So he's going to talk about digital reimagination and the manufacturing vertical overtime. Thank you, Chair. I come from a blue collar industry. And Kedar forced me to wear a white shirt because I'm meeting all of you guys today. But a lot of you are in blue colors. I feel at home so. I was thinking, what should I talk? Which will engage you guys more than anything else, right? That was actually a long after I'm doing this investment speech after six or seven years, but. Give a lot of thought. I thought what would attract most is the numbers. Right. Everything else is English. This matters. Now with that performance do I need to say anything else? Right. I think the point is. I want to catch your attention for the next 5 or 6 slides. OK. It's very important that you listen to everything I say because I know you will say past performance does not guarantee future returns, right? So what is that? I'm going to say now is basically about future. Most of it is in English, right? So. It has been a great journey. Today, we are talking about digital. Things have not been the same for the last five years. Things have changed over the last five years. We still demonstrated consistent performance for the last five years in manufacturing. And that is not going to change. And I'm going to tell you in the next 5 or 6 slides how it's going to happen. OK, so bear with me if you get bored. Raise your hand. I'll do something about it, OK? What is happening in the industry? First of all, let me just tell you what is. How we are doing this for the last so many years? It is very critical that we understand the market trends, what is happening in the industry, what is happening in the technology, align ourselves, align ourselves very, very, very well. Through continuous learning. Continuous learning of our workforce making significant investments in the areas where we need to invest based on these trends. I just want to just tell you what's there are many industries I deal with. I'm going to talk 4 industries here today. OK, many when I say many industries, many sub industries, from glass to agriculture to everything else. But in automotive what is happening is all the Tier 1. Players have become more software centric. I think there is a time for you to track this competition as well. OK, Because they are going to basically become more and more software players for us. They are going to build more and more software. When you talk about electronics, when you talk about digital it all, it's all coming together and that is where they're going to focus on. There's a lot of consolidation happening in the automotive OEM industry. When with respect to OEMs, they are used to pushing cars to dealers. And obviously and through through that model that is changing significantly. They need to know every interaction which is happening with the customer either during the sales cycle all the way through service. When it comes to aerospace. I think these trends are happening for some time, I think. I'm sure all of. There's a huge backlog of commercial aeroplanes and the commercial aerospace companies are struggling to get the production rate better. On the defense side, government has cut spending across the globe, and that specific sector is struggling. That also poses some opportunities for us. Process industry. A lot of consolidation happening, A lot of MMA is happening, a lot of spin offs happening. Commodity chemicals companies are getting spun off. Similar businesses are coming together. Dow DuPont is a good example. There are so many other things which are in the pipeline. I'm sure you guys know about it. Our Chinese chemical chemical company looking for a American counterpart, things like that and thereby issue causing a lot of optimization opportunities for all of us. A lot of it is happening every day and it is actually happening across the globe. Posing significant opportunity for us in manufacturing. When it comes to industrial, industrial, yes, it is struggling the sector because of lack of demand. But they actually are creating new revenue streams by basically tagging a big service portfolio to their products. When it comes to turbines, when it comes to large, heavy, heavy engines, people are wanting to bring in a lot of service revenue along with the products. So all of these trends actually are really driving business. For the customers and intern for us. When it comes to technology trends, I'm sure you heard of most of these in the other presentations as well. There is a significant clouds, cloud services of uptake which is happening across the industry. IoT, you name IoT when it comes to connected customers, concrete cars, smart manufacturing, it is coming. In a big way. 3D printing. People talk a whole lot about 3D printing. We are also involved with a number of 3D printing companies today and we are involved in the in their transformation, in their own business transformation. I think overall means when you look into OEM's, they never thought of opening an ecommerce channel. Now some of the automotive players are opening ecommerce channel for selling cars. A number of most of them are selling are opening ecommerce channels for selling parts and service which they never dreamt of, but now they are doing it. It all requires business transformation. And we are playing a big role in it. I think from an overall trend to the alignment of those trends, how we are aligning with those trends and how we are, how we are moving the organization up, rescaling, investing in various areas where we didn't have that scale before and now we do has been very important. And some of the examples which I will tell you in the next slides, the other examples of how some of these engagements are coming, how some of these trends are causing those engagements to come up and how we are delivering on those engagements. I think this is just a glimpse of very few engagements, digital engagements we are doing today in manufacturing. There are many more. I just picked a few more few here. I just I think it would be best for me to explain and when you say early early warning system for an automotive when a car is launched. Hear me out. This is a great story. When a car is launched, it takes six months for a OEM to know what is the problem in the car, what is the, what are the quality issues in the car that causes a significant amount of warranty cost for the OEM. They've always been thinking of how do I basically get the detection cycle sooner or shorter. Can I bring it from six months to at least three months to start with? We actually worked with an OEM where we did this. We initially people used to look at only a claims data. Now we are looking at calls, now we are looking at surveys. Now we are looking at social media. Now we are looking at diagnostics tool codes in the car, when the car comes to the service center, when you look at all these things. And when we were using leveraging TCS IP for text analytics and pattern analytics, we are able to. Provide solutions where we can detect. Bring down the overall detection period to 30% less. There is one example. If you look at aerospace OEM. Everett in The Boeing plant in Everett. Is the size of that plant is equivalent to 74 football fields? 74 football fields and a worker on an average walks 3 miles to 7 miles every day. They are talking about. Production rate increase. One of the ways things they can do is to reduce that walk. So that they can increase the productivity. So we engaged with. A customer. Where specifically they there was an ask to reduce the overall time doing a time and motion study. With that study and with the implementation of mobility, we reduced the time by 15 minutes, 15 minutes per worker per day was reduced. Leveraging that mobility is another another example of how to increase production rates and what kind of initiatives are going on in the marketplace. Front office transformation. A story across the board. People who never thought of having channels, like I said before, are now thinking about it. All the industrial players are wanting to sell parts and service, All the auto OEM's are wanting to sell parts in service. People who are engineered to manufacture, kind of engineered to order kind of scenarios want to want to have the customer configure the product on the Internet to the order and have that complete complete experience on the Internet. All of the transformation happening for a very sick all the significant B2B player, so-called B2B players. Now there are B2B2C players. These are the kind of engagement that is happy. Let me just take a one example in detail. This is about. Connected Diagnostics. There are so many trucks running on the road every day. Each struck with a heavy engine and their key KPI's up time. The fleets were running it as ensuring that their engines are up all the time. This was not happening. Through this, large engine manufacturer basically came up with the IoT solution where they have connected the engines to the OEM's where they're able to track the problems proactively predictively and advise the driver and the service center about the about the problem, advise the driver saying that you have this problem coming up. You have a service center 30 miles from here. Go and go and get go and get it serviced there. I will make sure that the service center has the right part. The issue earlier was. Higher downtime, lack of availability of parts, now changing to all real time. Today, there are 50,000 trucks running on the US who are with connected engines and this number is going to go exponentially higher year after year and we are participating in this. Huge value. For the truckers. Huge value for the fleet owners. Another example. Of next Gen. Infotainment system we built for an OEM. From one of the most complex program we worked on 6 million lines of code. I was in another meeting and I just told that I will not say anything about it, just go and buy the car. I will say the same thing to you guys. It's a phenomenal experience if you are used to. Cell phone like experience. This car infotainment system provides the same. We can talk offline and then more about it, but I think the whole point is huge customer. Change of experience in terms of how the entire connectivity the to the outside world at the same time the incorrect experience. How the driver and the passenger can are viewing the same screen but seeing the two different things, Drivers seeing the map, the passenger seeing a movie on the same screen, things like that. When I talk about a trend where outsourcing of product development is increasing, this is a good example. We are working with many tier ones today. The amount of engagement with them has significantly increased because of two reasons. Digital and electronics is coming together. The amount of engagement they want to have with us is lot more than ever before. When somebody talks about the trend for outsourcing of R&D and product development is getting momentum, the answer is yes, and this is the reason why. I think this is again a topic of big interest to you, all of you. So what is means whatever five years growth we had? Is that going to continue the same way or not? The answer is an emphatic yes. Because these are the reasons we are driving our growth. This is the reason why the growth will happen. If not, the same, If not, better. Business consolidation is happening. Look at JCI and Tyco coming together. Look at Dow and DuPont coming together. That a lot of things happened last year with Eaton and Cooper. All of these companies coming together and try posing a lot of opportunities for us and they're all long term relationships with us. So we are a natural partner for them. Infrastructure transformation, I'm I'll tell you, I was surprised the speed at which it is happening in manufacturing. We did not expect it. There's a lot of cloud enablement happening on the infrastructure space, not only infrastructure also on the enterprise space. People are going for Salesforce.com. People are going for work day. All of that is happening at a faster pace than we thought. I talked about outsourcing the product development, R&D. That is a significant source for us this year. All of us talked about digital transformation manufacturing. Lot of people thought that manufacturing is a back end operation. It will not. There will not be a whole lot of digital traction there. The answer is no, that is not right. The entire plant. Is getting reimagined. Through smart manufacturing. All the key assets in the plant, which are very expensive assets are getting monitored or will get monitored predictively going forward. Plans are not only going to be monitored remotely, they're going to be configured remotely. I think the overall uptake of. Digital in manufacturing. In the back end as well as in the front end, front end is causing new business models. I talked about parts and service selling through ecommerce. I talked about engineered auto scenario where configured to order scenarios are causing disruptions leveraging, leveraging these new channels. Enterprise transformation continues to happen. Business models are changing. When I say business models are changing, it is. It is actually the fact that a lot of new revenue challenges are happening. Lot of new service businesses coming for the industrial players. A lot of new revenue streams through ecommerce channels coming from this industrial players as well as automotive players. And modernization of legacy continues to happen. And just do an example today if you have to buy a car for your wife and you want a specific color and a specific model and all kinds of features. Not many OEM's, if you can name one that will look great, can say that I can deliver it on this day. Those kind of functionalities will come in. Can you get my car sooner, one month earlier? Because my wife'll birthday is on such and such date. And OEM's will. Be able to make those accommodations. So they are using the legacy underneath, but they are creating a layer on top of that which allows them to do that. Those things are happening. So huge. Play We understand the industry. We talked about the technology investments. At a teachers level, at a manufacturing level. All of this when we bring together. Deep industry expertise. I have a lot of people who come from an industrial background, from chemical industries, from automotive companies, a big team. When they come together and look at these technologies, we come up with great ideas. And some of these engagements are result of those ideas. In summary, we are well positioned for a robust growth. So what the graph you saw on the first slide, it continues to grow in that direction? Thank you.