Arjun Nagarajan

We Took The Bitter Pill of Pivot, And It Was Sweeter in the End. It's the season of Pivots for many startups. The COVID pandemic was like a tsunami that forced so many D2C brands to take the medicine of “pivot and persist”. We took the pill a little late, just like a bit of hesitation in getting vaccinated. 1. One Answer May Solve Another Problem: When we started in 2016, our mission was clear. Bring the Indian heritage of textiles to the world with stories and a lot of design experiments. While closely working with artisans, dyers, and printers across the country, we explored the exhaustive list of fabric processing in India. As many as 30+ techniques. Using so many processing techniques from screen to digital and understanding the nuances of delicate crafts like Ajrak, Ikat, Kalamkari, and block-printing, we ended up creating knowledge that brought more value to the budding ecosystem of D2C fashion brands. 2. Two-Timing is Always a Bad Idea: Two-timing is as bad in businesses as it is in relationships. Despite the traction we built in the retail business, the value we created for private labels was compelling; and so, we took the bitter pill and decided to give our undivided attention to building B2B. But little did we know that vacationing in a place you like is very different than shifting to the place. More on that in the next point 3. Quality can not be outsourced: When we transitioned from a retailer to a B2B business, we were not prepared for the difference in quality expectations. Standards that work for a consumer don’t work for clothing brands. As much as we tried replying on our supplier network, it takes a skin-deep routine to get the quality right. In the process, we ended up creating even better quality systems than the industry expected. It took us time but we did it. 4. Big business, big stakes: Even though B2B brings big numbers, it brings bigger risks along. Distilling the target audience and identifying what not to do, are very critical to derisking. Indeed, all our efforts didn’t come without rewards. From dealing with challenges to pulling off a pivot in this dynamic industry, we have come a long way. But, the journey doesn't end here, we finally had our moment of truth for which you will have to wait for my next update.  Till then, stay fab!

74

13 Comments

💡 Ever thought PhonePe would enter into e-commerce? I certainly didn’t expect this! But PhonePe has just launched Pincode, a hyperlocal shopping app built on the ONDC (Open Network for Digital Commerce) platform. This marks a significant leap as PhonePe, traditionally known for its digital payments, moves into e-commerce. Pincode is designed to connect consumers with neighborhood stores, allowing them to shop locally across multiple categories like groceries, electronics, fashion, and home goods. 🚀 What sets Pincode apart? Hyperlocal Shopping: Consumers can shop from stores in their immediate vicinity, enhancing the convenience of buying everyday essentials while supporting local businesses. Multiple Carts: It allows users to shop across different stores in one go, offering a seamless and efficient shopping experience. Instant Refunds and Discounts: Pincode also focuses on user-friendly features, like instant refunds and special offers, which enhance the overall consumer experience. Supporting MSMEs and Farmers: By enabling local retailers, small businesses, and even farmers to sell through the platform, Pincode offers a digital space for smaller players to compete with bigger e-commerce giants. 📍 Expanding Beyond Bengaluru: Currently available in Bengaluru, Pincode aims to expand across India, bringing hyperlocal commerce to cities nationwide. This expansion supports PhonePe’s broader vision of democratizing access to e-commerce for businesses of all sizes, from large brands to neighborhood stores. 📈 A New Chapter for PhonePe: With over 450 million users, PhonePe is now expanding its offerings, blending its fintech expertise with a vision to reshape the future of e-commerce in India. The company’s latest move into the hyperlocal space could potentially redefine how we shop in the future, making the app not just a platform for payments, but a major player in the digital shopping landscape. #PhonePe #Pincode #ONDC #HyperlocalCommerce #DigitalIndia #Ecommerce #SmallBusiness

55

5 Comments

Credits to Shashank Mehta for putting this into words. <All founders are assholes. Must read for all working in startups. Here is a glimpse of it.> We see a vision. We want to create it. We have no idea what path shall take us there. But we know we ain’t getting there alone. We need a team that believes in the dream. So, once we are fully sold, we start selling everyone else. Of course, we don’t tell everyone that we have no clue how to get there. People need certainty. To varying degrees. And then one day, it stops. If you’ve already built something worthwhile, sell. Exit. Take the cash. Leave the game. Die a hero. This is a great option. Everyone makes decent money. Founder might even make generational wealth. But what if, by the time you hit this plateau, you’ve not built something worthwhile. Or you have, but you don’t wish to exit. In both cases, you want to continue building. You have to! Your vision is unfulfilled. You just can’t let the dream end! Unlike the case studies you debated retrospectively in B-School, the one single reason for your troubles isn’t clear at all. Everything seems to be falling apart at the same time. Demand, supply, systems, process, culture - everything is crumbling. This is the point where heroes tend to become assholes. So, before we proceed, let’s define asshole. In my conversations, I’ve found three traits that people identify as assholish behaviour. One, is integrity. Two, is when founders change. Three, is when founders deviate from the dream. A dream which was received as a promise. Of course, you may argue that over-communication is the answer. Tell your team everything that’s going on. Explain every action. Why you are doing what you’re doing. They’ll understand. If this is your argument, I bet you’ve never seen wartime. When you’re being shelled from all ends, there’s no time or energy for explanations. A good general takes the reins and leads. And changes tact and strategy to whatever keeps the dream, in some shape or form, alive (remember, Mr. General is winging it too). Some people, some culture, some promises get sacrificed in the bargain. We’ll heal those wounds once the shelling stops. But first, we live. https://lnkd.in/gpFmNqNu

3

𝐈𝐧𝐝𝐢𝐚𝐧 𝐕𝐂 𝐅𝐮𝐧𝐝𝐢𝐧𝐠 𝐃𝐞𝐟𝐢𝐞𝐬 𝐆𝐥𝐨𝐛𝐚𝐥 𝐓𝐫𝐞𝐧𝐝𝐬—𝐒𝐭𝐚𝐫𝐭𝐮𝐩𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐑𝐢𝐬𝐞! Indian startups are making waves! From January to July 2024, they raised an impressive $6.3 billion across 672 VC deals, a 43% jump in funding value compared to last year, even with a minimal increase in deal volume. 💰✨ Big wins like Zepto's $665M, Meesho's $300M, and PharmEasy's $216M showcase the resilience and potential of India’s startup ecosystem, pushing India to the forefront of global VC landscapes, trailing only China in Asia-Pacific. With India accounting for 7% of global VC deal volume, the message is clear: Despite global economic caution, the appetite for Indian innovation is thriving! 🌏 #VCgrowth #Startups #InnovationNation #IndiaRising #GlobalInvestments 💡🚀

3

Another notable thing from the new Budget: Space sector gets 1000 cr ($120M) VC Fund allocation. This is a very important signal, even though the numbers are small in the context of capital requirement by the sector. I am a big believer of India owning the space sector worldwide over time in a manner similar to how we have owned the Technology services market. The talent pool and infrastructure (thanks to ISRO), emerging technologies around miniaturization, and evolving supply chain makes it one of the few spaces where India has a ‘right to win’. Strongly recommend more Entrepreneurs to participate in this area. Given the high capital requirements in the initial days (before monetization), it is a hard place for VCs to play but we will see innovation in capital structure over time (the Government allocation being one such evolution). And I am not only saying this, I actually brought a company to our Investment Committee (where I am also a member) making a case for Investment. We continue to look at the space and hope to cross the line sometime. https://lnkd.in/gzB9UUb8

102

14 Comments

Here's one more theme that has played out over the past decade in India SaaS: SaaS companies that sell into India/Asia (non-China/Japan). There's been a reasonably large set of investors in India who have been default no in this category, based on perception of limited TAM and GTM challenges. However, there is reason to be optimistic for this theme (we are!). A reasonable set of companies in the ecosystem have scaled, such as MoEngage, Darwinbox, Capillary Technologies, Yellow.ai, Unicommerce , Gupshup, CRMNEXT, LeadSquared. Companies like Salesforce, SAP etc have reached multi-hundred million ARR in India. As a result, the potential scale from sales in India has grown from the $15-20mm that people used to talk about 5 years back to perhaps $50mm in India, overall $100mm-150mm in Asia. I think we'll see more companies continue to get funded here as IT demand in India/SEA deepens and local requirements (mobile, India Stack, regulations, languages) get addressed. Founders and investors will need to tune into this being a solid path to go but will take longer to get to impact than US/EU-focused companies. Some characteristics we see at India/SEA-facing software companies: * Many start out in SMB but then find scale & success selling into enterprises. India market has a ton of SMBs (10mm+), a relatively light mid-market and a significant set of large enterprises. * Products tend to have feature sprawl and design-deficit but this can be fixed. * Some large sectors that are pulling at enterprise level e.g. BFSI, multi-sector conglomerates. Early traction from digital native companies (but naturally capped market). * Natural to go to SEA & Gulf countries. Product could remain fairly similar but sales & marketing motion can be quite different. To get really large, feels like will have to end up going to US/EU markets eventually. * ~10 years to $100mm ARR, with market leadership in Asia * Gross margins start out perhaps 10-15 points lower than corresponding companies in the US/EU but trend up over time. * Most India-facing SaaS companies are starting as India Pvt. Ltd. today, compared to 5 years ago (versus US C-corp), with a view to going public in India at $50-100mm revenue level.

274

14 Comments

Apple just eclipsed several AI startup companies with its OS rollout last night ! Almost every ChatGPT wrapper app available on iOS is practically done and dusted with official integration of OpenAI into iOS. Same goes for calculator apps, grammar apps and so on… These apps had a good run and made lots of money taking advantage of slow pace of corporate behemoth to react but it’s now time for them to innovate and offer more to survive. #OpenAI #AdaptOrDie #AppleOS #iOSUpdate

79

Rural India is the next big thing, and no, it’s not just about milking cows and planting crops anymore. With a $500 billion market and 450 million smartphone users, startups like STAGE, DeHaat, AgroStar, and Frontier Markets are winning by playing it smart. It’s all about community-driven marketing and building trust; because out here, you can’t just wave around a fancy ad and expect results. Ready to take your next big idea to the countryside and turn it into a rural sensation? Saddle up! First-time entrepreneurs thinking only urban... don’t let the tractors fool you, this is serious business. Get in while the soil’s still fresh! #FarmToFortune #NoDustNoGlory #FieldOfOpportunities #GrowYourStartup

4

2 Comments

Eternal source of confusion in India SaaS. Terms like SMB, mid-market and enterprise are used pretty casually. Putting out a version here and inviting opinions from founders & investors on how they see the breakpoints between segments. US: SMB (upto $250mm in annual revenue), mid-market/commercial ($250mm-$1B), enterprise ($1B+). India: S (upto 10cr), MB (upto 250cr/$30mm in annual revenue), mid-market (250cr-1000cr, upto $150mm), enterprise (1000cr+/$150mm+) (note the breakpoints between segments are much lower in India and not comparable to the US)

134

16 Comments

"🚀 Quick commerce leader Blinkit, once doubted as a risky investment for Zomato, has proven its worth by showing remarkable growth in Q1 FY25! With Blinkit’s GOV soaring 130% YoY and its revenue share climbing to over 20%, it’s clear that Blinkit is a rising star in Zomato’s portfolio. Analysts even predict Blinkit’s revenue will surpass Zomato’s food delivery by FY30. What are your thoughts on Blinkit's impressive turnaround and future potential? 💬 #Zomato #Blinkit #QuickCommerce #GrowthStory #BusinessTrends #QuickCommer - #B2C - #ECommerce - #MarketAnalysis - #BusinessGrowth

2

Zepto IPO Buzz: The Q-Commerce Race Heats Up! The Quick commerce space is on fire, and Zepto’s upcoming IPO has everyone clamoring for a slice. With a CAGR of 24% and a market size projected to hit $9.95 billion by 2029, it’s no surprise that players are going all in. Currently Blinkit is at 46% with majority share followed by Zepto at 29% and Swiggy Instamart at 24%. And now, the big players are jumping in with their own offerings: Flipkart Minutes, Myntra M-Now, Amazon Tez, Tata Neu NeuFlash, BigBasket’s latest push. The competition is fierce, and companies are pulling out all the stops to attract investors: lowering platform fees, expanding categories, launching private labels, and scaling discounts. But amidst this rapid growth, there’s a critical question: What happens to our local Kiranas? Nearly 25% of Kirana stores are at risk of closure, squeezed by reduced margins and increased inventory costs. In some cases, a-commerce platforms have taken full control of product sales and distribution, making some items available exclusively online. Today, Q-commerce is concentrated in Tier 1 cities, but history tells us it won’t stop there. Platforms like Meesho and Flipkart are already driving growth in Tier 2 and 3 cities. Even Piyush Goyal has urged Q-commerce companies to collaborate with Kiranas for sustainable growth, while Open Network For Digital Commerce (ONDC) aims to empower small retailers. So, here’s the big question: Should your neighborhood Kirana feel threatened or embrace this wave by adapting to changing consumer behavior? I’d love to hear your thoughts on this! How do we ensure growth without leaving small retailers behind? #ZeptoIPO #QuickCommerce #EcommerceGrowth #StartupEcosystem #MarketTrends #DeliveryTech #sustainability

104

Venture capital firm Peak XV Partners has about Rs 16,000 crore of “dry powder” ready for investment Just think of it, a lot of problems in the ecosystem will be solved So just be strong, focused and lean for now Sooner or later, things are going to change

15

My Take on Gokul Rajaram’s Software IPOs in India👇 India has seen several B2B SaaS IPOs in the last few years. When Rategain IPOed on Indian public markets, their revenue was $40M with $4M in operating profits and $1M in profits after tax. Today 2 years after the IPO Rategain is a $100M revenue with $20M in operating profits and $15M in profits after tax. When Rategain IPOed its market cap was $500M. Today they are valued at $1B in Indian public markets. As I always say, if you do $50M of revenue as a B2B SaaS company based out of India, Indian public markets will make you a Unicorn. You do not need private investors to make you a Unicorn. And public market Unicorns are real as they are vetted by millions of retail investors as well as institutions like HDFC and Kotak. I see Rategain being a $1B revenue company in the next 10 years, valued at $10B in Indian public markets. India will now see more such success stories which are built from India for the globe. India’s QIB (Qualified Institutional Buyers) and retail investors are hungry to buy B2B SaaS companies, built in India for the globe. This is the first wave where we are seeing B2B technology companies being built out of India and listed on Indian exchanges. The US has been seeing it for the last 40 years, and it accelerated with the listing of Salesforce. The next 25 years will be the Amrit Kaal in India, where we will see 100,000 new individuals working across 1000s of such companies create Rs 100 crores ($12M) of wealth individually.

161

12 Comments

🔍 Looking for #Investors or #Collaboration: Be a Part of #Fioner's Revolution! 🚀 Powered by Rishus Infotech At #FIONER, we are solving one of the most pressing urban issues—parking problems! Our innovative "QR-based system" connects vehicle owners and affected individuals in real time, promoting smoother traffic management and better communication. Our mission is to provide users with: ✅ Instant Communication: between drivers and those impacted by improper parking, with full privacy protection. ✅ Hassle-Free Parking: through real-time assistance. ✅ Parking Fine Relief: Premium users receive up to 2 parking fine waivers per month! ✅ Find Nearby Services: Easily locate petrol pumps, restaurants, toll plazas, and more. ✅ Secure Document Storage: for quick access to vehicle documents. ✅ 24/7 Support: for roadside incidents and emergencies. With our #SaaSmodel, we offer three subscription tiers: #Silver (INR 49), #Gold (INR 149), and #Platinum (INR 199), each providing tailored features to suit diverse user needs. 🌟 Our goal is to gain 3,000 users within the first 2 months post-launch, with long-term plans to offer #accident #insurancecoverage** and collaborate with #government and #trafficAuthorities. 🔸Why Invest or Collaborate with Fioner? Investing in #Fioner means entering a rapidly growing market with a solution to ✨urban mobility challenges. ✨Our scalable SaaS model, ✨future plans for government partnerships, and vision to enhance #publicsafety make Fioner a high-potential opportunity. With our subscription-based services, we aim to *disrupt the parking and traffic management landscape* while delivering value to users and communities. By partnering with us, you’ll gain: 🔑 Access to a scalable market with immense growth potential. 💼 The chance to be part of a pioneering traffic management solution. 💡 Collaboration with a dynamic team at Rishus Infotech that’s committed to driving tech innovation. Let’s build smarter parking solutions together! 👥 We’re actively seeking #investors and #collaborators to join us in transforming the way parking is managed. Ready to disrupt the industry with us? let’s explore opportunities! 📧 Contact Us: [email protected] | 📞 6266642829 #Fioner #RishusInfotech #SmartParking #InnovativeTech #StartupIndia #CollaborationOpportunity #SaaS #TechForGood #UrbanSolutions #InvestmentOpportunities #softwaredevelopment #enterprises # #enterpreneur #jobs #hiring #indore #trend #business #grow #futurescope

17

4 Comments

11 most surprising things I learnt on our way to $1mn ARR! 1. Most vendors in this market are reselling API’s of someone else. When we decided to build most API’s in house, we got a lot of customers. 2. Founder led sales are underrated. Out of the 50+ clients that we have, 48 came from my connects/ efforts. 3. Customers are much more aware about what they need. The issue is no one is solving their “full” problems, and are trying to sell them the solutions which are not complete. 4. The amount of time we spend on creating content LinkedIn, blogs, newsletter, brochures, website, thought leadership, PR, pitch decks, talks- content creation never stops. 5. The Personal brand of the founder matters a lot. Especially in the fintech industry, more so in the security and trust space. 6. A single customer can cause scaling issues and find bugs in the product One of our top customers wanted to make 1 million API hits in a single hour. That night our entire tech team discovered so much about the issues that were there in our architecture. 7. Large enterprises & banks still can't buy from us even if they wanted to. There are way too many compliance requirements. They want ISO Certification, SOC 2, VAPT etc which are way too expensive & time consuming for startups in their first year. 8. Founders waste too much time on fundraising. Deciding to bootstrap BeFiSc was the best decision of my life. The only thing we obsessed on was customer support and solving their problems and designed our roadmap accordingly. 9. Having the right pricing strategy & upselling to existing customers. We went from $500k to $1mn only by upselling more API’s to existing customers 10. Recurring revenue & increasing revenue every month is too powerful. We grew 20% MoM in our 1st year. And are now stabilising at 15% in our second year of operations. 11. Doing physical meetings is way too important. Whenever possible, I try to meet people in person.And I’ve closed some of the biggest clients I’ve worked with through in person meetings. Plus, It took much less time for us to get to $1m than I had anticipated! Only possible because of my co-founder Abinash Singh and my lovely team at BeFiSc! #revenue #founder #startups

72

12 Comments

What Is At The Core Of Any Business ❓ ▶ Sales Numbers ? ▶ Marketing/Branding ? ▶ Product-Market Fit ? ▶ Processes/Policies ? ▶ Employee Numbers ? ▶ Technology ? There is one more level deeper that makes up a core of a business ! And that is.......drumroll please 🥁 ......PEOPLE !! 📌 Your customers are PEOPLE who you sell to 📌 You market and brand your product/service so that PEOPLE will relate 📌 You design solutions for problems faced by PEOPLE 📌 The processes and policies are made by and for PEOPLE 📌 Your employees are PEOPLE 📌 Your technology is being created by PEOPLE You crack PEOPLE and you have cracked your way to a sustainable business 🗝 At GetSetGig we made sure that we respected our artists. We processed their payments on time even if we did not get it from client, we helped them carry their instruments, we always answered their queries, we listened to their problems, we discussed our plans with them, we called them to our office, we promoted them without asking for payment and we listened to their requests. As a result, wherever we went, we always heard, "You are the only company we know who treats artists with respect" And when we faced situations like pandemic, our artists understood us, supported and treated us like humans. ➡ Being A Good Samaritan costs nothing, and I strongly believe that businesses should practise it to be sustainable ⬅ #KafiSahajHai #StartupForGood Follow Sahaj Nalgirkar for more such optimistic and real startup learnings ☑

15

1 Comment

Story of apna :Job Platform. There is financial engineering, bad idea and senseless funding. What's the worse? After knocking on Hundreds of Investors doors I have realised that our VC ecosystem is dangerous to the Indian Start up bubble. Imagine how the conversation of Apna founder must have gone. Apna: I have this crazy idea. Apna toh life ban Jaayega. VC: Hmm. Tell me. Apna: I want to build LI for blue collar jobs. VC: Okay. But that's not what I wanted to know. What's your background? Studied from where? Where did you work? Apna: I worked at Apple & Intel, completed MBA from Stanford, previously founded Cruxbot (acquired by Kno Inc, Intel) and Incone Technologies (hydropower automation co). VC: That's marvelous. What's market size? Apna: LI has abt 500 million, now considering a world with population of 6 billion 4 billion + are working. So at the very least 2 billion. VC: Oh that sounds nice. Even if you make 1 dollar on every person, you will end up with 2 billion. I like how green you are 💚 Apna: Does that mean you will invest? VC: Ofcourse. It helps that I know your friend who worked with you. Apna: Let the Games begin Then comes financial engineering. I wont accuse Apna because as long as law allows it, they are free to show their finances in whatever way they want. If Investors didn't know this, I would be surprised. When these "Blue chip" founders (Great college, great companies) as one investor told me fails, people dismiss it as these guys start with ideas which are based on solid ground research & Initial feedback. That's how investing is & thus the tradition of loss making yet highly valued companies persist. On the flip side, Imagine how Apna could have worked. * Create a network of all small retail local HR placement agencies. There are multiple of those across India. City by city onboard these guys on your platform and provide tools to upskill this force. * Online you will start marketing like apna has marketed so far and could have got another set of people ready. * Next, you go to corporates and tell them we will upgrade local candidates. You build a virtuous cycle as well as on ground presence. And the best part is doing all this wouldn't need 900 crores but just 90 crores. HR agencies want to make money, Corporates want easy access to resources, candidates want job and Apna wants reach. But Alas; Nirmit Parikh, founder and CEO of Apna, the blue-collared jobs platform India's youngest billion-dollar startup amid Covid-19. A elite heavy, elite favoring VC ecosystem that operates like a Frat Club will ultimately take it's toll on the health of Indian Startup Ecosystem with mediocrity emboldened and talent ignored. Investors do not care, founders can't do much & markets continuing to celebrate money no matter how many fall by the wayside. #investors #indianfoundertales

7

🍲 Cooks Cooks Cooks Spoil the Broth 🍲 ~The Big SaaS Problem~ "What's happening, and what are we doing about it?" When COVID hit, website traffic skyrocketed 📈, inbound leads flooded in 🌊, and marketing pipelines burst wide open 💥 The SaaS boom triggered a frenzy of aggressive hiring, massive investments, and long-term tool contracts. Snap back to 2024, the slowdown is Real Too many salespeople, too many SaaS tools 🛠️, but not enough customers. The fix? Workforce cuts and a serious tech stack overhaul. The Real Issue is this 📉 Too many tools, too little work done. 🛑 Outdated tools are draining budgets! Too many tools will get you nowhere so It's time to trim the fat. Invest in tools that truly matter. Remember.... You don't need a ton of tools, just the right ones❗️ #SaaS #BusinessStrategy #Efficiency #FutureTech #TechStack #DigitalTransformation #CostOptimization #SmartInvesting #GrowthMindset

15

Your D2C Dreams Are Bankrupting You. Here's Why. 90% of new D2C founders I meet are burning cash to feed their ego while marketplace sellers are quietly building 7-figure businesses. You are also probably confusing and collapsing D2C with Marketplace. Stop lying to yourself. You're not building a brand. You're burning your family's savings because you're too proud to sell on marketplaces. I'll say it louder: Your obsession with building a D2C brand isn't business strategy - it's pure vanity wrapped in a business plan. While you chase social media clout and dream about news features, your bank balance is screaming for help. Starting your own D2C store is like setting up a shop in a narrow gali of Chandni Chowk when you could be selling in Select Citywalk. In that gali, you're burning money on staff, operations, maintenance, and the biggest killer - marketing costs. You're literally paying someone to stand on the main road and beg people to visit your shop inside that gali. "But we're investing in brand building!" No. You're hemorrhaging cash on vanity metrics while marketplace sellers are banking real profits. Your fancy website, custom checkout page, and Instagram aesthetic aren't assets - they're liabilities masquerading as brand building. The hard truth? You're not special. Your product isn't unique enough to justify burning lakhs on customer acquisition. Those big D2C success stories you worship? They started with solid unit economics, not pretty websites. I see founders drain their savings on website development, social media campaigns, and influencer marketing, generating orders that don't even cover their monthly burn. Meanwhile, the "unfashionable" marketplace sellers are scaling to crores without the founder spotlight. Here's your reality check: Start with marketplaces. Hit 500 units daily. Master your operations. Generate actual profits. Then, maybe then, your D2C dreams won't be a death wish for your business. Your ego wants a D2C brand. Your business needs marketplace success first. This post will either offend you or save your business. There's no in-between. Take a hard look at your monthly burn rate and ask yourself: Are you building a business, or just funding an expensive hobby?

14

2 Comments