We were followers, not pioneers, so we got a lot of lessons that the adults had to discover by themselves. So when we began about 12 years ago, we could move very fast. We have a huge number of populations excluded from the financial and classical sector. We have a main part of these people working on the micro-interprices or income generating activities, independent ones. And in the meantime, we had a huge number of quite well-educated youth searching for jobs and very happy to find what we offered. We don't see big and direct impacts of financial crisis because the financial sector in Morocco is quite insulated from the high risk. We have a huge number of direct, direct operations of the United States mainly. But we are sensitive to other aspects of the impacts of the crisis. We have remittances because if our Moroccan fellows in Europe mainly have more unemployment and less revenue, they will probably, in the long term, have less transfers to Morocco. I think of foreign investments that could be jeopardized for some of them. I think of tourism that could be in some ways diluted in the communures. And I think of the global confidence that investors and different actors should and could have high interest rates are the problem. Whenever they are higher than what customers could pay. In our case, we began with something like more than 40% interest rates per year. And nowadays we are at less than half this rate. Why? Because we thought at the beginning that we were offering people something at 40 but they could do more than five times. Because there was very small amounts for the short term for working capital. And it was the only way for us to do it on a sustainable manner. And nowadays that we were able to have economies of scale, to master the processes, we diminished. Because this is our mission, this is our choice. And I think that it works very well. If you have people that are committed to their mission and responsible on their economic ways of realizing the mission. And when you have some competition and a lot of transparency and a lot of choice for the clients. When we began, we knew that we couldn't create an institution from scratch in a country like Morocco. If we didn't have quite big amounts of non-reimbursable money, mainly from donors. And we enjoyed it. But we knew in the meantime that this non-reimbursable money, the grants, would never cover enough of what is the need. So from the first day, our objective was not to work on grants, but to build on the grants credibility that would lead us to be able to leverage commercial money from banks and from investors after a while. My mission is to serve the poor to work against exclusion. My basis of work is economic. It's a business.