[music playing]
[theme music playing]
[theme music concludes]
- Greetings, my name is Shreya. - Greetings.
I am 27 years old.
Sharks, like lakhs of youngsters, I, too, had made work my life.
I would work over 50 hours a week and be under constant stress.
I finally realised that life could not go on like this.
After all, health is wealth.
So, I finally started doing yoga.
I ordered a few yoga mats online. Let me show them to you.
The first yoga mat I ordered came folded,
and it
refused to unroll!
Oh! I absolutely agree.
Coming to the second yoga mat.
When I was doing the Virabhadrasana, due to the lack of proper grip,
my foot slipped.
- What an actor! - Similarly, as the rest of the mats
lacked proper cushioning,
my elbows and knees began to hurt.
To solve these problems, we present to you WiseLife.
Now, your yoga mat
Our mats not only come in attractive designs
but due to the challenges faced in yoga asanas,
they stop doing yoga in a few days.
And so, we launched yoga props
to take this yoga experience to every Indian household
and inspire people to focus on their health and wellness.
- by choosing WiseLife? - By choosing WiseLife?
[music playing]
I'm glad to see you barefoot.
- You've incorporated yoga into every aspect of your life. - Yes.
Do you do yoga, Ritesh?
A little bit. You see, my wife is a yoga trainer.
- I see. - Oh, really?
- Wow! Fantastic. - Nice.
I do it regularly and it has changed my life.
How did you get into yoga at such a young age?
We both used to work for PWC.
We were doing our CA Articleship there.
I'm sure you know, sir, and you do too, ma'am,
that the Articleship period is extremely hectic.
There was a fixed time to go to the office
- but no fixed time to leave. - Yes.
Our health and wellness took a hit at the time.
We decided to join a yoga class together.
Doing yoga made us feel really better.
Even if we entered the yoga class at 9 pm
and left at 10 pm after doing yoga, we'd feel absolutely rejuvenated.
- So, you met at PWC. - Yes.
We're married now.
- Oh! Congratulations. - Oh, okay!
- Thank you so much. - Thank you.
- There's a Canadian brand... - Lululemon.
- Lululemon.
They made activewear and yoga wear super cool.
This was the go-to brand, right?
Is your brand somewhat positioned along those lines,
because I'm getting that feeling?
- We are inspired by Lululemon for sure... - Okay.
This brand is completely Indian.
So, we need to address the Indian market.
So, you haven't launched apparel until now.
- Not yet. - No, we haven't.
I think what Anupam said is important.
It's a great idea.
I tell you, I struggle
with the right material
- and the right comfort of yoga pants especially. - Hmm.
When we need to scale the revenue after a certain point,
- we definitely need to get into apparel. - Okay.
- Very good. - If we launch apparel right now,
fashion is a very...
- Absolutely right. - Very tricky industry.
So, we don't want to launch without planning.
We want to position our brand first.
After that, step by step,
we will launch it after we've made our USP.
I really liked that.
Your Surya Namaskar mat shows all the steps.
In case anyone forgets the steps, they can refer to this.
This is a 100% sustainable mat.
- It's cork. - This is made of cork
and natural rubber on the bottom.
- Very nice. - What about the design?
- What's the significance? - These are alignment lines, sir.
They are markers for your hands and feet.
- How to position your hands for different asanas. - Yes, got it.
No one else in India was doing this apart from us.
Copycats have emerged, but all they can do is copy.
- Yes. All they can do is copy! - We're way ahead.
This material is microfibre.
- This is called suede but it isn't that suede. - Polyester.
Yes, it's microfibre and it's very soft.
It's very soft.
Oh! I like this.
This is an acupressure mat.
- So... This is for your elbow, right - Elbow.
To prevent injury,
these are placed below the knees and elbows.
We have the entire yoga range.
No matter what product you need for yoga,
it is available with us.
I believe your product experience truly is world-class.
Your yoga-driven designs
- are a unique competency. - Yes.
- Yes.
The designs are nice and everyone liked your products.
It's a commodity market finally.
There's rubber and cork and many people can copy you.
What's your differentiator? What's the plan and vision here?
Our USP is that the entire printing process is in-house.
The designing is in-house
Apart from that,
we put thought into our prints
and launch them only after conducting surveys.
Where is that coming from?
I look after product design.
We also have a team and I guide them.
If we find a product to be attractive and aesthetic
and have the urge to use it,
then we work on the functionality.
- Heavy, light or medium. - Okay.
We first rectify the problems that we face.
We then talk to yogis and fitness enthusiasts
and take their feedback with regard to further improvements.
They tell us the problems that they faced during the use.
- So, you have a process for consumer insights. - Yes.
We've conducted over 100 surveys as of now.
So, quickly tell me about the equity holdings,
your sales and profitability.
Tell us your respective roles as well.
I oversee operations, finances and sales.
I oversee design and marketing.
We oversee overall strategy together.
Give us your sales figures.
Are your projected sales Rs. 10 crores this year?
People start the moment they take the New Year's resolution!
Yes.
Give us a break-up of your unit economics also.
On Amazon?
- On Amazon and Meta. - Amazon.
So, your marketing spend on Amazon is 26%.
With that kind of spend, your impression share must be good.
- It is. - What is it?
'When the ad of your company is played once, '
'it is called an impression.'
Rs. 200 to 500.
There are mats that cost Rs. 2,000 also.
So, we're premium-priced as compared to PVC mats.
Are you also selling on your website or just here?
They test it and if they like it,
they keep the mats and sell it to their students.
Namita and I will make an offer to you.
- So, your valuation will be fair, I'm presuming. - Oh, my!
I had started to like you guys.
[Sharks laugh]
But suddenly... [chuckles]
So, we would like to give you an offer.
Rs. 60 lakhs for 3% equity
but we would also like royalty at 2% of sales
You have built a good product.
What do you want to make this into?
Our vision is grand.
We will need to launch new SKUs.
Are you just looking for
a platform like Shark Tank to get the WiseLife brand out
or do you really want to raise funds and take this to the next level?
What's your plan?
- First of all, any amount of marketing is not enough. - Right.
Our product will go wherever we get marketing.
Absolutely.
- Embrace it, own it. - Secondly.
We're completely self-taught.
- We don't have a mentor who could guide us. - Right.
So, we expect you and your team
to share your mantra or secret sauce with us.
We had internally set a benchmark for ourselves.
Until we didn't cross a revenue of Rs. 1 crore a month,
we would not involve external parties.
- Unless we're not sure about our business... - Very good.
- Why should we raise capital and complicate matters? - Hmm.
Last month, our gross revenue was Rs. 1 crore.
This is the first time
we're having a formal discussion with an investor to raise funds.
- Let me give you an offer. - Okay.
I don't think you should consider royalty.
Royalty is fine when your business is profitable.
You're not profitable, you're breaking.
I think taking a slightly higher capital wouldn't hurt.
- Fuel in the tank is always helpful. - True.
I offer you Rs. 90 lakhs.
And I'll take 4% equity.
- Thank you so much for the offer. - Thank you.
We're revising our offer.
We'll skip the royalty.
We'll give you Rs. 60 lakhs, for what you asked for,
Okay.
They're all easy touch points
to test your yoga mats
and let people at least try them.
You've got two offers.
I'm comfortable with both of them.
My initial offer to you is
- You said the market size of mats is Rs. 2,500 to 3,000 crores. - Yes.
How many crores is Amazon's market share
and what's your market share in that?
The total online market of yoga mats
is around 20% of the total volume.
What's the reason for that?
When you log in to Amazon or look for yoga mats online,
- the first yoga mat in the search results is for Rs. 300. - Hmm.
- So, they order that. - Pricing.
- That's what I was asking. - Yes.
- Correct. - So, we're category creators.
We have to really explain to people why they should buy a high-end mat
and not buy those toxic PVC mats that emit fumes
and are not fit for yoga at all.
Look. I find you really sharp as a founder.
I consider mats as a commodity,
but a category can definitely be created, right?
That will require a different approach.
[sombre music playing]
You need to utilise technology
Would you be open to expanding your vision using technology?
Definitely.
Okay, I'll make you an offer then.
Technology is being added for no reason.
- Technology isn't needed. - [mumbles]
Those who don't understand technology say such things.
[laughs]
I have a good tech brand, bro.
We wonder how.
Push the brakes on your boAt!
[Sharks laugh]
I'll need my money back in royalty.
I'll take a 2% royalty when you're making a 5% profit.
- No! One minute! Hello. - Sure.
We have a new offer.
Four Sharks are collaborating on the offer.
Each of us wants 1%.
You will be diluting more.
Take your time to decide.
[pensive music playing]
Yes!
[music playing]
Welcome back, guys.
Please make a wise decision.
We want,
that since yoga is a union,
- could we... - Oh!
- A Five Shark deal. - Can the Sharks unite because...
No! I'm out...
If that is the deal.
What would we do without you, sir?
- We genuinely want you on board... - I want to come.
Are you in for four of us?
I'll keep my solo offer.
I think you will choose the right value creator.
One Shark focusing on your business will be a big value-add.
You need to choose between four versus one.
[intense music playing]
- Aman! Anupam! Namita! Ritesh! - Ritesh!
- Four CA's together. - Yes.
[joyous music playing]
[camera shutter clicking]
All the best, Shreya.
- Thank you, sir. - Thank you so much.
[joyous music playing]
[music fades]
[music playing]
Sharks, due to cervical cancer
As you see, this cancer
affects the cervix, that is the mouth of the uterus.
And it's caused due to a virus.
Mostly men are the carriers of it.
But since it's transmitted sexually, it's not discussed openly.
Shockingly, cervical cancer is preventable
yet only 2 per cent of women in India
get a preventive screening test done.
is a bit invasive.
conduct mass training camps for free.
Women hesitate to visit those places too.
Because they have to stand in the queue all day.
Awaiting their turn.
So, we've brought an innovation
that can make the sampling process
extremely simple and easy.
And that's Cervicheck.
- We belong to Baroda, Gujarat. - Hmm.
Cervicheck is the first made-in-India kit
a point-of-care screening test
must refrain from cervical screening for any reason.
I've had an experience of 5 years
in the biopharma industry.
I'm a PhD in biochemistry, post that I joined Cervicheck.
I represent Pragmatech as the MD and Co-founder.
I've spent the last ten years in diagnostics.
Majorly with Roche Diagnostics.
In October 2019,
I left my job at Roche and started Pragmatech.
Are you colleagues or related?
Husband and wife.
- We're husband and wife. - Oh, lovely.
Apart from this, we have two more co-founders.
One is Palna Patel.
She's an NGO worker and has a degree in law.
Then we have an elderly gynaecologist.
He's more than 70 years old.
- What's his name? - Dr Bhagirath Modi.
Please give us a demo of your product.
Sure.
I'll give you the kits individually.
- Yeah. - Then we can start the demo.
[music playing]
Thank you.
- It's very clean, nice packaging. - Very nice packaging.
In fact, the name of your company, Pragmatech.
I think it's a great play on words. I love it.
Thank you so much.
Before I give you a demo,
I'd like to explain you a little bit about the human anatomy.
This image here is of a uterus.
The circle that you see at the mouth of the uterus
is the cervix. We've blown it up here.
The yellow spots are cancerous tissue.
A brush is put inside
and then they collect samples.
So, as you see, this process
is very embarrassing for women.
- Sure. - Many women find it painful.
So now we will move to our product.
and we will hold the base of the brush using the tweezer
and press it.
After pulling out the brush,
we will drop this inside.
And we have to put it back in the kit.
The used speculum
needs to be put into the bio-hazard waste disposable bag
and put it back into the kit.
Many of them are high-risk.
About 17 to 18 types are high-risk.
The vaccines cover either four sub-types
or maximum nine sub-types, and protect you against it.
The other high-risk viruses
there's no protection for it yet.
And when do you recommend testing?
80 per cent of women
or men will somehow have some encounter with HPV.
- 80 per cent? - Yes, 80 per cent.
But they will never realize it because the virus won't manifest.
- Okay, the virus won't manifest. - Yes.
- It will be an encounter. - Yes, an encounter.
If a woman's immunity is low
then this virus will manifest
- and lead to cervical-- - What will happen to men?
- If we talk of penile cancer, - Yes.
it's very rare.
But it can be caused by the same virus.
Yes.
Wow. Okay.
So, normally,
- So, you have 95% accuracy. - Yeah.
Got it.
So, how will you take this to the market?
Our immediate plan
is a very simple direct sales model.
We've already spoken about it
A test worth Rs 3200.
It's impossible that 20 crore women will use it.
Look, those who pay Rs 3000,
that main population is urban.
- It's a small population. - Yes.
And that's exactly the point.
While we're also developing a screening test,
which will be worth Rs 450
And this is also a big barrier of entry for us.
But has it been developed or is it in development?
It's in the R&D stage.
Within two years, we'll be able to reach the market.
Two years from now.
then definitely these two years can be reduced.
It took you 4 years to make this.
- It's not a big innovation. - Absolutely not.
That is a very interesting question.
Because when I quit my job, I felt that within two years,
this company will start giving me revenue.
But initially,
we have to pass the regulatory,
and before we test it on a human,
we have to show them data of how we developed it.
The innovation didn't take time, the trials did.
Yes, approvals.
So, for four years, how did you
pay the salaries?
Have you raised an investment?
- How did it work? - Thankfully, we got funding
from our incubator, Venture Center in Pune.
We got an investment of Rs 30 lakhs from there.
This sampling kit.
Have you thought about how you will make revenue?
What are the margins?
As of now, we have made a direct sales model
where the selling price is Rs 250.
- Who wants to give you an order? - Hospitals and labs.
They will also charge a commission.
They earn a commission on HPV testing already.
The one that they're selling for Rs 2500-3000.
So let's assume, this will happen.
- Okay. - Any idea
how much can the business grow up to be?
We've estimated that in the first year,
- I don't understand... - That's 40,000 of one model.
The second model as I mentioned,
[music playing]
I like your innovative minds.
This can have a large impact.
I can't accept this valuation for this use case.
And no clarity on how much revenue.
You're talking about Rs 1 crore revenue after a year.
It's a good cause.
But you said that people are already not testing.
They're not even taking vaccines.
Then comes preventive check.
That's at the last.
I don't know if it will be a hit or a miss for now.
Correct.
So, I'm out for now.
- But I wish you all the best. - Okay.
Sir, your true disruption game is not this testing kit.
I don't think this will make much of a difference.
Your true disruption game is screening and testing, right?
One thing you're missing is capital.
If you want to do true disruption.
To make this test affordable.
You'll need several million dollars.
And a category creation.
Have you ever thought
of having a business co-founder or someone like that
while making these plans.
Your numbers... The way you're visualizing the future,
the vision is not clear, it's hazy.
Definitely, we need this.
For someone to give us business mentorship.
For that reason, too, we're actively raising funds.
[vocalizing]
Offer.
You seem to be very resilient.
I really appreciate that.
So, I want to take this bet.
I'll invest Rs 75 lakhs
but I want 5 per cent of your company for it.
I have only one requirement.
I'll give you the same offer as him.
Which is Rs 75 lakhs for 5 per cent.
I have a different condition.
My scientific advisory board of Emcure
to be a part of it.
- I'll always wish you well. - Yes.
They haven't decided yet. Don't accept defeat.
I think Namita will be able to help you better.
I wanted
to set the valuation before Namita gets into it.
Thank you so much.
Everyone wants to take the credit.
Namita, thank you for your offer.
We'd like to offer
- Rs 75 lakhs... - Counter.
Look, 15 crores is very generous.
I'd request you to keep at least Rs 20 crores valuation,
- Think big. - Just go to the right Shark.
Guys, take it or leave it.
[camera clicks]
- Thank you. - Thank you so much.
Many best wishes.
[music playing]
[theme music playing]
Sharks, Imagine this!
It's a moonless night.
[evil laughter]
And darkness engulfs everything outside.
You're sitting on your bed
when suddenly, you hear the distant sound of dogs barking.
You get scared and you pull the bed sheet over yourself.
It is 3 am,
and the bird emerges from the clock and makes a call.
You can't sleep
due to a frightening, life-threatening
hunger!
- Will you scare us and ask for funds - Don't be scared, Sharks.
We will not erase your existence,
but fulfil your hunger cravings.
With EatVerse.
is a multi-cuisine brand
where we serve Naan Turnover
and Indian Chinese.
This means your party order needs are sorted.
At The Biryani Inc. you will get Kolkata's real Aloo Biryani.
In Bengal, biryani is incomplete without potatoes.
You will get handcrafted gourmet burgers at Burger In Law.
In Asian Flare, you will get the best of pan-oriental
and South Asian cuisine.
Because you must have international cuisine along with Indian cuisine.
We started our journey
by offering late-night food delivery.
But now, whether it's day or night,
we're here to serve our customers round the clock.
When we were 21 years old,
Zomato and Swiggy didn't exist.
Back then, we partnered with a local shop
Now, we have
and make it India's top food brand.
Our ask is
Aman, Butter Chicken Naan Turnover for you is from Santa Delivers.
Anupam, Chicken Biryani is from The Biryani Inc. for you.
Amit, Dal Makhani Naan Turnover for you is from Santa Delivers.
Namita, we have a Cheese Bomb Burger for you from Burger In Law.
Ritesh, we have Veg Biryani for you.
Dal Makhani Naan is delicious.
- I loved it. - Thank you so much.
- This Biryani is good. - It is too good.
- Well done. - Thanks.
How did you come up with this idea?
Please tell us a bit about your background.
I tried working in my family business
for around 1 to 1.5 years.
I didn't enjoy it.
That is when I started this business.
- What about you? - When we started this business,
I was studying in college.
Later, I completed my MBA.
After that, I started working towards our business full-time.
What about you?
I completed my schooling and college in Kolkata.
And then, moved to Hyderabad to stay with my brother
while preparing for my master's degree.
While I was there, I noticed
the presence of takeaways and delivery services.
That culture didn't exist in Kolkata.
You had to physically bring food.
So, we got an idea from there.
When we started Santa Delivers,
we tied up with a small stall
with an Indian and Chinese food menu.
We used to deliver food for six months.
And then we started our kitchen.
The three of us are Marwari's.
Harsh had a spare house.
We started our business from his house.
We only had permission to cook vegetarian food.
So, the thing is,
- when we used to get an order... - It's everybody's story.
For Chicken Biryani and Dal Makhani,
we had to go and get the Biryani from the stall.
And we had to make Dal Makhani.
That is how we delivered food.
Back then, we were delivery partners for our customers.
Which year was this?
We started our business on the 14th of December 2014.
How did EatVerse come into the picture?
In 2017, the multi-brand cloud kitchen emerged.
It was a eureka moment.
We were thinking of selling burgers.
Harsh suggested
that we should start a QSR
specializing in burgers.
We were not sure about QSR specialised in burgers.
We can sell burgers from our kitchen.
As a result, we established Burger In Law.
Recruited a chef, and compiled various recipes.
Basically, you are a multi-brand cloud kitchen company.
Yes! We are a multi-brand cloud kitchen company.
Primarily in Kolkata?
Primarily in Kolkata,
with a small presence in Siliguri.
We currently hold a market share of 1.5% to 1.7%...
We are in their marketplace.
We're placed at the 5th or 6th rank in terms of city accounts.
Okay! Also,
if I want to
And just like you, I can create 10 brands.
It won't matter whether you are in this business
for 9 years or 1 year.
If you do all the brands at once,
you have to burn a lot.
In our journey, we built a new brand every year,
made it profitable and then we went on to the next one.
There are newly funded cloud kitchen businesses that have emerged.
Like EatFit,
Rebel Foods.
They are burning,
- but their growth is also good. - Right.
I agree! But we want to have sustainable growth.
We are bootstrapped.
They are promoting each brand effectively
by marketing it well. They are building the brand.
They can replicate the same thing
overall in India, right?
They've more advantages as they are funded.
We also know how it can be done.
replication should not pose any difficulties.
What I have learnt is
that a cloud kitchen has the potential to become
a national business rather than just a local one.
Your unique advantage is
that you've focused all your efforts on one location.
But once you start expanding to multiple locations,
your entrepreneurial... - Scaling up might become a challenge.
If you go with biryani,
- the taste differs in every region. - Yes.
- I agree with you. - Right? And you have to cater to that.
There are some things, like pizza,
that has the potential to create a national brand.
- So, that depends on the category. - He makes sense.
We are in the process
of discovering and figuring out the best model
that we want to move forward with.
We currently have 8 brands.
In the future, we plan to introduce two additional categories.
We will eliminate a few categories
that pose difficulties in scaling up.
And we will go ahead with what is making us good money.
We know we have to expand our presence in Kolkata.
If the Kolkata market is worth approximately Rs. 1700 crores,
we have the potential to capture at least 5% of the market share
in the upcoming years.
- You can have a business worth Rs. 85 crores. -Yes.
Can you open around 40 kitchens in Kolkata?
15 or 17 is a good number for Kolkata.
What is the maximum amount of sales that can be achieved per kitchen?
Mopp Food came before you.
Their monthly revenue is around Rs. 70 lakhs.
When they were on Shark Tank, I think it was around Rs. 20 lakhs.
You are already
scaled up locally.
If I invest in your company,
how will I make money
with this valuation? I fail to comprehend that.
You've introduced all the cuisines.
You've established all your brands.
There are a few remaining, which you will eventually introduce.
Everything will be stagnant. So, what's the long-term plan
- to justify investors' return? - We believe...
We believe that we can achieve double-digit growth
compared to the current EBITDA.
You have been working in your business for the last 10 years.
You are making around 5% now.
How are you running your household?
Our EBITDA is after deducting salary.
- How much is your salary? - We take Rs. 1.5 lakhs each
- every month. - Rs. 1.5 lakhs? - Yes.
Let me explain something.
The food delivery and cloud kitchen industry you are referring to
is a sub-industry.
There are two giants in this industry. Swiggy and Zomato.
They are gatekeepers of this industry.
Your margin will be determined by two factors.
Either Swiggy and Zomato should let you create your presence.
Why would they do that? They are not running a charity.
Or,
unless the customers exclusively order food from you
and are willing to pay a premium price.
Unless there is evidence of this,
you cannot earn more profit than what you are currently making.
Our expenditure on the main kitchen is substantial.
We are aware that it will not escalate over time.
Your commission
will continue to be an expense for you.
Have you ever
considered the idea of creating your own QSR front-end outlet?
- operating a brand on the front-end and back-end. - I agree.
But that is what
attracts customers.
Otherwise, you are dependant on an algorithm.
Do you think you are behind in seeking funding?
I don't believe that it is never too late to start.
We can disrupt the industry and be at the top.
You could have dominated the market if you wanted to.
There was a pandemic in 2020.
We already had 7 kitchens in 2019.
We shut down all the kitchens except for three.
It was a tough time for us.
Our revenue was 25%.
Upon overcoming that obstacle,
we were convinced of our ability to achieve anything as long as...
Back then, I had a team of 100 people.
They supported us and encouraged us to continue running our business.
It gave me a sense that we had built something beyond mere business.
- That is great! - Pulkit... - Amit mentioned...
You are raising Rs. 1 crore.
- And the valuation is Rs. 100 crores. - Yes.
What will you do with that? I agree with Amit
- that you can't generate more profit. - I understand
that Rs. 1 crore is not enough.
But with that money,
we want to upgrade our base kitchen.
We want to come up with our best model
through R&D
that is easily replicable.
For example, if we open a kitchen near Delhi,
it can cater to four cities.
Delhi, Chandigarh, Lucknow, and Jaipur.
We can utilize a single commissary to its fullest potential.
But do you think those in Delhi are doing nothing?
They will not let you enter. It's not easy, bro.
You established your business in your region.
After ten years of dedication
- you've achieved significant growth. - Yes.
And yet, you have 1.7% of the market share.
When you go to a new region,
that is a different level of risk.
Not just execution,
but taste and competition.
You seem lost.
- You are running a business in Kolkata. - Yes.
I believe you can scale it to Rs. 30 or Rs. 40 crores.
However, venturing into a new region
is a huge risk.
You haven't
tried doing that in 9 years, but doing that now with Rs. 1 crore
is suicide.
And that's the reason I am out.
All the best.
Your vision lacks clarity
regarding the strategy for scaling
and providing an exit to the investor.
So, all the best. But I cannot be a part of your business.
- So, I am out. - Thank you.
I am interested in this business.
I invested in Mopp Food, and I made good money.
But I entered it at the right valuation.
My issue isn't whether or not you can do business.
I am pretty sure it can be a profitable business.
But how far can I go with negotiation?
When I do the math, it's really behind.
I'm not sure I agree with the valuation that you have proposed.
I am out today.
Pulkit, Harsh, and Adarsh.
There are businesses that you should run on your own.
You still haven't raised funds.
So, I think you should have raised funds in the past.
Secondly, a valuation of Rs. 100 crores is too much.
So... I have a suggestion for you.
You should work on your branding.
But unfortunately, I am out.
If you had mentioned
you want to be a dominant business
in Kolkata, Siliguri, and in and around West Bengal,
I would have been interested in that.
I believe you are thinking
about whether or not to create a national model.
Once you decide that
you are interested in making it a regional business,
I will support that
through my experience.
For that reason, I am out.
But you've built an amazing business.
Many best wishes for that.
Thank you!
All the best, guys! Just because
we didn't invest, that doesn't mean your business isn't good.
All the best. Too good!
- Thank you! - Thanks.
Today, the CEO and Founder of OYO Rooms,
Mr. Ritesh Agarwal, is joining us in our small office.
- Sir, welcome. - Thank you! Thank you so much, Rahul
having the determination to succeed is more important
than having a backup plan.
I started this company after completing 12th grade.
As you might know, my family members
scolded me a lot
- for quitting my education. - Yes.
I convinced my mom
- to let me take a gap year for one year. - Got it.
If my company does well in a year,
then let me go ahead with it.
If I fail, I will continue my education, just like my friends.
But I was not interested in doing that.
I just wanted to convince them
to give me a year.
I believe that if you work hard and do a good job,
you will see results.
You might fail once or twice, but you will eventually be successful.