Restore Eyesight through Affordable/Robust/Quality Eyeglasses for children worldwide

Balak Drishti Vision

Being able to see clearly is as basic of a need as food, water, shelter, internet, access to affordable health care and having a phone.  Restoring Sight through Refractive Correction is one of the most efficient ways to alleviate poverty.

Scale

Per WHO, Essilor, and Lancet and other reports (see footnote), 239M children (950M people) in the world have myopia (Uncorrected Refractive Error-URE)but their families (they) cannot afford to buy them a simple pair of glasses (spectacles). ~20% X 239M = ~48M with URE are in India.  This issue exists in every country but more so the Asian, African, Latin American countries.  

Problem(s)

1. These children cannot even see the blackboard, or see the stars, or the Milky Way, or mountains, or birds.
2. As a result it affects their learning ability and brain/cognitive development. 
3. They are 3X more likely to fall behind in class.
4. They become societal liability and create safety hazard.
5. Global cost of lost productivity due to myopia (all people) is estimated at $244-$272 Billions.  
6. It is predicted that half of the world’s population will be myopic by 2050 and about 45% of the problem exists in India and PRC alone. 

I am not trying to solve "the" myopia problem but instead assuming children (and people) will have myopia/presbyopia/hyperopia/astigmatism, how can my innovative solution help provide the children (people) with good quality, robust spectacles at an affordable price of around $10 (INR800-INR1000) provided within ~15 min after screening (Why? Because only 5%-7% parents of those kids who get screened actually visit a vision center and get their children the needed glasses. Giving them glasses there and then improves the chances that they will actually wear them.  

The key factors contributing to the problem(s):

1. High Cost/Poverty/Education: Not enough earning power, not enough spare time for parents to take their children to the vision centers (they are daily wage earners) and not to mention cultural, psychological, social, awareness, and adherence barriers (stigma against wearing spectacles). 
2. Lack of Infrastructure: Lack of vision centers/infrastructure in rural areas, not enough optometrists to make sure the children are screened regularly, and lack of traceability to make sure they actually obtained and wearing the eyeglasses.
3. Inefficient Supply Chain: The supply chain is highly inefficient (manufacturer-wholesaler-license holder-distributor-retail-consumer) and costly and the replacement/repair infrastructure does not exist, especially in rural areas.

Target Focus

1. Primary: The children population because they presumably have 70-80 productive years ahead of them.
2. Secondary: My solution will also work for adults.

Geographical Focus:

1. India starting with rural areas.  
2. Asian and African countries.
3. Rest of the world.

Footnotes:

1. World Health Organization (WHO): World Report on Vision
2. Eliminating-Poor-Vision-in-a-Generation-Report
3. The Lancet Global Health Commission on Global Eye Health: vision beyond 2020
4. Project Prakash Enlightens Our Understanding of Vision

The solution has two parts:

1. Product: 
   1. Balak Drishti will work with a breadth of manufacturers who can meet the quality standards, price points, and delivery timelines. Currently Balak Drishti is able to source good quality frame at INR120 and a pair of plastic lenses for INR70 (polycarbonate lenses for about INR140) and sell them for about INR1000 (70% GM).
   2. The frames and lenses would be distributed by the Optometrist and Ophthalmic assistant. If needed, the lenses will be edged, buffed, polished, and fitted on site using manual machines and snapped into the frames, and then adjusted to the child’s face and delivered right there and then within 15 minutes. 
   3. The frame and lens mix will be predicted capabilities of the AI platform described below.  
   4. Lenses: The lenses and the frame shape are designed in such a way that the same lens will fit on either the right side or the left side to avoid double inventory.  Balak Drishti will specify the material (plastic, polycarbonate, or any other), diopter, strength and so on.
   5. Frames: Balak Drishti will specify the type, quantity, quality, gender, size, shape, color, and material.  
   6. Producer to consumer in one step: Good quality, durable, and attractive pediatric prescription glasses will specified by Balak Drishti will be delivered by a range of manufacturers through a bulk shipment directly to the screening location (e.g. school) just in time where the Optometrist will be screening the children.  Balak Drishti does not plan to manufacture the glasses but outsource them.  

   7. 

2. Divya Drishti™ (Divine Vision in Sanskrit): A Secure AI SaaS Platform for Distribution, Logistics, and Channel addressing the needs of children with URE

3. 

1. The platform is based on LLM-based ChatGPT4 (or similar)technology.   The Optometrist will as the channel thereby eliminating many links in the long supply chain and thereby reducing the overall cost.  
2. The platform will consist of large anonymized datasets derived from historical data from eye hospitals, vision centers, vision outreach programs, and from NGOs like Seva Foundation, ORBIS, and others, to predict and ship the frames/lenses required for a given population of students in a village or school.
3. The platform will reduce the optometrist workload by automating all the manual tasks such as report writing/transcribing through NLP and Audio Transcription of diagnosis/observations.
4. The platform will provide data visualization, dashboard analytics,  information retrieval, data insight, oversight, and foresight - predictive capability based on historical data.
5. Since the child will receive the glasses right there, the platform will provide billing/payment processing and micro financing capability.
6. The address the cultural, psychological, social, awareness, and adherence barriers (stigma against wearing spectacles), it will provide training/education for the parents, teachers, and optometrists.  This will be entirely possible due to wide usage of smart device and internet connectivity.
7. The platform will automate the entire process, reduce transcription errors, and provide nationwide traceability through robust, secure, and privacy-centric platform architecture.
8. It will run on iOS/Android/Windows OS and Smartphone/tablet and desktop/laptop.

The product and platform together provide spectacles to the children in a seamless, most optimized way..

Target Population:

1. Primary: Children newborn to age 18.
2. Secondary: Adults

Since the child grows the head size and eye prescription changes as well, so it is advisable to screen a child twice a year.

Children in the following geographies:

1. India to being where there is the largest population
2. PRC/Asian countries in general
3. African nations
4. South America
5. USA

In Asian/African countries, it is important to pay attention to the female population as they are often neglected or underserved.

In what ways are they currently underserved?

1. India and in the underdeveloped and developing countries, large population lives in rural areas where basic health services are not easily available, e.g. eye/ear screening at an early age.
2. Cost: In addition, there is poverty, so the limited earnings are used for daily food, clothing, roof over the head and there is not much left for healthcare. the spectacles not cost-effective and as such a large percentage of their daily wages.
3. Parents are on their daily wages, so taking their child to a vision center amounts to losing daily wages.  Many children work at the farm, so they do not even go to school.
4. Lack of Awareness: Lot of children believe that the blurry world they see is how the world looks until their eyes are corrected and they start seeing perfectly.
5. Screening: Many children are not screened regularly and only infrequently screened for eye problems.
6. The optometrists and ophthalmic assistants are in short supply and only few of them want to go rural areas to screen the children.  Their knowledge is not up to date on the latest and greatest techniques, diseases, and research.
7. Especially, I found there are a lot of pressures on female children and  they are often underserved or neglected completely.
   1. Psychological: Girls think that wearing makes them look ugly (societal stigma).
   2. Cultural: There is a horrible belief among mothers that if their daughter is wearing glasses, no boy will marry them unless they themselves have some shortcoming, or are disabled.
   3. Social: Girls are teased in a derogatory manner by other children, so they feel embarrassed.
8. Adherence or Compliance: Even if the child is provided with glasses, there is guarantee or followup to make sure the children are actually wearing them.

The Solution (product + the services platform) will address the needs of the children (and optometrists, teachers, parents - the ecosystem) in the following ways:

1. Provide them spectacles at a price of about INR1000 ($10).
2. The eyeglasses will be provided to them within 15 min, so they do not have to pay a visit to the vision center.
3. Replacement will be made available in 1-2 days.
4. Becomes a tool for continuing education for the optometrist and ecosystem players.
   
5. Create a national Footprint, providing traceability and compliance check.
6. Help reduce Workload/Mistakes for Optometrists
7. Provide JIT Delivery based on Predictive Models from the AI engine.
8. Provide local sourcing of glasses using local material/labor/manufacturing.
9. Provides micro-financing where families are not able to pay even INR1000.

1. 

   

   In 1969, my mother had retinal detachment in both of her eyes.  She could not get help in time, and remained blind for 30 years until her death.  I know from personal experience, what blindness does to a person and people around: spouse, children, uncles/aunts, grandparent.  They  suffer as well.
2. High myopia generally leads to retinal detachment, so earlier the myopia is arrested, the better it is for the future of the child. Hence the early focus on children.
3. In 2012, I had a retinal detachment in my left eye. Thanks to the incredible doctors of Casey Eye Institute in Portland.  Now, I am back to normal.  So, I have personal experience with blindness and what having a blind person at home does to the fabric of the family.
4. I have the personal ground level experience for the last 40+ years having experienced the pains/problems of blindness. Hence, people like me are therefore in a much better position and can deliver a much better solution and can relate to the people.  I have therefore the passion to solve the problem to make sure no one especially children have to face what I suffered as a child and my mother for 30 years.
5. I have also realized that I was lucky enough to get help and get back to normal because I live in a country where there is excellent healthcare and I am financially well off to take care of my own ailment.  I wondered what choices people have in the developing countries, who are poor, destitute, financially challenged or unaware.  Soon, I realized that they remain blind forever. That thought is unbearable to me. So, I decided to do something about it and take an action.
6. I am a Bollywood singer, so I decided to put my talent to good use.  I formed a charity music group music group: Soor Aur Saptak in 2012. 100% of all the proceeds from the show go to 8 eye hospitals in India in five different states.  So far, I have raised $500,000+ through the charity music programs.  In a typical year, the funds cover screening of 125,000+ children, several thousand children with free surgeries, and provide many thousand children with glasses.  I have been doing this for 13 years. So, I have taken positive action to contribute to the welfare of blind children.  Balak Drishti is the next step towards that effort to provide quality, robust and cost effective glasses to the masses.
7. Every year, a comprehensive progress report shows the contribution of our efforts. 
8. I visit the hospitals I support in India, accompany the Optometrist and Ophthalmic Assistants at the Vision Outreach programs, visit primary-secondary-high schools in rural/urban areas, see/feel the problems the children, optometrist, and doctors face.  The solution I will provide will address their issues and is guided by the communities’ input, ideas, and agendas - first hand: my personal ground level experience, family experience, my experience with the charity, personal level engagements though actual travel/visits.

1. I have talked to ecosystems players Optometrist, Ophthalmic Assistants, Eye Hospitals, Seva Foundation, Sankara Foundation, teachers, headmasters, children, parents, SW developers and have gathered volumes of information to define the problems they face, so my solution will address their issues.
2. I have been able to get large data sets (225,000 entries) so the predictive statistics can be derived.
3. The current efficient processes and common guidelines have been documented and the discrepancies and areas of improvements have been identified.
4. Target age group, location for alpha/beta testing have been identified.
5. Vision screening process today and what it should be has been identified.
6. Referring criteria for secondary evaluation has been identified.
7. Spectacle delivery process as it exists today and what is should be for the future has been identified and documented.
8. Stages to organize school screen camp as it exits today and what optimized version would look like has been identified.
9. The solution architecture has been designed based on ecosystem/community inputs.
10. Many key user journeys and personas have been identified/documented.
11. Key epics and features of AI SaaS solution have been documented.
12. Key feature of MVP and Epics have been identified.
13. I have bids from 6-8 SW companies, who can develop the Balak Drishti platform.
14. I have defined the technology stack, skills/team that I need to develop the software, timeline, and project resources ($, time, effort) and cost estimates.
15. I have tested the concept, architecture, the process, and the proposed solution with the stakeholders.
16. I have talked to many customers: both direct and indirect: ophthalmologist, optometrist, vision centers, opticians, teachers, parents, children, people who have worked in pediatric ophthalmology, literally everyone involved in the value chain.
17. The paper prototype has been tested.  Funding will be required to implement the Divya Drishti platform to lead me into pilot phase. So, it is beyond concept, and a step below pilot.

For me the mission "We provide Clear Vision affordably for children + Adults with greatest need" is the ultimate objective and therefore any and all the help I can get that is material to the success is important.  The focus is on Uncorrected Refractive Error for maximum impact due to its low complexity, low investment and large effective volume (239M children and 950M people in the world who need glasses but cannot afford to buy them).  If Solve sees any other areas, I am willing to listen and incorporate those ideas for the success of the mission. I need Solve's help in the following areas (I am simply enumerating them.  That does not mean each of these area are required all the time.  For example, legal help might be occasionally needed to understand privacy issue with large data sets with personal information.

1. Raise funds.
2. Network connections and introductions to the angels, investors, and family offices, and places for grants.  This includes introduction to the eye health care foundations, agencies, NGOs.
3. A sounding board for the business plan to make it more effective and executables as well a sounding board for a realistic and executable finance plan.
4. Advice on the SW architecture and how AI can help automate, adapt, and  use the predictive tools based on large datasets and introductions to AI developers and people who understand e.g. LLM.
5. Refine strategy, critique on execution plans, point of view on pitfalls, show me red flags before I fall in a ditch.
6. A straight shooter advisor and/or a board member who can be critical, a guide and a mentor for identifying opportunities, someone who can connect and network me with other members who will act as a trusted support group, offering mentorship and guidance and lastly, leadership coaching where needed. I want the business to succeed, so I will take any help to make that happen.  Business success is paramount.
7. Access to in-kind and pro bono resources such as SW licenses and legal services in terms country regulations as well as setting up a legal entity.  Legal help might be needed to understand security, privacy, and identify protection issues specific to country.
8. Help to connect a powerful network of impact-minded leaders across industries and sectors, with dedicated spaces to meet year-round and travel stipends to join Solve’s flagship events.
9. Connections with people who have worked on similar projects who understand what it takes to be successful, e.g. people with supply chain experience, people who understand CK Prahalad's philosophy of "Fortune at the Bottom of the Pyramid" based on the article in HBR.
10. I will need advice on how to scale and grow from one village to nationside, and then all over the world.

It is not the ego, or some false sense of achievement, or name recognition, or accolades I am after. What I am looking for intrinsic satisfaction of doing the right thing for the humanity and doing my part of restoring eyesight that drives me day and night.

The solution approaches the problem(s) in a very innovative, significant improved way thereby making the entire supply/value chain extremely efficient, highly response in terms of delivery and post spectacle delivery follow-up, and very cost efficient.  The foundational pillars are: 

1. Large historical datasets of tens of millions of children the hospitals have.  For example, I have one dataset from one hospital alone ranging from 2019-2023, which has over 400,000 data items.
2. Divya Drishti: A secure AI SaaS platform for distribution, logistics, and channel.

The solution approaches the problem in many significantly improved ways:

1. It is a highly integrated and comprehensive platform with features and functionalities catering to the needs of children, parents, teachers, headmasters optometrists, ophthalmic assistants, ophthalmologists, manufacturers of frames and lenses, financial institutions, and researchers, health ministries and so on. 
2. The solutions eliminates the non-value added elements of the supply chain and allows a shipment of good quality and robust spectacles directly from the manufacturer to the end user in one step using "optometrist" as the channel which in a reduced cost.
3. As soon as the child is screened, and if they need prescription glasses, they are provided to the child in about 15 minutes.
4. If the child requires replacement, the solution allows the replacement in 1-2 days.
5. The solution platform uses machine learning, deep learning and other AI tools (LLM ChatGPT4 or equivalent) to predict the required supply of frames and lenses for a given mix boys and girls by age, and predictively shipsto to a given location using predictive analytics.  The solution platform uses large historical datasets and predictive models to provide JIT shipments.
6. The solution provides a National Footprint and a unique child ID that provides national traceability.
7. The NLP and audio transcription of diagnosis, observations, and personalized recommendations for the patient will provide reduced workload and automatics transcription of the optometrists.
8. The solution is unique enough to allow Hybrid Flexible Delivery Model  via web ordering, through retails shops depending on the the patients are in the rural or urban areas.
9. The solution allows differentiated pricing depending on rural versus urban end user and also provides micro-financing for financially challenged families.
10. The platform will help increase citizen awareness thereby addressing the social, cultural, psychological, and adherence issues faced by children.
11. The platform will provide ongoing training and education for Optometrists.
12. Lastly, it will make screening possible on a regular cadence.
13. The platform will allow data visualization, dashboard analytics, data analysis, and data insights, oversights, and foresights based on the nationwide historical dataset spanning many years.

The broader positive impact will be that there will not be one child on this planet who would be prevented from getting an education because his/her family cannot afford a simple pair of prescription glasses. Restoring Sight through Refractive Correction is one of the most efficient ways to alleviate poverty which is what the platform will do.  NIH predicts that >50% of the world population will be myopic by 2050 and this solution will help intersect children at their earliest age.

I have added a few slides based on:

1. My 12 years of experience at the ground level.
2. in Oct-Nov 2023, I shadowed on many Vision Outreach trips, talked with parent, teachers, headmaster, health teacher, hospitals, vision centers, optometrist, ophthalmic assistant to understand the key issues.  I gathered verbal and qualitative and quantitative data through conversation and interviews with the target population. I have outlined them as stakeholder benefits.
3. Just from one hospital dataset which provided me data from 2019-2023 provided me with over 200,000 data items which i am able to sift through.

This has allowed me to put specific Theory of Change framework which shows how my activities connect immediate outputs, and longer term outcomes.

Several data point define my impact goals

1. Near term (5 years): There are 950M people (239M are children and 48M of those are in India) who need glasses but they/their families cannot afford them. So, my first impact goal to make URE a non-issue for 239M children to begin with and then overall 950M total number of people. This goal is measurable and the SW platform I am putting together will be able to explicitly track this goal by school, district, county, state, and so on.
2. Longer term (leading to 2050): It is expected that half of world population will be myopic by 2050 and then it is reasonable to expect the number of children/people who will not be able to pay for the glasses will rise in proportion. The SW Platf
3. Impact Goal that will be met as a consequence of my solution but beyond my scope of tracking: Per WHO, "Restoring Sight through Refractive Correction is one of the most efficient ways to alleviate poverty."  So, giving sight allows the children more so, to get educated (that they can see the blackboard e.g.), helps them with frontal cortex/cognitive/brain  development, decision making capability, motor skills development, learning ability, and prevents them from becoming social liability.  ~84% of our knowledge comes from seeing.  Balak Drishti sees this consequential impact but will not be able to track it quantitatively, but only qualitatively.
   1. In many Asian countries including India, there are strong biases against girls (if you were wear glasses you may not get married, wearing glasses make them look ugly, girls are disproportionately teased, general stigma against girls wearing glasses), so the primary benefactor among the population will be girls.  This is indict impact in terms of gender equality.
   2. The key UN goals that Balak Drishti addresses are: No Poverty by addressing education, Good Health/Well being (address Ophthalmic health), Quality Education (now they can see the blackboard and the world, then have a better chance of getting educated).  Educated workforce makes them productive citizens and helps in getting decent work, and helps contributes to the economic growth.

Near term and longer term impact goals are at the crux of my solution which will have a transformational impact on people's life.

My solution uses SMS/MMS, technology, software, AI (LLM/ChatGPT4 or equivalent), blockchain/security, micro-financing, monitoring and predictive analytics, client/cloud, videos, frontend development (web/mobile), backend, databases, authentication, server infrastructure, DevOps and CI/CD.  These are described in the table.

Full time: Sandhiprakash Bhide - CEO

Part time: Ashwin Honkan India Director

SW contractor Team will come on board when funding is secured. 

1. SW Architect
2. Project Manager/Scrum Master
3. Lead Engineer
4. SW Developers
5. Data Scientist
6. DevOps
7. QA/Testers
8. UI/UX/Visual Designer

9. 

Not everyone will be needed on day 1 and not everyone is needed full time.  The attached slide shows how many weeks/month each one will work.

1. The work started in January 2020, and then with Covid it stalled.  Serious work again started again in 2022. To develop a platform that will be useful, and usable, I spent many months in 2023 in India with optometrist, headmasters, parents, ophthalmic assistants, eye hospitals, and vision centers to obtain ground level experience.  In 2022, I hired a student intern to do low level data gathering for 3+ months.
2. I have been gathering experience at the ground level in understanding and defining the problem statement since 2012 through my charity work - not solution but zeroing on the problem statement.

The SW design/platform architecture work is being done in the USA.  I am an immigrant from India (Asian Indian).  The SW developer team is from India and consists of about 50-50% males and females.

My work philosophy for the last 40+ years has been: Define the job requirements, expected qualification and experience, define/assess soft skills (ability to help, be a team player, meet the deadlines, demonstrate the results, get along with the team, understand their value system, work ethics, make sure they have no drug/mental instability/criminal backgrounds), that they comply with the law (they can work legally) and then invite a pool of people and whoever is best qualified gets the job.  

The gender, color, race, ethnicity, etc. are immaterial as long as they produce results.  Of course, if there are two candidates who are equally qualified, I will try to hire someone who is culturally diverse because I believe the better cultural diversity, the better the outcomes.  For example, in the past, I came across two people with equal qualifications and experience, but I found one was also a musician, so I hired her because she was likely to come out with better UI designs because of her artistic musical background.  On and beyond the job qualifications, I do consider their diverse backgrounds such social and community work.

Balak Drishti provides value to the population it serves in the following manner:

1. Children:
   1. Provide glasses to children (0-18 years) at a cost that they can afford ($8-$10) or INR 800-INR1000.
   2. Provide them glasses in ~15 minutes after the examination.
   3. Provide them the replacements with 1-2 days.
2. Provide training to the parents, teachers, and headmasters on eye health.
3. Optometrists and Ophthalmic assistants:
   1. Automatic speech to text (NLP) and automatic report writing.
   2. Ability to Question/Answer the system to unseen symptom by using deeper knowledge.
   3. Ongoing/continuing education to keep their knowledge up to date.
4. Provide micro-financing mechanism where the parents cannot pay the whole amount.
5. Provide manufacturers of frames/lenses, substantial bulk business.
6. Automatic referral from optometrist to ophthalmologist when issues related to eye are beyond URE (scratched cornea, cataract, problems with retina etc.)
7. To researchers around the world: large datasets to develop insights and foresights.
8. Administrators (Headmasters, Hospitals, government agencies, eye-related NGOs, health ministry, Optometrist and Ophthalmologist etc.) with data visualization, dashboard analytics, data analysis, insight/oversight/foresight information)

All this is hinges on a business model that works closely with spectacle manufacturers (Frames/Lenses), by going from

manufacturer to the end user in 1-step using the Optometrist/Ophthalmic assistants as the channel. The business model is based on digital payment (straightforward in India using Paytm) and also offers a micro-financing as a deferred payment mechanism. Products (Spectacles) are shipped directly from producer to the end user and the services are provided to all the stakeholders above described above from 2-8.

1. Bring in money to fund my work on AI Platform Development: for this effort I need to raise $500k to develop the platform, for alpha and beta testing.  
   1. I have presented University of Oregon's Duck Tank competition and won the Judges' choice award.
   2. I was the 2022 winner of the Innovate Children's Health Challenge (ICHC) II by the Center for Advancing Innovation Inc. Bethesda, MD.
   3. I was the MONEYMaker Accelerator 2022 winner for best overall pitch and people's choice award.
   4. I was also an early stage finalist for the Tie Oregon Pitch.
   5. These incubators/accelerators have provided me few thousand dollars.
   6. I am already talking with Seva Foundation, International Eye Foundation, Sankara Foundation, and other family offices, philanthropist, angels and other private investors to seek this funding.  Of course any help/support from SOLVE would be of tremendous value.
   7. I am also pitching to Startup Business Competition by TiE Oregon and Oregon Tech Award Business competition.
2. Long term revenue stream:
   1. Selling glasses: The glasses will be sold for $8-$10 (INR800-INR1000) at a GM of around 70%.  The first two years the EBITDA will be negative, but starting year 3, the company should be self-sustaining.  Selling glasses will be generate the revenue.
   2. Platform revenue (in the sheet below they have not be indicated for now):
      1. The optometrists will pay an yearly subscription to use the platform and will pay a small percentage per screening since the platform will provide them with audio transcription and automatic report writing (NLP and audio transcription of diagnosis and observations).
      2. The referred ophthalmologist will pay a small amount as they get the referral.
      3. The manufacturers of eyeglasses will pay an yearly subscription as they get bulk business and dedicated orders.
      4. Researcher who would want to use the anonymized data from the platform will pay a subscription and/or fee for use.
      5. The small percent of the revenue will come from micro-financing institution as they get the captive business through this process.
3. The kids need to be optimally screened every 6 months as their head size and prescription changes more often than adults.  So, over the life the child will be tested at least 36 times (age 0-18) which will also guarantee the future stream of revenue.
4. If the child is cared for the first 18 years, they are most likely to continue with Balak Drishti through their adult years.
5. The current revenue model is very conservative and relies upon generating its own revenue and becoming self sufficient and focuses on target area (county, district, and possibly a state) through 2026 and 2027.  If there is additional funding for year 2025 and 2026, the revenue, Balak Drishti will be able scale to entire India, US, Africa, Latin America and other places in the world ensuring much higher revenues.