Priyanka Taneja

🚨 Beware of Online Stock Trading Scams🚨 In a shocking turn of events, three individuals in Bengaluru have lost a total of ₹9.54 crore to online stock trading scams within just one week. The victims, including two businessmen and an engineer, were deceived by promises of high returns and early access to IPOs. The scammers added the victims to WhatsApp groups where they shared investment tips. The victims were then persuaded to download trading apps and transfer large sums of money, believing they were making substantial profits. Initially, they received a small profit to keep them engaged, but the others saw no returns. Stay vigilant and always verify the authenticity of investment opportunities. Let’s work together to prevent such scams and protect our community. #CyberSecurity #OnlineScams #InvestmentFraud #StaySafe Source: https://lnkd.in/gEhbZtP5

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🚀 After a reduced poll mandate, the long-awaited $6B personal income tax cuts are finally coming to boost consumption, which has been the only engine of the economy not performing to its potential. Post tax cuts, there will be normalization of corporate and personal income tax. 📈💼🛒 💵 Increased Disposable Income: More money in the hands of individuals will lead to higher spending, driving economic growth. 🛍️ Boost to Consumption: Higher consumer spending will stimulate demand for goods and services, benefiting various sectors. 🏢 Corporate Growth: With normalized corporate and personal income tax, businesses can expect a more stable economic environment, encouraging investment and expansion. 📊 Market Performance: The increased consumption and corporate growth are likely to positively impact stock markets, boosting indices like #sensex and #nifty. 🌐 E-commerce Expansion: Enhanced consumer spending will drive growth in the e-commerce sector, creating more opportunities and jobs. 🍽️ FMCG Growth: Fast-moving consumer goods (FMCG) companies will see increased demand, leading to higher sales and profits. 💪 Unleashing Animal Spirits: Tax cuts can unleash the animal spirit, potentially triggering GDP growth from 7-8% to an impressive 10%. #economy #taxcuts #sensex #nifty #fmcg #ecommerce

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Swiggy eyes up to $12.7 billion valuation for mega $1.4 billion-plus IPO; launch likely in early November (caution: 70% is going to bank accounts of existing investing only 30% is going into business development)

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Arjun Vijay Imagine ordering a Dosa Pan at 00:45 AM because your old ones handle broke, or a Mixer Grinder at 6:45 AM when your current one suddenly malfunctions. Picture yourself needing a mosquito bat in a remote Airbnb late at night, or the convenience of having 10kg bags of rice delivered straight to your door without carrying the carts to parking lot neither carrying in lifts, not to mention daily grocery runs and last-minute orders of socks or underwear before heading to outstation. These are all my real experiences, showing how quick commerce is set to completely transform traditional e-commerce. The new era has already begun, and it's just a matter of time before everyone catches up.

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UBS estimated Blinkit’s market share at 40-45%, with Swiggy's Instamart at 20-25%, followed by Nexus Venture Partners-backed Zepto at 15-20%, and bigbasket.com’s BBNow at 10-15%. With a valuation of $15.4 billion, #quickcommerce platform Blinkit is contributing a higher share to Zomato’s valuation than its mainstay food delivery business, according to UBS. https://lnkd.in/g8MFhN8v

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It's with a heavy heart that I share the news about Paytm's recent announcement of potential layoffs, impacting 5,000 to 6,300 employees. This decision comes amid a broader crisis that has put significant pressure on the company. For those affected, please know that the community stands with you during this challenging time. It's essential to lean on your network for support, whether it's through reaching out for job leads, sharing opportunities, or simply offering a listening ear. If you're in a position to help, consider reaching out to those impacted with resources, job openings, or just words of encouragement. Together, we can navigate these turbulent times and emerge stronger. For anyone needing support or looking to connect with others in a similar situation, LinkedIn remains a valuable platform for networking and finding new opportunities. Let's use this space to support each other and foster resilience. I don't usually offer referrals to everyone, but if you are impacted by these layoffs, I can make an exception for you and potentially refer you to opportunities at PayPal. Stay strong, and remember that every challenge is an opportunity for growth and new beginnings. 🙏 🙏 #Paytm #layoffs #communitysupport #jobsearch #networking #resilience #career #jobs

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Today I gave an Online Assessment of Intuit for the role of Software Engineer I. This was an internal opening and I got a referral luckily. I was able to successfully solve 3/5 questions in 1.5 hours, and maybe I would have solved 1 more question if got only a few minutes more. But the reason why I am posting this today because I got disheartened after knowing that Solutions were being sold during the time of the Assessment on various social media platforms like telegram. Yesterday my friend who also got a referral told me that someone approached him on telegram asking him whether he needed help in the OA, obviously asking him money for helping. I am a 2024 pass-out from a Tier-3 and I have been continuously practicing Leetcode, GFG, Codeforces since almost 3 years. I may not be an expert in Coding but it hurts more when people cheat on Online Assessments and the deserving people won't even get a chance for an interview of dream companies. By saying this I am not saying that I am deserving but there must be some deserving people out there whose chance to get an interview was snatched from him/her by a cheater. The problems faced by students of Tier-3 colleges are: - we don't get referrals - if somehow got a referral, our resume don't get shortlisted because of our college tier. - after all this hurdles there are cheaters all around who cheat in Online Assessments. Finishing my thoughts I would just say I am not going to give up and I will still practice everyday in a hope that I would crack a dream company someday. At last I would like to thank Sucharita Biswal for at least considering me eligible for the OA, cause I know many people were not even considered to give the OA even after they got a referral. #intuit #dsa #cp #OA

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Amazon Business India whats going on with your delivery system? Recent times its totally screwed up. I tried ordering an item. Delivery person called me that they are marking the item as attempted delivery at after noon 2 PM , without coming to my place and he assured me that he will deliver by 8PM. I accepted it. The item has not delivered by the time, i wake up in morning, items marked as cancelled as the customer returned it. I surprised. Called with customer care but they mentioned, item already returned. I told them i never returned it. Next day again ordered the same item. This time i asked customer care to update delivery team that i never return the item and i am available to receive it. This time also same thing happened. The item is supposed to be delivered 10 PM yesterday. By the time i wake up now, its marked as cancelled, since customer is not available to receive. Amazon India is it the time to switch to a different vendor for Bangalore? Whats the issue with you recent times?

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CapEx spends go over 10% of a company’s revenue—largely for expansion, new business, and sustaining current operations. However, finding technically qualified vendors offering quality output, agreeable pricing, and timely delivery remains a laborious and testing process. Before starting Venwiz, I realized why this process needs to be objective but lacks the means to enable that. Subjective choices are prone to biases, ignorance, and relationships interfering with what should be a transparent and rigorous process for high-spend items. Our goal has always been to eliminate these inefficiencies. Not having an objective vendor selection process can: - Increase project costs unexpectedly - Delay project timelines, causing frustration - Compromise project or end product quality - Cause reputational damage But given information asymmetry and time pressure, it isn't easy to stay 100% objective in ranking vendors. By incorporating empirical data, defining parameters based on first principles—like vetting past experience on similar projects—and utilizing technology, we at Venwiz narrow down the most suitable vendors from an otherwise large universe, close to real-time. That's unseen in most of the manufacturing industry, and it feels special each time. What challenges have you faced while selecting vendors? #procurement #vendors #Projectmanagement #Venwiz #CapEx

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Low-level design is super important both from the POV of your SDE interviews as well as your day-to-day work. Almost every company asks LLD in their interviews and would expect you to create designs for their systems once you join them. This Sunday, we had a class on "Low-Level Design of Food Ordering Systems like Like Swiggy, Zomato, Uber Eats, Swiggy Dineout, EazyDiner, etc. " as part of my LLD cohort. Here we solved this problem right from scratch (from zero code) and understood : ✅ how to approach its lld. ✅ how to decide what set of classes to use and what not. ✅ how to make the design extensible. ✅ how to proceed in interviews without getting blocked. ✅ how to defend your design during interviews of design reviews. Existing registrants of the cohort would already be able to access it via your cohort's dashboard. If you are also looking to learn LLD check below to register. You will get access to all the recordings right from the beginning where you will learn how to use SOLID principles, and design patterns and how to apply them in 15+ practical problems. 👉 Learn HLD in-depth and from scratch: https://lnkd.in/g-VVEmSU 👉 Learn LLD in-depth and from scratch: https://lnkd.in/ga5nvShy 👉 Learn Multi-threading in-depth and from scratch: https://lnkd.in/gDdwUY6w 👉 Free top-quality system design videos covering many topics: https://lnkd.in/dyVEPVqf 👉 Connect 1:1 with me on @engineBogie: https://lnkd.in/dTqdUjwd #interviews #lld #design #sde #jobs #softwareengineer #software #java #lowleveldesign #systemdesign

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Where finance meets technology, compliance sets the standard for trust. Know more about how FinTech companies balance innovations and regulations from none other than Ramkumar Venkatesan, CTO of Cashfree Payments, in the latest Scaler Pod episode only on Scaler’s YouTube channel. #SCALER #ScalerPod #Fintech

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🚀 Revenue Growth: Swiggy's revenue surged by 36% in FY24, reaching ₹11,247 crore (vs ₹8,265 crore in FY23). 📉 Loss Reduction: Losses were slashed by 44%, down to ₹2,350 crore (vs ₹4,179 crore in FY23), driven by a 8% reduction in expenses. 📈 Competitor Comparison: Zomato: ₹12,114 crore revenue, ₹351 crore profit Swiggy: ₹11,247 crore revenue, ₹2,350 crore loss 🍽️ Core Business: Food delivery generated $3 billion GOV with 14.3M MTUs and an AOV of ₹428. 🛒 Quick Commerce: Instamart lagged with ₹1,100 crore revenue and a ₹460 AOV, trailing Blinkit’s ₹2,301 crore revenue and ₹617 AOV. 📊 Instamart’s Reach: Operating in 27 cities with 17,000 SKUs through 523 active dark stores. 💡 Outlook: Swiggy indicates the peak of investments in Instamart is over, paving the way for further profitability. https://lnkd.in/gVC6mJAU

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Companies fail, founders don’t. <excerpt> Wishberg, a wishlist site launched in 2012 by Pravin Jadhav and Kulin Shah, struggled and was acquired by Freecharge in 2014, which Snapdeal bought in 2015. Jadhav was then brought on board at Paytm to start Paytm Money for stock trading, and eventually started his own, called DhanHQ. Shah worked at Acko before founding Onsurity, an employee health benefits platform. India’s internet ecosystem is full of stories of founders starting up, shutting down, being acquired, of being forced out, before they build something that works. Many founders who exit their businesses reinvest in new ventures. Freecharge’s Kunal Shah has funded over 200 startups so far. Venture capitalists also often back founders who have tried something new and failed. India’s startup ecosystem is still innovating and is in the process of maturing. As they say: companies fail, founders don’t. </excerpt> Source link in the comment.

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2019: Started Uber with an inaugural fleet of EV cars. 2024: Disrupted the Rs 58,000 crore cab industry and became a Rs 550 crore EV ride-sharing company. Here’s how BluSmart won the David v. Goliath battle: 📍 2019 → BluSmart was founded by three co-founders: Punit Goyal, Anmol Singh Jaggi, and Punit Jangid. → Coming from the renewable energy space, the trio identified a gap in the Indian market—an opportunity to merge electric vehicles with the rising dependence on cab services. The challenge? Competing against giants like Uber and Ola. 📍 2020 → While Uber and Ola followed the aggregator model, where drivers owned their vehicles, BluSmart chose an asset-heavy model. → They leased electric vehicles and hired drivers as full-time employees with fixed salaries. → This move aimed to improve customer service by removing drivers’ financial burden, leading to a no-surge, no-cancellation policy. Something that was unique in this industry. 📍 2021 → Within two years, BluSmart built a fleet of over 3,000 electric vehicles in Delhi and Bangalore, focusing initially on premium airport rides. → The no-cancellation policy became a key differentiator, drawing customers who valued reliability, especially for airport trips. 📍 2022 → Understanding that electric vehicles require a robust charging ecosystem, BluSmart launched BluSmart Charge, building a network of over 50 charging hubs across key cities. → This infrastructure not only supported their fleet but positioned BluSmart to lead the electric vehicle ecosystem in India. 📍 2023 → As their fleet expanded to 7,600 vehicles, BluSmart continued to attract ex-Uber and ex-Ola drivers by offering fixed salaries, better working conditions, and a focus on customer satisfaction. → With 40% of their workforce coming from competitors, BluSmart became a favorite for cab users in Delhi and Bangalore. 📍 2024 → Five years in, BluSmart achieved Rs 550 Crore in revenue, establishing itself as Southeast Asia's largest EV ride-hailing company. → Their growth was fueled by a great product and smart market positioning and leveraging a niche that focused on safety, reliability, and customer service. 📍 What’s Next? → BluSmart’s vision for 2026 includes profitability and further expansion into new cities. → With India’s electric vehicle market set to grow rapidly, their model—which combines ride-hailing with charging infrastructure—has positioned them as a leader in the EV revolution. BluSmart’s rise is a testament to how innovation, customer focus, and strategic thinking can disrupt even the most competitive industries.

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Swiggy's Public Offering will Test India's Appetite for $1B+ IPOs Swiggy, one of India’s most recognized names in food delivery and quick commerce, is about to make a major splash in the stock market. With its IPO set for Wednesday, the Bengaluru-based startup is not only raising over a billion dollars but is also offering the market a direct comparison to its long-time rival, Zomato—a stock analysts have long considered the “gold standard” for Indian tech listings. Why Swiggy’s IPO Matters Swiggy has already secured $1.4 billion from top investors like BlackRock, Norway’s sovereign wealth fund, and eight of the ten largest Indian mutual funds. Despite India's startup boom, many tech IPOs have underperformed. Take Paytm, for instance—three years post-IPO, its shares are still trading 47% below their debut price. Similarly, beauty e-commerce platform Nykaa and Star Health and Allied Insurance Co. Ltd are down over 50%. A Growing Appetite for Quick Commerce Swiggy’s instamart, its quick-commerce wing, is a game-changer for the startup. Alongside rivals like Zomato’s Blinkit, Zepto, and bigbasket.com, instamart is transforming consumer behavior in urban India by delivering groceries, beauty products, and more—sometimes within 10 minutes! Quick-commerce has surged in popularity, now accounting for 56% of online grocery orders—a figure traditional e-commerce giants like Amazon and Flipkart can only dream of. Morgan Stanley predicts that India’s quick-commerce sector could hit $42 billion by 2030, grabbing a hefty 18% of the total e-commerce market But here’s the twist: while instamart has grown to reach millions of users, it’s still running at a loss, whereas Blinkit, Zomato’s quick-commerce arm, has already hit EBITDA breakeven. Investors and analysts alike wonder if instamart can close this profitability gap—especially as it tries to push into smaller cities and towns. Swiggy vs. Zomato: Who’s Winning? Swiggy’s IPO will bring more transparency to a rivalry that has defined Indian food delivery for years. Though Swiggy is the second-largest food delivery platform in the country, with 14 million active monthly users. For instance, Swiggy’s annualized gross order value is about $3.3 billion—25% less than Zomato’s. This gap extends to quick-commerce, too. While Swiggy’s instamart serves 5.2 million monthly users, Zomato’s Blinkit caters to 7.6 million. According to JPFinancial analysts, Swiggy’s business has lagged due to past execution issues, widening the market share gap. India’s digital commerce space is evolving fast, and Swiggy’s IPO is a milestone for a startup ecosystem that’s matured dramatically over the last decade. From mom-and-pop stores to corporate giants like Reliance JioMart Digital and Flipkart, everyone is diving into rapid delivery. Will Swiggy’s $1 Billion IPO satisfy India’s hunger for tech listings? Only time will tell. #SwiggyIPO #IndianStartups #TechInvesting #FoodDelivery #QuickCommerce #Zomato #IPO #Ecommerce

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It seems in general we Indians, have lost the idea of work life balance in corporate, especially past the pandemic when boundary between office and home blurred. Some of this can also be attributed to the inability to push back the first time you are asked to stretch for those artificial urgencies just because someone else messed up in their planning or it wasn’t even a genuine ask in the first place. To loose out your well being in the name of work/hustle/mission shouldn’t be a norm anymore. Let alone those apthetic leaders and their irresponsible statements because they wouldn’t have treated you as just numbers if they had more compassion for their workforce and citizens At the end, it’s on us to say no the next time and redefine those lost boundaries. Take stand for yourself and your team. PS: If my manager or my ex-managers is reading this, it’s intended for the entire community and not just individual team/organisation 😄

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What are the top-paying / best engineering companies in #Hyderabad? - Google - Amazon - Microsoft - Uber - Salesforce - Qualcomm - Apple - Deliveroo - JP morgan - Nvidia - Servicenow - D.E shaw - Arcesium - Oracle - Zeta - Compass - Paypal - Oyo - Oppo - Indeed - Techmojo - NCR More - Altair - Celigo - Splunk - Turvo - Fanatics - Rudder Share the company you are working in? The only way $ in Hyderabad is gonna improve when there are more unicorn 🦄 startups establish here

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1. A crore is still a crore regardless of how big the company is. You’re still answerable to shareholders. 2. Even if they had a crore to spare, this would only encourage others to do the same and make a quick buck. 3. Domain squatting, while is a grey area in India, is illegal in many countries and is unethical regardless. 4. Buying a domain (and possibly many others as a backup) is not an entrepreneurial skill. It costs barely ₹300-400 to buy a domain these days.

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Famous SDE, EM behavioural question, "how did you work with cross-functional teams" is not about working. It's also not about the tools you use to work together. It is actually about handling vested interests. Why? Before that, lets first understand what is a cross-functional team. These are teams made of people from different functional expertise. For example, Product Manager, Developers, QA, UX, all in one team to solve a business problem. 3-4 developers + 1-2 PM + 2 QA + 1-2 UX Although these individuals are part of this team, but their managers are not same (in most of the cases). Meaning they are still reporting to their managers of their specific functional team. This is where challenges start to show. Each of these have their vested interests. Dev :- Use the latest and shiniest tech QA :- Make the entire product release a bug PM :- Keep squeezing in more and more features UX :- Become the most frustrated user of the product Shouldn't this lead to a better product? No, because while the team is cross-functional, they are only focused on their specific functions, instead of the specific problem because of which they all came together. Cherry on top is their managers are not same. So, how do you handle this situation at work and answer it in interviews. [1] If anyone deviates from original business problem due to their "best functional knowledge", bring them back by going back to business problem. [2] Communicate like you are talking to a 5 year old. Most of the problems start because we assume communication already happened and everyone is aware of the decisions. [3] Keep communication in written, you don't want to hear later, "oh, I meant that..." [4] Give respect to get respect. Escalate about those who keep disrespecting others. [5] If people disagree, understand where they are coming from. Try giving reasoning behind your stand with data. [6] After disagreement if the final decision in not in your favor, don't take it personally. [7] And finally, talk confidently, explain logically. Projects don't fail due to technology, they fail due to people. It gets worse, when people have vested interests with different reporting. If organisations wouldn't have people problem, then many of you and I won't be having the job we have today (we wouldn't need so many people at workforce). That's why behavioural interview are not hypothetical. They extract the best and worst of you from your own stories and serve it in a platter to interviewer. Need help with difficult behavioural interview questions? DM me COACH.

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