Yes. Hi team. Thanks for taking my question, and c ongrats on the quarter in this tough environment. Just getting back to the question on deposits. Now on Slide 22, you've explained it well as to how we should look at this deposit journey. My question really is what will change your stance on growth? Will you compromise on, say, the cost differential versus peer 2? Or will you compromise on outflow rates to get growth? Or is the quality and cost of deposits sort of sacrosanct? Subrat Mohanty: Yes. Hi. This is Subrat. Like we have always said, quality cost and growth, all 3 vectors that we manage. If you've seen in Q4, we have done some amount of catching up and possibly done better on a Q-O-Q basis vis-a-vis the industry. Large part of it has not come because of either any change on cost or any letting go of quality metrics that we track on deposits. It's largely come because of the work that we continue to do, in terms, of being in front of customers, deepening the relationship with the customers. So those fundamentals which we had been running over the last 1.5 years as part of internal project called Triumph, they continue to guide our actions in terms of the work that we are doing in the field. So we will continue to be on that path. We have done a good job in the last 2 years in terms of both the quality and the cost of deposits. We don't want to be going back on that kind of work that has happened.
Okay. Okay. Fair enough. And just secondly, on your personal loans versus credit card comments on asset quality. So I get that you've improved incremental sort of sourcing, but it's still a small part of the book. But then why is that not true also for credit cards? And another sort of question to this is your personal loan customers would be a subset of your credit card customers, right, and a much more sort of stringent subset. So ideally, shouldn't personal loans recover first and credit cards recover later? What's the disconnect here? Thanks.