Good evening, everybody. I think IT infrastructure Services, which is a service line within TCS. When we started this unit, it was one of the most unglamorous unit to be part of it. The silent workers behind the scenes will make all everything happen, but they will never get praised for it. If something did not happen, they will get all the big bats. But I think I should be blessed that I'm in a space where maximum changes are happening today. So being the background boys, I think we're actually playing in the front and the growth in this space is definitely been possible, mainly because of. What technology can offer to the business, It's a constantly changing landscape and the most important change we did for ourselves is we positioned our business in front of the customer rather than making it technology defined. I think that's the big change we made when we got in into this space to operate. That's why you should see this. Our story, the growth has been very aggressive. Today we are close to 14% of the company and we have more than 400 clients. When we started these units, the most important change which happened was we were able to bring in new logos because we were seen as a new infrastructure player for Fresh Air compared to the traditional infrastructure players who are in the market. I think that was one of the reason why the growth was very, very aggressive. And we have more than. 400 customers within our space and we have the best in class customer retention in this industry today. And that is validated by many of the analyst versions. So I think I just wanted to dwell a little on this particular paradigm shift, which has happened to the infrastructure business within TCS. We were traditionally a software development company, so we had the way we looked at infrastructure business was. Being customer centric, our core of our business, the reason for doing so well for so many years, while your customer centric, there was one key theme, the second one was the global network delivery model. When we started this business, we decided we stick to the strength of TCS and position ourselves in the market for the infrastructure business. That's the first starting of the story where we said that we will position differently from the traditional players. Most of the traditional players looks at infrastructure as a box. We looked at the customer who is more important than the box which we are managing. And so we see the aggressive growth. We said we will be local because we wanted to use our global network delivery centers in Hungary. But in Mexico or in Manila, that's how the growth happened during the initial phase and once we hit the billion dollar mark, we said we have to change. The second change which happened was that we started looking at the data available within the infrastructure space. When I say data, I'm talking about the legacy which customers had inherited due to various reasons. So we said we have to transform it technically transforming existing landscape is. Easy in the sense that is predictable. We know if you've got a set of Unix boxes, you have a set of mainframe, you know what to do about making the change. What is difficult is how do we change the applications that are residing on these platforms. That's was the challenge comes so when we did the next phase of our growth which is accelerated transformation, we grew from 1 to $2 billion was when we said we have to look at analytics of the data which is residing in the infrastructure space, any application which runs. Whether it's a platform or whether it's a messaging system or an application, they leave a footprint on the infrastructure. So that's where Harry comes in and says, I can look at this data and make some sense out of it and you can start defining the target operating model for your customer from an infrastructure perspective. That's the transformation road map we drew for ourselves and that's where the accelerated transformation happened and we grew from a billion dollar to a 2 billion. Again, we took a pause and we said we have to change. So today if you look at anything we do it affects the business and it's the most important mindset change the infrastructure engineers have to have. So we said if cloud is the way the industry is growing going then the infrastructure engineers are start aligning with the business more than the technology. Technology is changing almost every day and it's important for TCS to look at business aligned operations. Business agility to bring in value to the customers. So today the road map we have drawn for ourselves is we will align with the business And so it was very natural for us to become the preferred digital partner for most of our customers. Any infrastructure engagement we do today is a full services we have to talk about the business in which we operate. And it becomes a value proposition from TCS. It is not about boxers, it is not about connectivity. It's not about the cables and data centers we talk about how is it my operation is going to align with the business and what is it I'm going to do to ensure that I'll provide agility. So it became a natural way of thinking differently from rest of the competition. That essentially stood us apart from. From rest of the players in this space. And while it was driven by transformation as the first step, I think today we are looking at we being immersed in the overall business of the customer. So we said we have to reimagine business agility. So cloud was the platform under which we said. The infrastructure unit of TCS will have to start aligning with the business. They have to provide aligned operations. They have to be able to provide agile infrastructure. So why it is important for the customer, we look at it from their point of view. We believe the platform which we create for our customer, customer, we call it cloud. I will go to the variance of cloud in the next slide. But before that it's important. Cloud essentially as perceived by the customer should give him agility to bring in new product ideas. You should be able to do his development for the new product in a very agile environment. Build up, test environment, bring down. Test environment, build up, release environment, bring down. Agile operations for his software development of the product which is visualizing. So DevOps became the way they will do their work and we have to provide an environment, build environments and destroy environment as soon as they want it and reuse the existing environment. That's what DevOps is all about and infrastructure plays a very critical part in that. The second thing which I have talked about is the hybrid it is. It's a reality that however much the technology changes, there are compulsions within the business which tries to pull it back to legacy. Which means the TCS has a, customer custodian has a. Role to play to ensure that the legacy is protected and the assets are reused. At the same time, help the customer take him to the future. We can't leave the customer to legacy because he will become obsolete. He becomes obsolete. I become obsolete, I become obsolete. So it becomes my duty that I tell him this is the things which can go to the cloud. These are the things which can go to the future. But these are the things something we need to carry with you because it's important for you. That's why hybrid it became important for us. The third aspect is. The business channels, I think people before me have talked about it from a business perspective that they want to communicate, trust the end user through different channels. There's digital way of touching it, whether it is the person comes to your store, whether it comes to your dealer to buy the car, There's a touch point and we have to be able to provide them different channels which are reliable and be on working in real time. So that is the third part of it. The 4th one, which is important and which is happening almost every day. Every engagement I start working on, they want to prepare themselves for. Three things. They should have a standard infrastructure which enables them to acquire a new company. The example of DuPont and Dow is the reality where I should have infrastructure ready to merge 2 large companies, which means something will go away, something will stay on, both of them will form the new company. The other one is there are companies which actually prepare themselves for separation tomorrow. They're actually planning today. So when they are asking for a cloud to be developed, they're saying so that I can. Seamlessly split myself tomorrow because we are doing two different businesses and we actually did it for one of the large high tech companies in Denver. So I think these are the four important criteria. So if you look at these four criterias, all of them are oriented towards what the business wants to do at the end of the day. For them to do this, I have to have a cloud which is flexible, which is transparent and which is agile. That's the end state we want to achieve. So we decided we will make it very simple in terms of how we think about cloud. It has to be a platform which can manage multiple environments as TCS I should be able to manage. A cloud, and within codes, someone calls it hybrid cloud, someone calls it private cloud, someone called this public cloud, someone calls it the way he wants that cloud to be, which is what the customer is all about. And I'm addressing the customer, that is customer centricity in my infrastructure world. And so the first offering, which they call it as enterprise hybrid cloud, is where a customer would move something into his data center or keep something in his data center, move something into a public cloud, do something with a private cloud. In his mind, this is how he wants to operate, which will give him the maximum. Agility. So anything which I do will have to the end result should be agility. So Gartner calls it by model IT because he feels both these environments are going to stay with them for some more time and we need a service provider who can manage this for his business. The second offering we said application platform cloud. Which means the whole enterprise is split across different applications which are running in different environments. And TCS has the duty of telling the customer, customer this can go to the public cloud. This need not be used at all because it has not run for almost 10 years. You're just having it in your system, we can do something about it. So those kind of. Platforms which we create, whether he wants to go into an SAP, he wants to create an analytics platform. These decisions are essentially made at this stage and we call it application platform cloud. The third offering is the business cloud. This is where the extra we go to an abstract level to the business processes which are it could be a horizontal like an F and it could be very. Domain focus like an insurance, retail or telecom, we saw some examples in the earlier presentations. So that is where the IP of TCS could play and we could proposition our products in the cloud. So we call it the business cloud because it is domain centric. So if you look at these three offerings, each one of those offerings are essentially addressing what the customer wants to do in his environment, today's environment is. And legacy and we are telling him we will transform it to a future model which is suitable for you. So again, I want to emphasize the fact it is customer centricity. It is not about technology. Leave the technology problem to me, I will solve that for you. But be sure that I give you an environment is most agile, most flexible for your future growth. That's how we are looking at the offerings in the cloud. So as TCS we decided that there has to be white spaces within this whole cloud model which has to be enabled by us. The first one is what is called as Dart. This is for us to be able to. Define the cloud strategy and do analysis for the customer. I talked about we go and when Harry's. Embryonic stage of Ignea was analytics. He essentially went and said to the customer said this is what you have got and I will tell you how to move to the future. So that's where I was born in 2009. So the discovery assessment and recommendation tool is what we use today to be able to define it for define the future operating model for our customers. The next one is migration. So this is again a huge problem. So when people talk about the public cloud, people talk about cloud is available off the shelf. The individual can just take it off the cloud, take it off the net, use it and then not use it. So I'll just use it based upon how much I want to use and pay for it. So it is in a very simplistic manner. We started looking at cloud when Amazon came up with their model or when Azure came up with the model. What everyone forgot about is that the. Behind all these things, there's a big enterprise which uses the cloud in different manners. So they want to use the cloud in different manners. It is not about the basic hardware, just about the enterprise applications or the business is run on those enterprises. But what is important and TCS is the only company which you realized that and desired that we need to have an environment which should be managed by us and that environment could be. A combination of different things. So the migration framework became an important. We you talk about moving from mainframe to client server, you talk about moving from 19199 to 2000. It was always migration was the problem and TCS was the same year there. So we believe that we will continue to have this and we have tools which will essentially automate the whole process of migration. When you want to go to a public cloud or when you want to go from a data center on site premise to a private load, I think migration framework is important. We call it Acme. The third one is about. ICMP, why did we develop integrated cloud management platform again to the realization that customers are going to be in a transitory stage for quite some time, There's going to be three to five years is what I would conventionally, I would realistically believe. And we need to be able to manage that environment and there's no single product. If you go to buy something for soft layer, they'll give you a orchestrator which will work only in that environment. You go to Azure or a VMware, they'll give you an orchestrator which will work. Claimed that environment. So we as TCS located from a business problem point of view. The customer is going to be spending millions of dollars in investing in all these tools. We said customer don't do all that give the problem to me, I will manage it. So we developed this platform which will manage the multiple environments that is ICMP. You. And of course, the last one is IGNEO. I will not take time on it because I have only two minutes to go. Harriet will spend 15 minutes on it. But Ignia has got to be the future platform on which I will run my infrastructure, I'll run my applications, I'll run my business processes. And we have an opportunity to automate, manage as well as clear, clearly do analytics on different parts of your environment. Of course, we also work on different IPS essentially. Enables the business for our customer. This is something I just wanted to highlight each one of them are running on. These are some of the credentials for each one of the offerings. I said the advisory and public cloud migration. We work with the banks, we work with retail customers to say what is their business process and what is it they have to do from their environment perspective. We have to understand that it is different for different customers and we are sensitive to that. The application platform is where a whole enterprise is now on running on a cloud on a usage basis and we create it for them and we tell them what will go where. That is the enterprise cloud. The third one is of course. That we have our domain centric products which are running on the cloud and we had done. Our Iron platform probably manages the largest education running the largest number of candidates on our platform for the examinations. And of course the insurance platform in UK is running on our cloud. The last one is of course we just now starting 100% cloud migration to one of our banks in Latin America. Out of this is the journey we go with our customers. When I talked about everything in terms of the offerings and why we do it, these are two examples where we moved with the customer. We helped the customer manage legacy infrastructure and move them all the way to a cloud today which gives them all the agility they want. The first customer is someone who is looking at splitting himself into two companies and I'm making him ready for that by creating a cloud so that it can each one of them can go whichever way they want in the future. That's the first example. The second example is an airline customerwhos.com platform performed so much better that outcomes were measured on the number of transactions they were able to do on this platform. And one of them has ASAP as a single global instance for the whole company. That's what's the 1:00. So I think these are very, three very important points I want to leave as a final message number one. We want our cloud strategy to be business relevant and not to be defined with the technology. Technology will stay today, it will become obsolete tomorrow, but we need to be relevant to my customer. That is #1. The second one is it has to be performance centric. You put certain things in the cloud. If you have a performance problem, Azure or Amazon will not care about it. We have to care about it because we are the custodians of the customer. So we will take care of that. So it is performance metric. The third one is experience oriented. At the end of the day, what kind of an experience is he going to get? It's 100% public cloud, 150% public load is you can keep arguing about it, but the end of the day the customer has to feel good about how his enterprise is running on the platform we have given to him. I think that's why we call it experience oriented so. Just about managed I think. Thank you very much.