And this is the first conversation. We will have more series of conversations with you. Okay? Inshallah. Inshallah, Inshallah. Arif sir is giving this matter a lot of importance. Arif sir is giving it a lot of importance, you see? For this reason, we actually want the conversation to start. And for this reason, seven of our people are waiting for you to start. Yes, and we spoke with many people. If you could kindly tell me your name. My name is Jakawat Uddin Ahmed. It starts with a Z, right? Yes, yes, yes. Okay, wait. Jakawat Uddin Ahmed. I think your name was missing before. Actually, what I am is, I myself am not a traditional employee. Not a so-called employee. Because I am an external employee of Nipro JMI Pharma. I see. Actually, here, I work as an in-between for Mononsoft, then Nipro JMI Pharma, or Unido, for all of them. Okay. So, spell your name, please tell me the spelling. Z A K A 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. To collect the master data of Nipro JMI Pharma. Because pharmaceutical data is not usual data. Because for a single procurement, you have a certificate of analysis, analytical report sheet, yes, its measurement, the measurement layering is different. Supplier, manufacturer, then second manufacturer, product, 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 thing is, a software, I consider it an engine. And to run it, the master data that's needed, that master data works like a wheel, or it works as a road, works as a street. Your engine has to run, right? That is the work I have mainly done. I see. How do you, well, 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. The forms, the tables, the scripts were ready. So, the development of this script or the matter of making it suitable for the institution's needs, and according to the table or demand, the master data that was needed to run it, those ones. My thing is, the coordination between the two parties, you should think of it as the main thing, the coordination. Work is never difficult. I never think of work as difficult. Not me, no one should think so. What's difficult are people. No, I am asking you how you collect the data? You... That one, the related one. For example, let's start from the beginning. My, that one, I told you about a product. A product has that matter of analysis. I, for analysis or to make finished goods, the raw materials I need. Hello? I'm here, I'm here. I just turned it off, my ear is feeling a bit uneasy. That's why my ear is itching. That's why I... Okay, it's fine, it's fine. This, for example, my QC, Quality Control. General QC, General Quality Control Department, or what do they call it, my Microbiology department. Or my Q-Com, Compliance. These segments, these departments, the work these divisions will do, yes. Their involvement with my product. From the start to the end of a finished good, whoever's involvement is there. Suppose a BOM is being created for me. In our pharma company, I have 248 master products. Here I have 864 finished goods. Here, think about one thing. My master products are 248, my finished goods are 864. So the difference here is almost 616. The mapping of these 616 master products has changed, it's changing in the semi-finished goods. Now, let's get to it. So that means my variation is higher. My demand is higher. My raw material has come, my QC is being done, GQC is being done, microbiology is being done, now my molecular biology is being done, these layerings of QC, everyone's demand or the quality checking is also different. This checking, what will it be, what will the specification be. What is the demand? Let's take a simple matter, I'll take one of my packing materials. I have a, what do you call it, an inner carton. The inner carton, suppose it has 24 specifications. This specification, it's again, they have an international GMP guideline. There's an ISO guideline. Then again, their internal one also has a certification matter. So, with the coordination of three things, that specification, form, appendix of mine, what do you call it, aligning it, their numbers, collecting them and setting the specifications in the proper place, and training them up and getting the work understood from them. Firstly, what work am I doing? I am understanding it from my program manager. Understanding it, I go to them, and I take the things from them. I am working myself, I am getting the work done by them, and I am implementing the work. If you tell me that in the case of implementation, you are implementing, right? Are you implementing in the ERP? Are you implementing in JARPA? Yes, yes, yes. Okay, that's fine. We will have more continuous conversations, more in-depth. So we, who do you report to? Now let's talk about reporting. Here, all the managers there are, be it the sales module, material management module, FICO module, or in the future, very shortly HRM is coming, Inshallah. HRM. Actually, I report to everyone. I report to Arif sir, I... Arif, CLM Ibn Hasan. Since I am not a traditional employee. Okay. That means CTO, all other PMs, and IT manager. IT manager, yes. Today's date is the 6th... In this role, just say Mononsoft or JMI, how many years have you been there? I have been here for two years. Two years. Two years ago, did someone else do this job? Did you replace anyone? No, no, no, no. As I told you, they created JARPA, created the ERP, but the wheel needed to run it, I'm the one who created it. Okay, you did that. That means all the departments of JMI, of Nipro JMI, or JMI, all the departments and those with interconnectivity with JARPA, you collected data from every stakeholder and incorporated it with the developer. Yes, yes, yes. Okay, that is your job. Okay. Alright, we will talk about some technical skills and some behavioral skills here. Although the whole thing might not be relevant to you here. Okay? But why won't it be relevant? Because your job is different. For that reason, it won't be relevant. So, but we will just ask the questions here. And if I can find relevance from the things you've said, after this, I will sit with you again. Inshallah, Inshallah. So from the technical skills, we will rate between one to five. One is starting and five is expert. 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 that are there. So, for that reason, how we will train whom or how they will be more productive, our specific main goal is to reduce running costs. So that, plus, employee productivity is increased. Because if employee productivity doesn't increase, running costs won't decrease. Okay? So we will do that. So, in terms of skills, in your past experience or in your education line, did you study software engineering 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. So in this case, since you are now included in a software development project. Okay? In that case, do you have any idea about back-end or front-end development? It would be wrong to say I have none at all. I have the basic idea. Although we are traditional, very old-school people. Actually, before this, I was in the banking sector for fifteen years. And there, the first ICT audit was done by my hands, that's the first thing. And the software implementation that happened there, it first happened in the local office, the biggest branch. I was also the main coordinator for that. No, that's what I'm saying. Before that, let me mention another thing. That is, before this, I worked as an IT-enabled service manager. There, I had 18 franchises, I was in total charge of that. Total coordination, managing, explaining the work to them, understanding the work, billing, everything was done by my hands. 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. You, in terms of understanding front-end or back-end development... Not in terms of development, since you work with these things, in terms of understanding, how much would you rate yourself? Actually, in the case of JARPA, I would say five. If it's not JARPA? If it's not JARPA, I'll understand according to that. Since the languages here, or here, who plays what role or how they play it, I know. Beyond that, I haven't really gone yet. It's difficult to say. Because we have no shortage of languages. You don't work with languages, in fact. You work with data. Here, for example, I know who is working with what language and how. Who is working with API, who is looking after the front-end, who is looking after the back-end, who is working on the database, who is designing, who is creating forms, who I need to contact for which job, I have to understand this. Otherwise, I won't be able to work. But I'm 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 the case of data management. It would be wrong to say I don't know coding. My life started with coding. For example, when D-Base was around, notice, think about the first thing, about the D-Base. Back then, it was only D-Base. If you want to create a color, you have to write about zero to 255. You will do coding, to do coding, how do you think, my own start was with coding. Do you remember, about the year 1990, sorry, about the year '88. At that time, the first IBM brand machine came to Bangladesh, which had 2 megabytes of memory, 2 megabytes of hard disk, and its monitor was 6 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 are very experienced, you know a lot. That time is not really a barrier. The kids of today, we are nothing compared to them. The modern ones, they are nothing, they know a lot, they know a lot about the past, a lot about the future. Knowledge. Your knowledge, there are many things I don't know that you know. So the thing about knowledge is like that, you will know well in your expertise. I will know well in my expertise. For example, my concept is like this, work is not an issue, work is not a big deal. Work is a simple thing. What's difficult are people. No, that's fine. Do you have any idea about API development or integration from the people you work with? Like what? Could you elaborate a bit? How do they work with APIs? For example, since you are a data analyst, you probably often think about how data will be captured from different systems into one system or how the data will come. Or do you not? I see. If you do, then API, the API, even if you don't set up the integration, do you have any idea about making the API work? I don't have any direct involvement in this, no. Okay, you can say zero. Do you have any idea about databases? No no, technically, just give me a 'no' for everything. You just, I mean, instead of asking the next question, if it's technical, just give me a 'no'. Okay. No, I am still asking the questions. Yes, no, it's fine. I am still asking the questions. Do you have any idea about DevOps? Go on, go on. The thing about DevOps is the work we do like server maintenance, uploading projects 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 this, I hear it. Okay, fine. I am the building base. Okay, do you have any idea about system architecture? That, when Windows introduces its architecture... Not Windows, I mean our software architecture could be any kind of architecture. But for example, JARPA architecture. Since you work with every team, that means if you don't know or understand the system architecture well, then how the data will go from one place to another, that coordination is often hindered. So for that reason, what we do is, those who are system analysts, we train them up on system architecture. Here, no, let me tell you something. The master plan for this was done by our JMI's former CFO sir, who has left. This master plan is in his hands. For this reason, still many things, he joined somewhere else a while ago. For this reason, actually here, even the managers, even Arif sir, they are all dominated by... So for that reason, that's okay. That's not a problem. We can change jobs, we can leave. Okay? That's not a problem. So this is why we are intervening, so that, for example, in the future, if someone of ours leaves, so that our system is not hindered because of them. So that there is an alternative fallback plan. Yes, so to make that forward plan, Javed sir has brought us in. So that in the future, the developments happen nicely, plus the work we are doing, we now have to do reverse engineering. By doing reverse engineering, we bring the whole work to a, I mean, a strong foundation. That's why we are saying these things. We will work with you, you guys... Sir, will this thing go to the factory level? Will you also go to Nipro's factory level? Slowly we will go, Inshallah. Because our whole thing is to automate. Now, if we automate and have to reduce our production cost, then there is no way other than automation. Regarding production cost, the big production itself is at Nipro Pharma. Yes. So we will slowly do everything. What we are mainly working on is, first, to fix the basic things. Then slowly add things. Because if I don't fix it at the foundation, the things that are built on that mistake, they also turn out wrong. No, that won't be right. It will be even more wrong, then it will be seen that this investment that Javed sir has made, the huge amount of money he has invested, crores of taka he has invested, that thing will become completely valueless. Now we, what are you talking about? Are you talking about JARPA? I mean the total systematic build, JARPA, I'm talking about everything combined. No no, in the case of JARPA, I must say one thing. A simple matter, JARPA has made such a vast thing with so few resources that I don't believe you can bring another thing like it to the market. No no, that's fine. Your this, this one still... We have nothing. What do we have that's original? We work on Oracle, do we have any original version of Oracle, do we have anything subscribed, what do we have? Do we have anything in the office? What do we have that's original? Look at our laptops, do our machines work properly? They hang, they do this, they do that, our machines are not right either. These are the things we have come to fix. Now, as you mentioned Oracle, let me tell you a small case study. 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, huge, what do you call it, market-dominating, very good production, but manpower was low, salary was low, facilities were few, the machines were traditional, there was nothing modern. So a big company came, targeting them, that they will capture their market. Right beside them, the thing was built, high-tech, technology, all machinery state-of-the-art, the people were very well-trained, everyone was brought in but they couldn't get close to them. Later, some brilliant people like you were hired to analyze it, why they couldn't get close to them, despite having everything, high remuneration, high resources, high-tech things, well-trained. Later, what was seen, after analysis, they said it was due to only the harmonious environment. The owner, he is very good, he interacts with them cordially, and the employees are also very good, they take work as... To get them to work, what did they do, at one point they reduced the salary, they saw the output was the same. They reduced the light, reduced the light, still saw the output was the same, their production was not getting hampered, everything was fine. 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 its employees. Those who are in leadership positions, they grow because of the employees. Yes, of course. Whether they are good or bad, I won't judge that. I will judge it as a machine. An organization is a machine, in that machine, the head, whether they are knowledgeable or not, whether they work well or not, all the equipment, tires, I mean from tires to everything else a machine has, if I consider it a car, if everything coordinates properly, then it can go very far. If it doesn't do that, then the problem arises. Since Javed sir is a very wise person, so we will try to figure out how to make this thing better. Although I forgot to ask one thing at the end, when you mentioned computers, I didn't know this before. So I will request, I have received some server specifications, but I will go for an investigation again next week. So the PCs you use or the laptops you use, if you can give me a specification of those, whoever has what specification, in the column you have, then I will talk about it. That I will really see how much ahead you are and how much behind you are in proportion to now. I don't make any decisions, I just assess and say that our this... no, I told you the result that came out from the two companies... that despite so many things, despite so much technology, it's not succeeding because of the harmonious environment. The owners are good, the workers are good, they work like a family. And nothing else. That's what I said. So, the excel document you have, within that excel document, if you add the specification of everyone's system, I mean the laptops you use or the PCs you use, Arif bhai has that document. So then I will see that, for example, you are an analyst, what your PC should be, I will then suggest that a system analyst's PC should be of this type. If it's not, then despite having productivity, their work will not progress because of technical or technological gaps. Suppose 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 crack... We have so much work going on, think about the condition of our server, 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. Meaning, the load on the data card became too high. These few technical things, that according to our logistic support, we are not what we should be. No, that's what we will work on, Inshallah. No problem. I believe this. I believe it. And what you said about the chairman sir or the MD sir. Unido's MD, our Nipro's chairman sir, and he is our boss, the main boss, the main person. He is truly dynamic, he is truly wise. For this reason, we are waiting to see on what measure he will evaluate us. No, Inshallah. And we, 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. If we can't do something good from here, if we can't capture this market, then it won't work. So to do that, whatever needs to be done, Inshallah, we will do it, 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.' So tell me, are Americans intelligent or Bengalis? She said Bengalis. How is it possible? She said Bengalis know the multiplication tables. Americans don't. I am a KFC manager, no one gets a chance with me. Not a single penny's chance because I learned the multiplication tables in my childhood. There is a gap here. What's the gap? That is, we, you know, they say too many cooks spoil the broth? It's from learning too many things. Our characteristic is often like this. Since I have spent, you could say, half of my life in both environments, half of my life I spent in Bangladesh, half of my life I spent in the UK. So, it is seen that, if I talk about my son, he is in class eight, he has no textbooks. Okay? He goes to school, in school they teach him biology, they teach him maths, they teach him chemistry, they teach him cooking, he can bake well plus whatever else there is, they teach English, they teach pronunciation. But that is limited to the school's eight to two, within that eight to two. He comes home, and at home, he can do things that even I can't do, 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, here they teach multiplication tables 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 matters where I am very excellent, no one could have held me back. So, working with people like this, and we go to various organizations, going to various organizations we work with the people of those organizations. So then it is seen that I am working with a Bangladesh organization, working with a UK organization, one difference is, here, for example, the thing you are excellent at, they grow that more. Or we too, the thing you are excellent at, I will grow that. The thing you are bad at, I won't catch or see that. Why? Because I don't need that. Sorry. One second. What happened, son? What is Nanna doing? What is Nanna doing? She's walking around... Okay, let Nanna do it. No problem, you go, I am in a meeting here. She's at the door... Okay, let her stay at the door, let Nanna stay, you go. Okay, my mother-in-law lives with us. So she walks around or does things, a lot plus, a bit, I think she is seventy-four years old. But anyway, you go, go and watch TV. Go, let Nanna do her work. I will deal with Nanna later, okay? Mother, you finish using the toilet and then pray. I will finish my meeting and give you breakfast, go. You just go to the toilet, keep these here. I am setting it up. So, what I was saying is this gap. This gap, often 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, a technological innovation or a university or these kinds of things are worlds apart. So there, when a client goes or when an environment is created, it's entirely dependent on the environment. A food store will definitely have a certain type of people, they might have talent, they might have many things, but what those who are working at this corporate level have, they don't have that. 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 there are. I worked in a hospital for a long 12 years. As a, I mean as a healthcare assistant. You said it, I know, I was in that meeting. So I see work as work, but from there, if I have that thing, if I have talent, I will definitely take myself to the corporate level. I won't stay at that level. No, here at Mononsoft, there is no shortage of shining examples of this. Because here, you know, if someone gets angry, if someone gets upset, they just leave, and wherever they go, they get three times the salary. Yes, that, that exists. Here at Mononsoft, this is not an issue at all, it's a common thing here. If someone has gotten angry once, they leave, and when they leave, they get three times the salary. No no, that's fine. But they come back regularly. How do they come back? They come, come regularly and chat. This environment, that harmonious environment I talked about, they missed that. Wherever they go, they get money, but they miss the environment. Here everyone regularly keeps in touch and comes. No, that's fine. Someone came yesterday too. Let's get back to our thing, what do you call it, let's get back to the questionnaire. Do you have any idea about debugging or troubleshooting? Okay, let's not talk about debugging, the thing about troubleshooting, here I'll talk about some configurable matters. For example, material management or production planning, in PP, yes, in these places and also in FICO, everywhere, some configurable matters work. There, this configurable thing, in that case, the matter of troubleshooting comes up. That this output I am getting, it shouldn't be coming. If this happens, it will work, then I will go there and fix it. Troubleshooting has to be done. Now if we talk about troubleshooting, how much would you give yourself for troubleshooting? Five out of five. Document analysis and understanding, if I say in your case. Document, if you say document, what kind of document? Could you elaborate a bit? The data you work with. For example, you've brought data from one department, data from another department, you will coordinate the two and match them together. Now, if you don't understand the document, you won't be able to match it, plus you... You won't be able to tell the developer that this department runs this way, these are their data, this department runs this way, these are their data. But you have to... Let me give you an example. GQC, the second-in-command, Assistant Manager of the General Quality Control Department, Mr. Masud, he asked me if my background is in microbiology. Why? Because I was giving him concepts of microbiology. Okay, good job. The matter is like that. Am I clear? Yes. This microbiology, I mean, I understand documentation quite well because I have to enter it into the system by understanding these things. Suppose 248 master products have been entered, they were entered by my hands. Alhamdulillah. Here, this, for example, 700, what do you call it, 894 FGs have been entered by our hands. Not just that, here, QC, your excipient, here also there is API. There are active pharmaceutical ingredients, excipients, then there are packing materials, primary packing material, secondary packing material. Here also there are thousands of cases. Here, the specification of these 3,500 products, if you consider an average of 10 to 12 each, you can calculate, all of this has been entered by my hands. I see. So, in the case of documents, how much will you give yourself? I have to understand. Five. If I don't understand, the result at the foundation will be bad. That's what I'm saying. Work won't progress. Okay. We will now talk about behavioral skills. 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 how much will you give yourself? Five. Regarding communication, how is your English or Bengali communication? I, when needed, I haven't stumbled yet. Alhamdulillah, I can manage. In the perspective of Bangladesh, I'll give five. Because I am not a foreigner, I am Bangladeshi. You'll give five in both? Yes, of course. And here, interpersonal skills are very important for us. Those who work, man to man, have to work by understanding everyone. For this reason, I've been saying from the start, work never seems difficult to me, what seems difficult to me are people. How to mingle with which person, how to get along, how to take the work, and how to impose it on them, it is very difficult. Teamwork and collaboration, since you are talking about it. Alhamdulillah, five, five, five, five. Ownership of task. Ownership, I... in what perspective are you saying this, if you could tell me, ownership? Tell me in the context of your work. Meaning, do you own your work? Oh, everyone gets annoyed. I see. That means you are persistent. Let me tell you about today's meeting. I protested about today's meeting, why did the 3 o'clock meeting start at 4. When the topic came up, I said this is official, not personal. You can't ask why the 3 o'clock meeting is at 4. It must be asked. No, I'm saying, why the 3 o'clock meeting is at 4, this is official and official time, why are you asking for what reason. This is not a personal matter, the official decision has changed for official reasons. I don't need to understand why. You are doing your work, do it. The official procedure changed, this is a managerial decision. 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 would you give yourself for ownership? Alhamdulillah, five. Because, if I don't own something, if you don't own something, nothing good will come of it for you. No no no, that won't happen. It's on every level, never. If at everyone's level they own their own thing, only then is it possible to grow. Otherwise, it will be seen that I am owning it, but the person I am connected 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. 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. Oh, Alhamdulillah, very good. It seems you have prepared all your questions just for me, haven't you? Okay, no, it's 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, 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 six to 12 months? Oh, six to two, I just dreaming about the JARP. It will be completed within 12 months. Your skills, not JARP. Your skills. Oh, 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? Manpower and time. Manpower and time. Okay. What new technologies or tools do you want to learn? Uh, 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? The related to your work, what, what you do? Uh, 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 have a 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 here have to mention one thing especially that is JARP is not completed. Think, we are working the institution along with among the institution we are working, they are our development partner. They are our development partner, 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 a development partner. Here the documentation, task is not completed, documentation is not completed. Okay. Okay, that's fantastic. Do you think that if we complete the documentation, that will be stronger position for us, or if we don't complete the documentation, what type of mishap we would have in the future? Without documentation, the institution, this product, JARP will not completed. Without, 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. Definitive. 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, talking with you taking a little bit longer time, other people they will, they will be very, um, not, uh, what I would say, 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? Think, one thing, uh, this is unlicensed version, it's true, but another segment is, we are, the Oracle institution is declared, 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. Because we are not subscribed. Yeah, a few things that Oracle is a tremendous, tremendous DB and tremendous, also expensive. Oracle also expensive and tremendous, but we are deprived of this sort of facilities. Because, um, you know, Windows or all, all any, any applications, they have an earlier version and they have a newer 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 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. And another thing, not the latest version will make you updated. You need also a training. You, you must have, have to have the development point. Without target and point and the course, and the logistic support, all of will make you the, if someone without the, with his own capacity, if someone learns something, that is the also development of the JARP. Yes. So, if you give me some sort of training and courses, it will reaches the JARP. Am I, yeah, yeah, yeah, yeah, so I totally understand what you're saying and what you are coming from, but that's fine. Uh, we are creating a versatile workforce for, uh, JMI or Mononsoft. We will have a to complete the current version 0.1. We will have a global roadmap 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 restart. Without registration, without recommendation, without government clearance, we cannot move on, uh, cross-border. We can make a deal with the cross-border. That's the thing is the process that we will go through with the process, it doesn't matter. But I ask you, I asked you, where do you fit in? Current JARP or global roadmap or 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 a, I mean, we have 13 friends who will, who 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, but I am saying that where do you fit in? In the version 0.1, global roadmap or in, uh, 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'm left, my left side is weak, I am deaf, and other complications. I have, um, lots of, hundreds of other complications, but that's not, um, that's not, that's why, uh, I'm very strong 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 a lot of key things to work on it. Yes, definitely Inshallah. 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 know that's server, also server. All things, hard things. 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'm just the person to present him my findings, 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 is a lot of us. This, this will a lot of us. Thank you, thanks a lot. I'll get 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. Assalamu Alaikum. How are you? Yes, Alhamdulillah. How are you? I'm fine, Alhamdulillah. Okay, I'll just take your form for a bit. Nasimul Karim. Yeah. Okay, just give me a second.