Tag: relationships

On Running a Consulting Firm

So most of the consulting firms are run as partnerships (as you might have already figured out). There was an experiment in the late 90s where a then leading firm was bought over by an IT company, and that saw stagnation for the next few years until the consultants did a “management buy out” in order to rid themselves of the IT company’s controls. By then, though, valuable time was lost, and last I heard this company was severely lagging its peers in terms of reputation, among other things.

As I had mentioned in the earlier post, the rut sets in once partners reach “steady state”, where they have an established set of relationships that they milk to get more business. And as I mentioned, it’s hard to get out of this rut, until employees start leaving protesting the poor quality of work, and lack of opportunities to make it big. And that starts sending the firm into a downward spiral. So what is it that the firms must do, in order to keep themselves dynamic, and not get into this kind of a rut?

The answer is something that is practiced by most leading consulting firms. Every few months or a year, these firms add to the partnership pool, mostly by promoting from within their ranks. Once thus promoted, it is the new partner’s responsibility to expand and generate new business for the firm, and he is not able to piggyback on the relationships established by the established partners. And thus, in his process to expand and get himself established, he has an incentive to take more risks. And take on projects with long-out-of-the-money option kind of payoffs.

Regular promotions to the partnership level means that there is always a bunch of partners who are thus taking risks, and that keeps the firm dynamic. I don’t know how well this works in practice, but in theory at least, this helps firms from getting into stagnation. That this is the model followed by most leading management consulting firms indicates that this is probably an appropriate approach.

So, if you think your consulting partnership is stagnating, get in more partners. Promote. Or make way. And keep the group dynamic and a great place to work.

Partners and Associates

Last week I’d written this post about managing studs, and while discussing that with some colleagues the other day, I realized that I could reformulate it without touching upon the studs and fighters theory. So let us consider a consulting firm. There is a partner, whose sole job is to solicit business for the firm, and to get the lion’s share of the benefits. And there are associates, trying hard to get noticed and promoted, and working for this partner. It’s the associates who do most of the work. Let’s assume that the firm is in “steady state”, where as long as they don’t mess up, there is a steady stream of business assured.

Under this assumption, all that the partner needs to do is to ensure he and his team don’t “mess up”. He knows that he has the relationships to keep the work flowing, and given that he doesn’t really do any work himself, he doesn’t care about the nature of work, or whether his associates find the work challenging, or interesting, and stuff. As long as the tap is open, and he makes his “partner’s cut”, he’s happy.

Given this, his incentives are towards work that is hard to go wrong. “Steady” work, where expectations are likely to be high, but the downside risk is quite low suits him absolutely fine, and he seeks to find more and more of that kind of stuff. There is little chance that his relationships with his steady clients can go wrong in this kind of a situation, right? So he goes about trying to find work with a “short deep-out-of-money option” payoff.

What about the associates? There will be some of them that are already established, and known to these steady clients. They know that it’s only a matter of time before they get promoted and hit the partnership pot of gold. They’ve made their mark, at a time when they had the opportunity to do so, and now they only need to hold fort till the end of the rainbow. And they hold on, perfectly happy to do work in which things can’t go wrong.

As for the other associates, who are still looking to establish themselves? What they’d ideally like would be the opportunity for “big wins”, which will make them be seen, and noticed, and enable them to make the move up the ladder when the time is right. Given their current standing, they don’t mind taking the risk – they have little to lose in terms of lost reputation. On the other hand they have everything to gain from pulling off improbable big wins. Basically they ideally like the “long deep-out-of-money option” payoff.  But the stream of projects the partners and other associates prefer doesn’t give them the opportunity to go for this kind of payoff! So they are stuck.

So, if you are working in a consulting firm, which is in reasonably steady state, where the partners don’t take part in day-to-day work, and where you are not yet established, you need to think if you’re in the right place.

Relationships and the Iterated Prisoner’s Dilemma

It was around this time last year that something snapped, and things have never been the same again. Until then, whenever she threw some tantrums, or we had some fight, I’d always give her the benefit of doubt, and unconditionally apologise, and make an effort to bring the relationship back on track. But since then, I don’t feel the same kind of sympathy for her. I don’t feel “paapa” for her like I used to , and have questioned myself several times as to why I even aoplogise, and not expect her to do that.

The optimal strategy for Iterated Prisoner’s Dilemma has been shown to be a strategy called “Tit for tat”. To explain the problem, you play a series of games against an “opponent”, and in each iteration, each of you choose to either “cooperate” or “defect”. For each combination of choices, there is a certain payoff. The payoff looks similar to this, though the exact numbers might be different. In this table, the first value refers to the first player’s payoff and the second represents the second player’s.

Player 1/ Player 2 Co-operate Defect
Co-operate 1 / 1 2 / 0
Defect 0 / 2 0.5/ 0.5

So you play this game several times, and your earnings are totalled. There was a tournament for computer programs playing this game sometime in the 1960s, where the winner was “tit for tat”. According to this strategy, you start by co-operating in the first iteration, and in every successive iteration you copy what your opponent did in the previous iteration. Notice that if both players choose this strategy, both will co-operate in perpetuity, and have identical payoffs.

Relationships can be modelled as an iterated prisoner’s dilemma. You can either choose to be nice to your partner (co-operate) for which you get a steady return, or you can choose to be nasty (defect), in which case you get a superior payoff if your partner continues to be nice. If both of you are nasty simultaneously both of you end up getting inferior payoffs (as shown by the Defect-Defect box in the above matrix).

Early on in the relationship, I was very keen to make things work and did my best to prevent it from falling into any abyss. I played the “Gandhi strategy”, where irrespective of her play, I simply co-operated. The idea there was that whenever she defected, she would feel sympathy for my co-operative position and switch back to co-operate.

So something snapped sometime around this time last year, which led me to change my strategy. I wasn’t going to be Gandhi anymore. I wasn’t going to unconditionally defect, either. I switched to playing tit-for-tat. You can see from the above table that when both players are playing tit-for-tat, you can get into a long (and extremely suboptimal) sequence of defect-defects. And that is what happened to us. We started getting into long sequences of suboptimality, when we would fight way more than what is required to sustain a relationship. Thankfully it never got so bad as to ruin the relationship.

Periodically, both of us would try to break the rut, and try to give the relationship a stimulus. We would play  the co-operate card, and given both of us were playing tit-for-tat we’d be back to normal (Co-operate – Co-operate). Soon we learnt that long defect-defect sequences are bad for both of us, so we would quickly break the strategy and co-operate and get things back on track. We weren’t playing pure tit-for-tat any more. There was a small randomness in our behaviour when we’d suddenly go crazy and defect. In the course of the year, we got formally engaged, and then we got married, and we’ve continued to play this randomized tit-for-tat strategy. And the payoffs have been a roller coaster.

Today I lost it. She randomly pulled out the defect card twice in the course of the day, and that made me go mad. While in earlier circumstances I’d wait a few iterations before I started to defect myself, something snapped today. I pulled out the defect card too. Maybe for the first time ever, I hung up on her. Do I regret it? Perhaps I do. I don’t want to get into a prolonged defect-defect sequence now.

And I hope one of us manages to give the relationship enough of a stimulus in the coming days to put us on a sustained co-operate co-operate path.

Relationships and IIT

So the basic premise of this post is that being in a romantic relationship is like studying at IIT.

Everyone wants to get into IIT. They do thipparlaaga to try and get in. They join expensive coaching classes. Some of them even move cities. They wait for several years giving multiple attempts. People work extremely hard. Still, success is not guaranteed. There is that luck factor. There is the day’s performance that matters. Some days are important than others. Cracking the JEE is a “discrete” job.

While preparing for JEE, everyone thinks that if they clear the exam, their life is made. They come under the impression that after JEE, life will become smooth. That they won’t need to put any fight for the rest of their lives. That all that matters for their future is their cracking the JEE. And so forth.

It’s only after people come to IIT that they realize that life is not the cakewalk they assumed it to be. It is only after they get there that they realize that life after JEE is quite hard. That it is necessary to work hard. That if they don’t work hard, they will do very badly, and might flunk. It is only when they get to IIT that it hits them. Some learn quickly but others get disillusioned and give up in life. Several people do badly. Some even drop out.

So it’s similar with a romantic relationship. Everyone wants to get into a romantic relationship. Everyone looks only about the “entrance examination”. Everyone believes (before they get in) that life ban jaayegi after they get into a relationship. And getting into a relationship is a “discrete” job. It’s about how you “perform” during those blading sessions. It takes that bit of luck. It takes those set of fateful events to happen together in that precise coincidence.

And it is only when you get into a relationship that you realize how hard it is (provided you haven’t been there before). It is like being in IIT all over again. You know that you will need to work really hard to keep it going (applies to both parties). It is a continuous job, and you need to continuously “perform”. The randomness is much smaller than it is during the “relationship acquisition” phase.  However, you necessarily need to work hard. There is no “stud way out”. Some people give up when they find this out and break up (drop out). Others understand and put in the requisite effort and sustain the relationship. And continue to work hard.

The thing with arranged marriages is that you are typically forced to commit as soon as you’re done with “evaluating” the other person. You don’t get to test the counterparty on their ability to work hard and keep things going. It is like offering someone a job as soon as he has cleared the JEE.

And I wonder if one can draw an analogy between marriage and (academic) tenure.

The things we talk about

Following a conversation with Harbhajan last night, I was reminded of one of our earlier conversations, three years back. Mansoor had also been present at that conversation, and somehow for me that represented some sort of a landmark. Barring the odd stray conversation, that was the first time I had been involved in a deep conversation with other guys about the theory of relationships. I don’t know why but before that I somehow used to reserve such conversations only for women.

Back when we were getting to know each other, the only thing that Harbhajan and I would talk about was about JEE mugging, about problem number 487 in “Problems in General Physics” by I E Irodov, and occasionally mimicing the accent of one or the other profs in our JEE coaching factory. Going forward, we had talked about CGPA, very occasionally about careers, and of late (leading up to that day in April 2006) about investment banking interviews.

It was similar fare with Mansoor also, and also with most of the other guys I was good friends with. We would talk about the usual “conversation-makers” – cricket, football, politics and cinema. During my brief stay in England, weather also got added to the list of topics we talked about. And of course, there was bitching, which was something we all loved to do, and which I had taken a special liking for.

Conversations with women, however, used to be different. The bitching was definitely there – in fact I managed to impress quite a few women with my bitching skills (and I used the same skills to depress quite a few women also) – but the “usual stuff” was absent. What also got added, though, was stuff like theory of relationships. Stuff like cribbing about “life issues” (regarding “normal issues” i was an equal opportunity cribber – didn’t distinguish between various classes of cribbees). Trying to analyze relationships while leaving out the bitching aspect of it.

Because of this distinction of topic of conversation, the bar for a woman to become my friend was set extremely high, because of which I had few female friends. Using orkut classification, most of the women I knew were either acquaintances (most) or good friends (very few); there were few friends. Also, my refusal to discuss “life issues” with other guys (among whom I had a large number of both friends and “good friends”) meant that my options for conversation were limited when I wanted to discuss life issues.

What I don’t understand is how I got into that kind of a distinction in the first place. I fail to figure out why I used to make this distinction about topic of conversation between men and women. Moreover, I fail to figure out what happened to me that pleasant April night in Jayanagar when I opened up to Mansoor and Harbhajan. Since then, I’ve been treating women I have no romantic interest in on par with men, and I think that is the way things should be. Also, maybe things were the same over ten years back in higher secondary – no distinction.

I don’t know what had happened to me then, because of which I turned out the way I did. And I don’t know what happened to make me change back. All I know is that in the intervening period, I had some strange policies because of which I suffered. Oh, and I must mention that most of that “intervening period” was spent in IIT Madras, whose gender ratio is well-known.

Arranged Scissors 8: Culture fit with parents

That you are in the arranged marriage process means that your parents now have full veto power over whom you marry. Given that you don’t generally want them to veto someone whom you have liked, the most common protocol as I understand is for parents to evaluate the counterparty first, and the “candidate” to get only the people who have passed the parental filter. Then the “candidates” proceed, and maybe meet, and maybe talk, and maybe flirt and maybe decide to get married.

Hypothesis: The chance of your success in the arranged marriage market is directly proportional to the the culture fit that you have wtih your parents.

Explanation: Given that parents have veto power in the process, and given the general protocol that most people follow (which I have described in the first para above; however, it can be shown that this result is independent of the protocol), there are two levels of “culture fit” that an interested counterparty has to pass. First, she has to pass the candidate’s parents’ culture fit test. Only after she has passed the test does she come in contact with the candidate (in most cases, not literally).

Then, she will have to pass the candidate’s culture fit test. By the symmetry argument, there are two more such tests (girl’s parents’ filter for boy and girl’s filter for boy). And then in the arranged marriage setting, people tend to evaluate their “beegaru” (don’t think english has a nice phrase for this – basically kids’ parents-in-law). So you have the boy’s parents evaluating the girl’s parents for culture fit, and vice versa.

So right at the beginning, the arranged marriage process has six layers of culture fit. And even if all these tests are passed, one gets only to the level of the CMP. (given that very few filter down to this level, i suppose a lot of people put NED at this stage and settle for the CMP).

Without loss of generality, let us now ignore the process of boy’s parents evaluating girl’s parents and vice versa (the problem is complex enough without this). So there are basically four evaluations, made by two pairs of evaluators (let us consider parents as one entity – they might have difference in opinion between each other occasionally but to the world they display a united front). Now for each side it comes down to the correlation of expectations between the side’s pair of evaluators.

The higher the “culture fit” you possess with your parents, the higher the chance that you will agree with them with regard to a particular counterparty’s culture fit. And this chance of agreement about culture fit of counterparty is directly proportional to the chance of getting married through the arranged marriage process (basically this culture fit thing can be assumed to be independent of all other processes that go into the arranged marriage decision; so take out all of those and the relationship is linear). Hence proved.

Now what if you are very different from your parents? It is very unlikely that you will approve of anyone that they will approve of, and vice versa. In such a situation it is going to be very hard for you to find someone through the arranged marriage process, and you are well advised to look outside (of course the problem of convincing parents doesn’t go away, but their veto power does).

So the moral of the story is that you should enter the arranged marriage market only if you possess a reasonable degree of culture fit with your parents.

(i have this other theory that in every family, there is a knee-jerk generation – one whose “culture” is markedly different compared to that of its previous generation. and after each knee-jerk, cultural differences between this generation and the following few generations will be low. maybe i’ll elaborate on it some other time)

Arranged Scissors 1 – The Common Minimum Programme

Arranged Scissors 2

Arranged Scissors 3 – Due Diligence

Arranged Scissors 4 – Dear Cesare

Arranged Scissors 5 – Finding the Right Exchange

Arranged Scissors 6: Due Diligence Networks

Arranged Scissors 7: Foreign boys

Arranged Scissors 5 – Finding the Right Exchange

If you look at my IIMB grade card, one subject stands out. It is one of the two Cs that I have on the card, and the other was in a “dead rubber” (5th/6th term where grades didn’t matter for placements). This C was in introductory marketing management. Where the major compoenent was a group project called the application exercise (ap-ex). I frequently crib that I did badly in that project because four out of six people in my group did no work, or even negative work (and this is true). Digging deeper, however, I think the more fundamental issue was that the two of us who worked didn’t really know what we were doing. We failed to understand the concept of STP till a few years after the project was over.

STP is one of the most fundamental concepts in marketing. It stands for Segmentation, Targeting and Positioning. I quickly appreciated Positioning, but took a long time in trying to figure out the difference between segmentation and targeting. In my defence, they are highly inter-related concepts, and unless you look at it from the point of view of social sciences (where each unique point fetches you one mark in the board exam) it is not intuitive that they are separate concepts.

So you segment the “population” based on various axes. Taking these axes in conjunction, you end up “segmenting” the population into a large number of hypercubes. Then you do the “targeting”. Find the set of hypercubes that you want to sell your product to (in the context this post is about, sell yourself to). And so once you have found your “target segment” or set of “target segments” you “position yourself” and go out to sell. And then you need to figure out the “4 Ps” of marketing. Product (fixed here – it’s you). Price (irrelevant if you don’t plan to take dowry). Forgot one P. The other is Place (where you will sell).

The arranged marriage market can be broadly be divided into two – OTC and exchanges. OTC (over the counter) is the case where you have a mutual acquaintance setting you up with a counterparty. The only difference here between arranged and normal scissors is that in the arranged case, it is your parents who are set up with the counterparty’s parents rather you getting set up directly. Since it is a mutual acquaintance doing the setting up, the counterparty is at max two degrees away, and this makes the due diligence process a lot easier. Also, you have one interested third party who will keep nudging you and pushing hte process back and forth and generally catalyzing it. So people in general prefer it. Historically, there were no formal exchanges (apart from say a few “well known village elders”). Most transactions were OTC.

One problem in financial OTC markets is counterparty risk (which is what has prompted the US government to prop up AIG) but this is not a unique problem with OTC arranged marriage market – counterparty risk will always be there irrespective of the method in which the relationship was formed. Apart from providing counterparty protection, one important role that financial exchanges play is to improve liquidity in the market. The number of transactions that happen in the exchange ensure that the market is efficient and prices are fair. Liquidity is an important asset in the arranged marriage exchanges also.

The problem that I’m trying to describe in this post is about segmenting the exchanges based on their most popular commodity types. I don’t have reall live examples of this, but then for each product you will want to go to a different exchange. For example (this example may not be factually correct) both the Chicago Board of Trade (CBoT) and Chicago Mercantile Exchange (CME) trade in both corn futures and cattle futures. However, the volume of corn futures that are traded on CBoT is significantly larger than the volume of corn futures traded on the CME. And the volume of cattle futures traded on the CME might be siginicantly larger than the corresponding volume in CBoT.

So if you want to buy cattle futures, you are better off going to the CME rather than the CBoT since the former has significantly greater liquidity in this product, and thus you are assured of getting a “fairer” price. Similarly, to buy corn you should rather go to CBoT than CME. I suppose you get the drift. Now, the same is true with the arranged marriage market also. If you want to get listed on an exchange, you will need to make sure that you get listed on the right exchange – the exchange where you are most likely to find people belonging to your target segment.

To take an example, if you think you want a Tamil-speaking spouse, you are significantly better off listing on tamilmatrimony.com rather than listing on telugumatrimony.com, right? Of course this is just a simplistic example which I have presented because the segmentation and difference in markets is clear. Things in the real world are not so easy.

There are various kinds of marriage exchanges around. In fact, this has been a flourishing profession for a large number of years, and even the recent boom in louvvu marriages has done nothing to stem the flow of this market. You will have every swamiji in every mutt who will want to perform social service by opening a marriage exchange. Then, you have a few offline for-profit exchanges. Some of them work on a per-deal basis. Others charge you for listing, since it is tough for them to track the relationships that they’ve managed to create. Then, this is one business which has clearly survived the dotcom bust of 2001-02. The fact that this business is flourishing can be seen on the left sidebar of this page where I suppose a large number of them will be advertising. In fact, I encourage you to click through them since that will result in precious adsense revenue for me.

There is nothing wrong in carpet bombing, but that comes at a price. Notwithstanding the listing fees (which are usually nominal), you will have to deal with a significantly large number of “obviously misfit” CVs and bump them off. Especially if you live far away from the exchanges and have someone else broking for you, you don’t want to burden them too much, right? So the problem is in doing your segmentation and targeting. And then researching the exchanges to find which exchange has most liquidity for products belonging to both your segment as well as your target segment. And get listed on them ratehr than wasting precious time, energy and money listing on exchanges that are unlikely to be useful.

Since I began this (extremely long) post with marketing fundaes, I should complete it with some more (which is irrelevant to the rest of this post). A standard process for advertising is AIDA (Awareness-Interest-Desire-Action). Typically for a relationship to “happen”, you need a minimum of D from at least one of the parties, and a minimum of I from the other party. The normal arranged marriage process, however, assumes that an I-I is a sufficient condition for a sufficient lifelong relationship, and don’t give enough time and space for people to check if D is there. Hence the disasters. Hence the tilt towards the CMPs.

Arranged Scissors 1 – The Common Minimum Programme

Arranged Scissors 2

Arranged Scissors 3 – Due Diligence

Arranged Scissors 4 – Dear Cesare

Arranged Scissors 2

One of the greatest sins in the normal relationship process is tw0-timing. If your statistically significant other figures out that there is yet another other who might also be statistically significant, she is not going to take things lying down. The most likely scenario will be that the yet another other will indeed become statistically siginficant – since the original SSO puts ditch. It might be a stretch but I’ll anyway say that tw0-timing is probably the worst mistake you can commit in the course of a relationship.

The arranged marriage market puts no such constraints. Even if you are ten-timing, people won’t mind. Especially if you are an NRI. The typical NRI process goes like this. Boy lands and is given a “shortlist” – a sheaf of CVs and photos. During the drive home, the shortlist is made shorter. The next day, “interviews” are arranged with each girl in the shorter list, typically at her house. End of the day, after sampling data from various sources, boy picks the one that he thinks will be likely to be most statistically significant in the long term.He takes her out for lunch the next day, puts a ring on her finger the following day and flies off, promising to return in a few months for the wedding. Occasionally, he claims he can’t get leave from his employers for another year and so puts off thaaLi also before he returns to vilayat. Girl can follow him later. For now she’ll follow him on Twitter (sorry, bad PJ).

Local boys don’t have it that lucky. At least, it is unlikely that they ten-time. There are two quirks of the arranged marriage market which pull in opposite directions when it comes to two-timing. On one hand is discretion. You don’t announce that you are “seeing someone” until it’s all fixed and proposal has been made and accepted. Discretion also means that you don’t want to be caught together in public. It also means that you can’t write funny things on each other’s facebook walls. And it obviously rules out PDA – in fact, all forms of DA are strongly discouraged until the contract has been signed. Heck, my cousin was putting DA during her engagement and that led to much gossip and condemnation. So no DA till marriage.

So yeah – one of the “advantages” of this discretion is that it allows you to two-time. What tugs from the other side is the time to decision. Due diligence in the whole process is outsourced, to the bankers. Typically it is finished even before the parties concerned get a chance to  explore each other – and in this, this process differs from the typical M&A process. So now that the due diligence has already been done, bankers prefer that the parties reach a decision quickly.

I don’t know how this happened, but the time to decision is fairly short. In olden days, I’m told that the due diligence was the beginning and end of the deal process. All that the parties had to do was sign. Things slowly improved – to showing photos, to being shown glimpses, to being allowed to talk for two minutes. I don’t know where things stand in terms of the general market, but I’ve been trying to insist on a proper blading process to allow enough time for tiki-taka.

Ok here is the grand unification for this post. The time to decision is a function of discretion and ability to two-time. Given the discretion that has normally been practised (i suppose this came about because societies were tightly knit and small and things would become awkward for all parties involved if each expression of interest were made public), the cost of two-timing became quite low. Thus, in order to make sure that the counterparty is not two-timing their kid, parents started demanding that decisions be made early. This cut both ways – the counterparty’s parents also wanted to make sure their kid wasn’t being two-timed. From the point of view of bankers, the short time-to-deal was an absolute win.

From the point of views of the interested parties, all it did was to increase the incentive for Common Minimum Programmes. Time allotted is generally too short to properly check out the counterparty, and you need to prioritise. You want to check for obvious mistakes. In the short time, you want to make sure that the counterparty is not an obvious misfit. Realizing that you will never have that time to figure out propely if a prospective counterparty has those “spikes”, you settle for someone who “clears the basic cutoffs”.

You thus get yourself a common minimum programme spouse.

Earlier in the series:

Arranged Scissors 1 – The Common Minimum Programme

Dreams, daydreams, movie scripts and Jab We Met

The last time a relationship I’d invested considerable time and energy in didn’t happen, my mother told me that it had to do with my dreams. And my daydreams. And the “movie scripts” that I would often make up and tell her. Most of these would have a similar ending. The boy and the girl will end up deciding they will just be friends. And to move on in life. Typically, the movie scripts would end with one of them walking away into the drizzle. Or both of them walking away in opposite directions in the drizzle. It was because of the kind of scripts I would “write”, my mother would say, that similar things were happening to me in life.

Two and a half years down the line, I don’t seem to have changed. I still feel the same about a number of scripts. I don’t daydream anymore, at least not as much as I used to a few months or years ago. I don’t write movie scripts for fun any more. If I think I have an idea for a movie script, I start thinking about it from a commercial aspect. And end up ruining it. And though I continue to dream, and dream heavily, I don’t seem to remember too many of them. However, I’m sure that this kind of script still occurs once in a while in my dream.

I was reminded of this when I was watching Jab We Met earlier this evening. I thought it was a fantastic movie. Though Shahid Kapoor was playing a Lala, I could fully identify with his character. The first half, or maybe three fourths, was brilliant. The way his initial exchanges with Kareena Kapoor have been written is awesome. The entire bit starting from the time he walks away from his car till he is back in his company was compelling. At that point, the movie held so much promise that I was kicking myself for not having watched it for almost a year after its release. (rest of the post below the post. spoilers are there)

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