Adnan is the CTO. It’s not a pure tech business or a pure tech play because there is a real-world component to it. However, we want to establish a more deeper relationship with them. Back then, Facebook was the internet. I used to—from my home to my office, it was a 7-kilometer journey. Okay. It only scales when you have technology like this. So, we just had the 4G being rollout in 2014. We also launched in Nepal last year. Yeah. So, I used to do this. Great. So, we’d like to obviously take our product everywhere. After that, we found a few other companies, which doesn’t feel like companies now because they were just so small back then. It’s a very cash-based economy, and it is still an awkward struggle because the payment infrastructure is still very poor. Elius:  That’s an interesting question because we are actually not just limited to Bangladesh. But I think a lot of people automatically try to go for India or China because that’s where they think the opportunity is. Yeah. But within the platform, we can also promote other non-cash ways of doing these transactions. Because I imagine that the same…you saw this opportunity. How many employees do you guys have now? Jay:  Wow. Where are you from? The average speed in Dhaka is 7 kilometers per hours. Elius:  It’s growing. Elius:  We started off with e-commerce logistics, as I mentioned before. but it made sense because the problem was so big that it needed a new solution. So, we are ourselves have actually — think about it — we are not really doing anything new. Elius:  So, at this point—so beginning of it, I started with my co-founder, Adnan. Was it more of smaller, boutique retail, mom-and-pop shops that you were delivering for? Do you feel like the entrepreneurial/start-up scene there is growing? And there’s more smart phone users just happening across all segments of the population. Elius:  I feel like at that point in time, there was a lot of competition because there was a need for this. It’s faster sometimes to walk. What’s the economy like right now? Even before us, people needed transportation. Hussain Elius’s colleagues are Farzana Sharmeen, Alimul Rajib, Ishfaque Chowdhury, Halima ASweety. I feel like at that point in time, there was a lot of competition because there was a need for this. And immediately following, it blew up. I know myself, personally, I’m not as familiar. I mean, it’s basically the landscape that you were working with, or against, if you will, when you were trying to build these companies. Right. They invested back in our Series A round, and they have been a very supportive investor. I would say that hey, if anyone else is coming to the sector to take a look into the market itself and really, really identify what are the pain points, and build a good product. So, now you have a lot of different start-ups which are popping up, a lot of different accelerators, and also VCs are starting to take notice that there is a market, and it’s a market where there isn’t a lot of competition. So, when I created that Spotify for Bangladesh, although that did not work out because in 2013 we did not have the product market fit. So right now, we have two wheelers, four wheelers, food delivery, e-commerce logistics, another perk called Parcels which is on-demand logistics, which works sometimes like a UberRush or a GoSend from GoJek. There was an. Jay:  El.vista, okay. Jay:  Right. So I’m interested— what is the transportation culture like there in Bangladesh? Hussain Elius’s peers at other companies are Fang Jiqin, Gong Renyuan, Kevin Rabbitt, Wesley Edens, Joseph Mirabile. And how did you become an entrepreneur? So, I’d take a pedal rickshaw to the bus and take the bus to somewhere near the office where I got dropped off, and then took another pedal rickshaw back to office. Which industry does Hussain Elius work in? So, it’s 170 or 180 million people, depending on who you ask. Education. It sounds like you’re literally on the brink of—well, you’ve already exploded within Bangladesh, the city that you operate there. Jay:  So, did you have any challenges when you were dealing with…any time you deal with money, there’s issues of trust. Or was it just basically there was not enough people that were delivering for e-commerce companies? So, Dhaka’s biggest problem is, of course, traffic because more and more people from outside of the city are coming in and living in the city.

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