Sumit 'Curl' Karranji

Fake invoices, showing pending collections as booked revenue, listing customer sales & vendors that never existed... ReshaMandi, a Bengaluru-based venture once a big name in the B2B fashion and textiles supply chain, hit an unfortunate end due to all these reasons! ‌ It raised more than $40 million in funding in 2021 and 2022. But soon it started stumbling around 2023 due to: ‌ -Struggling to pay liabilities -Bearing operational costs including salaries for several months -The website is shut down ‌ Here’s what happened ⤵️ ‌ 👉 Aggressive expansion ‌ ReshaMandi had aggressive growth goals without any plan and impractical revenue predictions. ‌ → It rapidly ventured into multiple new verticals in 2022 - precision farming, financing, and a consumer brand. ‌ Eventually, it got hit by a cash crunch and revenue challenges by mid-2023. ‌ ‌ ‌ 👉 Business with high credit-risk vendors ‌ → In a bid to expand, ReshaMandi engaged with high credit-risk buyers after the 2021 funding. Lack of collections caused the company's finances to deteriorate. The vendors were subsequently left unpaid. ‌ 👉 Streak of loan defaults and legal charges ‌ With debts of around Rs. 250-300 crores, ReshaMandi got involved in legal battles. ‌ → 3 venture debt lenders and a vendor took the company to the NCLT under Section 7 of the Insolvency & Bankruptcy Code, 2016. ‌ → A total debt of Rs. 14.4 crores was availed by ReshaMandi from Northern Arc. ‌ → AU Small Finance Bank filed an NCLT application against ReshaMandi to recover an amount of Rs. 9.7 crore. ‌ 👉 Corporate governance issues ‌ ReshaMandi's website showed: ‌ -A revenue of Rs. 413 crores in FY22 -A revenue of Rs. 1,248 crores in the first 3 quarters of FY23 -A target of Rs. 2,000 crores for the full year ‌ All these details on the company’s website are now deleted. ‌ Former employees claim that these reports were inflated to show investors and raise funds. The company: ‌ -Used fake invoices -Reported pending collections as booked revenue -Listed customer sales and vendors that never existed ‌ 👉 Audit failures ‌ The company was unable to support the audit firm’s efforts to complete the financial statements for FY23. Filings revealed that the company owes Rs. 14.16 lakhs to the auditing firm for services offered. But with so many VC firms, why were the analysts from the‌se firms on top of actual processes and finances. 👉 Back-to-back resignations ‌ → Ritesh Kumar served as CFO between March 2022 to January 2023. KRMG’s CFO Samadrita Chakravarty took over Ritesh Kumar but quit in October last year. → The auditor, Walker Chandiok & Co LLP, had resigned. ReshaMandi had to hire a new auditor last July. ‌ Thoughts? #layoff #startup #india #technology #fashion

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$ 1.3 billion raised in 2024 alone. $5 billion valuation. Where a society puts its money says a lot. And this is not a zero sum game. 10 minute deliveries will find precedence over investment in air quality or any other environmental issues. If quality of life improves by getting groceries delivered fast then it also improves by well governed cities, with excellent public transport and walkability and parks and air quality. The same high net worth individuals and entities will not notice efforts on improving any of the latter. What does it make some of us feel who put in so much effort daily on these important issues? #airquality #zepto #HNIs #wealthy #india https://lnkd.in/dV_-dEKZ

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Online shopping has become very common now and in recent years it has surged like anything. From a pen to fridge, we tend to order everything online but still there are some common issues that we deal with, which lot of sites have overlooked. Some key observations: 1. 58% users abandon cart of an e-commerce website if checkout process is complicated. 2. Guest Checkout is not available inspite of the fact that many don’t want to share their personal details before exploring websites 3. Payment gateways are not safe and secure 4. Form for details are complicated 5. All extra costs like shipping and taxes are not given beforehand What FitUR did:☺️ 1. We made checkout easy & even changed “proceed to checkout” to “Proceed to buy” 2. Customers can come and explore website without sharing their personal details, we believe that trust has to be built, 1st 🥇 . 3. Payment has to be most secured thing in entire buying process, we tied up with Razorpay and PhonePe both and provide all kind of end to end encrypted and secured payment options available to customer for safe and secured transections. 4. In all form filling options, we put choices to click or drop downs wherever possible, rather asking customers to fill details manually. 5. All our product prices are inclusive of taxes and flat ₹79 as delivery charges upto ₹999 post that even delivery is free. This asked shipping cost is even less that actual courier partner’s cost. Visit us today @ www.fitur.in and explore the best possible buying experience.

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Mukesh Ambani's Reliance Retail Ventures is preparing to introduce the Chinese rapid fashion brand Shein to India, according to a recent article I read. This strategic move is the result of a four-year prohibition on Shein from the Indian market, which was part of a broader crackdown on Chinese applications. The return of Shein through Reliance's extensive retail network represents a substantial change in the rapid fashion landscape of India. Here are some key highlights of the article: Mukesh Ambani's Reliance Retail Ventures is preparing to introduce the Chinese rapid fashion label Shein to India, both online and in brick-and-mortar stores. This is a strategic move. Re-entry: This signifies Shein's return to India, four years after she was prohibited due to geopolitical tensions. Key Partnership: It is anticipated that Reliance will appoint former Meta director Manish Chopra to lead Shein's Indian operations, following their partnership last year. Portfolio Expansion: This partnership is a component of Reliance Retail's strategy to introduce global brands such as ASOS and Tiffany & Co to the Indian market. IPO Aspirations: Shein is considering a London listing, which would further emphasize its re-entry into the Indian market. Local Data Management: Shein will not have access to any sensitive data, which will be hosted and stored in India in accordance with local regulations. Market Competition: Shein will face off against Walmart-backed Myntra and Tata's Westside in the $10 billion rapid fashion market in India. #Reliance #Shein #FashionIndustry #IndiaRetail #BusinessExpansion #IPO #StrategicPartnerships Link to the article: https://lnkd.in/d4yidQiP

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Good auditors is obviously a critical part. Another is good cash flow management. We Centricity WealthTech help companies manage their money to get optimum returns on idle cash.

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The 3 most common reasons you will get from an Investor for your rejection while trying to raise a seed round are: 1. It do not fit our investment thesis. 2. It is too early for us. 3. We have a conflict of interest. While the first point would mean that the fund is not sector agnostic and they would like to operate in certain niche only, the second would simply mean, that the early investors don’t come that early. The third as you all are aware, is that they have already invested in a similar space. So, Who Has a Better Chance of Raising Seed Capital? (In the Right Order) ⚡️A Founder with a Successful Exit If you’ve raised capital before and delivered a successful exit, you’re in the best position to raise seed funding for your next venture. ⚡️A Founder from the Investor Fraternity VCs and angels often back those who understand the investment world—if you come from a background in investing, you already have a network and credibility. ⚡️A Founder with an Ivy League Background This might not guarantee success, but having an Ivy League institution on your resume certainly boosts your credibility and makes investors take notice. ⚡️A Founder Who Has Raised Before but Failed If you’ve raised money before, even if your previous venture didn’t work out, you’ve learned valuable lessons. Failure often gets less of a bad rap in today’s startup world. ⚡️A Founder with Market Fit This is the toughest scenario where you have experience and a strong understanding of the market, but lack a proven track record. With enough persistence, you might get a seat at the table, but it’s a tough road. Out of over 100,000 startups, only a few thousand will have a founder fitting into one of the above scenarios. For the rest of us, the best path is to focus on building a strong business, bootstrapping it, leveraging personal connections, and focusing on sustainable growth. If your idea is scalable and you prove your concept in a smaller market, you may leap over the entire seed round and head straight into Series A funding. As always, it’s easier said than done. But persistence, resilience, and an unwavering belief in your vision will get you there. So my very best wishes to all the founders, hustlers, builders and innovators. Go make yourself proud!! 💪

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“Will Quick Commerce Really Kill Kirana Stores?” It’s common these days to hear statements like “Kirana Stores will vanish because of Blinkit & Zepto .But having worked in FMCG general trade I can tell you that such predictions miss the mark. When modern trade and big supermarkets first came to India, everyone thought they would wipe out the humble kirana. Yet here we are, decades later, and kiranas are still the lifeblood of Indian retail. Quick, 10-minute delivery might be a convenience for a tiny urban audience, but it doesn’t represent the needs or realities of most Indians. During my time at Unilever I had the opportunity to travel to rural and semi-urban parts of Bengal, interacting closely with kirana owners. I still remember visiting a small store run by a family that had been in the business for three generations. The shop itself was modest—packed floor-to-ceiling with products, yet perfectly organized in a way only a family business could manage. Every customer who walked in knew the owner by name, and he knew theirs. He offered credit, advised on purchases, and even knew exactly when his customers’ salaries were due so he could be flexible with payments. This level of personal service isn’t something you can replicate with an app. Kirana stores are far more than just retail outlets; they’re trusted, community-centered hubs deeply woven into the fabric of Indian neighborhoods. In both small towns and urban areas, shopping at these stores is a personal experience grounded in relationships and trust. During my time with Unilever’s Shakti-SmartGram project, I witnessed how kirana owners possess a hyper-local understanding that allows them to perfectly cater to the needs of their communities. They intuitively stock items for local festivals, adjust prices based on the local economy, and keep products in quantities suited to daily needs, like small packs of oil or single sachets of shampoo. This flexibility extends to how they adapt to seasonal events or community shifts. Beyond just transactions, kiranas act as support systems, especially in times of crisis. In one instance, a shop owner told me how his store remained the community’s lifeline during floods and lockdowns, working tirelessly to keep shelves stocked while larger supply chains faced disruptions. These stores are indispensable, especially in rural and semi-urban areas where infrastructure challenges make online shopping impractical. Kiranas stand resilient and adaptable, playing a crucial role in serving “real” India. In metro areas, quick commerce might make a dent in specific neighborhoods, but for the vast majority of India, kirana stores are here to stay. They’re resilient, adaptable, and rooted in their communities. The personal connections, local understanding, and unwavering trust they’ve built over generations aren’t something that can be easily replaced by an app or a big store. #FMCG #GeneralTrade #Kirana #Retail #India #QuickCommerce

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The worst-kept secret in retail is that retailers are overstocked. Buyers mistook COVID-19 growth for marketing skills. It was luck. Founders have lost their brands because of this. The biggest lie is that the root cause of this issue has been fixed. The second biggest lie is that there is an easy fix. Inventory Planning Software is not a new category. It pre-dates DTC, but DTC demand dynamics have certainly stirred the pot. It is incredibly nuanced, and each software has its place in the market depending on a brand size, sales channels, product types and categories, seasonality, assortment, continuity of products and growth rate. That's before you consider integration to your Ecommerce platform, ERP or WMS. Yikes. No wonder Operators burn more time reviewing these solutions than any other. The vendors find this tough, too. Some of the vendors I am highlighting here rejected my request for a demo 👀 Even if you're not currently shopping in this category, save this as your shortlist for when you need to. 📥 If you're one of these vendors, please use the comments to state your differentiation and call out your ideal customer profile to help people qualify themselves. Inventory Planner by Sage - Wider SKU range. Repeating products. £10K+ per year. Toolio - Merchandising focused. Works well with NetSuite. Retail+DTC forecasting. $10K+ per year/module. Flieber - recommended by a client of mine. Uses AI. No pricing intel. Singuli. Data scientists. Strong in 'What to buy'. Starts at $3,000/month. Optiply. AI and automated buying. Great for seasonality and resellers of brands with big catalogues. Syrup Tech. Google-backed. I don't know much, but logos look cool. I would love a demo tbh 😂 Lokad. The nerds of inventory forecasting. Over my head, but one for the more studious operator. Prediko is Shopify-focused. It integrates with the Bundle app and Shopify bundles. It is Felix Capital-backed. It starts from £119/month. Slimstock. Veterans of the game. Solid platform. Pricing is not disclosed. Netstock. ERP-Focused inventory planning. Works well with NetSuite in particular. It's a solid option you have an ERP-stack. Madden Analytics. Fashion-focused merchandise solution. I've got a demo lined up next week. More soon 👀 No inventory planning solution is going to replace the art of merchandising. These are tools to make the merchandise team's life easier so they can focus on making the right decisions. The hottest tip outside these solutions is Klaviyo waitlists and using pre-orders on new products to gauge demand and reorder before they land. Airtable isn't the right solution for figuring out what to buy. Airtable can help combine your costs, purchase orders, and supply chain workflow with the 'what to buy' data your inventory planning software generates. What Inventory Planning tools did I miss? Which of my summaries sucks and needs to be amended?! #inventoryplanning #techstacks #ecommerce #shopify

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While scaling offline distribution in GT/MT, founders should never forget the interdependence of demand and supply A brand irrespective of how good it is, won’t sell if consumers don’t find it at their preferred point of purchase And irrespective of how strong its distribution is and how widely available it is, consumers won’t buy it if the product- price-brand proposition isn’t strong enough It takes both demand and supply to fire at the same time to achieve sales There are 2 problems that can happen if brands aren’t able to maintain the balance and why sales don’t scale up a) Poor Distribution : While the product proposition is strong and the brand creates demand, but the product wasn’t available and visible in places where consumers were buying the category. This renders marketing spends useless. Distribution and visibility problems will have to be solved by sales and trade marketing teams b) Poor Demand/Pull: This is the more common and bigger problem for new brands. The products are available and visible in stores, but the product price brand proposition isn’t great (could be lack of PPCMF or brand awareness problem ) and offtakes are low. This triggers a vicious cycle. Retailers hate slow moving items with poor stock turnover. So brands that don’t sell much lose shelf space and even gets delisted from the shop. In this sales, field sales team can’t do much to influence or increase numbers. Demand problems have to be solved by product and brand marketing teams So, any brand looking to scale offline in General Trade or Modern Trade have to balance supply and demand and ensure both grow in tandem. Second chances also don’t come easy here And that is what makes it very difficult. The consumer tech equivalent of this is the difficulty in scaling 2 sided marketplaces

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I have been running a B2B business since last 5 years and started a D2C business 1 year ago. Key lessons learned are:- D2C business might seem attractive but generating a good cash flow is challenging Scaling products with AOV <1000 is very difficult in India. If you are planning to start a D2C-FMCG product business only think in long term. Anything big can be made in 10-20 year period only. Cheers ✌

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Kirana stores, across markets where quick-comm platforms have started operations, have pointed at a broad level that such platforms have impacted their business. In a survey of 551 retailers in May’24, conducted on Kirana Club, 64% said that they had been impacted marginally or very little. With the market for Q-comm expected to touch $6Bn GMV by FY25 - https://lnkd.in/gicBQxBX, there is a possibility that the impact to Kiranas may increase. With atleast 80% of most categories sales coming from general trade, Kirana stores are not going to go out of existence for sure. The majority of buyers continue to be value-seekers - be it through their purchase of smaller packs (hence lower priced), which the below article from Kirana Club highlights, or are looking for offers & discounts (and this will extend to the new age platforms too, if it hasn’t already started). Another aspect, which can be observed over the past couple of decades, is the way a lot of Kirana stores (and more so the bigger, as well as the progressive ones) have adapted themselves to become more relevant to their set of shoppers, thus offering them a better ‘value-experience’. This will be a much talked about and interesting space, to keep an eye on. #kiranas #retail #fmcg #India

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Many startup founders firmly believe that their product or service has enormous potential. This ambitious mindset is often further fuelled by a founder’s motivation to have a lucrative exit. A relentless drive and absolute belief in what you are doing is very important but keeping one foot on the ground is equally important. With inevitable headwinds, resource constraints, and other challenges that are part of the startup journey, it is easy to overextend to tackle them. Pushing for surges in productivity in moments where they are truly needed is expected, but keeping things realistic is key. Not doing so will likely achieve the opposite, a slowdown in productivity. Mark Zuckerberg famously said, 'Am I doing the most important thing I could be doing?' Avoiding muddying focus is a big challenge and something that startup leaders have to think about continuously. It is critical to do so in order to keep a team energized and ensuring that they don’t burnout desperately trying to tackle challenges on multiple fronts. In addition, overextending can also push the failure rate way up. While proudly failing is something that should be celebrated and encouraged (I have dedicated a post to this topic), it can be tough to swallow so not exacerbating this dynamic is something to be mindful of. Finally, staying grounded can keep the fun in a startup environment by enabling your teams to feel progress. So be bold, be ambitious but don’t lose sight of the ground! #startup #startups #entrepreneur #entrepreneurship #business #ambition #growth #growthmindset #leadership #failure #progress #focus #driven #smallbusiness #innovation #productivity

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Sting is taking over the Indian market and Red Bull's market share has dropped from 75% to 7%. Here's why - 1. Pricing - A price sensitive Indian market prefers Rs 20 / 250 ml PET bottle over Rs 100 / 250 ml can of energy drink. 2. Target consumers - While Red Bull focuses on a segment, Sting shows up for the mass Indian consumers. 3. Distribution - Sting is manufactured in India. With an existing network, Sting is available in kirana stores across India. 4. Preference - With Sting's arrival, customers got the choice to choose between energy drinks. Sting made sure to run an analysis on customers preferences in taste, frequency, etc to become a brand that is desirable. But what does all this imply? Here's what - Indian consumers have found an energy drink that tastes good at a reasonable price and is available and accessible to them. BUT, there's one factor which is on rise across the globe and in India - #Health-consciousness. With the amount of sugar and caffeine in energy drinks, customers (around the world) are preferring another category of sports drink - #Hydration drinks. With a growing awareness and consciousness around health, consumers would much prefer zero caffeine, low sugar, electrolytes and vitamins packed sports drinks over a can/PET bottle of sugar, caffeine and additives. As everything in life, it's a matter of time before we see another disruption and another era of evolution.

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B2B is a very tough game. I have written about it several times. 1️⃣ There was craze of B2B startups from 2018 to 2022. Funding peaked during covid times. Now the craze has faded away in last two years. 2️⃣ Biggest problem is any B2B startup is they are just traditional trading companies. No innovation and no use of tech. They have all raised money in the name of tech, but no tech is there. I have spoken to many employees of these startups 3️⃣ They have high TAM and also high AOV value so making revenue looks easy. Since revenue is high, valuation will be high which is the ultimate objective. 4️⃣ These companies have high capital requirement due to credit cycle and collection is toughest thing. They are actually shadow banks which are financing. If collection goes wrong, the whole business interrupts. 5️⃣ Margins are thin. Since margins are thin, now many are acquiring manufacturing units. Further if you evaluate their ROI, it will be worst because they are undercutting the market and also giving high credit than usual practice to boost sales. Only money you get it because of valuation rotation. Now tell what is unique in it? #startups #management #innovation #investing

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Peyush Bansal-led Lenskart saw impressive growth in FY24, with revenue crossing the INR 5,000 Cr mark—a 43% jump from last year👇 Driven by strong eyewear sales, the company also trimmed its losses by 84%, showing effective cost management even as key expenses like procurement and employee costs rose. With over 2,500 stores globally, Lenskart continues to expand, fueled by recent funding that boosted its valuation to $5 Bn. Last year’s acquisition of Japanese brand OWNDAYS further strengthened its international footprint, positioning it as a major player in the eyewear market against competitors like Titan Eyeplus. #lenskart #financials #revenue #growth #startup

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I always see our customers being divided into two teams, the online and offline shoppers. And that's why, we at Vanity Wagon (NAPSA Pvt. Ltd) are making sure to be available everywhere, build an ecosystem, offering both online and offline experiences to ensure one can shop what they love without any hassle. Here’s a peek into what both the experiences offer:  1. Online shopping:  Convenience: Online shopping wins hands down in this aspect. Browse anytime, anywhere, in your PJs – no traffic,no store hours! Selection: Feeling overwhelmed by limited choices? Online stores have a global beauty buffet waiting for you. Price Savvy: The web makes comparing prices across stores a breeze, potentially saving you big bucks. Personalization: Online retailers can give you product recommendations based on your past purchases, like a virtual beauty bestie! 2. Offline Shopping: Social Experience: Offline shopping offers a social experience that online shopping can't replicate. For some consumers, shopping is not just about buying products but also about the experience of browsing with friends or family, trying on products, and getting advice from friendly staff. Instant Gratification: Skip the wait! Offline stores let you walk out with your purchase right away, no need to wait for shipping delays. Easy Returns: Returning online orders can sometimes be a chore. Offline stores? Simply walk in, explain the issue, and swap it out for something you love! Events and Launches: We regularly host exciting in-store events and launch parties, creating a buzz around new clean beauty products. These events offer the chance to interact with the products firsthand, meet brand representatives, and learn more about the latest innovations, all with the guidance of our knowledgeable staff. Temptation Through Sampling : We believe in the power of trying before you buy. Our staff is there to help you navigate our selection of samples, allowing you to experience the texture, fragrance, or application of new clean products before you commit. They can answer any questions you have and ensure you find the perfect fit for your routine. Knowledgeable Staff: Ever have a question about a product? Friendly and knowledgeable staff are there to help! They can provide information, recommendations, and even do demonstrations to help you discover the perfect product for your needs. Eye-Catching Displays: Imagine walking in and being greeted by a stunning display showcasing the latest must-have items. This is the power of in-store merchandising! Attractive displays with clear signage draw your attention to new products. Ultimately, the choice depends on your personal needs and shopping style. So, whether you're team online, team offline, or both.Vanity Wagon is here to help you find the most effective clean beauty products. Comment down below and share-  Are you Team Online, Team Offline, or a mix of both? #cleanbeauty #onlineshopping #nainaruhail #vanitywagon #ecommerce

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As a founder of a startup, we all go through tons of action, fire fighting and stress...often more than what we bargained for. But then, that's how this world is and somewhere in the middle of all the hustle, numbers and timelines, there are moments which lighten you up. To keep things from getting too serious and managing pressure, I personally like to see the lighter side of these things so thought of starting this trend of sharing short startup stories.....my experiences that gave me a headache and a laughter at the same time... totally worth sharing. (please pardon the HINGLISH but that's how it works) Story 1 - The Genius Task: Hiring kitchen helpers for the base kitchen Mode: On call Interviewer: Do you have kitchen experience? Kitchen ka koi experience? Candidate Response: Kitchen experience kisko nahin hota hai. Har ghar mein kitchen hai. Toh humein aap experienced hi maan lo. Interviewer: 🙄 Interviewer: Base kitchen mein kaam kiya hai? Candidate Response: Humra base bahut strong hai. Kuch bhi kar valo aap. Interviewer: Humara matlab hai, kissi food company ke base kitchen mein kaam kiya hai. Candidate Response: Pichli company mein basement mein kaam kiye the. Interviewer: 🙄 somewhere I mustered the courage to ask one more- Interviewer: kitchen experience nahin hai toh fresher join karo. Candidate Response: Fresher nahin hain hum. Litti choka bana sakte hain hum. Aap bhi bechiye, bahut badiya kaam hai. Iske baad I said politely "sorry nahin hoga" , kept the phone, walked to the toilet, closed the door and screamed. 😩 Came back refreshed, picked up the phone and called another candidate. The hunt continues..... 😉 #perseverance #funnybones #startupstories #ziddi #startupjourney

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With a leading company’s high selling product ceases to be categorised as a healthy drink & baby product marketed by one of leading FMCG have added sugar & honey for markets such as India, there is bigger health risk at play. While the harmful chemicals & food substrates in these packaged & factory manufactured foods are quite evident & known to consumers ( “us”), the newly created perceived healthy snacks category are offering snacks with ingredients that have potential to trigger long term inflammatory cascades inside our body These new age companies are doing smart marketing by propagating that their products have healthy replacements of sugar such as Non-nutritive sweeteners & dates, while the specific molecules & substrates in these replacement ingredients potentially can trigger a wave of systemic inflammation. This should not be a surprise as the research & development team of these new age companies delve deeper & conduct research into human physiology to stimulate different biochemical activities that could wire their brain to create food & sugar cravings. The fact remains, any food is a sack of 100 plus molecules. From the moment  these molecules enter our mouth to the time it hits our intestines, there are thousands of enzymatic, biochemical, microbial & cellular activities that take place that determine the fate of metabolism of each of these molecules. The end product of microbial metabolism of these foods either gives us nutrients our body needs or inflammatory metabolites that triggers body wide inflammation. One case in point is Dates. When we hear of dates, we generally assume that it is a healthy alternative to sugar. More so because we do not think about food beyond macronutrients. There are hundreds of substrates in dates. One such substrate is Oxalate. There is a specific bacteria, Oxalobacter formigene living in our gut which has the potential to neutralise oxalate as it uses oxalates to extract energy for its growth. This bacteria degrades oxalate to produce carbon dioxide and formate that can be consumed by other microbes in the gut. However if this microbe is not active, it leads to high levels of circulatory oxalate inside our body & increases our risk of kidney stones, digestive troubles & even high risk of type 2 diabetes. Assuming dates as a healthy ingredient in so called healthy product could be starting point of wide range of disease spectrum #healthcare #healthysnacks #chronicdiseases #oxalate #metaoblicdiseases Sakshi Bali Shashi Shekhar M. Dr Kamal Karnatak Tarun Kumar Rupinder Singh

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