During and post the pandemic, several sectors have seen a dramatic rise in customers & sales, specially the ones which were ready to embrace the new change and leverage the new opportunity of everything going online and remote.

With 2021 being the most prominent year for Indian startups achieving unicorn status, Edtech isn’t left behind.

In today’s episode we’ve brought Vamsi Krishna, CEO and Co-founder of Vedantu, India’s 5th and most recent Edtech startup to become a unicorn.

Prior to starting Vedantu, Vamsi, and his team had prior experience in offline education with their venture – Lakshya Institute. This definitely helped them with a lot of learnings and the initial groundwork for building Vedantu.

During the episode, Vamsi talks about the Vedantu’s role being an early entrant and being a category creator, how they’ve built and leveraged organic growth over the years and much more.

Notes –

02:29 – Co-founding and running Lakshya Institute for over 8 years

05:28 – Pivoting from offline to online and starting Vedantu

08:50 – Prior to scaling, first validate if the solution works

14:47 – Revenue milestones

18:49 – Conscious considerations while building new features

22:41 – 3 Verticals at Vedantu

24:10 – Focusing on Organic vs Paid Acquisition

26:22 – Importance of referrals in Edtech

30:19 – Advice to first time entrepreneurs

Read the full transcript here:

 

 

Siddhartha Ahluwalia 00:00

Hi, this is Siddhartha Ahluwalia. Welcome to the 100x entrepreneur podcast. Today we have with us Vamsi Krishna, founder of Vedantu, Vedantu is an Indian online learning platform where teachers provide education to students over the internet, they have made a mark in K12 learning so that all of India today knows Vedantu. Their jingle samajh aayega toh maza aayega has been very popular over the internet and Vedantu’s journey is very inspiring. Vedantu recently joined the unicorn club after raising 100 million in series e led by Singapore-based ABC, World Asia, Tiger global and ggV and Westbridge Welcome Vamsi to 100x entrepreneur podcast.

 

Vamsi Krishna 00:47

Thanks for that. Lovely to be here.

 

Siddhartha Ahluwalia 00:51

We would love to know about your journey right before you started Vedantu.

 

Vamsi Krishna 00:56

I’ve been in entrepreneurship for a long time now. So before even starting Vedantu, I had my first venture, which was also an education incidentally. And which we began me and my founders began way back in 2006. So, we’re all 2005 graduates, I am from IIT Bombay, my friends are from IIT Roorkee. In fact, the friendship goes even before that. So, sort of like we knew all of us knew each other. And we didn’t last long in jobs, though, we probably were like some eight or nine months into the job, and then decided to do something together. And just after one year, in 2006, is when we started our entrepreneurial journey. So, the first venture was by the name of Lakshya, this was a 100% brick-and-mortar offline venture. And it was a bootstrapped entity, very different from Vedantu, right. So, in that previous one, there is no investor anything. It was a bootstrap one. I should also say said that the startup ecosystem at that time was not as evolved as it is today. So, I could also see that whole change in the ecosystem. lovely to see that. But yes, to your point, my startup journey began in 2006. And since that time, I’ve been an entrepreneur.

 

Siddhartha Ahluwalia 02:10

And what happened to Lakshya

 

Vamsi Krishna 02:11

It is a very incredible journey. I think a lot of the things I’ve I today know about pedagogy teaching, learning, you know, I’ve learned from that. So, it’s been a long, eight years journey, very purposeful, very satiating. So, the thought of Vedantu and the challenges around Lakshya came about in 2010 and 11, when we scaled it offline venture, and while scaling, we discovered that scaling an offline center isn’t easy. It has its own set of challenges, a lot of issues around maintaining quality, uniform quality across multiple locations, and so on and so forth. Right. And all the centers, we had locations we had were tier two and tier three. Right? And there were a lot of issues around getting quality teachers in those locations. So, all these challenges, right, you know, made us realize two things. One is, if we can do this, it will take 100 years to create impact at scale. And technology probably is a solution, we can use to solve these problems. And that’s really what got us to think about technology, and then Vedantu and then one year, we tried to do both, then realize that can’t do both, you have to focus on one. And it was a very tough call. I know it was a very cash-rich business generating a lot of cash. And also, it was very tempting to stay there. But the impacted scale was the goal. So, we ultimately decided to focus fully on Vedantu So we got a good exit. So, we sold it to a public listed company in 2012, based out of Mumbai, so it’s public news and served in transition for two years before starting with Vedantu in 2014.

 

Siddhartha Ahluwalia 03:58

And what was the difference that you wanted to try this time in Vedantu that you couldn’t try at Lakshya?

 

Vamsi Krishna 04:04

It’s quite a good question you asked right. So, a lot of things were the same. I think the problem statement was very clear. We wanted to create an online version of Lakshya. So Lakshya was very successful in terms of learning outcomes and results. In fact, there have been multiple case studies on Lakshya in that regard. We just wanted to create an online scalable version of that same thing. So one of the big design choices we took in Vedantu was, we were the first company in India to start with live interactive classes, live classes, which today is obviously mainstream. But we are doing this, you know even this talk on this, but way back in 2014 it was a very new concept, especially for teaching-learning. And 4g was not there, 2g 3g was there but our belief was it’s not just content, which is the trick. It is that whole service level around interactions motivation in our doubts. All of these things go into creating a superior learning experience and an outcome. And we have seen that happening at Lakshya very successfully, right? We wanted to create a solution, which has the same components as Lakshya, but in an online and scalable fashion, and hence Vedantu was born. So, in us in that sense, the problem statement we wanted to solve is very simple. How do we create a scalable version wherein the best of the society, the great passionate teachers, who are not available everywhere, you know, we can get them and give them a platform and a tool so that they can reach out to all tier 3-4 or for whatever location as possible, right? So that was essential that I like, you know, the problems that we’re trying to solve?

 

Siddhartha Ahluwalia 05:44

And can you share the initial years of Vedantu when you were not funded, and who was your exact target audience right now Vedantu is present across the entire k12?

 

Vamsi Krishna 05:58

I clearly remember those days, you know, when at the start, we also didn’t know whether this will work or not. So, we had exited, so we had put in our own money. So, the whole thought process was that let’s first try to do it on a small scale. And if it works, then we’ll think about scaling it. So, we started with pure one-to-one teaching-learning. So, one teacher teaching one student is what we started with. And for almost one and a half years, we just did that, in that we chose only math. And in those two, probably only two grades, which was I think, 9th and 10th. Yeah, right. You know, the reason why we chose 9th and 10th is that it was not as rigorous as 11th and 12th, where it’s almost like a matter of like, you know, high stakes for the kids and their parents are there they would not be felt, they would not try a new thing. Right. And 9th and 10th hence, you know, came about where people were ready to experiment. And you know, and also there was enough seriousness to think about it in a serious way. So that was the initial, you know, TG if I were to use the word target group we sought and one to one is what we started with, and did that for almost one and a half years, we tried looking at how was the experience? Is the retention going to come or not? You know, are they going to come back next year? An education is Academy year cycles, right? So, it was all of these things very important. After we saw in 2016, people came back, right? an NPS of the tune of almost 82 across the sessions was amazing NPS, right? That is when we started thinking about Okay, now how do we scale this because we’re on to that at that time at a one-on-one tutoring fashion was very expensive, it we were operating it at almost 500 rupees per hour, which was very expensive for India.

 

Siddhartha Ahluwalia 07:52

Was the student paying 500 rupees per hour cost?

 

Vamsi Krishna 07:56

the student was paying 500 rupees per hour. Okay, there were packages you can purchase 10 hours, you can purchase 25 hours, you can purchase 50 hours like that, and per hour, it’s 500 rupees,

 

Siddhartha Ahluwalia 08:10

And, and you used to pay let’s say a teacher 200 to 300 rupees per hour so there was a rest was arbitrage.

 

Vamsi Krishna 08:16

Exactly. So, we used to pay teachers almost 350 to 400 rupees per hour. So, that was also another challenge around scale, the margins for the business were so low, it was essentially 20% and in 20% in education, it’s very low margins. I mean, I know, in other businesses 20% is a huge margin, but not so much in education. Right? So, all these are challenges. So again, the things that are this, right? And this is also something which I tell entrepreneurs, right? So, when you think about some solution first validate whether it works or not, right? And if it works, then you will always think about scaling it. Right? Many people think about scale first, and then they’re not even able to come up with a product construct in the first place. Right? So here, we first came out with a product construct. Our big question was, will a child be comfortable studying online? Will a teacher be comfortable studying online, we first proved that, and when we were satisfied with that, you know, people are ready to pay, people are ready to come back. That’s when we then went out and think about things and thought about like, how do we scale this, and then one to one, you know, we cracked the model for one to few in which one teacher will teach the students and then ultimately one too many in which one teacher will teach many students. This happened in fixed successions and since then, there’s been no looking back. So in one too many, we got the price point down to almost 100 rupees per hour from 500. And the margins for the business improved to almost 60 65% from 20%. So that was a substantial you know, improvement, and then it’s been a massive scale journey since.

 

Siddhartha Ahluwalia 09:56

when did you raise your first round of funding and from whom for Vedantu?

 

Vamsi Krishna 10:03

Being, you know, having exited Lakshya, we obviously had our own funds. So, we substantially invested our own money in this, right? And then we had our first Angel, right, you know, who sort of like invested along with us way back in 2013 14? itself, right? The first institutional investment happened in 2015. The almost first quarter itself, I would say, you know, ours is probably a little different story and journey, because we were, like, second-time entrepreneurs successfully exited. So, we were known in the ecosystem, and hence we, like, you know, the investors knew us. So, I would say, just four months into the launch, we got funded by Accel and Tiger came in with a $5 million cheque in 2015. And so yeah, funding and money, at least for Vedantu was not a challenge, to begin with. Basically, everything was a challenge. But yes, at least, you know, thankfully, money was not.

 

Siddhartha Ahluwalia 10:59

can you share your example when you know, or take time to validate the one-to-many model? And when did you hit the hyperscale? And what helped you scale both organically and inorganically?

 

Vamsi Krishna 11:13

So, one to one, then one to a few, and then one too many happened in transition. when one too many happened, these things happened when the price point came down. And also, the margins improved. And because of that, it automatically scales massively. So, I mean, obviously, when you have the right product at the right price point, that option automatically increases, right. So, in 2017, is when we did that. And since that time, I think we’ve always gone almost two and a half times year on year minimum, right. And COVID has obviously accelerated it, it grew by 4x in COVID times, but even before COVID, we were growing at two and a half to three times, you know, year on year. And that continues even till late. Even right now, we are going at a two and a half to 3x years on year. Now, what really contributed to that? see a lot of things in no particular order, right? First and foremost, was the value proposition that exists in your in tier two, tier three. even if you’re ready to pay money, you’re going to get access to a good quality teacher. Right? So here, you had the best of the teachers from the country teaching with you at a price point, which is lower than the offline price point. So, the value proposition itself was very, very strong, I would say, right, that’s one. Second is, traditionally we have always built and believed and like, you know, believed in this concept and built a lot of organic funnels of acquisitions. So, think of the content. So, we put a lot of solutions to books and see solutions, test all that on our website, and made it SEO optimized. So that used to get a lot of traffic to us organically, right? Then in 2017-18. We started with our YouTube channels. So today, obviously, we are the largest in K12 when YouTube in India, right? combined, but that was something we started way back in 2017-18. So, all of these things combined, used to generate, I don’t remember exactly at that time, maybe around 10 to 12 million unique traffic of students coming to us organically. And that was ultimate, you know, one of the big levers so visual is able to acquire users and convert.

 

Siddhartha Ahluwalia 13:22

And if you can share the revenue milestone, like what will be the current revenue of Vedantu, and what has been the journey of the revenue reaching to the stage?

 

Vamsi Krishna 13:32

Sure, as I said, I think the growth rates I did mention to you, those were the things So today, we would be around a 65 to $70 million, kind of like a analyze revenue run rate. Right? You know, that’s our top line. This was three times. So, this is 3x of what we were probably same time last year. Right? As I said, so yeah, growth has been good. And last year itself was 4x of the year before. Right? So, this has been like, pretty, pretty stellar. In terms of students also see very similar growth, I think, last entire Academic here, which is a fy 21, we had around two lakh students paid students with this unique the year before was around 48,000. So that again is a 4x kind of an increase we saw. this year, you know, the way it is going again, expecting to two and a half x so probably around a half a million, we should be looking at this year, that’s on the paid students, in terms of free students also very similar metrics. Right, you know, so that, you know, I hope that answered your question, but that is typically the kind of scale we are in and also the kind of trajectory we have had. COVID obviously had a role to play in it. But again, the point being is you know, EdTech in India was any which way, you know, strongly growing, even before COVID in 2019 I remember we’re growing at 2.5-3x. So COVID has only accelerated it. And yeah, very happy with the kind of journey we have had but still a long way to go. There’s so much penetration, so many students still there who are not yet online, and very excited to see how this pans out for the next few years.

 

Siddhartha Ahluwalia 15:20

what are the systems that you built, right, you have previously operated an offline business? And you would have adopted many systems from the offline business, especially teaching methodology? And what are the new systems that you built that help you, you know, reduce churn to a minimum and build a huge system for growth? so that you could handle the new students came along?

 

Vamsi Krishna 15:45

Yeah. So. So it’s a very important thing, you know, this building system as you scale?

 

Vamsi Krishna 19:19

So, I think it’s, it is a lot nuanced, it really is a function of a lot of things. It is a function of how many resources you have, at what stage in the journey you are at, and so on and so forth. So, there is no set answer to it. There’s no set formula to it. I can only share my experience, but I am very sure this, this answer really depends on like, not the stage you are in the context you have. Yeah. So, with that being said, I think in Vedantu at the initial stage, we focused on our core, and we always, you know, thought about like, you know, where will we invest and where we will not invest? And we always decided to invest in our core. So, one of the first things we invested in was our live digital learning platform. We call it to wave, right? So that was very core and critical to our whole, you know, the teaching and learning thing. So, it was an area we invested in substantially. And so all the things, we try to see that if third-party integrations can do the trick, and that’s how we went about it, that’s one. As we scaled beyond that, then we started thinking about, like, you know, is this really core to us? Or is this something which we can still get a third-party solution? And, go forward? Because always you’re constrained for resources. And it’s very important to make this choice that what’s your core? What’s not your core? And hence where you should invest? Yeah. So, it’s a tricky choice between speed, and also core competency, and entrepreneurs and founders need to continuously make it. So that’s how we went about it. Later on, how we will use to went go about further, you know, down this journey, when we went about scaling and all, how we used to think about it first will throw people at the problem. And then we will see that you know, how is it working? Is it even working or not, like, what kind of profile you require, and so on, and so forth? And after that, a second thing is, then we create process, and then we create a product. So that’s typically how we go about it. Right? First people at the problem, then create a process around it and then create a product around it. So that’s typically the approach we have followed around scaling. And yeah, it does for us so well, so far.

 

Vamsi Krishna 22:45

And can you share about the different verticals Vedantu has today? And did you create everyone through the same process everywhere? In terms of verticals, we have three broad verticals today at Vedantu. So, the first one is the early years which is four years to eight-year-old, in which we have co-curricular courses for the kids. Then we have a tuition vertical which is from fourth grade to 10th grade which is the standard equivalent of offline normal competitions and tuition coaching centers. And the third one is that we have a test vertical which is for the engineering entrance, medical entrance examinations, right. So, these three verticals we obviously like you know went one by first started with the tuition, then added test prep, and then added the early years, as you call it. So, it was sequential. And the way we go about it is obvious we have a playbook around it. So, once you create the playbook, essentially trying to replicate the playbook across multiple verticals as and when you go and create

 

Siddhartha Ahluwalia 25:18

In the current scenario where we have heard the cost of acquisition today has become like 20,000 rupees per paid user in EdTech. Right? How do you balance that? And what would be, you know, this same cost for you?

 

Vamsi Krishna 25:33

We don’t spend or we spend very, very less like probably 10% of the cost on actual acquisition. But there’s a specific reason behind it. I mean, Vedantu would not be the right comparison here. Because we’ve been there for a long time. And right from day one, we’ve been very focused on organic, right, so today, if you search for anything on Google around like what a kid searches for will be in the top two, top three, if you search anything on YouTube, will be there on top two three. So, we have had good enough of time to focus on creating this organic asset, content assets on Google, on YouTube, even on Tata sky and Airtel. they have exclusive channels on of it. And even on Tick tock, we were probably the number one in K12 before it got banned. Right. So, the idea here has been very clear and very simple. Rather than spending only on paid acquisitions, which is, you know, which is a very honestly very easy way to do it. Right and gives you instant gratification. But the moment you stop it, you’re again zero. So, the idea was always to create organic assets, even today, we always think about how we can create organic distribution channels. And it’s been a journey of almost five years, six years for us to reach here. And as a result of that today, we don’t really spend a lot on the acquisition, we spend on conversions. Right, you know, and other things, but not on acquisition. And that’s probably one of the big modes we have. So today, just to give you numbers, we’re 35 million unique students come to Vedantu every month, organic. Right. And that is just Vedantu’s web n app. Apart from there on YouTube, we have 13 million unique students who get to us every month. So, these are all things that organically happen. Even if I don’t do anything tomorrow, it will still happen. Right? So that’s a bit moat than that’s what really helps us with the acquisition.

 

Siddhartha Ahluwalia 27:23

What when the student is making a choice between the various competitors and Vedantu, and there’s nobody physically to explain him? Right? How do you differentiate yourself? How do you retain that, when everybody’s trying to pull him?

 

Vamsi Krishna 27:37

it is a good question. So, I think the ultimate proof of the putting is in the experience. So, what we do is, so the two things which happen, so that one is either he knows it already, and it comes from reference. Right? So, then it’s a very easy thing, right? And in education reference has a huge role to play. So as in when we are scaling the references also scale. So that’s a definite thing. So that is why it’s important to give a great experience. Because if you do that, one student will actually go and influence five others. Right. So that’s, that’s the organic way to do it. Right, which also happens offline. So, nothing specific with online there is everywhere, the same phenomena work. Apart from that online, what we have done specifically is we have made the friction to experience our product least. So, it’s almost a frictionless experience, you can as a parent and a student can actually today download our Vedantu web n app and can actually go through a live session it will be happening even right now, you can go and witness it. So, there you will see the quality of the teacher there you will see the content quality, and also the platform seamlessness and we give a lot of these free trial classes, like sessions. So, what it does is create an experience and comfort and knowledge about how Vedantu works. And after that, we have online demos. So, parents who would want to, you know, dig in deep and know more details. We have online demonstrations, wherein a sales counselor would get into the online demo with a parent and explain the whole thing. So, all of this is online, so it’s frictionless. You don’t have to travel anywhere; you can sit at home and still go through it. And that’s how we are able to scale these things, you know, at a very massive level.

 

Siddhartha Ahluwalia 29:21

But do you feel the feels the heat of the competition, let’s say from your customers or from your investor or from your employees?

 

Vamsi Krishna 29:34

See, do we experience competition? 100%? Yes, it obviously is a very competitive market. And it is not just online. I think the majority of the competition still is offline because that is where the majority of the parents and students think of right? So, 100% Yes, the answer is 100%. Yes. Do we internalize it? I mean, it is with Vedantu, The DNA has been very different. We’ve been a very internally focused company and a team right from the beginning. As founders, we always are more internally focused. We believe in simple one thing that if you are able to do best for the child, for the student, if you’re able to create a great learning experience and outcome for the child, rest, everything will happen automatically. And as a consequence, it says that it won’t happen immediately. So, you won’t see that effect in one week or one month’s time. But if you can continuously be consistent with it, you know, all those references and goodwill will get generated, right? So, it’s very important to have that orientation that you observe your competitors, you learn from them, there’s a lot of stuff which you know, you can learn from, but don’t obsess over them, right? obsess over your student, like, you know, in other cases, customers, but in our case, students, so we obsess over our students and our customers and just see what is the best we can do for them. rest everything follows, we don’t at all, think a lot about competition, because ultimately education is not a winner takes all category, and you know, there’s a very large market. So that’s the philosophy with which we operate.

 

Siddhartha Ahluwalia 31:09

And how have you yourself scaled as a founder? Right? The difference between a Vamsi was running lakshya and difference between Vamsi who’s running Vedantu? And what are the tools that you have used to scale yourself? Build, you know, more strength as a founder over a period of time?

 

Vamsi Krishna 31:29

Yeah, that’s a very deep question. So, there is a lot which I can talk about that. So, I don’t even know where to begin. There’s obviously a difference. A lot of it, you are cognizant about a lot of it, you are not Cognizant because, with exposure, you obviously scale. So, one thing which I would like to say is you definitely need to scale much faster, and you know, more than your company scale. and it is very important and critical, right? And to be self-aware about that is also very important. Because if you’re not, then you are being the biggest bottleneck for the growth of your firm, right and in full awareness, then if you know that, I think it’s prudent to probably step aside and maybe let someone else come and do it, because it’s very critical and important. So, there are functional things and there are nonfunctional things, especially for the co-founder CEOs, right that is what comes outright. So, I have seen what the cofounders do best preserve the ethos and the culture and the philosophy, the bigger purpose the meaning of the company, and we can do it best and actually, you know, doing it intentionally, you know, you know being very deliberate about communicating storytelling it for the entire organization, especially in the organization is scaling is very, very critical, because as and when more people are coming, the first thing which gets diluted Is that right? So, it is purely the founder’s responsibility and not this one specifically this one to do, right. So, that is part number one, and it is not something which a founder needs to learn, it’s very inherent and risks in-depth like inside a founder, the only thing is he or she needs to be very deliberate about propagating it. And you know, and storytelling it and overcommunicating and getting it right inside the organization. So, that is one part. The other part is the functional part. And that is where the majority of scaling needs to happen, right. And there I would say, it is a function of exposure, but is of course, self-drive, right? You know, that you need to you want to do it, very important, it comes from that cell, right? The second is exposure, there is now a lot of other founders who are there at a stage. So, you know, meeting them, seeing them working and all that. And third is probably, you know, your own investing your own learning and reflections and taking feedback and learning from Yeah, so the lot of these things which I have done, right, and, and it’s been a long journey for me, it’s been almost 15 years plus journey for me, in this. So today, the ecosystem is much more evolved, wherein you can actually go and talk to people. And there are both formal and informal networks out there, which you can derive a lot of value. specifically talking about some areas, which I’ve used myself is a lot of areas actually, there’s not one area which comes to my mind. So you know, I’ve gotten much, much better at recruiting talent is very, very critical and important. I’ve also become very good, you know, very well relative to the previous self of mine, not in an absolute sense. But definitely much better at holding people accountable and having those hard conversations, which you know, typically when you start you know, you’re not really good at or you want to avoid those things and all that those days. The third is discipline person, disciplines, very important. There’s so much pressure on your time. You need to know what to say yes. And what No, I think the whole system around yourself creating that support structure in which you’re very deliberate about how much time you’re spending on your priority area, that gets tougher and tougher, says a lot of discipline has come in, I would say. So now my calendar is really organized well, and so well organized, that I’m able to even take time out for myself, for my family, right, you know, for stuff, which gives me energy, right? And so on and so forth. So, I think everyone works differently. But if you were to ask me and tell me, if you were to say that, you know, what is one recommendation I would want to give to other entrepreneurs, I would say that rather than time management focusing on energy management is probably one of the biggest learnings I have had. And it’s something that I would like to tell every entrepreneur out there because time management does tend to think of it as a some you know, some kind of a timetable. But isn’t, that isn’t the most important thing. Yeah. What is important is energy management. So, you need to think about your day and see that what all things are giving you energy. And what all activities are sapping the energy out of. majority of these things will have energy, but you need to be also very conscious about what are the things which energize you and be intentional about filling in those things in your day, or if not a week, otherwise burnout will happen. And it is a long-term game, it is a marathon and you can’t afford to just always be in an energy-sapping mode that is simply not sustainable. And that is one of the big learnings not just AI and in fact, this is something I teach to all of my readers as well. So yeah, I don’t know that it was sufficiently answering your question but yeah, this is all the things I say

 

Siddhartha Ahluwalia 36:50

So yeah, thanks a lot. this is very critical which you share right on how to manage your energies throughout the day and which results in a compounded effect over a long period of time whether you are still able to run the marathon or you feel burnt outright and many founders are not really realizing or being unconscious of this fact right tend to go downhill two or three years you know as the pressure keeps running there’s no easy solution out there right the pressure every year is like graduating from class nine to 10 to then boards and then iit. the pressure keeps increasing on the founder so if a founder thinks like I will get series funding then I’ll take a vacation. I don’t think that happens. Right or series e sees. If I get 100 million dollars in my bank, then Vamsi thinks then I can take a long vacation that is also not there, right? every round or every milestone brings more responsibility on the shoulders of the founder. So, thank you Vamsi, it has been a fantastic session with you. thank you for so much you know for sharing your own personal journey. What worked for you what didn’t work for you, I believe is really helpful. It’s been very helpful for me personally, and I think many entrepreneurs will benefit from it.

 

Vamsi Krishna 38:15

So thanks a lot. I also felt really energized doing this and had great questions, all the best to you. And you know, continue to, you know, create inspirations for many more entrepreneurs, because we definitely need more entrepreneurs to do impact at scale in the country. So, all the best to you, and glad to be here.

 

Siddhartha Ahluwalia 38:36

Thanks, Vamsi.

 

*Sponsors*

-This episode is brought to you by Prime Venture Partners, an early-stage VC fund led by Amit Somani, Shripati Acharya, and Sanjay Swamy. Prime is often the first institutional investor in category-creating tech startups in fintech, SaaS, Healthcare, and Education such as MoneyTap, Happay & Mfine. To know more about Prime visit primevp.in

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