Zepto

“I mean, the overall round is about nine million. And then fifty million led by Gladebrook and then a hundred million led by Y Comrader. That was, I believe July, 21 to December, 21.”

“Mid-twenty-twenty-one is when we had to take the final decision on whether to enroll or not enroll at Stanford. And we took the decision, obviously not to enroll.”

“If we stop growing, stop launching new markets, which we will not do, but if we did that, we would have a clear roadmap to getting to cash flow breakeven as an overall business, you know, within a reasonable time frame, not three years, five years, but within …”

“We're sitting in a world where our mature dark stores are fully loaded, you know, turning fully loaded cashflow positive without exaggeration. And I know there's a lot of, you know, creativity in what's above and below, you know, those numbers, you know, can I…”

“We started growing a hundred, 150% month on month, which is not for the faint hearted.”

“Five years from now, I'll be talking to you saying, you know what, we're a highly profitable public company in grocery.”

“I think we crossed that milestone a while ago. That was a while ago, but I think obviously that doesn't mean that that net revenue is generating cash for us in the bottom bottom line. But I think we're in that territory have been for some time.”

“Both Kevali and I wake up every morning knowing that if we make the right decisions, we're sitting on that DMART level outcome of building a 30, forty billion dollar company.”

“Because if we're going to scale quickly, we have to learn faster. And more importantly, we can't make mistakes because if we make a mistake today and we're going to be a 150 X in 12 months, then that problem is going to be a 150 X bigger.”

“If you look at Nielsen's data, the average time it takes for a DMART, Reliance Fresh, more retail, Spencer's retail, et cetera, all, I mean, all companies that we have a lot of respect for, take some 18 to 24 months to turn a new supermarket profitable. We're …”

“You are the fastest growing company ever in India in e-commerce.”

“So look, I mean, we went from zero rupees in, in sales to thousands of crores of annual sales in the span of 1617 months.”

“If we are lucky enough to build a business that has got the quality to go public, which I think we are doing, but if we do I would try my best to do it in a way where we can accrue value as a public company, right? Why as a private company?”

“And they are, you know, less than 10 X our size in sales, and we are growing multiples every year.”

“Actually, Swiggy is already a customer. Exepto is a customer. Dunzo is a customer. So there's a lot of customers we have from Hyperloop industry. ICTC is one of the big names that work with us. We have someone like, you know, as I mentioned, Cred is one of the…”

“Zepto we led. Pocket we participated in. We weren't the lead on it.”

“There are currently more than two million delivery boys in India across platforms like Swiggy, Zomato, Blinkit. Zepto. Big basket. 20 lakh delivery boys or girls.”

“I'm most excited about these companies like Zomato, Flipkart, Paytm, and more of the companies that have Zepto, to reach a hundred billion dollar valuation mark in India on public markets. Okay. Once we reach that, we'll see, like Sky has the ambition for the …”

“Adit came to me also back then, right? He said, I'm in Stanford. I'm, if you give me money, I'll quit. I said, like, I've just not heard of it's like, show me something at least. And that time he was doing the Kirana card model. So it's just very hard to back …”

“And now it's of course obvious, but when you talk to other than KV, you know that they are once in a generation of entrepreneurs.”