And this is the first conversation. We will have a series of more conversations with you. Okay?
God willing. God willing, God willing.
Arif sir is giving a lot of importance to this matter. Arif sir is giving it a lot of importance. You understand? For this reason, we actually want this conversation to start. Yes? And for this reason, seven of our people are waiting, for you to start.
Yes, and we talked with many people. If you could kindly tell me your name.
My name is Jakawat Uddin Ahmed.
It starts with Z, right?
Yes, yes, yes.
Okay, wait. Jakawat Uddin Ahmed.
I think your name was missing before.
Actually, what happened is, I myself am not a traditional employee. Not an employee, not a so-called employee. Because I am an external employee of Nipro JMI Pharma.
Okay. I actually work here as an in-between for Mononsoft, then Nipro JMI Pharma, or Unido, for everyone. Yes?
Okay. So, could you spell your name, please tell me the spelling.
Z-A-K-A. Hmm.
W-A-T-H.
Jakawat.
Uddin. U-D-D-I-N.
Uddin.
Ahmed. A-H-M-E-D.
Okay, Jakawat Uddin Ahmed. Okay.
I am creating the sheet.
What is your role?
Here, my designation is Data Analyst. And my scope of work is different. When I joined here, I joined for three months. That was for master data collection. Yes? To collect the master data for Nipro JMI Pharma. Yes? Because pharmaceutical data is not usual data. Because even for a single procurement, there's a certificate of analysis, analytical report sheet, yes? Its measurement, measuring layering is different. Supplier, manufacturer, I mean, then the second manufacturer, finished goods manufacturer, everyone's analysis is different. Yes? But there's a base. There has to be similarity. These coordinations or understandings, or the main point is, I consider a software to be an engine. And to run it, the master data that is needed, that master data works like a wheel or as a road. Your engine has to run, right? That is the work I mainly did.
Okay. How do you... do it, collect the data or how do you implement it?
The thing is, the program analysts or managers who were here, they had already prepared the tables. Yes, yes. The forms, the tables, they had the scripts ready. So, the development of this script or making it suitable for the organization's needs, and according to the table or demand, the master data that was needed to run it, those things. My thing is, you should consider the coordination between the two parties as the main thing, coordination. Work is never difficult. I never consider work to be difficult. Not me, no one should. What's difficult is people.
No, I am asking you how you collect the data?
You see, the related things... for instance, let me come to the first point, I told you about a product. For a product, there is the matter of analysis, I analysis or... To make this finished good, the raw materials I need...
Hello?
I'm here, I'm here. I just turned this off because my ear was feeling a bit uneasy, so my ear was itching, that's why I...
No, no, it's okay, it's okay.
Yes.
Okay. For instance, my QC, Quality Control, General QC, General Quality Control Department, yes? Or what do you call it, my Microbiology Department, or my Q-Com Compliance, these segments, these departments, these divisions that will work, yes? Their involvement with my product, from the beginning to the end of a finished good, wherever the involvement is, for instance, a BOM is being created for me. In our pharma, I have 248 master products.
Yes.
I have 864 finished goods here.
Yes. Here, think about one thing. My master product is 248, my finished goods are 864. So the difference here is about 616. The mapping of these 616 master products has changed. It's changing in the semi-finished goods stage. Now, come to this point. That means my variation is high. My demand is high. My raw material has arrived, my QC is being done, GQC is being done, microbiology is being done, yes, now molecular biology is also being done. These layerings, the QCs, everyone's demand or... The quality checking is also different.
Yes.
This checking, what will it be? What will be the specification? What is the demand? Let's take a simple matter, I'll take one of my packing materials. My, what do you call it, inner carton. An inner carton has, let's say, 24 specifications.
Okay.
This specification, again, there is an international GMP guideline for them. There's an ISO guideline. Then again, for their internal one, there's also a matter of, what do you call it, certification. That means, with the coordination of three, I have to align that specification, the form, the appendix, what do you call it, collect those numbers, set the specifications in the proper place, and train them up, and get the work understood from them. Firstly, what I am doing is, I am understanding it from my program manager. Understanding it, I'm going to them, I'm getting things from them. I am working myself, getting them to work, and implementing the work.
If you tell me that in terms of implementation, I...
...you are implementing, right? You are implementing in ERP, you are implementing in JAR.
Yes, yes, yes.
Okay, that's fine. We will have more continuous conversations, more in-depth. So, we... whom do you report to?
Now let's come to reporting. All the managers here, be it the sales module, material management, FICO, or in the future, very shortly, HRM is coming, God willing. HRM. Actually, I report to everyone. I report to Arif sir. I... Rashed Ibne Bashar. Since I'm not a traditional employee.
Okay, that means CTO, all other PMs, and IT manager.
IT manager, yes.
Okay.
Today's date is the 6th...
In this role, just in Mononsoft or JMI, how many years have you been here?
I have been here for two years.
Two years.
Two years ago, did someone else do this job? Are you a replacement for someone?
No, no, no. As I told you, they have created JAR, created the ERP, yes? But to run it, I created the wheel.
Okay, you did that. That means, all the departments in JMI, Nipro JMI, or JMI, all the departments that have interconnectivity with JAR, you have collected data from every stakeholder and incorporated it with the developer.
Yes, yes, yes.
Okay, this is your job. Okay.
Okay. Here we will talk about some technical skills and some behavioral skills. Although the whole thing might not be relevant to you here. Okay? But why won't it be relevant? Because your job itself is different. That's why it won't be relevant. But we will just ask the questions here, and if I can find relevancy from the things you're saying now, after this I will sit with you again.
God willing, God willing. Okay? God willing.
So, from technical skills, we will rate between one to five. One is starting and five is expert. Okay. And we will talk about behavioral skills, then we will talk about career development opportunities. Since in the future we will nurture the team, plus we will think about training or other things. So, whom and how we will train or how they will become more productive, our specific main goal is to reduce the running cost. So that, plus, we can increase the employees' productivity. Because if employees' productivity doesn't increase, the running cost won't decrease. Okay? So, we will do that.
So, regarding skills, in your past experience or your education line, did you study in the software engineering line or some other line?
I studied in the general line. My subject was Management.
Okay, you studied Management.
Then let me tell you the definition of management. Getting things, getting things done through other people and resources, I know how to.
Okay, that's good.
So, in this case, since you are now included in a software development project... Okay? In that case, do you have any idea about backend or frontend development?
It would be wrong to say I have none at all. I have a basic idea. Although we are traditional, very old-school people. Before this, I was in the banking sector for fifteen years.
Okay.
And there, the first ICT audit was done by me. Firstly, and the software implementation that happened there, it first happened in the local office, the biggest branch. I was the main coordinator for that as well.
Okay.
No, I... I'm saying that. Before that, let me tell you another thing, another matter. That is, before this, I worked as an IT-enabled service manager. I had eighteen franchises there. I was in total charge of it. The total coordination, managing, explaining the work to them, understanding the work, billing, everything was in my hands.
Okay.
Okay. Now... okay, that's fine. These questions, I don't think they are very relevant to you. But if I still ask you to rate, in terms of understanding frontend or backend development, not in terms of development, since you work with these things, in terms of understanding, how much would you rate yourself?
I would actually say five in the case of JAR.
Okay.
If it's not JAR?
If it's not JAR, I will understand according to that. Since I know the languages here or whose role is what or who plays how. I haven't really gone beyond that now. It's difficult to say because we don't have a shortage of languages.
Yes, yes, that's right. You don't work with languages, in fact. You work with data.
With data. No, here, for example, I know who is working with which language and how, yes? Who is working with API, who is looking after the frontend, who is looking after the backend, who is working in DBA, who is designing, who is making the form, who to approach for which work, I have to understand this. Otherwise, I myself won't be able to work.
But I am specifically asking you that, I mean, in the case of actual coding, you don't have that kind of idea. But you have an idea in data management.
It would be wrong to say I don't know coding. My life started with coding. For instance, when DBase was around, if you notice, think about the first thing about the DB, back then it was DBase. If you wanted to create a color, you had to write about zero to two fifty-five. You will code, to code you have to... how do you think? My initiation was with coding. Do you remember, back in 1990, sorry, 1988. At that time, the first IBM brand machine came to Bangladesh. Its memory was two megabytes, hard disk was two megabytes. Its monitor was six inches.
No, I don't remember because I was in school then.
Anyway, congratulations.
My SSC was in '95.
Alhamdulillah. No problem, no issue. Anyway, you people are very experienced, you know a lot. That time is not a barrier. The boys nowadays are actually... we are nothing compared to them, those who are modern. They are nothing. They know many things, they know a lot about the past, a lot about the future. They are very focused.
Knowledge... your knowledge, I don't know many things that you know.
The thing about knowledge is like that, you will know well in your expertise. I will know well in my expertise.
That's not it. For example, my concept is like this: work is not an issue. Work is not a big deal. Work is a simple matter. What's difficult is people.
Okay.
No, that's fine. Do you have any idea about API development or integration? The people you work with?
How so? Could you elaborate a bit?
How do they work with APIs? For example, since you are a data analyst, you might often think about how data will be captured from different systems to one system or how the data will come. Do you or don't you?
No.
Okay. If you have, then the API is... even if you don't insult the integration, to make the API work, do you have any...
I don't have any direct involvement in this, no.
Okay. Then give it a one or two.
Okay.
Do you have any idea about databases?
No, no, actually, technically, just give me a 'no' for everything. Give a 'no'.
You just, I mean... instead of asking the next question, if it's technical, just give a 'no'.
Okay. Okay.
No, I am still asking the questions. No, it's okay. I am still asking the questions.
Do you have any idea about DevOps?
Tell me, tell me. About DevOps... no, no.
The thing is, the work we do is server maintenance, project upload to the cloud and Docker, CI, CD, all these things.
Okay.
No, here, for example, they discuss, they want to work with the cloud, I see and hear these things.
Okay, fine.
I am the building base. Okay, do you have any idea about system architecture?
That's when Windows architect... when it introduces...
Not Windows, I mean our systematic... no, no, back then, about the architects of that time... by software architecture, I mean what kind of architecture it will be. For example, JAR architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then how the data will move from one place to another, that coordination is often hampered. So for that reason, what we do is, those who are system analysts, we train them up on system architecture.
Here... no, let me say something here. The master plan for this was made by our old CFO sir from JMI who has left. This master plan is in his hands. That's why even now many things... he joined somewhere else a few days ago. So, for that reason, actually, here, even the managers, even Arif sir, they are all dominated by...
Okay. So for that reason... that's okay. That's not a problem. We can change jobs. We can leave. Okay? This is not a problem. So, this is why we are intervening, so that, for instance, in the future, if someone from our team leaves, our system is not hampered because of them.
So that there is an alternate fallback plan.
Yes. So, to make that forward plan, Javed sir has brought us in. So that in the future, the developments happen smoothly, plus the work we are doing, we might have to reverse engineer it now. By reverse engineering, we bring the total work into a... I mean, bring it to a strong foundation. That is why we are saying these things. We will work with you. We will... sir, will this go to the factory level? Will you go to Nipro's factory level or that as well?
We will go gradually, God willing, yes. Because our total thing is to automate. Now, if we want to reduce our production cost through automation, then there is no way other than automation.
Here, in terms of production cost, the big production is happening at Nipro's pharma.
So we are saying this because...
we will do it. What we are mainly working on is, first, to fix the basic things. Then gradually add things. Because if I don't fix it at the root, the things that are built on that mistake become mistakes themselves. Okay? So, for that reason...
No, that won't be right.
It will be an even bigger mistake. Then it will be seen that the investment that Javed sir has made, the huge amount of money he has invested, crores of money, that thing will become completely valueless.
So now we... are you talking about JAR?
I am talking about the total systematic build, JAR, everything combined.
No, no, regarding JAR, I have to say one thing. A simple matter. JAR has done such a vast thing with so few resources, I don't believe if you can bring another thing like it in the market.
No, no, the same thing... I... your point... right now, for this, we have nothing. What do we have that's original? We work on Oracle. Do we have any original version of Oracle, any subscribed thing? What do we have? Do we have anything in the office? What original thing do we have? Look at our laptops, do our machines work properly? They hang, they do this, they do that. Even our machines are not right.
We have come to fix these things. Now, as you were saying about Oracle...
Now come, let me tell you a small case study.
Tell me.
That is, a company in Germany... I won't tell you the details point by point. The case study was like this, a company with a great reputation, ব্যাপক what do you call it, market dominating, very good production, but manpower was less, salary was less, facilities were less, machines were traditional, there was nothing modern. So a big company came, targeting them, to capture their market. Right next to them, the thing was built high-tech, technology, all machinery state-of-the-art, people were very trained, they brought everyone, but they couldn't even get close to them. Later, some talented people like you were hired to analyze why they couldn't get close to them, despite having everything: high remuneration, high resources, high-tech things, trained personnel. Later what was seen, after analysis, they said it was due to only the harmonious environment. The owner is very good, he mingles with them cordially, and the employees are also very good, they... to the work... To make them do this work, what they did was, at one point they reduced the salary, they saw the output was the same. They reduced it more, they reduced the light, still saw the output was the same. Their production was not getting hampered. Everything was fine with them. Later they found out the result was due to the harmonious environment.
I told you this because we are working in a harmonious environment. Due to our Arif sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employee. Those who are in leadership positions, they grow because of the employees.
Of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the equipment, the tires, I mean starting from the tires, whatever a machine has, for example a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when the problem arises. Okay? So, in that case, that's why, since Javed sir is a very wise person, so we will try to see how this thing can be made better. I forgot to ask one thing last time, when you mentioned the computer, I didn't know this thing before. So I will request, I... we have received some specifications for the server, but I will go into investigation again next week. So, the PCs you use or the laptops you use, if you give me a specification of that, whatever specification you have, in the column you have, then I will talk about it, that I will actually see how far ahead or behind you are in proportion to now.
I don't give any decisions. I just assess and say that our this...
No, no, I told you your result that came out of the two institutions...
That despite having so much, despite so much technology, they are not able to do it, because of the harmonious environment. The owners are good, the workers are good, they work like a family. Hmm. And nothing else.
I said the same thing. So, you have an Excel document, in that Excel document, everyone's system, I mean the laptops you use or the PCs you use, if you add a specification for that, the document that Arif bhai has. So then I will see that, for example, you are an analyst. What should your PC be like, I will then suggest that a system analyst's PC should be of this type. If it's not, then despite having productivity, his work will not progress because of technical or technological gaps.
Sure. Thank you.
For example, you are a complete mastermind. You are very... I mean, you can work at the speed of lightning. Now brother, how will you work at the speed of lightning if your PC goes crack crack crack crack.
We have so much work going on, think about our server's condition. We have so much work going on. Yesterday, on the last date, even on Thursday, the data card went down. Yes? Then it came back to the thing again, yes? I mean, there was a load on the data card. This is just some technical... our logistic support is not what it should be.
No, that is what we will work on, God willing. No problem.
I believe it. I believe it. And what you said, about the chairman sir or the MD sir. He is the MD of Unido, the chairman of our Nipro, sir and he is our boss, the main boss, the main person. He is really dynamic, he is really wise. For this reason, we are waiting to see on what measure he will measure and evaluate us.
No, God willing, we... and you probably know that we will work together. My company and Mononsoft. So, we hope for the best. Because, for example, I am in the UK or we work in the USA. The world's first... I mean, the first two countries, first comes the US, then comes the UK. Okay? If we cannot do something good from here, if we cannot capture this market, then it won't work. So, to do that, whatever needs to be done, God willing, we will do. No problem.
Okay.
Let me tell you a funny thing. I asked my younger brother's wife, "Well, you are a KFC manager in America. You see a lot of people. Tell me, are Americans intelligent or Bengalis?" She said, "Bengalis." I asked, "How is that possible?" She said, "Bengalis know multiplication tables, Americans don't." I am a KFC manager. No one gets a chance with me. Not even a single penny's chance. Because I learned multiplication tables in my childhood.
There's a gap here. What's the gap? It is that we... after learning so many things, there's a saying, "Too many cooks spoil the broth." Our characteristics are often like that. Since I have, it can be said, spent half of my life in Bangladesh, and half of my life in the UK. So it is seen that... if I talk about my son, he studies in class eight. He has no textbooks. Okay? He goes to school, in school they teach him biology, they teach him math, they teach him chemistry, they teach him cooking, he can bake well, plus whatever else is there, they teach English, they teach pronunciation. But that is limited to the school's eight to two, within this eight to two. He comes home, at home he... I mean, what I can't do, he can do that too, if I talk about technology. So what we do, they are teaching him everything, and over there it's practical, not memorization. Here they teach multiplication tables, they teach multiplication tables, they teach in such a way that we didn't learn. I now think that if I had learned the way my son is learning, then in the things I am very excellent at, no one could have held me back. Okay? So, by working with people like this, and we go to different organizations, we go to different organizations and work with the people of those organizations. So then it is seen that I am working with a Bangladesh organization, I am working with a UK organization. One difference is, here, whatever you are excellent at, they grow that more. Or we too, whatever you are excellent at, I will grow that. What you are bad at, I won't catch that or see that. Why? Because I don't need that. Sorry, one second. What happened, son?
What is Nana doing? Wait?
What is Nana doing?
She is walking around and I don't...
Okay, let Nana do it. No problem, you go. I'm in a meeting now.
Is she at the door or something?
Okay, let her be at the door, let Nana be there, you go.
Okay. My mother-in-law lives with us. So she walks around or does things, a lot... I mean, a bit... I think her age is seventy-four. But anyway, you go, you go watch TV. Go. Go, let Nana do her work. I will deal with Nana later. Okay?
Mom, you finish in the toilet and then do your prayers. I'll come and give you breakfast after my meeting is over, go. You just go to the toilet, keep these here. I am setting it up.
So, what I'm saying is, this gap, this gap, sometimes if we don't work with internal people, it's not possible to understand. Because a food store and specifically a... what do you call it, this technological innovation or a university or all these things, they are worlds apart. So there, when a client goes or an environment is created, it's totally dependent on the environment. In a food store, a certain type of people will go who might have intellect, they might have many things, but those who are working at the corporate level, they don't have the same drive. Why am I saying this? Because I have worked at the lower level, I have worked at the mid-level, now I am working at the upper level. So, I have seen all the systematic things. I worked in a hospital for a long twelve years. As a... I mean, as a healthcare assistant. Work...
You have said it, I know. I was in that meeting.
Okay.
So, I see work as work. But from there, if I have the... if I have the talent, I will definitely take myself to the corporate level. I won't stay at that level.
No, there is no shortage of glowing examples of this here at Mononsoft.
Hmm.
Because here, if someone gets angry or upset, they leave, and wherever they go, they go with three times the salary.
Yes. This exists.
Here at Mononsoft, this is not an issue. Here, it's a common matter. If someone gets angry, they leave. And when they go, they go with three times the salary.
No, no, that's fine. So, this... but they regularly come back. How do they come back? They come, they come regularly and chat. This environment, the harmonious environment I was talking about, they missed this. Wherever they go, they get money, but they miss the environment. Here, everyone regularly keeps in touch and comes.
No, it's okay.
Someone came yesterday too. Let's go back to our... what do you call it, questionnaire.
Do you have any idea about debugging or troubleshooting?
Okay, let's not talk about debugging. The matter of troubleshooting, here I'll talk about some configurable things. For example, in material management or production planning PP, yes? In these places and in FICO, some configurable matters work everywhere, yes? There, for that configurable thing, the matter of troubleshooting comes up. That it's giving this output, it shouldn't be coming, yes? If this happens, it will work, then I will go there and fix it. Troubleshooting has to be done.
That's a good point.
Now if we talk about troubleshooting, in troubleshooting, how much would you give yourself?
Five out of five.
Fine.
Okay.
Document analysis and understanding, if I say in your case... Document...
documentation... what kind of document... could you elaborate a bit?
What kind of document? You work with data, right? For example, you brought data from one department, data from another department, you will coordinate the two and merge them. Now if you don't understand the document, you won't be able to merge it, plus you won't be able to tell the developer... this department runs this way, these are their data, this department runs this way, these are their data, but you have to... the two...
Let me give you an example. GQC, the Assistant Manager, second-in-command of the General Quality Control Department, Mr. Matlub, he asked me if my background is in microbiology. Why? Because I was giving him ideas about microbiology.
Okay.
The matter is like that. Am I clear?
Yes.
No, it's okay.
This... microbiology... I understand documentation quite well because I have to enter it into the system by understanding these things from them. Let's say 248 master products have been entered, they were entered by me.
Yes.
Alhamdulillah. Here, this... for instance, you... seven hundred, eight hundred and ninety-four FGs have been entered by us. Not just that, here QC, your excipient, there's API here too. There's active pharmaceutical ingredient, there's excipient, then there's packing material, primary packing material, secondary packing material, there are thousands of cases here too. Here, the specification of these three and a half thousand products, even if you take an average of ten or twelve for each, you calculate it. All of this has been entered by us, by me.
Okay. So in the case of documents, how much will you give yourself?
One has to understand. Five. If I don't understand, the result will be bad at the root.
That's what I'm saying. That... the work won't progress.
Okay.
Now we will talk about behavioral skills. So in time management, how much would you rate yourself?
Time management? Should I talk about the past or the present?
Current.
I come to the office before everyone else.
Okay. So that means, how much will you give yourself?
Five.
Okay.
Regarding communication. How is your English or Bengali communication?
If needed, I haven't settled yet. Alhamdulillah, I can manage. In the perspective of Bangladesh, I will give a five. Because I'm not a foreigner. I'm Bangladeshi.
You'll give a five in both?
Yes, of course. Alhamdulillah.
Okay.
And here, interpersonal skills are very important in our case, for those who work man-to-man, one has to work with everyone with understanding. That's why I've been saying from the beginning, work has never seemed difficult to me. What seems difficult to me is people.
That's right. How to mingle with which person, how to get along, how to take the work, and how to put it on them. It is very difficult.
Teamwork and collaboration. Since you are talking about this.
Alhamdulillah, five, five, five, five.
Okay.
Ownership of task.
Ownership, I... in what perspective are you saying this, if you could tell me, ownership...
In terms of your work. I mean, you own your work.
Oh, everyone gets annoyed.
Okay.
That means you are persistent.
Let me tell you about today's meeting. I protested about today's meeting. Why did the three o'clock meeting start at four? When the topic came up, I said this is official, not personal.
Of course, one has to ask.
No, I'm saying, why is the three o'clock meeting at four? This is official and official time. Why are you asking? For what reason? This is not a personal matter. You do your work your way, go ahead. The official decision was changed for an official reason. I don't need to understand why. You do your work your way, go ahead. This is not a subordinate level matter. This is a managerial decision, a managerial matter.
No, that can change. That can change.
So, how much will you give yourself in ownership?
Alhamdulillah, five.
Because, if I don't own something, if I don't own anything, nothing good will come of it for you.
No, no, that won't happen. At everyone's level...
Never.
If everyone owns their own thing at their level, only then is it possible to grow. Otherwise, it will be seen that I am owning it, but the person I am associated with, if they don't own it, I will fail.
Simple.
You have to own it. It's a must. Otherwise, the quality won't be good either.
No.
Problem-solving skills.
Alhamdulillah, good.
Okay. How much will you give?
Five, five, five. Nothing less.
Learning initiative.
Very good.
Okay. You're giving five for this too. Okay.
Adaptability.
Alhamdulillah. Very good. It seems like you've created all your questions just for me, right?
Okay, no. This is the same question for everyone.
Then it's good. Five.
Okay.
The conversation we will have now, we will have it in English to understand English levels as well as your understanding of English.
Sure, sure, sure. Why not?
Which parts of your role do you feel you are strongest in?
I am feeling which part? You know, I can create the interpersonal relationship between peoples. That I can understand the work, I can own the work. I think this is my special quality.
Okay. Which parts of your role do you struggle with?
Struggle with? Sometimes, to support the working people. Several times, same thing, feel mentally disturbed, but I control myself.
Okay. What skills would you like to improve over the next 6 to 12 months?
Oh, 6 to 12, I... I just dreaming about the Jarp. It will be completed within 12 months.
Skills, not Jarp. Your skills.
Of course, of course. Jarp equal to my skill. HRM will be completed, I will be expert in HRM. FICO will be completed, I will be expert in FICO. I think only about the Jarp now, right now. I am focusing on the Jarp, nothing else.
How confident are you working across the full-stack environment?
Alhamdulillah, fine. Very fine.
What slows you down in your current data analytic role?
Sorry, again.
What slows you down in your current analytic role?
Menlook, manpower.
Okay.
And time. Manpower and time.
Okay.
What new technologies or tools do you want to learn?
Ah, AI, definitely AI.
Okay. What type of task or responsibilities would you like more?
Very difficult to say.
Quantify. Okay. Um, do you have right resource and documentation to perform your work?
Right resources and documentation? What kind of right resources and documentation?
Related to your work, whatever what you do.
No, no, no. Think about that. Uh, according to according to our previous CFO sir and the project manager, designed the program. They are working according to their forms and giving me the master data requirement. I collect it from the field source and institution and input them. Uh, proper documentation... I I I have lot of confusion about it. Proper documentation... there should be a distinguished documentation. If you ask me about the OQPQ, AQ, there is no OQPQ.
Okay.
But what, think about... you have to mention one thing especially, that is Jarp is not completed. Think we are working the institution along with the among the institution we are working, they are our development partner. They are our... especially Nipro JMI Pharma. They are our development partner. Jarp is not completed, but we are working with them. They are working with us.
They are development part. Here the documentation task is not completed, documentation is not completed.
Okay. Okay, that's fine. So do you think that if we complete the documentation, that will be a stronger position for us, or if we don't complete the documentation, what type of mishap we would have in the future?
Without documentation, an institution, a this product, Jarp will not be completed. Without documentation, this is not possible. You have to have the recognition, you have to have the documentation. You must. It has no alternate.
So from your perspective, uh we must finalize the documentation and then we would see the end.
If you want to uh think about in a page, you are writing in the first line, then second line, then third line, again you are entering another line in the second, another line in the fourth, another line in the fifth, one after another, your line is not completed. Definite. You can't say this is first line. First line is this is volatile.
At this moment, you can't complete the documentation.
Two things I wanted to discuss with you. I know that uh uh talking with you, taking a little bit longer time. Other people, they will, they will be very um not uh in good uh mood. But I just wanted to talk to you. You talk about documentation and understand that due to due to my understanding and due to my work with you, understand, yes, we need documentation, we will do that. In relation with the unregistered or unlicensed version, what is your concern about that?
Unlicensed version?
Unlicensed version of the database, um the Oracle database. What is your concern?
Uh, think one thing, uh this is unlicensed version, it's true, but another segment is we are the Oracle institution is declared up to 19c. Up to 19c is free. We can use the up to 19c version only. Up to 19c. But after that, we can't use. But Oracle introduced the AI version. We are deprived from them.
No.
Because we are not subscribed.
Yeah. Few things that...
Oracle is tremendous, tremendous DB and tremendous, uh also expensive also. Oracle also expensive and tremendous. But we are deprived of this sort of facilities.
Because, um, you know, Windows or all all any applications, they have an earlier version and they have a new version. So, what they do, uh they uh prioritize it for people they don't have money, so you can use it, but that's free. But you can't get the cream. Okay?
Yes.
Old version, they will never maintain a particular way uh to support those things. If there is a problem in database structure or anything happened, then they are not going to fix it because they they don't worry about that.
No, another thing, not the latest version will make you updated. You need also a training.
Yeah.
You must have have to have the development point. Without the target and point and the course and the logistic support, all of will make you the... If someone without the uh with his own capacity, if someone learn something, that is the also development of the Jarp.
Yes.
If you give me some sort of training and courses, it will reaches the Jarp.
Yeah, yeah, yeah, yeah. So, so I totally understand what you're saying and what you are coming from. But that's that's fine. Uh, we are creating a versatile workfor for uh JMI or Mononsoft. Uh we will have a car to complete the current version 0.1. We will have a global road map that we will work on specifically some methodology uh to extend Jarp to global market. As well as we will have um training facilities, career development facilities for AI and DevOps. In this scenario, where do you fit in?
You know, first we have to register, without registration, without recommendation, without government clearance, we cannot move on uh cross-border. We can make a deal with the cross-border.
Yeah, that's the thing is the process, that we will go through with the process. It doesn't matter. But I asked you, where do you fit in? Current Jarp, or global road map, or uh career developments?
Inshallah, Jarp will dominate in the Bangladesh, also out of the Bangladesh, cross-border of the Bangladesh. You know, 13 country, we are exporting products in 13 countries. First, we have we have a... I mean we have 13 friends who will, we will eagerly waiting for the Jarp. They are waiting for the Jarp. After completing the Jarp, it will their another platform to work on Jarp. Am I right?
Yeah, yeah, yeah, yeah. But I am saying that where do you fit in? In the version 0.1, global road map, or in uh AI development?
Both, both, both. In the in the Bangladesh, also in the global. I am thinking with the first, out of the circle, I am thinking first the 13 countries, our exporting 13 countries.
Okay. Um, that's end of my questions. Do you have any question for me?
Oh, if you don't mind, your left eye is smaller. Is there any problem?
That's due to my brain tumor surgery.
Oh, oh, oh, sorry, sorry, sorry.
So, uh that's uh I had a brain tumor surgery in 2009. And due to that, um I am left, my left side is weak, I am deaf, and uh other complications. I have um lots of... hundreds of other complications. But that's not, um that's not... that's why uh I am very strong in in training teams and creating new things. Uh, disabilities, atmosphere, and all other things should not bind you to do great work. If you are great, if you have great knowledge, if someone helps you to overcome your barriers, you can do great work.
Yes.
Last of all, not only me, also we eagerly waiting for your very good news, which will improve us. First, we thought that you will give us a huge AI platform and training and lot of key things to work on it.
Yes, uh definitely, inshallah, uh we will, we will work together...
Now, I am, I am also hopeful that you will give us a lot of high high configured system.
I will talk about it to Javed bhai, so don't worry. But I need to...
Server, also server.
Yeah, yeah.
This all things. Heart thing.
Yeah, because, because I I cannot give you, I can propose like, okay, this is the things they have. So, they they...
I am not demanding you, I hope, I hope. I am not demanding you.
I will ask you, I will I am just the person to present him my fundings and he will take the decision. Okay?
Your positive attitude will...
I don't make decisions. I am just going to present the findings and show him like, okay, this is the their state and that you have to do this, you have to do this, you have to do. So if you do this one, you will gain this. If you don't do this one, you will lose this. So, this is...
Thank you, thank you. This this is lot of us. This this will lot of us. Thank you, thank you so much.
So, let me call for the next person, please.
Sure, sure, sure. Uh who who, Mr. Nasimul, our Nasimul.
Okay.
Yes. Thank you, goodbye.
Thank you. Thank you, bye bye. Thank you for your time.
Hello sir.
Good afternoon.
How are you?
I'm good, alhamdulillah. How are you?
I am fine, alhamdulillah.
Okay, I'll just take your form.
Nasimul Karim.
Yeah.
Okay, just give me a second.