500 TIPS FOR STARTUP FOLKS

INTRODUCTION​​

My Story​

I share my 17-year startup experience, discussing my childhood, education, and the factors that steered me toward startups. You can read this chapter here.

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How this book is written​

Over the years, I have found that writing down key points, along with brief narratives when necessary, brings clarity and focus. This book compiles those notes in an interview-like style. It is designed for readers who understand basics of startups and need practical frameworks for faster decision making. The ideas presented reflect my personal experience and are open to change as I learn and grow. If these insights help you succeed, it will be a bonus. The aim is to share personal learnings with any founder looking for actionable advice.

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​What are startups​

• Startups are high-growth engines built for scale, often facing scalability challenges as they test multiple ideas until finding a sustainable, profitable model.

• Some startups may not require external funding depending on their cost structure.

• Technology-based startups depend on unique, defensible tech processes, capabilities, or knowledge the team owns.

• A local grocery store is not a startup unless you plan to replicate it hundreds of times as a learning proof-of-concept before scaling.

 

Why Are Startups the In Thing Now?

Back in 2007, internet startups received little media attention after the 2000 bust. By 2001, startups began grabbing headlines as coverage increased. This change coincided with a surge in Indian startups that addressed basic needs while using mobile internet accessibility. Early employees joined startups for passion and problem solving, accepting low salaries and unclear ESOPs because they believed in making a meaningful impact.

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Today’s employees seek work-life balance, competitive pay, and immediate benefits—ideas fuelled by media stories of swift riches—even as startups demand immense effort and high-leverage work. The internet now allows startups to reach millions almost instantly, creating a mismatch between the perceived quick gains and the real hard work required from founders and teams. All parties—employees, founders, investors—must reset their focus on long-term impact, growth, and sustainable business models rather than chase superficial gains.

 

Why Do So Few Startups Succeed?

Most startups fail because success requires aligning over 50 different factors, ranging from market fit and product quality to team execution. Startups aim to achieve in a couple of years what traditional companies take a decade to do, demanding rapid asset creation and heavy upfront investments. They often take on market gaps ignored by established companies and must constantly manage risks—be it market, technology, or team-related. A startup founder must turn vague hypotheses into a stable business while avoiding pitfalls. This book provides frameworks and pointers to minimize risks, helping founders move faster toward success.

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EARLY STAGES OF STARTUPS​

Should You Join a Startup?

I describe my redBus experience to illustrate the sacrifices needed when joining a startup. I accepted a substantial salary cut, relocated, and navigated personal-professional challenges, including the 2008 recession. Despite hardships, redBus grew rapidly worldwide. If a startup’s problem excites you and you trust the team and solution, join with a focus on solving the problem rather than chasing fast money.

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Working at a startup teaches you resilience, early responsibilities, and decision-making in ambiguous environments. It can serve as a grounding experience early in your career and help you avoid debt that might restrict your freedom later on.

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Which One Should You Join?

I have seen many talented people succeed by relying on first principles and choosing startups that solve problems close to their own experiences. Success often depends on being passionate about the issue the startup addresses, as this ensures deeper commitment and better problem solving.

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Too many choose startups driven by trends or media hype rather than a genuine connection with the problem. Make sure your choice reflects your interests and experiences, and consult trusted experts as you decide.

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Appearing for a Startup Interview

Create a list of startups that truly interest you. If risk concerns you, target ones beyond Series B. If you thrive on building products, join an early-stage startup. Research the company through articles, videos, and their online presence so you fully understand the vision. Once ready, draft a detailed note stating your understanding of their vision, key problems, potential challenges, and solutions. Keep feedback positive and avoid trivial nitpicking.

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For senior roles, your note should be extensive. Use online tools to find the founder’s contact and express your intent clearly. If no response comes, try reaching out to management at the startup or HR, or connect on LinkedIn. During an interview, ask questions about assignments and reiterate your analysis of their challenges. Steer away from bringing up compensation too soon—focus on contributing to the company’s vision.

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How I Joined redBus, My First Startup

In 2007, I left my corporate role at ICICI Bank, where I managed a large portfolio, to join redBus—a startup pioneering online bus ticket sales. I accepted a major pay cut and a risky move away from a stable career because I believed in changing the bus ticketing system. A meeting with redBus founder Phanindra Sama at the Bangalore airport convinced me to act. I joined after serving my notice at the bank, accepting the uncertainty for the excitement of building something transformative.

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I relocated to Bangalore, found an apartment near the office, and quickly immersed myself in the startup environment. Long work hours and scarce resources were balanced by strong camaraderie and a shared vision. My home turned into both a workspace and a forum for creative meetings. This step marked a turning point in my startup career.

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Should You Start a Startup?

Start a startup only if you have encountered a real problem that you want to solve, preferably one you have experienced firsthand. Build your company for its core mission, not for the title or quick financial return. Co-founders can help share the load, although they are not mandatory.

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Keep your personal responsibilities manageable—startup life is less challenging when you have fewer financial or family obligations. If you are married, ensure one spouse has a steady income or that you have adequate savings. Validate your idea early so that you can be confident in the path ahead, collecting every piece of proof along the way.

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Getting Ready to Startup

After you decide to start a company, especially if it's a startup, create a plan that details your team, funding needs, potential VC interest, proof points, product development, and timeline. Answer key questions about risk and work to gather supporting evidence for every assumption. Kick off with a basic product that enables early sales and honest customer feedback while you remain mindful of your personal finances. Ensure that all founders share the same strategy to avoid internal conflicts and plan for potential roadblocks early on. Check for brand name and domain availability, and remember that international trademark protection might be necessary if you plan to go global. Registering your company is both simple and affordable with minimal requirements. If you start solo, you can temporarily appoint someone trusted as a director. Pick a company name that offers a fitting yet broad scope, and set up a basic website using tools like Wix to focus on building your product and generating sales.

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Finding / Generating Startup Ideas

I enjoy recognizing problems as they arise. I write down every problem I encounter, whether it affects me personally or others. Reviewing these notes regularly can reveal when an idea is ready to act upon.

Our surroundings are filled with unresolved issues. Carefully note down ideas and let them mature with time while seeking feedback from close peers and potential customers. I prioritize ideas based on my excitement about them, rather than just potential profits, because long-term success depends on personal interest and resilience. Posting queries on forums, following social media hints, and listening when investor friends mention market gaps can all signal opportunities worth pursuing.

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Fastest Ways to Validate Startup Ideas

Instead of building a product first, validate your startup idea by simulating its presence. Create prototypes, websites, or brochures that present your product concept in a clear manner. Set up a simple website with an email subscription form and drive visitors from targeted groups. Validate the idea quickly at minimal cost, rather than invest heavily in an unproven product. Talk to others who have tried similar ideas and seek investor opinions—most people are willing to share their insights.

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Ensure Your Startup Idea Has These Elements

As an angel investor, I pay close attention to market size, team quality, and the solution offered. A strong team can pivot ideas while keeping the focus on a sizable market. The solution must vastly improve on current alternatives and must come with a clear plan for progress. Competition can signal a market’s potential, yet being first also holds significant value. The problem being solved must resonate clearly with the intended audience; don’t force a solution on an uninterested market. Introduce ideas with minimal friction by seamlessly integrating into existing consumer behaviors. Methods validated in larger markets often carry less risk. Consult industry experts regularly to test your idea’s potential, and focus on building a solution that grows more defensible over time.

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The Early Startup Product

When you set out to build a product, use customer feedback to drive improvements. As a startup, concentrate on developing a Minimum Viable Product (MVP) that addresses real user needs and drives sales instead of chasing perfection. Employ existing widgets and concentrate resources on building your unique value proposition. Build a simple yet functional MVP, and communicate its early stage clearly to users so they have correct expectations. Trust is built by honest communication about your product’s state and by allowing users to refer others. This method not only brings in early adopters but also promotes quality feedback for constant improvement.

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The Chicken-and-Egg Startup Solution

When building platforms that involve two sides, start by securing supply. Convince suppliers of the benefits of joining your platform. Work to recruit key suppliers, which then signals the platform’s potential to others. Once you have a base supply, focus on generating sales, thereby proving the concept to both suppliers and customers. Avoid risking premature scale by growing both sides carefully. Strengthen supplier relationships by being honest and fair, and create initial buzz by subtly announcing future consumer launches. Examples like Uber and Airbnb show that beginning with supply can lead to network effects and long-term scale.

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The Initial Startup Team

Keep the startup team small and focused on execution, with founders driving both strategy and actions. In the early days, avoid hiring very senior staff who are expensive and may prefer structured environments. Instead, recruit junior and mid-level hires who are willing to learn and work in a fast-paced setup. This approach reduces miscommunication and fosters the ability to move quickly with a clear division of tasks. Tap into your existing network for trusted individuals who can work for equity, and remove underperformers swiftly to maintain momentum.

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Finding Product Market Fit (PMF) for your Startup

Achieving PMF is a milestone where you identify a large enough audience that values your product, demonstrated through actual purchases and willingness to pay. If you see a consistent desire and transaction flow, you likely have PMF. Still, fine-tuning pricing or distribution may be necessary. Without PMF, expect friction in sales and low repeat purchases; continue engaging with customers and advisors, and be prepared to pivot as needed. Once PMF is secured, shift your focus to organizational stability and growth by working on unit economics and exploring funding options.

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Initial Funds for your Startup

Keep external funding to a minimum to stay independent, but if you need to raise money, target investors who understand startup risks and will not rush to cut your funding. Prefer equity over debt to avoid heavy financial burdens. Approach fundraising as a partnership where investors see value in supporting you, rather than just giving you money. Angel groups often provide a more professional network than friends or family. Spend the capital wisely, invest in helpful tools like open-source software, and focus only on tasks that significantly boost your startup’s chances of success.

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How much to raise for your startup

Raise the complete amount you anticipate needing in one round. This helps avoid the challenges of having to secure additional funds while your product or market traction is still weak. Be realistic in budgeting, including all potential expenses, and add a 25% to 50% contingency to guard against shortfalls. If you are raising funds from personal contacts, check that they are willing to continue support if needed. Secure enough capital to carry you until your next funding milestone or when you achieve break-even.

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The fundraising deck for your startup

A pitch deck is essential for explaining your startup to investors. Explain the problem clearly along with your unique insights and the proposed solution. Describe the industry landscape, stakeholder needs, and introduce your team with clear credentials. Include customer insights and early feedback to establish credibility. Your deck should address key topics from market size and competition to realistic financial forecasts. Organize it logically, be prepared to answer every question during the pitch, and tailor the format to the audience. Sometimes, detailed documents with FAQs serve as effective supplements to your slides.

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Raising funds for your Startup

During your early stages, consider self-funding along with support from friends, family, angel investors, syndicates, or government grants. Choose those partners who can improve your startup’s prospects through their experience and network. You can also consult accelerators and field experts for added credibility and preparation for future VC rounds. When securing angel investment, ask for introductions to expand your network. Before finalizing an angel investment, speak with founders who have worked with that investor to ensure the experience will be positive.

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Connecting with Investors for your Startup

I began offering assistance to startup founders with investor outreach and realized a common issue: finding the right investor contacts. First, list investors interested in your sector, then use your network for warm introductions. If needed, contact investors directly via LinkedIn or email in a clear, compelling message that focuses on potential returns. Use tools such as Lusha or Rocketreach.io to obtain email addresses, and track your emails to optimize follow-ups. Persistence is key; never allow the process of finding contact details to stall your fundraising effort.

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Hiring Investment Bankers for your Startup

For later-stage funding (Series B and beyond), hiring investment bankers (IBs) can be useful. In early rounds, founders typically handle fundraising directly to save costs. When you do engage an IB, they can open doors to appropriate investors. Their fee commonly ranges from 1% to 3% of the funding round. Seek recommendations from fellow founders and VCs to identify a respected IB who understands your business. Set clear timelines for your fundraising goals and keep regular contact with your chosen banker so that pitches are timed and executed properly.

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Startup Valuations

Valuations for startups can seem confusing when compared to traditional revenue-based assessments. Early rounds often feature high valuations due to competitive bidding from VCs, rather than fundamentals. Over time, as the startup develops revenue and profits, valuations align with business performance. Founders should avoid chasing high valuations for fear of future down rounds, and understand that working with established investors matters more than the headline number. Timing your fundraising with market conditions can make a significant difference, so keep relationships strong with current investors.

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Your Startup's Initial Product Launch

Launching a product today, especially for a startup, requires careful planning, whether using social media, SEO, or other channels. The key is to conduct rigorous market research to target the right user segment. Stay open to unexpected user insights that may signal new opportunities. Focus on delivering a product that solves a clear problem and gradually build a loyal customer base. Use your existing network to spread the word and refine your approach with targeted ads. Each launch should be critically reviewed to ensure that the product fits a real need and appeals to an accessible market segment.

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Startup Pivots

If your product does not achieve PMF or the market is too narrow, consider pivoting your business model, product, or target audience. Successful pivots, like those seen at The Media Ant or redBus, show that strategic changes can rescue a startup. Pivot only when the data clearly support a change, not out of desperation. Study cases of successful pivots to learn how to redefine your approach and keep your company on track toward solving the intended problem.

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Early Challenges in a Startup

As a first-time entrepreneur, expect to manage many different tasks on your own. Incubators may help you overcome some of these obstacles by offering support and guidance. Be prepared for long hours and a vast array of responsibilities. One of the toughest challenges is building a dedicated team when cash is tight and risk levels are high. Use your network, social platforms like AngelList, and other resources to find like-minded individuals. Ensure equitable distribution of work and avoid actions that might expose your startup to legal or operational risks. Protect your ideas and value every piece of constructive feedback while keeping your focus on satisfying user needs.

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FOUNDER RELATED

Should you Startup alone

I advise against going solo unless you are a seasoned entrepreneur who has been through multiple ventures. Working with co-founders in a startup makes the long process more manageable, providing a mutual sounding board and shared responsibilities. Investors also show more confidence in a team. When choosing a partner, focus on shared business goals rather than merely obtaining extra connections.

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Choosing the right co-founders for your startup journey

Selecting the right co-founder is as important as choosing a life partner. The person you work with daily should complement your skills and share mutual respect. Do not rush the decision based solely on personal trust or friendship; professional compatibility is crucial. Talk through potential disagreements in advance to see if you can resolve conflicts amicably. The right co-founder should think first about the company’s welfare rather than personal gain.

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Equity split beween co-founders

Not all co-founders in a startup share equal roles—someone must take on the leadership position. For example, a typical split for three founders might be adjusted to 40–30–30, reflecting the CEO’s added responsibility. Equity distribution should be based on operational and strategic contributions rather than purely equal ownership, and clear conversations on equity early on are necessary.

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Co-founder responsibilities in a Startup

A co-founder’s role goes beyond management; it resembles that of a parent who nurtures a growing entity. They must mediate between investors, team members, and other stakeholders, always prioritizing the startup’s best interests. Co-founders should lead together, promote transparency, and ensure that every team member feels like an integral part of the organization.

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Thought process while running a Startup

Running a startup requires treating it like a dependent entity that needs constant attention and care. A founder must focus on correcting weaknesses, building core competencies, and seeking competitive advantages. Rely on your co-founders as true partners, share responsibilities, and encourage a mindset that looks beyond immediate profits to lasting value. Time and resources should be dedicated to creating a stable and high-performing company.

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Founder priorities at various stages of the Startup

When you are at the Proof of Concept stage, concentrate on validating both the problem and the solution. Early on (seed to Series A), focus on survival by meeting direct revenue targets or milestones that pave the way for your next funding round. As the startup grows toward Series B and beyond, concentrate on finding Product-Market Fit (PMF), addressing scalability challenges, and then focus on unit economics and sustainable growth. Always adjust fundraising timing according to market conditions and maintain strong communication channels as your team expands.

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Co-founder working methods

Co-founders working together in a startup should share responsibilities like caring parents who avoid overlap while respecting each other’s roles. Maintain a spirit of trust and encourage regular informal interactions to spark ideas. Help each other when workloads vary, and work together in public settings, such as during investor meetings, to provide a consistent front. Clear communication and mutual support are the foundations of a successful partnership.

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Moving from ownership status to roles for co-founders

While the title “co-founder” signifies ownership in a startup, it is critical to specify the functional role you play, like CEO, product head, or COO. Establish clearly defined roles so that both internal teams and investors quickly grasp each person’s contributions. It is acceptable to keep “co-founder” in your title along with your primary role as you transition from initial ownership to role-based responsibilities.

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Co-founder conflicts at Startups

Conflicts often emerge in a startup when partners are mismatched. I advise against starting a company with a friend unless you have already proved that you work well together professionally through past projects. Discuss disagreements early and be ready to set aside egos for the sake of the company. Frequent open communication prevents the build-up of resentment and ensures that each co-founder contributes equally. Trust and transparency between partners are non-negotiable.

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Dealing with ambiguity at Startups

A startup is an environment of constant uncertainty. As a founder, you have to make decisions even when conditions are unclear. Cultivate a comfort with ambiguity by seeking advice from trusted mentors and experienced entrepreneurs. Evaluate each decision on how it serves the company’s interests while accepting that not every situation offers clear answers. Embracing uncertainty is both a challenge and a key to growth.

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Secondaries for your Startup

Early on, I advise against selling any secondary shares, as it may signal a lack of conviction to the board and future investors. If you are confident in your startup’s future, avoid cashing out too early. After reaching a more stable funding stage, small secondary transactions can help cover significant personal expenses. Always consider how such moves will be perceived and work with investors to ensure that any secondary sales support long-term stability.

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Mentors / Guides for your Startup journey

I have always learned by doing rather than by following formal mentors. While discussions with peers and reading extensively provide insights, relying on mentors too much may create a dependency. When engaging with experts, choose those who ask the right questions instead of giving scripted advice. Be cautious of anyone who demands equity or other strings attached. Value feedback from those who remain objective and contribute constructively without overt influence.

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Getting an Executive Assistant for your Starup

I have managed without an Executive Assistant for most of my startups. In a fast-paced environment, an EA can sometimes create barriers between the founder and key team members. An effective EA might help gather updates and ease communication, but it is important not to delegate tasks that require your direct influence. If you decide to hire one, choose someone who already understands your company’s dynamics so that training is minimal.

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Building for a Global Market from India

My recent goal is to create products with a broad international impact built from India. My experience with redBus and later with Koo illustrates that while a product can quickly attract millions internationally, it may struggle at home if local support is missing. India’s talent pool is vast, and building products that compete globally means thinking and acting beyond the domestic market. Focusing on world-class, user-friendly designs will help Indian startups establish a strong global presence.

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PRODUCT RELATED​

Product Vision for your Startup

Defining your product vision goes beyond listing features. At redBus, we realized our purpose was to make bus travel predictable rather than just selling tickets. A clear vision guides every decision and helps keep the team focused on solving the consumer’s core problem. Keep your vision broad so that every new feature contributes to a larger goal. This vision should inspire the team and set your product apart in the market.

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Product Roadmap and Prioritization for your Startup

A product roadmap outlines key projects for the next six to twelve months. It should balance project importance with practicality, separating essential features from low-priority ones based on detailed customer and stakeholder feedback. Speed and parallel execution are critical. By perfecting a few key features, you set clear success metrics. Bug fixes should be prioritized according to user impact, and each priority must be well-documented. The roadmap should serve as a living document shared with all relevant teams to keep everyone informed.

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Product Funnel

Developing a new feature requires a collaborative process. Start by drafting the purpose and potential impact of the feature, then gather input from product, analytics, design, and engineering teams. Create wireframes or interim designs and set clear metrics to measure success. Run controlled experiments to test variations, review initial data, and iterate before a full rollout. This systematic approach prevents wasted effort and ensures that every feature improves the overall product funnel and conversion rate.

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Product Documentation

I insist that every feature gets detailed documentation. This repository should include initial ideas, testing results, design iterations, and conclusions. A centralized document store—using tools like Google Drive or similar platforms—allows any team member to understand historical decisions and current project status without confusion. Effective documentation fosters long-term learning and serves as a reliable reference in future projects.

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Vision Statements for your Startup

Rigid vision statements rarely reflect a startup’s evolving nature. Instead, set short- to medium-term goals that are actionable and can adapt as circumstances change. Flexibility enables founders to make smart, ego-free decisions, even when new information requires course corrections. A well-understood vision, communicated through regular updates and shared goals, keeps everyone moving in the same direction without being tied down by fixed phrases.

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Managing Risk at your Startup

Risks in startups come from many sources, including employee turnover, technical vulnerabilities, market fluctuations, and legal matters. Mitigate these challenges by planning for staff departures, investing in safety measures against cyber threats, diversifying your client base, and preparing backup plans. Work with experts to review risks during due diligence and keep emergency plans updated. Practicing calm and preparedness can help you handle unforeseen crises effectively.

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Framework of Decision Making at Startups

I use decision-making frameworks to simplify difficult choices. Ask, "Is this decision beneficial for the company?" when weighing options. Consider the interests of customers and the long-term sustainability of the startup. A clear, logical framework transforms complex choices into manageable decisions that support the company’s ongoing success.

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Prioritization at your Startup

Prioritization is a critical skill that separates effective teams from those that struggle. In a fast-paced environment, decide quickly which tasks require immediate attention. Usually, it is better to be roughly right quickly than perfect too late. Use clear methods to categorize tasks and hold weekly meetings to ensure everyone understands the organization’s current priorities. Documenting decisions on prioritization avoids costly missteps later.

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Setting Huge Targets for your Startup

When we first launched our startup, redBus, we set ambitious goals—such as increasing daily ticket sales from 100 to 500 within three months. Meeting these targets required rethinking processes, acquiring new resources, and aligning every team member with the objective. Clear, measurable targets push the team to perform beyond comfort zones and build a culture of excellence that boosts long-term growth.

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Communication and Clarity at your Startup

A startup can succeed only when its team is well informed about shared goals. One clear test is to ask any employee about the company’s purpose. If their answers vary widely, there is miscommunication. Ensure that all team members review well-documented mission statements and regular updates. Weekly emails and informal discussions help maintain clarity and focus across the organization.

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Town Halls at your Startup

Town halls are effective for ensuring that a growing startup team stays connected and informed. When teams expand quickly, regular gatherings help reinforce a shared sense of purpose. In these meetings, founders and senior team members provide key updates and answer questions in a concise, controlled format. Such sessions should be planned when multiple topics require discussion, and they end on a positive note that celebrates milestones.

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Execution Culture in a Startup

A culture of rapid execution and clear communication is essential. Set urgent timelines for tasks, even if they are not immediately demanded, to ensure that progress is constant. Bring all stakeholders together to discuss project feasibility, lead assignments, and deliverables. Encourage team members at every level to take ownership of projects. The ability of the startup to move quickly despite imperfections differentiates it from slower-moving competitors.

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Finding Owners for Projects at your Startup

I learned from a mentor at Google India that the best project owner is the one who cares the most. Identify team members who show passion and commitment, not just those with formal skills. Even if only a small percentage of your team demonstrates strong ownership, it will strengthen the startup. Such people are willing to accept risk and even low pay in exchange for a stake in the company’s success.

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Aligning everyone to Metrics at your Startup

A metrics-driven mindset holds teams accountable and ensures timely improvements. Early on at redBus, a board member asking daily about sales instilled discipline among us. Every function, even those indirectly tied to sales, should track key performance indicators. Celebrating metric achievements reinforces these behaviors and motivates the entire team to push for continuous improvement.

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Setting up Dashboards at your Startup

Establish analytics systems concurrently with your product’s development. Building a dashboard to track critical metrics—including user funnel data and retention—ensures that every team member knows how their work contributes to growth. Work with your technical team to define crucial metrics, and update your dashboard regularly. Using available open-source tools can help you avoid unnecessary development costs while keeping everyone on the same page.

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Competition

Keep a close watch on competitors using online alerts and social media. Pay attention to customer comments about their products to learn where you might have an advantage. Maintain ethical standards and protect your information through strong access controls. Being informed about competitors’ strategies can help you adjust your tactics quickly without misusing any data.

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Chasing Profitability at your Startup

While growth often dominates early startup discussions, profitability is necessary for long-term independence. Examine your costs in relation to revenue—from salaries to marketing and technology expenses—and focus on optimizing unit economics. Automate repetitive tasks and streamline operations. At redBus, we experimented with profitability without sacrificing growth. Align the entire team toward cost-effective strategies until you reach a stage where operational efficiency supports sustainable revenue generation.

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Operational Excellence at your Startup

Operational excellence means setting priorities based on immediate needs and future scalability. Begin by employing manual processes to fully understand operational dynamics, then automate tasks to save time and money. Hire experienced professionals who have scaled startups before, and invest in building redundancies to ensure continued service in emergencies. Monitoring industry benchmarks constantly drives improvements across the board.

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Special Projects Team at your Startup

A small team of versatile, cross-functional employees can execute high-impact projects quickly. Led by someone who understands all aspects of the company, this group can tackle short-term initiatives that drive rapid scale. Often composed of motivated graduates from reputed institutes, the team works directly with founders to handle special assignments under tight deadlines. Their fast pace and broad knowledge may later qualify them for leadership roles within the startup.

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Knowledge Management at your Startup

I insist on documenting processes and key insights to help onboard new team members and preserve institutional memory. Encourage every core team member to write concise documents detailing project outcomes, using tools like Google Docs or in-house wikis. While perfection is not needed, achieving a clear record of 80% to 90% of key processes drastically reduces future friction.

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Process Driven Organization

Building robust processes is essential for long-term success. Automate mundane tasks so that the team can concentrate on innovation and growth. Incorporate daily improvements into the workflow and train new hires on these systems. Efficient processes naturally build adherence by simplifying tasks and reducing risks, making them valuable assets as the startup scales.

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Being Frugal

At redBus we operated with a strong culture of cost control. Use money as carefully as if it were equity; each expense should bring measurable value. Early startup members accept simple accommodations and make necessary sacrifices. A modest office, if it supports client acquisition or talent recruitment, is far better than luxury spaces that drain capital. Constant awareness of your financial runway is key to survival.

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Outsourcing Tech for your Startup

My experience with outsourcing tech work has not always been positive because misaligned incentives can delay projects. Keep core technology work in-house and reserve outsourcing for small, specialized tasks or internal tools that are not critical to your core product. If you do outsource, agree on a fixed fee final project model and thoroughly vet the third-party team before committing to long-term work.

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Managing Time Effectively while running your Startup

Time is the most valuable resource in a startup. Focus on tackling the most important projects and follow up with team members to ensure progress. Delegate and coach so that your role shifts from making decisions to reviewing team decisions. Use visual tools like whiteboards during very short meetings. Reduce distractions by intentionally programming your day to concentrate on product development and strategic planning. A clear project tracking system helps remove obstacles and maintain focus on growth.

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Managing Meetings at your Startup

Meetings at a startup should be quick and productive. Use visual aids like whiteboards to keep everyone focused, concluding with clear action points and designated responsibilities. Rotate meeting leadership to develop team ownership and gather minutes to share critical takeaways, ensuring that each meeting builds clarity rather than confusion.

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Managing Boards

A well-constructed board not only ensures governance but also offers valuable market feedback, particularly important during the startup phase, especially when addressing scalability challenges as the company grows. Choose board members who are genuinely interested and prepared to ask challenging questions. In meetings, share past performance, future plans, and key metrics before opening the floor for questions. Maintain confidentiality and clear follow-up conversations after sessions to keep board members engaged and aligned with the company’s direction.

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Getting an External CEO for your Startup

When you reach a stage where your skills are best applied to creation and scaling rather than day-to-day management, consider hiring a professional CEO. An external CEO can help resolve internal conflicts and provide professional oversight. Ensure that any new CEO has a robust ESOP plan to motivate ownership and that you work closely with them during the transition. Vet candidates thoroughly to avoid destabilizing the team or risking the loss of key personnel.

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PEOPLE RELATED​

Hiring for your Startup

Hiring is one of the most impactful tasks for founders. Use platforms like LinkedIn and referrals to reach potential candidates who show stability, room for growth, and a hunger for success. Early-stage hires often look for purpose and are comfortable with higher risk, which is a fundamental trait in a startup environment. Candidates from leading institutes commonly excel in execution and may be sourced from platforms like AngelList and IIMjobs. Use real-world tasks during interviews to gauge problem-solving skills and ownership potential. Maintain a balance between generalists and specialists, and be ready to leave some roles open for internal promotion if necessary.

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Building and Managing Core Teams in your Startup

Assembling a core startup team is one of the most satisfying parts of leadership. At redBus, we built a tight-knit team that generated lively debates and strong bonds. Every hire must be rigorously evaluated, as a single mis-hire can affect the entire culture. Use multiple rounds of interviews and board input to ensure a perfect fit. Encourage team bonding through off-site trips and one-on-one interactions to strengthen relationships. Early and sustained intervention in conflict resolution can help maintain team harmony while keeping everyone focused on the common mission.

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Core People in a Startup

Core team members are those who consistently go above and beyond to drive success. These individuals deserve career rewards in equity, salary increases, or public recognition. Their loss would meaningfully set the company back. Identify these contributors early, include them in critical decision-making groups, and reward their dedication generously. Their commitment not only boosts the startup’s value but also sets the cultural tone for the entire organization.

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Managing People in your Startup

Support your top performers while helping those who struggle improve their skills. Provide all team members with the tools and resources needed to excel. Address skill gaps with training, but recognize when a poor attitude is the issue. Prioritize working in a way that reflects each individual’s best interests without sacrificing company goals. This approach builds loyalty, trust, and long-term commitment among team members.

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Your Startup's Culture

A startup’s culture reflects the attitudes of its leaders. I prefer a culture that promotes personal responsibility and ownership. Everyone should feel free to express ideas while keeping decisions focused on what benefits the company most. Avoid creating an atmosphere overly centered on the founder’s personality. Instead, encourage an environment that remains respectful, dynamic, and collaborative, where open communication and accountability are ingrained.

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Granting Equity in your Startup

Sharing equity is key to giving team members a sense of ownership. Set aside an ESOP pool of 10% to 25% of the company and grant shares for risk, performance, and loyalty. Early joiners who earn less cash should be rewarded with more equity, and top performers might receive additional annual equity. Reward long-term commitment by granting extra equity after a certain period. Equity is not just a financial reward—it aligns every team member with the company’s overall growth.

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How ESOPs work at Startups

The concept of ESOPs remains the same: reward those who contribute to the company by allocating part of the ownership. Depending on the role and personal risk taken, members receive a share of the equity pool. Early employees, founders, and key contributions are valued with a larger stake. ESOPs should be seen as a mark of respect, reflecting each team member’s role in the startup’s success.

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Employee Perks at your Startup

I prefer addressing team members respectfully, which is why I use “team member” rather than “employee.” Simple, practical perks like a well-stocked pantry, good insurance, and benefits for healthcare reduce daily stress and improve morale. Offering tax-efficient compensation packages and creating a comfortable work environment with shared play areas fosters a culture of care and focus. Even small gestures—a laptop you can take home or assistance during a job transition—can improve overall satisfaction.

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Appraisals at your Startup

We generally conduct performance reviews at the end of the fiscal year, with salary raises and promotions when deserved. Timing is key because a startup’s pace can change quickly. Use a clear matrix that evaluates both performance and potential, ensuring that exceptional contributions are recognized without causing wage disputes. Maintain transparency without disclosing sensitive compensation details to foster trust and clarity.

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Offsites

Organize offsite gatherings twice a year to help team members relax and bond. These events allow everyone to interact outside the office, strengthening relationships and easing workplace tension. Balance the offsite schedule so that most of the time is reserved for fun, while setting aside a small portion for productive discussions. Memorable activities and shared experiences create long-lasting bonds that improve team cohesion.

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GROWTH AND COMMUNITY BUILDING​

Customer feedback / reviews / listening

Actively engaging with customers provides insights that no amount of internal analysis can match. At redBus, spending time at bus stands and speaking with users helped us understand their needs directly. Organize small groups that facilitate discussion among users, and convert negative feedback into constructive changes that improve app store ratings. When engineers engage directly with end users, the product improves faster. Regularly review user comments and social media reactions to quickly address recurring issues.

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Acquiring users for your Startup

Customer acquisition differs between B2B and B2C, but the basic approach to growing a startup remains similar. The first 100 users are the hardest to win and may come from your personal network. Focus on making sure these early users are satisfied by refining the product funnel. Once your product meets their needs, encourage referrals and word-of-mouth recommendations while investing in your strongest growth channels like Google search traffic. Continually monitor which methods yield the best cost per acquisition and double down on those channels.

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Organic User Acquisition for your Startup

Improve organic growth by tapping multiple channels—whether via Google search, social groups, or directory listings—and establish a team purely dedicated to organic methods. Work on optimizing content to perform well in search rankings, and run controlled experiments on app store listings such as testing different visuals or videos. A high conversion rate from organic sources reduces your overall acquisition costs, and well-designed referral programs can further drive user growth.

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User Retention for your Product

Keeping existing users is more cost-effective than acquiring new ones. Maintain focus on user retention by continuously refining the product experience and tracking why customers stay or leave. Assign a dedicated manager to oversee retention strategies and conduct A/B tests to smooth the purchase process. A product that continuously learns from its users will see higher repeat engagement and lower future acquisition costs.

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Growth Hacks for your Startup

Growth hacks can drive explosive user growth at minimal expense. My background in direct marketing helped me target specific user segments accurately. Focus on using targeted campaigns that address the highest-value customers and experiment with unconventional strategies to stimulate growth. Maintain a disciplined approach while working on solutions that bring rapid, measurable user increases, keeping these strategies secret to preserve competitive advantage.

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Cost of Customer Acquisition

Track every channel that brings in customers and create a detailed matrix of volume against costs. As the startup grows, keep the acquisition cost below the lifetime value of the customer and adjust your marketing spend accordingly. Strengthen your product funnel to lower acquisition costs naturally. Use analytics to constantly refine which channels work best for your particular market.

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Branding for your Startup and Product

Branding shapes the public’s perception of the startup. My experience at top advertising agencies taught me the importance of defining a clear tone and image. Craft visual and verbal guidelines that reflect your product’s core essence. All team members should understand and communicate this brand consistently, with input from a dedicated branding consultant if necessary. A product’s quality and user experience ultimately define the brand.

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Public Relations and Perception for your Startup

My early PR experience was key to building a strong public image. At redBus, I created a compelling narrative that captured media attention quickly. Develop a targeted media list, personalize your outreach, and make sure every communication is genuine. Being proactive in crisis management and maintaining a consistent message builds trust with the press and the public. An effective PR strategy amplifies your startup’s credibility exponentially.

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Building Community / Supply for your Startup

During Koo’s early days as a startup, I focused on speaking with individual creators to build trust and receive honest feedback. In similar marketplaces, a supply-first strategy can create positive momentum among suppliers. Build one-on-one relationships with key partners rather than relying solely on large group meetings. Consistently treating every partner fairly and transparently leads to organic recommendations and a stronger, more engaged community.

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Acquiring Companies for your Startup's Inorganic Growth

I have often found that acquisitions can be challenging. Work carefully with the target company’s founders, making sure their core values and vision complement yours. If an acquisition is meant to fill a technical or strategic gap, structure the deal to minimize risks and liabilities. Treat the acquired team as co-founders to integrate them effectively into your broader organizational model and maintain a fair, respectful approach throughout the process.

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PERSONAL ASPECTS​

Achieving Freedom / Independence

True freedom means being able to make choices without financial pressure. Control your spending and avoid debt. Save and invest so that your income supports both present needs and future goals. Enjoy the benefits of financial discipline without chasing excessive wealth. This balance brings both peace and the energy to focus on work that matters.

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Managing Family Life along with your Startup

I have dedicated most of my adulthood to building my career, while ensuring my family receives time and attention during mornings, evenings, weekends, and holidays. Balancing long, focused work hours with family time is challenging but rewarding when all parties understand the sacrifices necessary for success. My spouse shares my passion for startups, which eases the tension between work and home.

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Managing Personal Funds

Focus on making your startup your main source of wealth. Keep personal expenses low and avoid debt whenever possible. Invest carefully and maintain an emergency cushion. Spend from returns on investments rather than eroding your savings. This strategy gives you flexibility and security as you work through the ups and downs of startup life.

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Professional Reading

Keeping up with developments across industries is essential. I read non-fiction from diverse fields and use summary tools to capture key points quickly. Social media platforms, professional networks, and curated content sites help me stay updated on ideas that can directly impact my startup’s strategies. Broad reading deepens insight in all aspects of business and leadership.

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Serial Entrepreneurship

Many entrepreneurs start multiple startup ventures because they find great satisfaction in building companies and learning from past failures. Each venture is unique, and the lessons learned help improve future efforts. The emotional and financial pressures are high, but seasoned entrepreneurs use their network and experience to streamline future efforts. Remaining humble and curious about every new challenge keeps the spirit of innovation alive.

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Angel Investments

I have made around fifteen angel investments, refining my criteria with each experience. I look for a large market, founders with personal stakes in the problem, and a capable team. I source deals through personal networks and platforms like AngelList, and even when I pass on a deal, I offer meaningful feedback. Investing small portions of savings in promising startups—and reinvesting after successful exits—allows me to support fellow entrepreneurs in meaningful ways.

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Managing Fear

I have experienced phases of depression and anxiety, and learned to confront fear by focusing on practical worst-case scenarios. Facing my fears directly allowed me to overcome mental loops and maintain the energy needed to lead a startup. Recognizing that many of these concerns are rooted in hypotheticals helps me stay grounded and focused on what needs to be done.

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Being Happy!

Ultimately, I discovered that true happiness comes from creating products and improving lives rather than accumulating material wealth. Meditation and spiritual reading keep me rooted in the present, lifting the pressure of unrealistic expectations. Building my startups from a place of joy, instead of fear, has not only led to better products but a more satisfying life overall.

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Parting Words

Over 17 years, I have helped create six products through five startups. Along the way, invaluable memories were forged and lasting partnerships formed with exceptional individuals, many of whom I would happily join forces with again. I have turned down opportunities for immediate wealth to chase the fulfillment that comes from building something meaningful. My ongoing work in India’s vibrant startup culture stands as a testament to the value of purpose over profit. Together, we can use our skills and resources to create products that make a global impact and usher in a brighter future for our country.