[Music]
first panel for the day
is something to do with mergers and
acquisitions
uh stats say that mergers and
acquisition deals in the technology
sector grew 31
annually over the past five years and
our next panel is going to be
all on that we have uh
sorry yeah technology deals are shifting
from scale
to scope and the panel topic is going to
be
tech startups business and info
economics
we have burgess cooper partner at ey
york seaman director of securities as
audience and saurabh
who's the ceo of cloudsec friends these
are really
esteemed panelists from all over the
world uh
bangalore germany and bombay
they are friends of us and the nalcon
family they have been supporting us for
a real long time
and it's always a pleasure to learn from
each one of these three
i personally enjoy talking to all of
them and
uh on a side note uh burgess
and y'all both have been uh my great
mentors and backbone for a while
uh so yeah i have a close association
and bond with them so
always good to hear you guys uh we'll
just i would like you to start
with the moderation and the panel
session
thank you so much i'm trixx for the nice
words happy to start and happy to be
part of nalcon family
so today's topic as you mentioned uh
good morning good afternoon greeting to
everyone wherever you log in from
hope you're safe and sound the topic is
take startups
business and infonomics so what's the
real abstract challenge
uh what are the challenges we face to
evaluate
mergers and acquisitions especially in
the area of technology startups
what would be a smart way to support
this tech tutorials
and investing in startups is always a
bit risky
but the success is even more significant
if we have placed
our bets in the right idea it's
essential
to reveal the hidden risks right at the
beginning and for this
i will now give it to my fellow
panelists to give their introductions or
your
from your perspective what makes a
successful startup what has been your
experience
and uh your first few words on this
topic followed by soro
yeah thanks uh purchase um yeah
the thing startup um i have multiple
places
uh where i'm confronted or working in
startups
audios even founded its own
startup in india in 2019
even have when we have a very solid
foundation here in europe and in germany
for india it was really like the
foundation of a new startup
with a new market and we came to india
with our goal to establish our
not only brand but also also our service
in india so we
really faced the same issue that normal
startup has
and especially with 2020 uh situation
uh it was not an easy start but
we had one month after foundation we had
our first clients and then
uh we just had to start had to stop
business in march and and then we had
some months where we
tried to reinvent ourselves and just try
to find out
what should we do in this kind of
situation and i think
what makes a startup successful is yeah
being focused on what you wanted to do
but also be prepared that
maybe nothing will go like you have
planned in the beginning
then the other place where i'm coming
from with the
startup ecosystem
is that over the years we
with our clients our clients asked us
about
operational due diligence for their
acquisitions so more and more especially
industry
companies which are leading
in what they are doing like automotive
companies and so on
um don't put too much
energy in research anymore they try to
um yeah acquire startups
uh with good ideas with good business
models
um to scale up their um
yeah their research faster and to
integrate new technologies faster
and um so from what we have seen there
by supporting the classical
uh advisory and uh financial due
diligence
we saw a lot of mistakes that startups
can do especially in infonomics
yeah and from this experience i think i
can contribute to this panel also with
some
examples that i have seen in the past
we'll get there george thank you
set up your perspective what makes a
successful startup uh
and what's your perspective on this
infonomics
sure sure thanks thanks a lot uh we're
just so very very glad to be here
uh burgess probably represents a good
company who might end up
acquiring us and george represents
someone who might help him in doing that
so very very self-serving of me to be on
this group
uh but yeah i think great point was just
uh bringing that up
what makes a successful startup right uh
so being
part of one for the last three years has
been a roller coaster of a journey
especially coming from uh you know a
very corporate kind of
background i would say two three things
right i was thinking about this
uh in fact the last few days on a
different context
first of all i would say would be like a
state of mind
right a state of mind which which varies
somewhere in between
uh optimism paranoia
in equal parts and just bull headed
persistence right just
staying at it so that's what i would say
from a from a state of mind perspective
the second is uh in terms of the tech or
whatever you're trying to do whatever
problem you're trying to solve having
the right people staying ahead of the
curve
uh being technologically superior
being good at disrupting the market
whatever angle you're trying to do but
staying ahead because complete
competition does catch up it's a very
very volatile world right
and you don't have it's not like a
startup is doing something in millions
of dollars
already in capital some costs which has
a moat there is no such mode right
others can come in and and most
importantly and this is probably the
most important
one don't run out of money right
so um uh have the funds to pay salaries
that's my job as a ceo
uh at least for the next six months
which might mean that you're constantly
fundraising
which is absolutely fine you need to do
that so i would say those are the two or
three things
um which i would say very important for
a startup to succeed survive and make it
through
thank you so much saurabh i like the
part don't not have money
it's a state of mind from optimism to
paranoia but with bull headed
persistence
uh we often defined by our failures can
each of you give me one example where
you nearly thought you failed
or you failed and you bounced back
because in this forum you have so many
people
so many ambitious people who want to
start their own startups and they may
face that occasional hopefully not
uh opportunity of failure and how should
they leverage that from your strength
from your experience to bounce back
yep should i start yeah yeah
i think uh 2019-2020 uh situation that
we had with audios india is
just kind kind of that so we came
um with with our business idea
bringing our infrastructure maturity
um assessments to india which are kind
of unique
and which require to be on site
so we which requires people to be at the
client's place
and with 2020 this was no longer
possible so
we needed to reinvent everything and we
even discussed
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does it make sense to have this company
after all this pain
creating it in india it was not easy not
being from india itself and
and but definitely we discussed um
and what should we do and uh with the
help of
uh indian friends we developed uh
technology to uh yeah
to to to be able to do our job without
being
physical onsite so it created an
opportunity
out of um yeah something where we
thought uh
is necessary which we found out it's not
necessary if you put more efforts in it
and if you
try to do something maybe different and
unique
from what you have thought you should do
before so that's i think
what makes us at the moment
seeing a scaling up with what we are
doing at the moment
and even in the past i have similar
experiences
maybe also being too early for the
market so
that's that's something i would say in
the early 2000s
when i wanted to start with uh open
source
uh software development where i worked a
lot in communities not
making money out of it just doing it for
fun and then trying it to bring it into
my
company at this time to to build
something out of it and
if you are too early if you are not able
to make your point what does it bring
to your customer you will not make it
through as a startup and maybe you
need to wait uh until the market is
ready for you and and i think that's
also for all the startups the
the major issue that sometimes they
don't see the benefit
right away you see it clearly but
sometimes you are not even able to
transport this message and then maybe
you need someone who helps you to do
that and
i think companies like yours purchase
are really good at that yeah thank you
so much
sort of opportunity for failure what
does one learn in your real life
experience for the audience
awesome thanks a lot about this so uh
yeah march uh if you think about it
right uh our company
uh i would say uh cloudsec till about
march of last year the last six months
we have
totally been focused on ramping up our
our
outside india operations right middle
east
southeast asia etc and then suddenly
march it
and we could not travel and oh my god it
was a tough time right we were staring
down and it was like
we got into the mode of batten down the
hatches prepare for a long slog
uh go into like the hibernation mode
figure out what to do
uh and also from a fundraising
perspective we were at a very critical
juncture at that time i mean i can't
reveal a lot of those details but yeah
that
it was it was like the worst case
scenario for us
and we thought what to do i think that's
where
in tough times right you have to figure
out what your strengths are our stands
for agility
we could we could as they said turn on a
dime right we could
we immediately repurposed all our
available assets back to india
right we totally changed our strategy uh
we we started realizing there was a huge
opportunity for example at that time
and because of the whole work from home
movement right a lot of
our security perspective we focused on
that and we were able to
keep the the clock ticking and the
things moving during the lockdown right
thanks to that and now obviously things
are starting to improve and we are kind
of
coming out of our winter hibernation
holes and which is great
but i think yeah that's it it's all
about figuring out uh and being agile
being open and not letting
adverse circumstances shut you down most
importantly
i like that coming out of the window
hypernation hibernation
keep the clock ticking in tough times
figure out your strengths
prepare for the long slog and go into
hibernation well said
what type of help is available during
these times was it or you're only on
in-grid determination and dogmatism
which helped you there
or were you able to get help from
either external government organizations
or industry friends
or mentors is that an internal slog
process
as you reflect back or did you reach out
to somebody who gave a helping hand and
said
wow that helping hand really helped
yeah um so from my perspective network
is everything so
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of course here in europe we have help
from the government
but for our indian venture we had not
um so yeah
so you really have to rely on on the
network that you already have and they
helped us a lot and especially open
source communities can be very helpful
by
developing the technology that you have
but they can also
yeah this can be also be tricky because
if you fully
put on to open source software that can
also create some dependencies if you are
not a contributor to that
so that you might have some
dependencies to libraries which are even
have
a non-permissive library or something
like that that maybe
uh puts you in a position where you
cannot use your business model anymore
and then here it's really really helpful
to have this kind of a network that
supports you even
in the crisis if you have to do
something and you have to develop
something that that you have not planned
in the beginning
um to get to to be fast and i think
that's constantly reaching out working
with
multiple ecosystems at the same time
having maybe also
or investing in relationships to the
government
is definitely helpful but without the
network uh
to be honest uh that's that's not
possible especially
with my experiences that i has as a
german in india it's it's extra special
difficult
so my my hub definitely came from also
from the nile community and
from the friends who are there also from
the daily community and of course also
and rich and friends
uh so that's helped us a lot uh during
this uh this time you know
what's this commenting and this keeps on
helping everybody i wonder what what's
the
just like swarup said that you might buy
his company out i'm assuming next year
you'll sponsor me
there that's the thing great thanks
who helped you um
in um in india
um yeah especially uh the intel guest
in mumbai which is our lawyer
so he connected us to potential clients
also high-ranking clients
who gave us um
insight in how large indian
corporations work and how they could
or better how could we work together
with them
to get our product in their
organizations and finding out
if it's possible even in this kind of
crisis so
this would be one example also
i i got a good feedback from sandeep
singh i hope he is here in the session
because i asked him about
finding the right people for a startup
is also something really important
because
if you have something uh uh if you have
someone
uh who is able to do the job and he
leaves the startup uh
then that's definitely super dangerous
for the seller because your whole
startup
can fail if this person is the only one
and he leaves the company and so
uh sandeep and vaibhav also they gave me
some
hints what i should do in india and what
not
thank you so much over to you who helped
you yeah
thanks so i think uh uh in full fairness
right uh
uh there are a couple of customers who
we did approach and who did help us by
either you know kind of helping us out
with either the payments or the business
or the contracts etc
um but frankly also
who could have helped us right not many
companies that our customers themselves
were also in the
same soup we were in right they were
facing the same lockdown situation
business was tanking
uh yeah they were facing the same
challenges in fact a very interesting
thing happened
uh we had spare capacity we did not
leave we wanted to let people go so then
we started thinking
what do we do right and then we try to
think how can we help these people
in the hope that okay when the grass
turns green again they might
you know remember that and so some of
the program the couple of programs you
started during that time it actually
you know created created a lot of
goodwill which we are now
you know all set to reap the benefits of
in terms of helping people
do some analysis do some vulnerability
scans etc stuff like that right
but they didn't have the money to pay
for at that time but they needed it they
needed it more than ever
uh in fact another thing we did and that
was more on the b2b part right helping
our customers
we also thought about what we could do
with community we had so many friends so
many community members who
had lost jobs so in fact we we allocated
some point we started out
a kind of a program where anyone who has
lost a job can apply for a uh for a
internship with us it's like a
three-month work and you get paid for it
right as a way to kind of help them
uh go get through like financial crunch
situation
and i think that that helped us a lot
right um
frankly it's i don't hold any grudges
about anyone else or any other
government or anyone in helping us
because yeah the the
avenues themselves were limited like i
don't know what could have been done
maybe i am unaware of that trend thanks
for
and touching you know although you are
struggling you and chart you put out a
thing of if anybody else lost a job you
could give them internship when the
grass turns green again
spare capacity didn't want to let people
go who could have helped you is more
important lovely
sometimes we say better the question
better the answer but the world works
it's all about the right question you
ask and how a key person can make on our
company
okay so great you were in tough times
you come out
happily hopefully you'll have a great
success run from here
uh what about attracting the right
talent
uh how would you go about in that
startup stage when there are
other companies who pay top dollar and i
know
i you know sometimes we lose people you
know in big fours
uh and we are surprised that you want to
join a startup when i'm gonna give you
so much experience
and they say yes i i want that just
shuffle startup the rush is great
what what's your magic how do you
attract key talent
yeah that's especially very very tough
for me
yeah sullivan can start i think he wants
to say yeah sorry yeah
go ahead yeah i don't know so we have
gone from uh
from eight to eighty in about two years
yeah so uh and we obviously can't afford
to pay
anywhere close to what what the big
folks pay uh in the way
so yeah we leverage our strengths um i
personally experienced it right coming
from a large company i can do
in about i can do in a day what i do in
a startup i can do it in a day it would
take me a month to do it in a large
company
right it's that fast that agile uh the
whole whole culture the ability to
so i mean we have a very simple thing
for example if you look at teams right
uh
probably five of the people who are
heading the largest teams in my company
uh started their first shop with us
about two to five years ago
in that range so imagine someone with
three to four years of experience
running a team of seven to ten people
having a huge responsibility it will
take them 20 years to get there in a
large company
right also and this is something which i
heard back from the employees right
they came and came to me with an idea or
me or any of the other managers and we
said okay go ahead do it
and they were like shocked are you
kidding me they said like in my earlier
company it would go to a committee take
six months for the decision to be made i
said yeah go to it here's your budget
i want to see this result in like a
month and they were like shocked beyond
belief
yeah that's our strength we play to it
that's probably the the best way
and then obviously give them a learning
environment make sure they are they're
challenging enough as
easy as as it is to hire with that
promise
it's equally easy to lose if you're not
delivering on that promise because the
layer of money the layer of
position stable job is always there yeah
excellent insights yeah uh you know
giving them the promise
uh shock beyond belief and agility is
what you can
we could other guys could do your job
perspective what's your magic for
attracting
talent yeah
i i think it's indeed freedom um
of course freedom in in
in borders that you did you
have common values or a common goal but
um we just hired a talent uh who just
came from a company and uh she worked so
she had to start with us and we just
told her we cannot pay you what you have
had in this
large large uh funded company
and so she was
ready to to really let a lot of money go
just for working
uh with us to have the opportunity to
have the freedom to develop
her own project or her own
product uh with i would say
the freedom of entrepreneurship within a
startup
is something which can be very
attractive for
experienced people but also i think
having a place for people who are
fresh from the university um giving them
good mentorship is something which is
more valuable for them often than money
because that's what i have seen during
my time
in open source project like fedora
project as example
where i had the ability to to learn so i
came from military background i haven't
had no idea how the industry work i
didn't have no idea how open source
ecosystems really worked and i made it
to the fedora board
just as not not commercially it was
really just
a hobby for me in the beginning and i
learned so much from that and i was even
ready to work there without getting paid
so
i i think the freedom and and
if you find the right people that have
to drive to to develop themselves then
they are good for you and your startup
definitely
how long is an average ten year of a
person in startup does he stay from
higher to
or does he like three four years or
what's the average
time span a person stays in a startup
someone a new employee i like what you
mentioned
uh attracting for uh you know freedom of
entrepreneurship is a great attraction
for experienced people
while for new people it's a good
mentorship so how long does the person
stay in a startup
oh that that's definitely different i i
here i
not want to talk only about our company
so what i have seen over the years
with the companies we worked with is
that we had one company in singapore
where the core team was there since 12
years
so is the question is is after 12 years
is this still a startup
um and then we had another company
in berlin where they had a really high
fluctuation
and to be honest the maturity of the
product they had
some kind of the same product which was
in building automation
and measuring power consumption and
also taking the numbers out of the power
consumption and put it in some
infonomics magic
and the maturity of the product in
singapore
was higher but of course the dependency
the technology was uh a problem because
the technology under the hood was also
quite old and and the dependencies even
were so old that you could not deliver
the devices to the clients
or other way around they already had
devices in the field
so maybe having this kind of
long startup phase is not beneficial for
the product uh
in form of dependencies but in this case
it was for maturity
in the functional requirements and the
berlin
company was super fast they were
super interesting but they had
of course not the basis of a solid
product so
everything was proof of concept
everything was oh don't press this
button
because then we don't know really what
happens so
um and the fluctuation here was quite
high i would say two years
was the fluctuation and um for our
company of course
we tried to have a sustainable
relationship
um and try to give an environment so
they can grow
within the company but that's the thing
because we are some kind of a hybrid
because we have a mother
company who is yeah
have a good funding or is on solid base
and uh we can finance our startup
uh approaches from this com companies
sort of
is there a part of our culture would
people in india be staying longer or
shorter compared to people in west or
other places for startups
uh i i don't know i know i don't think
so i i just maybe i maybe i have not
done enough analysis but
i mean let me talk to you about my
experience right i would broadly put
people
in three or four buckets uh see one
thing to realize about startups is that
there is no
pyramid here it's not like the top 10
bottom 20 and mid 70
right to be successful in startup you
need those
the top cream of the talent right
otherwise you can't
run it effectively which means that uh
so for example there's one bucket of
people who usually leave within two to
three months
those are the the wrong hires right or
the performance related issues or
whatever it is there's another set of
people who might leave within 10 to 12
months those are the people who
uh who where the sheen of a startup life
wears off
right the late nights get too much they
want the stability you want the whatever
the business class travel and they go
back
right then you have the third set which
is like to leave after two three years
and
go start a business of their own right
those are those are good people i like
that right
that's good but at least for us uh
the major part is the rest maybe the 70
80 percent who are left over who just
don't leave
who are invested into the comment
company right that is the only way you
will make it work
right there's no other way you can make
it work you have to have that core team
who's totally committed
who are all aligned to the true north
and
they are they are working with you
through thick and thin and they will be
thick and thin
in a startup
i have to have the core team i'm taking
down notes i'm gonna give in the end
have to have the core team aligned to
the true north i like that word
things so ah and
basically we're in alcon and flex always
gets the best talent you know it's the
best hiring ground
and he's smiling now i have to please
him right he told me to say some good
words
uh how important is for people to have a
tech idea of a good startup
or a good process idea is take a largely
the component
or could you have a process way of doing
a startup something better smarter
and would you find people just migrating
to a great tech idea
is tech uh have so much of a high
attracting factor or could there be
other areas of a smarter simpler process
which a business may buy uh
or just a take take take take attracts
you know what is that magic is take
completely
uh taking over the startups or process
ideas of startups could also make a
difference
yeah yeah okay um i i think
um tech of course um is something that
uh is super attractive but also
dangerous uh when the investors don't
understand invest
in what they're investing to so
from my perspective technology
is around 80
of the investment reasons that we see
with our clients
and not process so um from from the
scope
uh of of the investments that we see
it's more about the technology
um i can imagine that smart process
ideas or the combination of smart
process
ideas um
can can attract but to be honest uh
i don't see it very much and
i think the danger with investing in
technology without
knowing in what you really invest is uh
so of course they all will tell you that
their
tech is superior to the competitor
they will say hey we don't even have a
competitor because we are
first different unique uh so um
that's that's uh something where i think
here the due diligence process
also needs to get enhanced and uh the
the to to yeah make and analyzes under
the hood of the
technology is something um yeah i would
say is a challenge for
for for the next uh period uh to
to to find out ways finding metrics
finding the right skills
uh how to analyze if a technology really
is worth investing to
because otherwise the the owner of the
company always will
give you the the better the best picture
of this product of course right
yeah so i think one one one time you can
probably pat yourself on the back i
don't think uh i i don't know how much
process optimization opportunities are
left i think you guys have done a great
job of
sorting that problem all the big for the
strategy consulting companies and all
uh but yeah obviously that's one of the
reasons tech is
very overwhelmingly dominant in all new
startups you look at the fundraise
pattern it's the same
all the big money is going to tech
startups does not does not mean that
there's not
nothing left to innovate in that on the
on the process side
i'm sure there is but yeah i i i see a
lot of dominance for the tech side thank
you
is tech uh just the technology is it the
algorithm is it
uh the what system you're using is it
your data
is it the way you're analyzing that data
right
in fact we did this introspection a few
months ago and realized that for us
ip and tech it's not just algorithms or
something it's so much more
and very very revelatory for us actually
thanks and you give a good point sora
where does a company like
you know startup aligned with a big four
or a stat consulting firm
and how do you find that
so uh you wanted to go first but just
sure you're keen to go first go ahead i
can keep the energy
see see uh look at this way right um
we can we we are startups are the group
which can we can which can
buy fast fail fast innovate fast right
and uh obviously
so that's that's that's what our dna is
right if you look at a before a before
is where
uh it's it's more thought through it's
more deliberate
it's much more strong you know
industrial strength
right those are two very complimentary
skill sets the idea is
how do we create a funnel wherein some
of the best ideas from the startups are
finding their ways
into the ecosystem of a big four right
and uh i mean i i don't think it's it's
a it's a case of a white space there are
enough and more systems which are
happening there right uh
they are all of all the big fours
obviously we collaborate on the industry
level i've worked with you so many times
right uh and then even from a
venture investment perspective also
there are there are a lot of overlays
so i think that part is covered um
obviously you have to give a longer
leash to startups because
yeah a lot a lot of the startup work is
a little bit of the wild west
and then very culturally uh deviated
from how big fours operate
so i think that's probably the only uh
only uh
thing to keep in mind
sure uh any questions from the audience
uh would you want to ask a very tough
question besides joining them
uh and they're always always going to
say yes for the best challenge to
malcolm
but any audience questions to me
or to yeah i have a question uh the
audience can also send them send in
questions on the zoom chat
uh define a startup at what stage are
you at a startup because there are
fancy companies who have billions of
dollars of money in their bank account
and they still call them startups
so is the word startup just a sexy name
given to a company
or it's actually when a company you say
less than
20 people or 10 20 employees or less
than
a certain threshold of turnover so how
do you define a
startup
any one of you
why don't you go ahead i i should yeah
so
i know there are if i i think if you
google it you will get some explanation
for it but for me a startup is
uh more something like um
how you yeah it's something that you
have
in yourself so if you are driven by a
product or by an
idea that you want to bring to the
market and where you
have passion for and and one when want
to develop it want to build a
team around it one to uh make benefit
out of it for for your clients
um you can do that in a large corporate
but you can
of course do it maybe not this fast in a
corporate if they don't have to
structure for it
and you always will have these
boundaries that maybe will
put up barriers for you where you have
to report some success sometime and
so i think startup for me is something
you have the freedom to develop
something
that uh makes the world better
that helps your client uh that's
something that you
can drive and i think this can be kind
of a mission
because i don't would put it in
a time frame because i'm in open source
a project since i would say 20 years and
i maintained the fedora security lab
together with fabian affalter since
i would say 10 years of course
we make it for fun and not for money but
we definitely bring
a benefit for the community and we have
people
who are using it and um i think if you
want to scale it up and you
want to find an investor for that that's
also possible so
i also call this a startup idea but
i i would not put it in some kind of
okay that's the definition you have to
be
two years uh in the market and uh after
four years you have to be
uh you you have to have break even and
after six years you have to be
able to sell it to someone i don't think
that's the definition of a startup so
startup if you have to define startup in
one word what would that be
nimble align agile
sorry mentality and for usual george
i will that's the word that i was maybe
looking for and not found
he stole it no no but uh so
i'm not a native speaker so sometimes uh
what's the word in german
what's a german word for that give me a
german vote for them
mentality
mentality i like that any more more
questions i'm just
i would like to summarize three pages of
notes lovely catches have gone
but uh there are two questions in the
chat uh i'll just take them and then you
can summarize purchase
how cyber security getting embedded in
startup ecosystem different from a large
corporate
i think purchase you have the largest
corporation among the panelists
thank you so much
let's keep the margin aside yeah the
technical discussion
so the question is how is cyber security
and i think each one of us even in a
large corporate
i have to run my business as an
entrepreneurship right
uh we may have a lot of funding but i am
facing the same challenges
hiring the best talent with saurabh or
george may take from us
uh pay a bit less extra but the agility
and the freedom you give your guys
i may or may not be always give to i may
give a varied experience
i may give a person an opportunity to
work in manufacturing healthcare retail
banking
telecom uh and a breadth of sometimes
can work in cti and then you can migrate
to vapt and then
red teaming and threat hunting and
compliance so we have the ability to
fluctuate that and give a a rounded
experience
where you have a pointed advantage if
someone's in depth
you can go to the nth depth and he can
become a master of that
so there's no plus or minus much it just
depends on the person's individuality
or what he or she is looking at that
point in time but the startup culture is
something what i run and what you run
similarly because we also have to ensure
that we run our own business
uh we compete with the very best of
startups as well actually traditional si
firms
who also in cyber uh it's a growing area
but the best
part it's a pie which is ever expanding
a space for all of us to work together
there's no need for the pie is not
shrinking you know we luckily touch wood
when the industry which is growing and
for the next 10 years there's
enough amount of growth for everybody
the key question is how do we synergize
how do we harmonize
and that's what's up now how can big
four people work with you guys how can
you
encourage you we have may some question
you may not have but you have good
talent which we may not have
you've got good ip which we may take
years to develop
and i see a big synergy in that i'm
thinks a good answer hopefully
absolutely but we would want to know
your margins also in the future sometime
[Laughter]
for another day for another nalcon maybe
in goa next time
all right i'm gonna summarize uh some of
the lovely words which we had
uh solid foundation nothing will go as
planned in
the beginning don't put too much energy
in research
a good company may acquire last three
years
uh roller coaster ride of journey it's a
state of mind
uh don't run out of
cash opportunity for failure uh
begin too early for the market create an
operating
out of the current situation not making
money out of it
doing it out of fun need to wait until
the market is ready for it
unable to transport out of it prepare
for the long stroke
go into hibernation in tough times
figure out your big strengths
keep the clock ticking and then come out
of winter hibernation
12 years is it still a starter trying to
have sustainable relationships three
buckets
uh not pyramid uh sheena startup wears
off for people
how to make the core team last for a
long time tech is superior
attractive but also dangerous so
investors who don't understand it they
will tell you our tech is superior than
somebody else will even tell you we
don't have competition
uh put on the lock define how you define
technology
algorithms data uh startups fail to
innovate fast
how to create a funnel uh longer bench
trend for startups give them a longer
rope
uh companies with dollars in their issue
in their bank but still have a sexy name
of startup
startup is not something you put uh it's
an in you invest inside
the one word is mentality or mental
tight in german
freedom to do what you have to uh
last page network is everything in
europe you had government help
open source communities were helpful not
planned in the beginning to be fast
invest in relationships expense uh
as a german in india high ranking
clients how large indian congruent mates
work and more important how you could
add favor in them
find the right people and stick to them
who could have helped more is the more
important question
we expect capacity uh but yet
you chose to give people who lost the
job to get some money
when the grass turns green you will
profit anyone lost a job can do
internship from eight to 18
two years doing a day what other
companies do in a month
more agility and the key key word is
freedom
without with boundaries of as george
mentioned
common value common goal uh and also
mentioned
clearly uh the one word which i think
was the best
uh was mentality and a state of mind i
enjoyed
modern discussion as i always had fun
with infliction alcons
i hope you enjoyed and learned some
apart from it over to you and
thank you so much uh purchase yard and
swap this was really
insightful uh yog i don't i can't
pronounce the word
in german but uh i like the word that
you said mentality
and freedom uh were just amazing as a
moderator
we would want you to hold back for the
next panel as well
uh so thank you saurabh thank you your
friends if you have any more questions
and if i want to work for
any of these startups except for one
large corporation
please reach out to them on linkedin or
twitter uh
they would have their own uh pros and
cons but i think
working with all three of them uh it's a
great experience as well so yeah
thank you friends thanks y'all thanks so
much stay well thank you
[Music]