Apr 2021 – Present · 5 yrs 1 mo

• Stainless Steel is a highly fragmented Industry with 90% of industry comprised of micro, small and medium size companies. Buyers have limited reach to suppliers creating quality, logistics and pricing challenges and Suppliers have limited reach to buyers resulting margin pressure, unpredictable demand.
• The vision of Stainless Bazaar is to build a platform for Stainless-Steel Industry that provide a level playing field to the smallest of the players and enables them to be the best in business. The Stainless Bazaar ecosystem consists of
• SB Community is the connecting and discovery part of the platform that allows its members to discover, connect, interact and for all practical purposes do business.
• SB Assist is brokerage service that helps buyers and sellers to transact. It helps buyers get right sellers and price and helps sellers liquidate their inventory.
• SB Processing allows buyer to process Raw SS with customized sizes and finishes.
• SB Logistics helps buyers get delivery of material at their location without logistics hassles.
• SB Finance helps MSMEs to avail Credit for their transactions.
• SB Auction solve the problem of unsold inventory by conducting auctions

Jan 2020 – Feb 2021 · 1 yr 1 mo

• One of the biggest challenges most learning institutions face is how do they build an online play without incurring the CAPEX of creating good quality content. The idea of Futor was to build a first its kind learning management platform that enabled automated content creation for the institutions as the teachers and learners used the platform. This allowed the institution to start its online journey with minimal content but enhance it over a period making their proposition more and more compelling as they use the platform.
• The platform had all the features and more of a standard learning management system providing the institution with the ability to define learning programs, drive enrolments with payments, create courses, define learning and testing plans, conduct live classes etc. and allowing learners to take courses, give tests, attending live classes or see recorded classes etc. But the core feature of the platform was to capture all teacher, student interactions and using it to enhance the course content. This included features like recording live classes, highlighting annotating text content with online videos or audios, automatically summarizing student teacher interaction, and converting to FAQ’s or even enhancing text content.

Nov 2008 – Dec 2019 · 11 yrs 1 mo · Mumbai Area, India

• AppsDaily was born in an era where smartphones had just started growing and majority of the population did not have a smartphone. Online payments infrastructure did not exist. Cash was king and the primary mode of customer payments. Most customers were tech challenged and needed hand holding to do tech stuff. Most companies struggled to build digital customers or digital revenues.
• AppsDaily was born in this era to become the gateway / bridge between the offline and online world. We started our journey by developing a bunch of utility and security apps which we used to build a nationwide first of its kind digital distribution network that ultimately spanned 800 cities, reached more than 25000 outlets with a sales force of more than 4000. This helped us launch apps across verticals like education, mobile protection, games.
• AppsDaily scaled to more than $ 25 m in revenues and had a customer base of 5 million which at that time was 10% of the Indian smartphone base. AppsDaily raised more than $ 30 m from various Indian and international investors and was valued close to $ 200 m.

May 2000 – Nov 2008 · 8 yrs 6 mos · Mumbai Area, India

• Ambrosia Infotech was started with a vision to build an intelligent router. We thrived hard to raise money but given the dot com crash and limited VC network in 2000 we could not raise the required money. We did get a term sheet but that evaporated with the dot com crash.
• Anyway, for me it was pivotal moment of deciding what i wanted to do as my batchmates who started the company with me decided to move on. I really wanted to build products and as luck would have it we started getting projects to build innovative products from other startups.
• This really excited me and we also realized that there were limited companies in India where startups could outsource their product development work. This led us to pivot and we decided to build an IT services company focused on working closely with startups and building products for them as their IT team.
• As an extended team of the startup, we would work along with the founders, understand their product vision and then actually own the vision and deliver the best possible product. Along the way Ambrosia delivered many interesting and disruptive products for national and international startups and organically scaled to a 200+ people organization with offices in India, US and UK.

Jan 1999 – Jan 2000 · 1 yr