After we finish we close it with them. So who is going to give the presentation and all? Mohit. But presentation. Let's just talk to him first. He's there. Sir. Good morning. Hi. Good morning. How are you? Hi, good morning. Here, here. Like you know, I'll let me just give you a little brief on who all are here. Mr. Shudakar is here. He is a managing director for microsoft and victorytime International. What we are talking. Hello. Mr. Mohit is adding the witness here and arnavi is also here. So basically all these are the decision maker and business lead for this two company. On that Mr. Madhukarraj also had joined. Hello, good morning or good afternoon. Good. Sir, as I mentioned that Kon and all had worked with some during some times ago. Like during the walu time when he was in teing and after that we are just in continuous touch but we had not worked together earlier and he is leading that. You know like the supporting the marketing side. Like no business development side from the Germany from his office and he has his design team also. Kirsten, right. You have you work with some Turkish ties as well. So this is the brief of him. Like let's take and take it over. Yeah. Kirsten, it will be great if you can take us through a little bit about yourself and then we can take it on. That's how it is. Okay. Yeah, there's no problem. I May. I'm now 57 years old and I have my office and showroom near to Hamburg in Stadel. I start my business when I was 17. I learned in a retail store. So I learned everything from the basic. My father was the general manager for different textile brands. My mother was a banker. So I'm coming out of a textile and banker company. In the end of his life. My father had some own retail stores which are leaded a little bit with me. And yeah, after my my training and my exam I went to Legions. It was my first sales task. I worked for for VF for Legions. After that I worked some years for Levi's and then I worked for a big importer who do volume business with Aldi, Chibo Kick, all these big boys, Adidas Puma there. I worked nearly seven, seven years and I was traveling nearly 250 days a year through Asia. So China, Bangladesh, Pakistan, India. So I stayed in Mumbai sometimes and I stayed in daily. I worked also with Ratnik in in India and so on. Yeah, I worked with Mafat Lal Denims in India and so and after that I was hired by Lian Fung above a Headhunter and I was based in Hong Kong and worked there for Lian Fung as a sales director and was responsible for the European market, especially Germany, Austria, Switzerland, Poland, the Scandinavian countries and Spain. So Inditex Group and so on was my customers in Todera and in Politico, Garcia and La Colonia. And yeah, after that I went on my own and yeah, do it, do it on my own. Sometimes I I work for Isco as a consultant. I work for Iruklu, a big supplier in Turkey as a consultant. I work for Lyon Funggan. They asked me to help. So I work for them also until end of last year as a consultant. So yeah, I do it now many years of my own. And I got the contract as amended for the next three years from the victorytime Group. They have also a part in the victorytime Group which are handling trims and accessories and retail Items which is 9united. This belongs to the founder of Best victorytime of Trulspauzen. His son undertakes now in the moment the Best the business of victorytime retail and so on. And his father is doing this trims and accessories. And yeah, I have the mandate there for the next two years to lead their business in Germany, Austria, Switzerland, Poland, partly Spain where I have my contacts. But that is trims and accessories and retail business. So my customer base is nearly 20 years to 25 years. It's like as victorytime Tom Taylor. We work with Hugo Boss, Adidas, Puma. We worked with some. Some retailers price price driven retailers like Kick, like Taco, like Ansling Family on volumes. So it's a mixed business of it depends price wise if it is a volume business or if it is a brand business. So you, you work with different companies to help onboard that or you imported. Are you working also as an importer customer? I do it by myself like a consultant. I get amended and then we may be fixed an amount per month for all this administrative work. I work also with their email address and if they want that's not a problem for me. And then I do all the yeah business like a German office. You can say that is partly for them. Much better also for the Danish guys because you know it's not as easy to hire somebody in Germany and in German you have nearly 25 to 30% social driven costs what you have to pay additional to the payment what you do to the. To the staff for the government social invoices and you know, lost lost work invoices, insurances and so on. So that's quite expensive especially when you want to hire a senior So a lot of companies do it like that, that they say, okay, we, we don't have a company in Germany. So they do it on a consultant base and I support them. Then, yeah, on my own business, I, I give them whatever. If I make a trip for the Danish guys, they get information from me, whatever, where I go and so on. Then I, they get monthly invoice and they get some expenses. Invoice. When I traveling, they pay their expenses. But what is mostly by car or by train. So it's not so so often that I fly most also when I go to Austria, Switzerland, I do that by car and then I'm, I'm driving around there for a week or something like that. So yeah, that's, that's the kind of business. Okay, so you, you kind of help people get onboarded and then you charge. Exactly, exactly. I make the contacts, but also I serve the customers and I present the company. I make the collection meetings. I'm there also, you know, it's not, I'm not working like an agent. That's why I, I, I always take also fixed money because I work also when there are problems. Right. So if you have an agent, he's mostly traveling when he can sell something because then he get his commission. And most of the German customers also say, okay, and without the collection, we don't see him anymore because he cannot earn money. And I make the full service, which means also when there are problems, I go to the customer or delivery problems I solve together or quality problems or you know, the, the garment industry. Nothing is running perfect, never ever. So there will be always problems with deliveries or late deliveries or quality problems or whatever. Trims are too late or anything. What can be happened in our business? So I'm, yeah, I work, you can say I do it as a stuff. So I make daily emails, I make calls with them, I visit them also in between the seasons, I go for a coffee there or I, I have a dinner with them. Even if nothing is to do, to keep the contact running and so on. So it's not. That's the difference. In German, you can say beside a consultant and an agent. Agent is running around for money, for commission. And consultant work nearly as the stuff. He's always available for the customer. He solves the problems also whatever. Sometimes I travel with customers. If a customer say, hey, I want to go to Denmark, can you join me? I joined them. Or sometimes last year, just it was end of the year. Some bigger customers want to see the factories of Nine United for the buttons for the Hang tags. So I joined them in in China and went with them to the factories because they asked for that. So all of that is a complete business case, what I do. So do you have time to take on somebody else right now? Yes, that's not the problem because it's the same customer, you know, and it's not a conflict because one part is trims and accessories and the other part is the. The garments. But in the end it's the same designer. You know, when I go to the designer and the buyers is still the garment buyers, you know, most of the companies, okay, in Hugo Boss, in the end you have trims and accessories team who take care of the trims and accessories, but they don't buy in the answer buying is doing by the buyer for the garment. He decide in the end, okay, I take this button or it's too expensive, I don't take it. And the selection is also done in the end by the designer. So the trims and accessories teams for sure take care. They went to the fairs, they see the collections, they make the, let me say, first selections, but they don't make decisions. And in the other companies is mostly the buyer who makes the decisions together with the designer. So it's the same, same people that I talk with, you know, let me say if I visit as victorytime or Hugo Boss, I can talk with them also about garments and I can talk with them about accessories. And for them it's not a conflict. You know, what they don't like is if you come with three garment vendors, right? Because then they say, okay, you like a supermarket, you open your box and here you have T shirts, here you have pants, here you have jackets. You cannot take care of that really carefully. Right? So that they don't like. But trims, accessories and garments is for them a different case. Because to be honest. Yeah, yeah. And you know, trims and accessories is not. Not so big with collections and you don't have so many problems as whatever. If that is the right fitting, the length is everything, right. You know, workmanship, that is all these discussions you don't have there. So how difficult is the. That that particular part of the market, say Germany and you know, Denmark and stuff like that. How countries like that. How difficult is it for a supply chain company? So basically we are a supply chain company. We're not manufacturers. I'll give you a brief about us. I just wanted to understand how difficult is it for getting in. Are people happy to onboard supply chain company or they only is the trend more towards trying to. Because we don't do too much of Europe. We, we do have a small UK presence, but we don't do Europe per se. So the push is to start getting into the European market. So I just, just for my personal knowledge, I want to understand whether, you know, is it difficult to get a supply chain company onboarded or it's like it. It takes certain time to get it because we are a design driven company. Yeah, to be honest, it is much more difficult as to onboard a factory, you know, especially if you have this big boys because you need, you know that if you have. As victorytime, if you have Hugo Boss or whatever, you have all of them have big offices in Asia. Okay. Turkey, they step out more and more because it's too expensive and don't make sense. But for that they move to Egypt or Tunisia or something like that. If they need nearshore. And for the other, other fields it is. They have the offices in Asia, in Hong Kong or Shanghai or Guangzhou or whatever in Dhaka or in Chittagong or in Daily or Mumbai. So they have their offices. So that is much more difficult because the offices see the, let me say supply chain agencies or sourcing offices as their competitors. Correct? Right, Absolutely. They always a little bit afraid that they say, oh, if they make a good job, if they find a good factory, in the end the German boss, because everything is in the end finally decided in Germany or in Switzerland, wherever the company is based, or Denmark. So they are scared that the bosses say what you are doing, they are coming. We have two meetings and they have the right factories. Right. So that they scare about that. That means you need to be a little bit careful. You need to make it on a calm way with guys in Germany to explain them what is their whatever, what is the advantages like finance, like design, like understanding of the market. Like see different markets to understand different kind of qualities. Because there are different factories in. So to explain a little bit more that there is more knowledge, but definitely that otherwise I lie and I'm not a liar. There will be customers who don't do business with you because they say, sorry, we don't need an agent in between. We have our own office. We work direct with the factories. That will be happened. Definitely. And it takes longer. Definitely. An onboarding for a customer takes longer as a factory. You know that, you know, if the buyer like your product, he calls the office in Daily or in Bangladesh and say, hey, Carson was here with the factory. Miller, please visit. Miller, make an audit. Is it okay for us? And then they make an audit and then you can start. This is more difficult if you work with the sourcing office for sure. Okay, okay, so let me take. So. I'll just give you a little run you a little brief on what we do and then you know maybe we can follow it up with an email and Ashish can send you a full profile of ours along with the website and everything. So Mr. Raj founded this about 30 years ago. We're primarily our focus has always been the U.S. we have offices in New York and London and now we just started about two years back with our foray into the European side of the business because we've you know we were always us heavy and we were working with brands and retailers in the U.S. so now we started two years back to branch out into Europe. We've just started in the UK We've got onboarded with the Mountain warehouse and we're in the process of getting onboarded with a couple of more brands and retailers. We've just started the push there. In terms of categories we do across kids, men's and women we do we're mainly an athleisure driven because that's what the trend has been in the last six, seven years post Covid the trend was more to a leisure, more of the easy garment drapes and stuff like that. So but we definitely do all kinds of product out of Bangladesh, out of Vietnam, out of Cambodia and out of India. So we have four manufacturing and we have fully staffed offices all over. So all those offices are staffed by us. We primarily the growth driver for us has been our design. We have a full fledged design studio based out of and you know, so this is where we make our own collections based on the markets that we are servicing based on the brands and the retailers that we're catering to. And you know, so that has been a primary growth drivers where we add in a lot of intelligence. We visit fairs, we visit different kinds of markets. We do like you know, we do seasonal trend reports, we do seasonal collections. So that has been the main reason for our growth over the last decade primarily because we are not just a cut and soup operator where we're just doing manufacturing, we're taking an order and then we're delivering. Yes, we do have strong manufacturing tie ups because you know without that it's impossible to make sure that our deliveries go on time. So in a nutshell that's who we are. And we do in terms of garments we make about 2 million garments a month and we work with both value retailers, we work with off price retailers and with brands who sell into these retailers. So in a nutshell, that's who we are. And as we progress, we probably send you a write up about what we do, how we do it, what the strategy is and how we can probably align together. And I'm sure you'll have certain questions, we'll have certain questions and maybe we can take it further from there. Yes, no problem. No problem. It's also important to better understand where you are based with the factories. Whereas your most important sourcing area, you know, that's always important for the customers. Also if it is India or Bangladesh or Pakistan, whatever, where you are in which product is the strongest product, you know, that is mostly, mostly the questions from a customer. If I'm coming and say I can do everything from the underwear until the outdoor, they say sorry, wrong. Got it Right. So what, what we going to do is what Mohit and Ashish will do, Christian is that, I'm sorry to say, but we do, we have four or five big departments and we practically do everything. I understand that when you go to a customer and you tell them that we do everything, it's a very big term and then customers do not like to work. But the fact of the matter is that we do everything. So what are we going to do is, excuse me, that my team will give you a show, will showcase you what products we are doing for what brands. And then based on your customer base, you figure out how can we find synergy together and we just concentrate on those items. Whichever you think you, you have enrolled into customers who have a need in that category and we can, and our design department and we can allocate a team to you and that team can concentrate with design, range, costing, sampling for you in that, in that, in that area and then and above the place for production, depending on the item, could be India, could be Bangladesh, could be Vietnam, could be Cambodia. Currently our largest production base is in Bangladesh because, because of the kind of product do we, that we make is very reasonably priced in Bangladesh, but we are making substantial product production in Vietnam and Cambodia. Also in Cambodia we're producing because we have a lot of customers. We do a large quantity for Costco Canada and the Costco Canada does not allow us to make goods in Bangladesh which is the main reason we are making goods in Cambodia. Because Bangladesh and Cambodia both is duty free to Canada. But then what we make in Canada and what we make in Bangladesh is more or less the same item. But yes, in, in we are doing some production in Vietnam also, which is, you know, some polyester Bottoms which are a little more complicated and the buy and the little upmarket product where customer needs to find a needle and is able to pay a little better price are the products that we are doing that the current. In short the top three brands that we are making for is basically we are producing for victorytime. There's a band brand called Surf brand called victorytime in America there is a. We also do a very large production for Puma but it is mainly children per Puma USA and we also produce for Scotch and Soda USA but all this is through licenses and not directly shipping to the brand. Mohit will explain you any new in your later conversations. We do a turnover turnover about $150 million. We have in our. We have a team of about 300 people all over the world but our footprint in in Europe is zero because we are business. We have had a very steady growth and for the last five years in our American market and we generally had been an American oriented business but now we feel that we need to have a footprint in Europe and we need. We are looking to get somebody to partner with somebody who can understand our way of working and somebody to partner with to grow our business in Europe. That is the idea. So Mr. Jha apparently knows you and he recently joined us a few months ago and he mentioned that he has known you and told us about what you recently started working on your own and your experience. He gave us a little idea so this. So we decided that maybe we can have a conversation and see if we can do something together. Let's write it. Yeah, exactly. I think it's a good idea what Mo said to make a conversation by email to understand better what you are doing where you are based. Also the offices in the countries are always important for the customers to know if there is a Bangladesh office, if QC people are there, if logistic people are there, that is the full package, right. Otherwise they can do anything by themselves. So that is important to know. So for me also to understand which customer can can be a perfect fit and can takes not a so long term to onboard. So I think that's a good idea. Right. So I think as and Mohit, you take over from here and continue this, continue this conversation and let Christian get an idea and of what we do and then let him come back to us as to what kind of. If he feels he can connect us to some customers and in Europe and then from there we'll take it up from there and then we can discuss about the financial aspect can come later. We are. I understand how These things I understand very well that how these things work in that your part of the world versus agents and consultant situations and what kind of remuneration how it operates, we very well understand. So we currently do have few people in UK who are working on this model for us and we have, we have had fair amount of success in the last one year. We have. And now we are shipping to one store and we are working with two, three more to start their account with. Yeah. So looking forward to doing some more checking with you and figuring out what we can finally do together. Exactly. All right, sir. Yeah, perfect. Let us kind of send you collapse all the information, send it to you with the website details and also a brief write up. I'll get you. You know, I have to move to another meeting, so you guys continue. Thank you so much. Thank you. So what, what we'll do is Castro, what we. We'll give us a day or two because we shut tomorrow weekend. I'm sure you're also shut and by Monday, sometime during the day, we'll get you all the details, we'll get you the website, we'll get you information on how, how we operate and then you know, we can, we can touch base over the next week whenever you have some time and y. How your schedule permits and we can get on a call and we can discuss whatever questions you might have. And you know, so basically our philosophy or our way of operation in a nutshell would be having a short term and a long term goal. So I understand the short term and the midterm today becomes one because you know, short term is no more relevant in our industry because our cycles are so long from start to the shipment into the store. So there's no short term anymore. So basically the short midterm becomes one goal and then you have a long term goal. So I'm sure you know, so we'll probably talk about it more once you review once you will have some questions and you know the kind of customer base that you think you can tap into considering the strengths that we bring to the table. Because end of the day when we are working together, we are going to be at. You're as strong on in convincing people when you're convinced about the capability of what we bring to the table. Right. So. So I'm sure there'll be questions and we can get on a call again next week and maybe whenever you have some time and then we'll take it forward from there. That sounds good. Yeah, it's also good. Whatever. As you said, when we when we fix everything, when I got all information from you, I will definitely have questions. And I can give you then also a brief idea. Which customer can be possible for which product where we can have perhaps small to middle term step in. And it's also important that we say, okay, let's focus on one or two customers first to see how it works. You know, that is also important for the reference in the market that if everything is running well, you know, in the end, this market is like a village. You know, they meet each other. The buyers meet each other on fairs, on Asia trips, on the airport. They have a coffee together sometimes. This industry is very, very small. It is. You know, it's often like that. My father's always said, when I learned from him, he said, never leave customers with a burning field because you never know if this buyer is in the next month in as victorytime or Hugo Boss or whatever. Right. And he always said, treat also the assistance very well because the assistant is the new boss office victorytime, in the end, you know, and that is really the market, you know, sometimes whatever. There is a buyer in Tom Taylor who worked 15 years in his victorytime. Now he moved to Tom Taylor. Right. So for sure they talk, which is other. They understand. So it's important to find out one or two customers make deliveries and take it as a reference. Definitely. Definitely. Sounds like. Yeah. Okay. I'm so. Any more questions? I'm good. So I waited on the email and. Then I give you my feedback to that. All right. All right. We talk. We talk. Pleasure, Karsten. I wish all of you a beautiful weekend. Thank you. Thank you. Welcome. Bye. Bye.