you have to really explore if you can turn that into a wildfire and leave no stone unturned to use a bunch of trite sayings.
Harish Chandramowli
Yeah.
Mike Wu
But that's a good lesson. Sometimes these things, they're obvious in retrospect, but when you're in it, not so obvious.
Harish Chandramowli
It's also emotional, right? You are starting, someone is trusting you when you haven't made a name for yourself. So some of them are purely emotional decisions.
Mike Wu
Yeah, yeah, totally. That's fair. I mean, you're a person, cool. Harish, anything else about sales before we move on to your second insight around asking for help and how to use your network when you're starting a company?
Harish Chandramowli
The only other thing I would have done is have a CRM from day one and not wait for your product to sell. And have numbers, when I say numbers, it's like how many people you are reaching out per month so that you can keep yourself accountable from day one. Do not wait for the product to be built.
Mike Wu
Yeah. Love that. Day one. That's very direct advice. Just do it, set it up, start tracking things, start keeping your data somewhere. Very important. That's really good advice.
Okay. So you mentioned your second takeaway from the first two years of Flaire is how valuable your network is when you're reaching out and asking for help. Could you tell us more about that one?
Harish Chandramowli
First, I am not someone who typically reaches out to people and say I need help or I need mentorship. But in a startup, you will be facing so many different challenges which you have never faced before, especially as a founder. Sales was one thing we discussed. Managing money, talking to investors, building those relationships, building an advisory board, everything is a different skill set. And I don't think anyone comes prepared with every possible skillset needed to be a founder. But that's where mentors help. If you have a mentor who is really good at sales, you can go there, brainstorm with them and be like, this is what I'm thinking about sales. Can you give me feedback? Can you give me review?
Coming from tech, tech was the easiest thing. I know so many people in tech, people I work with can review. To be honest, for startups, when you're building something small, after building something huge scale at MongoDB, it's something natural and it's easy to do. And even the product sense kind of gets you, but there are areas which I don't know. And everyone has different strengths, right? For someone who is coming from a different background, probably technology is a challenge. So reaching out to people and having mentors is a huge thing. The second thing is even people whom you connect, the successful people I have spoken to, like I've spoken to executives from some of the very successful startups the last 10 years who are mentoring me right now. They really don't have any expectations. They are like, hey, we did this. We just want to help others like you who want to go through the journey. I appreciate that really well, because their expectation is not money, not equity, nothing, literally. Just like I went through the journey and I want to help you, and there are a lot of people out there that you can lean on.
That is an asterisk, right? What I noticed is like people come and have asked me for equity to be a mentor, to be a part of it. They're probably the least helpful people. And the most helpful people are those who'd never asked me anything apart from like, I'm just going to help you. That's it.
Mike Wu
Yeah, no, I love that. Harish, it sounds like you have a great support system, or you've built it. Let's be honest, you have to build these things. They don't just happen, you don't just wake up one day with people that want to help you. It's part of who you are too and how much you enrich their lives as you've known them. But, could you share with us maybe one memorable piece of advice or feedback that you've got from someone and maybe like who that came from.
Harish Chandramowli
Even last week I was talking to my CISO at MongoDB.
Mike Wu
Who's that?
Harish Chandramowli
She was like executive, it's Lena. I don't know whether I can tell her name. I think she would be fine, but it's out there. It's fine. I never reach out to people to ask for help. Her first advice is that you are underestimating what you have done at Mongo. All executives know you and you need to reach out to people and say, hey, I'm doing this and I need help or I need a check or even money, right? That was her first advice and it's more about my personality. And she's like, that's true. People who know you, especially those executives, give you advice that's very much constructive because your personality is never asked for anything, never reach out to people. And this is what you should do because you need to recognize the name you have built within the company when you were there.
And that's good advice. And I think I can remember a lot of advice like this. But an even bigger thing for me is, when I first started the journey, someone asked me, Hey, with your accent, can you be a founder? Can you be a lead? A lot of questions came up. And I definitely doubted myself. I had a lot of questions around like, I'm in a very comfortable position while I was at Mongo or Bloomberg. Am I doing something dumb. And Martin from Fractal, he was the first one to say, no, those were racist comments. We all believe in you. That's why we have you in our VC portfolio. So stop thinking about it. That was also one of the biggest takeaways, because at the time when you are starting, when so many things are going wrong, I was questioning myself. These mentors support system is how I was able to navigate these things.
Mike Wu
Yeah, no, thank you for sharing that. I'm glad Martin and Lena were there for you in those moments. It sounds like a good experience they've shared with you, but also sometimes it's just words of encouragement in just giving you another perspective. I agree with Martin. I think you're doing just fine.
Harish Chandramowli
I think in two years I've grown personally, right now I'm more confident. It's just that when you started everything seems to be like a lot. It was just too many things.
Mike Wu
Yeah, totally. And I think that was your third takeaway. It was around personal growth. That's a nice segue into the third takeaway from your first two years at Flaire.
Harish Chandramowli
Yes, I mean, that accent thing was an example. Now I am more confident when someone asks me those questions, I ignore that. Think two weeks back, someone was like, hey, you are selling a software, you are from India, can I trust you? And I'm like, yes, I was more confident in my replies after that. Other things are pretty much like being in podcasts like these, talking to people. It's not my jam. Like I would sit in your room, code 20 hours a day, and not talk to any people and be in my happy place. Things have changed and I'm doing this now. I would never ever think I wanted to be a CEO or anything because I feel like, it's a lot of pitching, a lot of charisma that you need to bring. And when I went for pitching for our seed round, it's like I was forced to do it. But look, that made me more confident on all these kind of like functionalities.
Overall, I also personally started appreciating my friends even more than what I used to. Because you are so busy, your life is on hold and everyone around you helps you so much without any expectation. I think it's a classic saying, right? Being a founder is hard on your family and friends. That's so true. And everyone still stands by you.
Mike Wu
Appreciate that. Yeah, a lot of gratitude in there. And for what it's worth, I think you're doing a great job,Harish, you're killing it, man. Keep it up. Good things are happening. Hey, I think we got a wrap up. I know we're here, coming up on time. We touched on a lot. We touched on sales, we touched on you just first two years of a startup, what that's like, talked about finding the right customers, mistakes you've made. I have someone in mind that might be listening to this podcast. There's someone with an idea. They're going to be a first time founder. They've made that decision internally. Maybe they haven't told everyone yet, but they're about to do it. I want to get all the advice that is possible from you in this podcast. So what would you tell that person? They've listened to this podcast, but it's like, hey, make sure you listen to the end. Here's one more nugget. It can be small, it can be tactical, it can be strategic. What else could you share with that person?
Harish Chandramowli
I personally feel you can listen to hundreds of advice, you can get hundreds of points, and then you start your startup, go with your idea and you realize nothing matters. You are facing something new, your challenge is something new. So the easiest way to learn is by doing it. So just start as soon as possible and don't delay it, that's all.
Mike Wu
Speaking the truth, thanks Harish. Wrapping up here, where can people find you? How can they learn more about Flaire? What are some of the things you might want people to reach out to you about?
Harish Chandramowli
Follow me on LinkedIn. It's SCHarish. I'm usually active on LinkedIn. I post everything about Flaire, whether we are in conference, what we are doing, and any other updates that come along.
Mike Wu
Awesome. And the website is flaresoftware.com I believe. So check them out. Check out the website. Harish, thank you so much for your time and all the wisdom that you've shared with us. It's been awesome chatting.
Harish Chandramowli
Thank you.
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