Exotel

“70%, 80% of our revenues were still coming from. On the back of a venture capital enabled companies in the B to C space. So we were really supporting Flipkart and Ola, Uber and Swiggy and Zomato and all of these guys.”

“I raised about two and a half crores, little less than two and a half crores at a 10 crore post money valuation. So they got a chunk they walked away with Almost 25% of the company”

“We've gone from about, I don't know, 35, forty million dollars last year to about sixty million this year.”

“So we actually raised around every quarter. Of the last calendar year. So we went B one, B two, C and D. And then we also ended up doing two acquisitions. One's in June, one in June the merger with Amio was in June and the acquisition of Cogmo in in November.”

“No, it was a thirty million dollar, sorry it was a thirty million dollar acquisition deal, and I think we must have been maybe in a 60 crores range, so it was something like a four x five vector of a sort of range.”

“So it becomes a given now, but we actually literally safeguarded. 10 to 15% of the country's phone numbers. At that point, then about 80 to a hundred million for unique phone numbers we had. From going into the hands of people whom you never really intended to…”

“I had reduced everybody's salary to 80% of what it was, and I think I'd reduced the leadership salary to about 40% of what it was.”

“So our revenue is actually crashed by about 55% overnight.”

“So I think about maybe 70% of our revenues is from India and the remaining 30%, 10%, maybe from the Middle East, 10% from Southeast Asia and the remaining from the rest of the world.”

“Few tens of lakhs. I think it was I think in that year we would have done about a crore of revenues.”

“The kind of terms and conditions that I had then accepted. Looking back, 90% of the term sheet was nonsense.”

“We are actually talking about the possibility of taking the company public in India, and I'm afraid that actually that might come true”

“One of the difficult moments for me was that we went to the market trying to raise at that point in time, and most of the investors actually turned it down saying that the SMB market in India is quite shallow.”

“Transaction-based pricing model enables much faster growth and in terms of top line, and that's one of the reasons why we've been able to do as much top line as we are.”

“One of the strange things about running a 40% growth company is that you can't shut it down and go home. Because it's still growing customers are still buying, you're, you still know that you're adding value. You're even making profits. So why would you just l…”

“So for a long time, when you searched for Twilio in India, you would actually see that the question that I had posted in their consumer forums would turn up as the first link. So I would argue that I was perhaps the first person to ping Twilio and ask them, He…”

“One of them was that there'll be a clawback if it hit 500 customers. After about three 50 customers, we shifted to enterprises. Naturally, The number of enterprise customers is not as important an enterprise as the revenue itself, right? So, so we didn't actua…”

“The first one to leave was Vijay Sharma. So he actually left because back in 2014, we also get into, got into a little bit of a trouble with our licensing.”

“So I jokingly tell people that there was a period of about a year when we were actually making more money out of an Ola ride than Ola itself. So roughly they were doing about 2.2 phone calls per ride because nobody knew how to use this app, some new flashy, sh…”

“And we anticipate the growth to continue. We'll likely hopefully grow at another 70% this year as well.”

“And it turns out that there is a license that we were supposed to take for the business that we are currently doing, which was, believe it, about 25,000 rupees, which we hadn't taken, about which we didn't know”

“Must be in the 40 crores to 50 crores sort of a range.”

“And we just didn't have a choice, but to let go of about 50 people.”

“So we then actually attempted to do complete stock swap based merger driven by entrepreneurs... We just wouldn't get everyone to agree on the valuation. And so the out, we were just not able to agree on the swap ratio. And then that just basically just died.”

“And then there's Exotel. It's a story which has been told many a times over by just a couple of crores of capital, literally little, little above two crores, and riding it for nine years, and paying advance tax, which is more than the funds that you use.”

“I know many examples like Exotel, Davenbox, Yellow, they are able to build or get large customer contracts in India, spot draft as you were talking about. So they have been able to sign up enterprises in India, which are paying good ACVs to them. And that mark…”

“So about 20% of our revenues comes from Middle East, Southeast Asia, Africa. So we focus a lot on emerging markets. Our business in emerging market is growing faster than our India business.”

“In fact, to tell you the truth, Amio actually had double the number of people compared to Exotel.”

“Because of our enterprise focus, we actually now have left a lot of open space in SMB. And so if you are now thinking about getting into our Actually, the way to attack Exotel is to start with SMB and then grow up and then the cycle just keeps on continuing.”

“And so we may not have actually grown that rapidly when you stock in revenue terms, but actually we are, we've been giving almost 20% type CAGR growth in the last two years. On the gross margins. And so consequently we are now again profitable.”

“Almost if I'm not wrong, about 20 to 25% of our code is now, even today is actually being written by AI.”

“I don't think of it as much as what it means to me to go public as much as I just feel like Exotel is one of those assets that needs to, deserves to be public. So we will take it public.”

“So we did round one, round two, actually we did four rounds. In a period of about 18 months. Just in the year of 2021 I did two acquisitions and three rounds.”

“We are also the largest call server in India, other than the telcos, and most likely in the top 10 in the world, we process almost about two billion calls a month.”

“So broadly, I think the total number of contact center seats will come down. My estimation is that it will come down by about 80% over the course of three to five years. By the way, timeframes are actually anybody's guess. As you know, in AI, things are changi…”

“One of our voiceboard agents collections agent about two, three months ago, I got to know that has actually collected almost three crores of rupees in a month for one of the NBFCs completely automated.”

“So I think they would have probably brought about a hundred crores of revenue. And we were at about one 20 ish crores of revenue at that point in time.”

“So we had to almost let go of 30 to 35% of our employees at that point in time.”

“So you start with a hundred seats, you go to 20 seats, but you do AI conversations, your bill will now increase from, let's say you started with one lakh MRR, you'll actually go to about five lakhs MRR. So so we find ourselves in a really interesting situation…”

“My team originally had said they'll take two years to build a contact center. Actually we took three years to integrate Amir contact center.”

“I think we have a total of about 200 ish odd enterprise customers now. So about half of the top fortune, 500 will be exodus customers in India.”

“Market and timing is probably very important, much more important. Then how good of an entrepreneur you are. I think you might be the best entrepreneur in the country, but if you are working in a small time or if you're starting five years too early, this is n…”