Building the world’s most loved presentation app. Co-founder and CEO, https://xitter.cf/t.co/RswSdL0Rko Co-founder, The Ken https://xitter.cf/t.co/lyEFYsR6P9

Bangalore
Joined July 2008
1/9 🚀 Want to hear a story about the fastest growing productivity app of all time? 1 million users in 84 days. That's 2x faster than any productivity app in history. But here's the kicker: we did it with $0 in marketing. Our secret? We killed PowerPoint's biggest pain point.
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Good to see @gauravmunjal and @RomanSaini launch a new fund for Indian startups. We are going through a phase of intense change and unparalleled upheavals - legacy sectors and investing themes are all but dead...and we need to find new fuel and new energy to arm the next generation of founders. It helps to have these funds stewarded by founders who have themselves seen startup highs and lows.
🚨🚨 Exclusive: Unacademy founders Gaurav Munjal and Roman Saini are launching a $70 million fund for AI and deeptech investments, sources tell us. @ETtech @pranavmukul @samidhas
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Fascinating how the chips have fallen in the Swiggy-Zomato casino table. The backstory behind these numbers is equally fascinating. In the halcyon days, there was only one arbiter in the India startup ecosystem - Softbank. Both Swiggy and Zomato campaigned vigorously to earn a mandate from Softbank - the tacit implication was that the startup blessed by Softbank would rule the market by the sheer gravitational force of capital concentration. Softbank chose Swiggy... and backed it with hundreds of millions. Zomato only had a few million in its bank...and no other VC would touch it because what is the point of trying to battle the king/king-maker? This apathy from private investors was the primary reason why Zomato went public! And the rest was history... I suspect that no one, not even Zomato, would have imagined this would be the denouement - a market cap 5X of Swiggy's.
Swiggy's share price is down by 5% today, hitting an all time low. Eternal's market cap is now 5x of Swiggy (Rs 2.96 lakh crore vs 58,000 crore). It was just a little over 2x when Swiggy went for an IPO in Nov 2024.
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Foursquare yesterday and Getty images today - once-iconic companies delivering zero dollar returns to shareholders...AI displacement + capital stack engorgement + debt overhang is a potent company killer cocktail. The scary part is that there are potentially hundreds (thousands?) of other funded startups who will most likely meet the same fate sooner rather than later...
AI + Debt destroys Getty Images, files for bankruptcy today 4 years after valued at $4.8 Billion in SPAC IPO: Public shareholders get $0. By most measures the business itself was fine: • ~$910M revenue run-rate
• 27% adjusted EBITDA margins
• 59% of revenue on annual subscriptions
• Editorial revenue up 9% last quarter It was the debt and AI churn on consumer side of business that sank it. At June 30: 
• $2.1B of debt
• ~$250M of annualized adjusted EBITDA (Q2 x 4)
• $51.6M of cash
• Negative $122.6M of free cash flow in Q2 That works out to about 8x leverage on revenue that was down 4% in constant currency. At 8x, the plan only works if everything goes right. Instead: • AI took the low end. Annual subscribers fell from 321K to 240K in a year, a 25% drop.
• Subscription revenue retention fell from 93.4% to 88.4%.
• The plan to fix the balance sheet was a $3.7B merger with Shutterstock. UK regulators required a sale of Shutterstock's editorial business. Getty walked away in July after spending more than $100M on the deal. Three months later Getty signed the restructuring. The Getty family and Koch are putting in up to $533M and will own 100% of the company. $270M of unsecured notes get retired, and secured lenders get lower rates and longer maturities. 8x leverage can work when revenue is growing 10%. Getty's revenue was shrinking and its retention was falling, and a 27% margin couldn't cover that gap. If you have venture debt or any other loan, track two numbers: debt as a multiple of real cash flow, and what that multiple becomes if AI takes your low end the way it took Getty's.
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Something deeply tragic about the fact that the VCs seemingly most bullish about hard-tech in India are not Indian VCs at all...
Somehow, @srajagopalan and @lachygroom have managed to fund a hard-tech revolution in India. There's something rather massive going on, and everyone else has missed it. Our story - corememory.com/p/a-new-india…
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"We have also told our employees that we cannot have our usual pay increase this year. I have apologized for not being able to avoid this" What a bizarre thing to claim when your company is bootstrapped (so no external investor pressure) and pulls in over Rs 3,000 cr in net profit each year (all the money goes to @svembu and co)!
The business outlook for software is uncertain and AI has raised costs dramatically with a) massive 4-fold increase in server prices which we need for data centers b) AI usage increasing rapidly, leading to much higher expenses, which we are trying to control. On top of that is the challenging geopolitical backdrop. We have cut down on our marketing budget. We have also told our employees that we cannot have our usual pay increase this year. I have apolgized for not being able to avoid this. We will work hard to avoid mass layoffs but the outlook for software jobs in general is grim. We have not been growing our employee count for 18 months now. Most of our employees understand the situation. I am thankful to them. We are in the middle of reinventing ourselves. The next 3-5 years will decide how our reinvention has worked. Please pray for us 🙏
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This is a far more pragmatic and dare I say, equitable, framing of Zoho's decision to skip appraisals. But I would be surprised if rising AI costs is the real problem here. The more likely challenge is an overall softening of market demand for theirs SaaS offerings. Given their market focus, they are probably getting eaten from the bottom up by the frontier models and vibe coding platforms like Lovable and Replit. xitter.cf/MVhandle/status/211057…
Sridhar has shared the difficult decision we have taken to skip appraisals this year, given the rising costs and uncertain outlook for the software industry. Every software business will be having this discussion and making difficult choices. These are real-world situations where there is no single right answer. The decision depends on what we choose to prioritise. These are also decisions AI cannot make for us. During COVID, we made a similar decision. We offered free licences to customers, even though it meant losing revenue. This time, we had to deal with the sharp increase in server costs. We discussed these options internally. Lay off employees. While layoffs are common across businesses, we felt it wasn't the right choice when our business is still growing. We have over a million customers to support and products to keep improving. Cutting jobs could affect both employees & customers. Instead, we want to reduce costs by focusing on R&D to make our products and infrastructure more efficient. Reduce other expenses. We have decided to cut our marketing spend and are looking at ways to improve efficiency across the business. Increase prices. Customers are already dealing with rising costs and geopolitical uncertainty. So we don't want to add to their burden. We want to first do what is in our control before doing this. Skip appraisal. This was a difficult decision, but we wanted to avoid layoffs and price increases. So we made this tough decision. As a private company, we have to take care of our customers and employees. Publicly listed companies also have shareholder expectations to consider. There is no one right decision in these situations. Ultimately, it comes down to what we choose to prioritise and how we balance the needs of our customers, employees and business for the long term.
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Zoho's eventual salvation might actually lie in cannibalism! Shift from off-the-shelf software apps to more customised and personalised business apps leveraging their massive army of engineers as FDEs of sorts to differentiate against competition. But this requires a massive DNA change and bold steps that are easier said than done.
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"It was the best of times, it was the worst of times" Holds true now more than ever. Easy to get caught up in the vicious doom cycles and ensure that it becomes self-fulfilling. Much harder to ignore the noise and continue plugging away but that is the only meaningful recourse. This part though seems non sequitur - "companies started in this era will probably be built on rock solid fundamentals and financial discipline" - the current market simply doesn't reward this type of startup...hope it will happen nevertheless...
I think this is probably the most depressive cycle in Indian startups in a while. Surprises me is how hush-hush everyone is about it. No mass layoffs (unlike '23 - '24), but nothing's blowing up either (unlike '21 - '22). Not much compounding, everything seems to be going sideways? Plenty of friends are quitting recently listed startups and finding nothing exciting enough to join, or to start. Despite us living through a tech boom on our X feeds, at the least. I know this isn't a fun thing to say out loud, clearly nobody wants to be the messenger of doom. But it's on everyone's mind, and it helps to acknowledge it. That being said, companies started in this era will probably be built on rock solid fundamentals and financial discipline. Great investors shall emerge out of this too. Keep an eye out :)
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In 2017, I had called out Snapdeal as "India's first unicorpse" - the-ken.com/story/indias-fir… - it took a good nine+ years more for it to limp through to the exit line. From a peak valuation of $6.5b to a sub $200m exit...
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Bizarre that VCs are using Indian "cross-border SaaS from 2013-2020" as a pejorative - never mind that many of these very firms scaled to hundreds of millions in revenue, went public and delivered stellar returns to investors...
From our last LP letter
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One unheralded aspect about Jev is that it dissipates the "code is cheap/free" mirage - good software architecture will matter more than ever
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Interesting line of thinking but successful founders eventually earn the freedom to decide whether the journey should continue or end. Spare a thought for the founders who have kept building for years without the scale, wealth or recognition that makes such a choice easier. They continue through years of uncertainty, often with little financial cushion and few visible rewards. It might not be a journey that is celebrated or even respected and it is a far harder journey...and it ends only when the road ends or the founder ends.
Much is written on the Miro + Airtable sales to Bending Spoons as a massive drop in valuation from 2021-era valuations. But they're not really about that They are both ... The End of a Journey Collectively, the founders and the investors decided the journey after many years had come to end. No one was forced to end the journey. Both were profitable with hundreds of millions in the bank and hundreds of millions in revenue. But deep down, the journey had come to an end. Some founders will keep pushing on. Others will say, rationally, after 5+ years of tough times since 2021, and so much change in the Age of AI, that it's time to end this journey. It's never easy. Maybe it is for some. I do know some that easily walked away from start-ups at $100m+ ARR. But I don't know too many. But the time does come for many when you know, 100% or at least close to it, that The Journey Has Come to An End. And this is why I have the most insane respect of all for leaders like Benioff et al. 20-25+ years on The Journey. It's not easy man.
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While the rest of us are obsessed with extolling AI, deep tech, space tech, the startup founders quietly making bank are the ones selling pizzas and burgers.
🚨Popo Global, the Bengaluru-based company behind gourmet food brands The Pizza Bakery, Paris Panini and Smash Guys, has secured Rs 532 crore from global investment firm Artal Asia for a significant minority stake. The investment comes months after Moneycontrol was the first to report in April that Popo Ventures was looking to sell a stake in the business at a valuation of around Rs 1,300-1,350 crore. Investors including Norwest Venture Partners, A91 Partners, TR Capital and Temasek had explored the deal, which was expected to be largely secondary with a small primary component also possible This is Popo Global’s first-ever external funding round, with the company having largely bootstrapped its expansion since its inception. The Rainmaker Group acted as the exclusive financial adviser to Popo Global on the transaction, while Invus was the global investment adviser to Artal Asia. Founded in 2017 by brothers Nikhil Gupta and Abhijit “AB” Gupta, Popo Global has grown from a single Pizza Bakery outlet into a multi-brand food platform with around 40 outlets across The Pizza Bakery, Paris Panini and Smash Guys. moneycontrol.com/news/busine…
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Damn it! Was just informed that these worthies are related to my wife...now will have to endure several harrowing months of dinner conversations as to why I chose the life path that I did!
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Interesting 1-2 play by Pocket FM on social media: 1. Put out a long organic-looking "how we did it" post on the founder's handle. 2. Massive paid-for quote tweeting campaign by macro influencers. Of course it is all a bit performative but the more interesting part is the intent. Why are they doing this? Brand building? New funding round presaging?
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Why would a company with $600m ARR and 4 million paying customers sell for just over 2X of topline? It is tempting to see this as another point of proof of the SaaSpocalypse but clearly the real driver of price was the pref stack - the company had raised far more capital than it had any right to...this exit price just about clears the pref stack and gives investors an exit (an inglorious exit admittedly but an exit nevertheless). A unicorn valuation can easily become an albatross around your neck.
BREAKING: we've officially entered a deal to acquire Miro for $1.355B! 😍
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If I had a rupee for each time @RajanAnandan declared a market in India with a TAM of over...checks notes...Rs 50,000 crores, I could have purchased an iPhone Duo (in India mind you...none of the cheap geo-arbitrage needed 💸💸💸)
The TAM for Voice AI in Indian BFSI is at least Rs 50,000 crore. Amazing to see a large number of companies going after every possible application for voice AI in banking and financial services in Ibdia! #GFF @SarvamAI
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Sarvam Maya
We’re partnering with @IDFCFIRSTBank to build the first ever self-improving bank. The joint R&D Lab will bring together IDFC FIRST Bank’s banking expertise with Sarvam’s full-stack AI capabilities to tackle some of banking’s hardest challenges, especially where understanding customer context is critical. Together, we’re building AI systems that can learn from the bank’s context, operate within its controls, and improve continuously over time. Read more: sarvam.ai/partnerships/idfc-…
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There are two types of founders: VCs try to convince one to take all their money. The other tries to convince VCs to give them any money. One has "entertaining stories", the other has "traumatic tales". VCs fly down from Singapore to Bangalore to meet one. The other is asked to pay Rs. 20 as scooter parking fee to meet the same VC in his own office. Husn ke lakhon rang...Kaun sa rang dekhoge?
Congrats to Console team on the Palo Alto Networks acquisition. Great outcome for the team and their investors. A few people asked what this means for AI-native ITSM ecosystem Atomicwork started building AI-native ITSM in late 2022 even before Serval or Console started, but our ambition has moved well beyond automating IT workflows. Most IT teams are understaffed and overworked. They don’t need another AI tool or workflow automator. They need more capacity, capability and 24×7 coverage. That’s why we’re building an AI Workforce for Enterprise IT. A few others asked why we didn’t jump into the PR battle with other startups like Serval. Because startups obsessing over other startups is frogs-in-the-well mentality. The real opportunity isn’t inside the startup well. It’s the massive incumbent ocean outside it. And since Jan'25, there hasn’t been a quarter where an incumbent or a major enterprise software company hasn’t reached out to us about a strategic partnership. Finally, I have more entertaining stories about investors trying to manufacture startup rivalries including sending their most famous portfolio CEOs to convince me to take their money or fund one of our competitors. Those are for another day :) Back to building AI Workforce for Enterprise IT & Security.
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