Meet Martin Stimela, CEO of Botswana-based Brastorne Enterprises, and Matt Abrahams, Stanford Graduate School of Business lecturer and communications expert. As Martin prepares to pitch his business expansion plan, hear Matt’s tips on how to grab attention, harness emotions, and create a lasting connection with your audience. Then listen in on Martin’s actual pitch...and Matt’s feedback. Almost every entrepreneur eventually needs to make a pitch to capture attention...and dollars. Martin Stimela is no exception. As CEO of Brastorne Enterprises, he’s looking to raise capital to scale his growing technology company to 19 more countries, starting with Cameroon, Ethiopia, Guinea, and Mali. His vision: to connect the unconnected by enabling Internet access without the need for expensive data plans or smartphones. Matt Abrahams shares some tips and then listens in on Martin’s pitch. Matt Abrahams is a Stanford lecturer and host of the podcast "Think Fast, Talk Smart," and he has plenty of strategic communications advice and techniques for both Martin and fellow entrepreneurs. Before you even write the first word of your pitch, Matt suggests you need to think first about who your audience is and what they need from you.“A fundamental mistake people make is they start by saying, here are the things I want to say. Rather, you need to focus on What do I want them to know? How do I want them to feel? And what do I want them to do?”Here are a few pitch-worthy pieces of advice:Create a good hook to capture people’s attention“You know, 99% of people start with: Hi, my name is_______. Today, I'm going to talk about______. If you do something different, you automatically stand out as different.”Introduce a character“Think about leveraging testimonials, examples of how people are benefiting from your particular set of offerings. If we become familiar with a particular person and their situation, it makes it much more real for us than simply talking in generality.”Be conversational“Avoid reading word for word from a script or slides. Instead, focus on the structure of your message and the key ideas you want to get across.”Practice by teachingLike most things in business and life, practice makes perfect. And Matt encourages practicing by teaching.“Something that I find very useful for entrepreneurs to do is when they're working on pitches, I invite them to actually think about how would they teach somebody else to pitch their business. So bringing on a co-founder or a colleague, how would you teach them to pitch the business by putting themselves in the role of teacher, it helps them see things that we don't typically see.”Listen to Matt’s advice and Martin’s pitch to learn new strategies and techniques to improve your own pitch.Think Fast Talk Smart podcastNo Freaking Speaking Stanford SeedStanford Graduate School of BusinessSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Grit & Growth

Communicating Your Big Idea

Welcome to Grit & Growth’s masterclass on crisis management and mindset, featuring Baba Shiv, Stanford Graduate School of Business Professor of Marketing. From mental to physical preparation, Baba provides insights on cultivating an innovative mindset to help you survive and thrive in challenging times.Professor Shiv is an expert in neuroeconomics and decision making. He works with entrepreneurs—from Silicon Valley to emerging markets—on the practice of innovation and how to build a risk-tolerant mindset. Which he believes is especially important in times of crisis.Baba explains that there are two types of mindsets. Type one is a fear of failure or risk-averse mindset. Type two is a fear of missing out on opportunities or risk-tolerant mindset. In times of crisis or stress, it’s harder to switch between the two if you haven’t prepared.“What the rational brain is good at is simply rational...listing what the emotional brain has already decided to do, which means if you're stuck in a risk-averse mindset, the rational brain will come in and say, these are the reasons why you have to be risk-averse. These are the reasons why you should not innovate, etc. Whereas if you're in a type two mindset, the rational brain will come in and say, here are the reasons why you should take some chances.”And Baba believes that taking chances, especially in times of crisis when your competitors aren’t, is how leaders and companies can succeed. Baba has seen firsthand that entrepreneurs from emerging economies are particularly innovative, “they’re facing constraints all the time and as a result are more resourceful, not in spite of their situations, but because of them.”Top Six Masterclass Takeaways1. Sleep. Without it, you’re more likely to wake up feeling risk-averse...the antithesis to innovation.2. Calm your mind and the rest will follow -- develop a meditation, yoga, or tai chi practice to make your breath and brain more resilient to stress.3. Pay attention to your heart—actually your heart rate variability—so you know if it’s a good time to make an important decision.4. Innovation = creativity multiplied by execution divided by constraints. Don’t forget to think about your constraints in the design process.5. Focus on building your collaborative advantage (not just competitive advantage) by developing meaningful connections with suppliers, customers, partners, even competitors. You’ll make more progress with relationships based on trust than just transactions.6. Instill an innovative mindset throughout your company — survival is going to come from teamwork.Listen to Baba’s insights, advice, and strategies for developing an innovative, risk-tolerant mindset and how working together can help leaders and their teams handle and overcome crises.ResourcesLearn more about Professor Baba ShivThinking, Fast and Slow, by Daniel KahnemanStanford SeedSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's All in Your Head: Masterclass on Thriving in Turbulent Times

Meet Kwami Williams, co-founder and CEO of MoringaConnect, and Brian Lowery, Stanford Graduate School of Business professor, to learn how one Ghanaian entrepreneur overcame fires, floods, theft, and COVID to build a more resilient and successful company.Kwami’s path to co-founding a social agriculture venture in Ghana based on the native Moringa tree was anything but straightforward. As a Ghanaian-American MIT graduate in aerospace engineering, his first love was flight. But on a trip back to Ghana, after 10 years in the U.S., he decided to focus his life on improving the lives of the people in his home country and continent.Five years into running the business, they were helping smallholder farmers plant Moringa trees and then adding value to the raw materials with a flagship consumer brand. Everything started to unravel in 2019, starting with a wildfire that burned over 15,000 trees, then a factory fire, floods, and a robbery. 2020 only added fuel to the fire with COVID.Kwami knew he needed help to tackle these back-to-back crises, and chose honesty over pride.“If I could give one piece of advice to an early-stage entrepreneur, I would tell them to build an amazing team of people who they could go to war with because the hard days, the bad days, the battles will come.”“I just acknowledged the fact that I have no idea how to bounce back from this. So I just committed to vulnerability from the get-go. And I committed to communicating as much as possible from the get-go.”Brian Lowery agrees that vulnerability is vital to both personal and professional growth. As a Professor of Organizational Behavior at Stanford Graduate School of Business, he is an expert on the psychology of leadership and training future leaders like Kwami. According to Brian:“The leader is not the person with the answers. The leader is the person who brings people together to help figure out what the best answers are around a range of issues.”Kwami and his team found ways to overcome adversity by taking one slow, intentional step at a time and asking themselves:“Why is this happening? What can we learn from it? Let's also pause and ask ourselves. Okay. What can we start? What can we stop and what should continue? And once those ideas materialize, we just say, what is the smallest version of that we can commit to and be consistent with?”And, despite facing a 90% reduction in revenue, the team stayed true to their mission of giving back to the community with give-back campaigns supporting COVID health workers and racial justice organizations. Today, the TrueMoringa brand has taken off and is poised to raise its first equity round in the second half of 2021. And most importantly to Kwami, they’ve planted over 2 million trees and are serving over 5,000 women and family farmers across Ghana.Listen to Kwami’s inspiring story and Brian’s insights to learn how to build resiliency in yourself and your company so you can handle whatever life throws at you.Resources:Know What You See with Brian Lowery Podcast on Apple PodcastsKnow What You See with Brian Lowery Podcast on SpotifyThe Hard Thing About Hard Things by Ben HorowitzSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Rising from the Ashes: Reflections on Resilient Leadership

Welcome to Grit & Growth’s masterclass on the ins & outs of mergers & acquisitions in Africa, featuring Victor Basta CEO of DAI Magister. From attracting potential buyers to navigating due diligence, Victor provides practical, tactical advice based on 30 years of experience shepherding M&A deals in Europe, the Middle East and across Africa.Victor Basta has facilitated deals and strategic exits for founders of fast-growing, tech-enabled companies across Africa. And he truly considers it a privilege to be a part of these life-changing events for entrepreneurs, companies, and the continent as a whole.“Everything we work on is more than an inflection point, more than a pivot point for a company. It sometimes is make or break whether they survive or not. ”Investing in frontier markets like Africa has both increased perils and possibilities. Which is all the more reason why Victor advises founders to prepare from day one for that eventual life-changing deal. Because, as Victor says, you don’t really get to choose your moment, know when the exit window might open, or control the events.So, what does success look like? According to Victor it's having to make only small compromises in the final stages of the deal because you’ve prepared and listened during due diligence to know what’s most important to the buyer. “When you have the least leverage possible, success is that you know it, and you live to fight another day. What I try to do is plan ahead for compromises that seem bigger than they really are.”Top Seven Masterclass TakeawaysSet your sights on being bought -- not sold.Develop strategic relationships with likely buyers years ahead of when they actually might buy.Get on the radar screen by proactively broadcasting your message and demonstrating your expertise and viability.Support your own team's growth so you can show buyers that you’ve got people who are ready to take the reins.Always behave as if you’re open to discussions with potential buyers, even if you’re not emotionally ready to sell.Before due diligence starts, make sure your entire senior team has rehearsed the message.Prepare to make compromises at the end stages of the deal -- the smaller the better.Listen to Victor’s insights, advice, and strategies to help prepare for your own successful merger or acquisition.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Masterclass on The Ins & Outs of Mergers & Acquisitions

Meet Caroline Wanjiku, cofounder of Daproim Africa, and Victor Basta, CEO of DAI Magister, and learn how one intrepid Kenyan entrepreneur overcame adversity to transform her bootstrapped social enterprise into a strategic acquisition.Caroline’s entrepreneurial journey began like most other ambitious founders. She and her business partner (and eventual husband) created Daproim in 2006 with a vision to make Kenya a destination for IT outsourcing. A chance encounter with the Rockefeller Foundation in 2011 led to a grant and a realization that the business they were building was also a social enterprise. Caroline explains:“We were employing friends, women, mainly people who were from underprivileged backgrounds. So, when we bumped into Rockefeller Foundation they were quick to tell us that what you are doing is actually called social impact. You know, we didn't have a word for it until then.”A few years and 500 employees later, a tragic turn of events changed everything. On the day she was giving birth to her first child, her husband and co-founder also entered the hospital with a life-threatening disease. Caroline had no choice but to take on the role of CEO.“My first reaction was like, I can't do this. And one of my mentors came and visited me and told me, "You know what? You need to do it for your child. Find a way to gather yourself, take as much time as you need, but the goal is to make sure that this business continues."Victor Basta also believes in the power of mentorship, especially in an ecosystem like Africa where “hardly anybody’s done an exit...the playbook hasn’t been written.” Victor helps fast-growing, tech-enabled businesses like Daiprom do everything from raising capital to acquisitions. And when Caroline was approached by StepWise, an American outsourcing company, she sought out mentors again to help her understand the deal on the table and keep her emotions in check.Victor advises “don't talk to very many people about it because you are going to be in sell mode because of the lack of experience. It would be useful to be able to find somebody in your broader orbit that has actually gone through it. You know, they may help you at least avoid going what I would call guardrail to guardrail with your emotions.”In February 2020, the day before the lockdown, StepWise acquired Daproim. But it wasn’t all smooth sailing and Caroline admits to mistakes and misunderstandings, namely assuming that she would remain as CEO after the acquisition.“So in my mind, I thought automatically I'd remain as CEO. So, I didn't have any doubts. I didn't think I needed to bring it up until later. I'd advise anyone to just make sure you talk about everything and not to assume.”When Caroline eventually decided to move on from Daproim, it was not without the advice of her trusted mentors. Listen to Caroline’s amazing story and Victor’s insights to learn how to prepare for the unexpected and avoid potential pitfalls—before, during and after an acquisition.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The Moment Chooses You: The Strategic Acquisition Journey

Welcome to Grit & Growth’s masterclass on the investment landscape in India, featuring Sandeep Singhal, Managing Director of Nexus Venture Partners. A pioneer of venture capital in India, Sandeep shares practical tips for entrepreneurs seeking early-stage funding.After working in Silicon Valley and at McKinsey, Sandeep cofounded one of India’s first incubators in the 1990s. Over the last several decades, he has witnessed the tremendous growth of entrepreneurship and investment in India. Today, he works at Nexus Venture Partners, one of the first India-US venture funds that invests in global technology products and technology-led businesses for India.In this episode, Sandeep explores the evolving market trends in India, and shares how he evaluates investment opportunities. He also discusses the most common mistakes that entrepreneurs make during early fundraising stages. Top Six Takeaways:The Indian market is evolving from a value or discount based market towards one of convenience.Familiarize yourself with the investor ecosystem: identify potential investment partners and their areas of interest in advance.To attract early-stage investors, you need to demonstrate passion and a strong focus on product-market fit with a scalable go-to-market strategy.Don’t go-to-market stating a valuation expectation ― have the market tell you what it thinks is a fair valuation.It’s important to have clarity on the risks your business faces.To attract strong partners, you need to demonstrate real insight into the competitive landscape of their market.Listen to Sandeep’s advice to help you raise capital and grow your business.Resources:Nexus Venture Partners: https://nexusvp.com/ Stanford Seed: http://stanfordseed.co/GritSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Masterclass on India’s Venture Capital Ecosystem

Meet Aditi Shrivastava, Cofounder and CEO of digital entertainment company Pocket Aces, and learn how the company identified investors to support them on their journey to entertain hundreds of millions of Indians in a rapidly shifting media landscape. Early on in 2013, Pocket Aces identified a huge gap in the market: content specifically designed for India’s youth, where they wanted to consume it—on a smartphone. Fast forward to 2021, and the company is now one of the country’s largest mobile content producers and distributors, with popular media brands FilterCopy and Dice Media, shows like Operation MBBS, and partnerships with the likes of Netflix and Facebook. How did Aditi and her cofounders build such a successful digital entertainment company, so quickly?It wasn’t easy—Pocket Aces was raising capital where capital hadn't been raised before, and some investors either didn't understand the opportunity or were not confident that the supporting ecosystem would get there. In this episode, learn how Aditi and her cofounders found the right partners to grow the company, from their first angel investor to seed, Series A, bridge financing and Series B rounds. You’ll also hear from a few investors about how they assessed this opportunity, including Sandeep Singhal of Nexus Venture Partners, and Pranav Pai of 3one4 Capital.Resources:Pocket Aces: https://pocketaces.in/ 3one4capital: https://3one4capital.com/Nexus Venture Partners: https://nexusvp.com/Stanford Seed: seed.stanford.eduSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Successfully Raising Capital in India in a Sector Where No One Has Raised Capital Before

Meet Elo Umeh, Managing Director and CEO of Terragon Group, a Nigerian digital marketing and data insights company, and Andreata Muforo and Ido Sum from TLcom Capital, and learn how to make the most of your fundraising efforts to successfully grow your business in Africa.Elo never intended to formally raise money—he initially relied on friends and family to launch Terragon. But as the business grew, so did his vision, and he needed to find an investor that understood the enormous opportunity in a rapidly growing sector. Since 2016, he’s led Terragon through two funding rounds: a $5 million series A round and a bridge round of $4 million. Now a leader in Africa’s data and marketing technology space, Terragon is currently raising another $16 million for its Series B. Elo shares his fundraising journey, explaining that it’s not just about the money, but who provides the capital is also key. He ended up working with Andreata Muforo and Ido Sum from TLcom, a venture capital firm with experience investing in tech-enabled businesses across Sub-Saharan Africa. Their relationship demonstrates how the right investors can help your business grow and actually enhance—not dampen—the quality of your decisions as a CEO.Andreata and Ido of TLcom also share what they look for in a company and provide tips for how you can approach your next fundraising round.Listen to Elo’s journey and Andreata and Ido’s insights to learn how to maximize the value of your firm’s next fundraising round.Resources:Terragon Group: https://terragongroup.com/ TLcom Capital: https://tlcomcapital.com/ Stanford Seed: http://stanfordseed.co/GritSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Raising Capital in Africa: It’s Not Just About the Money

Meet Adam Abate and Tayo Oviosu from Paga, and Victor Basta, CEO of DAI Magister, and hear about the hurdles and high points of an East-meets-West African fintech acquisition.Adam’s entrepreneurial journey began when he and two fellow Ethiopians started Apposit, a consulting firm building technology that would work in African contexts — low bandwidth, low human capital, and affordable. Turns out that was exactly what Tayo needed to create Paga, now the leading payments platform in Nigeria. What started as a simple consulting agreement turned into a long-term, strategic relationship and ultimately paved the way for Paga’s acquisition of Apposit in 2020.Victor Basta says while this isn’t the norm for acquisitions, it’s a wise strategy to develop relationships with the people you might acquire or be acquired by. Victor helps fast-growing, tech-enabled businesses like Paga do everything from raising capital to acquisitions. He says one of the keys to getting bought, not sold, is “developing relationships with companies that are likely buyers years ahead of when they actually might buy. You can always go search for companies, but people buy people they know or people they've heard of, and there's a degree of comfort and confidence with that.”The two entrepreneurs learned a lot in the process about the importance of trust, talent, and having a shared vision that will make both sides of the acquisition feel right about the decision.According to Adam “A lot of it came down to gut and how you really felt about it inside. Did all the pieces fit together? Did you wake up every day thinking, yes, this is the right decision despite the difficulties in negotiation? Even now, almost two years down the line with all the little problems we faced along the way I often asked myself, "was it the right decision?" and overwhelmingly it comes back to yes because the fundamental principles of why we got into discussion in the first place...are still there. They haven't changed.”Listen to Adam and Tayo’s story and Victor’s insights to learn how to set your own business up for buying or selling to the right partner.

East-meets-West: An African Strategic Acquisition Story

Welcome to Grit & Growth’s masterclass on the complexities and opportunities of running a family business, featuring Peter Francis, Stanford Graduate School of Business lecturer. Peter provides practical strategies, tactics, and firsthand experiences of effective family business management.Peter Francis’ expertise in family businesses goes far beyond the theoretical — he invests in them, teaches a class on them, and is also the former CEO of a sixth-generation family business. So he understands both the advantages and complexities that come with families working together and transitioning from one generation to the next.Peter believes, and the statistics confirm, that family businesses have some significant advantages over their public counterparts, namely patient capital, speed of decision making, the ability to pursue unconventional strategies, and pride of ownership. But the complexities of family relationships and emotions can be challenging.Creating a culture that encompasses both family and business is essential. “ It's not what you say with your mouth, it's what you do with your feet. And so early on family leadership needs to make it crystal clear that that's the way it's going to operate, and then they need to operate that way. And I will tell you, what you do will outweigh what you say.”Top Six Masterclass TakeawaysMake sure to understand your ownership model, clearly defining who are your active vs. passive owners (you want more of the former.)Education, transparency, and communication are the top three “universal” antidotes for handling many of the issues that show up in family businesses, especially during times of transition.Separating business and family is essential — don’t bring business problems home and try to solve them in the “family room”.Bringing in an outside voice/advisor can be a huge help in matters of transition, especially when things get emotional. Which they almost always do.Getting independent directors is key to growth and success. Actually listening to what they have to say is even more important.Thinking ahead, before you’re actually ready for a transition, will be a big help, especially in the event of an unintended consequence, such as the death of a founder.Listen to Peter’s insights, advice, and strategies to help manage everything from success to succession in your family-run business.

Masterclass on Running a Family Business

Meet Naomi Kipkorir and Annette Kimitei, the mother-daughter team leading Seneca East Africa, and Peter Francis, lecturer at Stanford Graduate School of Business, and hear about finding success and navigating succession in a family run business.Family dynamics can be challenging, not to mention, emotional. But when you add in a business, things can get even more complicated. Especially when the entire family is involved. That’s the story behind Seneca EA, a private security company headquartered in Nairobi, Kenya. Founded by Naomi’s husband, an ex-policeman, the business started in 2002 as a side hustle and now it’s a full-time, all-in-the-family-of five affair.After a failed merger with a European company, the family literally came together to pull their company back from the brink. Thinking about family succession came next. And as Annette learned, “succession is not one event, it’s a process.” Formalizing corporate governance is key to that process, which for Senaca begins with introducing advisory board members that have skill sets the business is missing, and eventually independent directors.Peter Francis fully supports that plan. And he knows from experience; his family run business has been going for six generations. Peter uses that firsthand knowledge to teach a class called The Yin and Yang of Family Business Transition at Stanford. Because issues that arise in a family business can often turn emotional, Peter advises seeking outside expertise, and relying on education, transparency, and communication to handle tough issues.“If you're having a conversation about the business at home you might say, "you know what, we're home, we should be wearing our family hat, not our business hat". And then communication... I don't mean just communicating, but also learning how to communicate. That is a muscle that we can strengthen in the family.”Listen to Naomi and Annette’s family story and Peter’s business insights to help think about your own company’s succession and governance plans.Links:Senaca East Africa: https://senacaworld.comAnnette Kimitei: https://www.linkedin.com/in/annette-kimitei-70594249/?originalSubdomain=kePeter Francis: https://www.gsb.stanford.edu/faculty-research/faculty/peter-t-francisStanford Seed: https://www.gsb.stanford.edu/seedResources:Poza, E. & Daugherty, M. (2014). Family Business, 4th Edition. Mason, OH: South-Western Centage Learning,Gersick, K., Davis, J., Hampton, M. & Lansberg, I. (1999). Succeeding Generations: Realizing the Dream of Families in Business, Boston, MA: Harvard Business School PressWard, J. L. (2004), Perpetuating the Family Business: 50 Lessons Learned from Long-Lasting Successful Families in Business, New York, NY: Palgrave MacmillanMontemerlo, D. & Ward, J. (2011). The Family Constitution: Agreements to Secure and Perpetuate Your Family and Your Business. Family Business Leadership Series, No. 20, Marietta, GA: Family Enterprise Publishers

All in the Family; Managing a family business for success and succession

Hear the story of Dr. Shuchin Bajaj, a doctor, and entrepreneur who set out to provide affordable, quality health care in rural India and found himself on the front lines of the pandemic through his network of 15 hospitals. From encountering multiple supply chain disruptions to motivating his team and building a 1,000-bed, no-cost, Covid treatment center in a matter of weeks, Dr. Bajaj has moved mountains to save lives. Leaders across India and in emerging markets globally will find his reflections valuable, both now, and when/if they find themselves at the center of a second or third wave.  Resources:Volunteer for Project StepOne: https://projectstepone.org/join-us/Donate to Project StepOne: https://projectstepone.org/donate/#Volunteer with Ujala Cygnus Healthcare Services: https://ujalacygnus.com/volunteer/Stanford Center for Innovation in Global Health: https://globalhealth.stanford.edu/covid-19/resources-for-the-covid-19-crisis-in-india.html/Stanford Seed: https://www.gsb.stanford.edu/seed

Special Episode: Crisis in India - Managing a Healthcare Operation During COVID

Meet intrepid entrepreneurs from Africa and South Asia, hear their stories of trial & triumph, and gain insights and guidance from Stanford University faculty and global business experts on how to transform today’s challenges into tomorrow’s opportunities. From securing investment and planning family succession, to mindful leadership and managing in adversity, you’ll learn firsthand from entrepreneurs and experts on how to develop the grit you need to grow your business — in times of crisis and calm. Walk away with actionable information, new perspectives, and fresh inspiration to take your business to the next level. Listeners can also take a deep dive into entrepreneurship with master class episodes featuring interviews with Stanford faculty and global experts. It’s a unique opportunity to hear about cutting-edge research, get practical business tips, and learn proven leadership strategies from some of the world’s leading thinkers and practitioners.Grit & Growth is brought to you by Stanford Seed, a Stanford Graduate School of Business-led initiative that partners with entrepreneurs in emerging markets to build thriving enterprises that transform lives. About The Host: Darius Teter is executive director of Stanford Seed, a Stanford Graduate School of Business-led initiative that partners with entrepreneurs in emerging markets to build thriving enterprises that transform lives. Darius has held leadership positions at Oxfam America, the Asian Development Bank and with the US Government where his experience included advising governments on economic policy, developing human rights programming, and financing infrastructure megaprojects across Africa, Asia and Latin America. All the while, he remained intrigued by the human experience and our universal drive towards growth and prosperity.

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