Inder Raj Singh Virdi

Most of the good early stage VCs in India now have visibility of at least 1-2 IPOs/year in their portfolio for the next 3 years. Understandably, this is becoming a barometer for investor-partner selection by the best founders at the early stages.

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Key Insights from the India Venture Capital Report 2025 by Bain & Company and Indian Venture and Alternate Capital Association (IVCA) 1. VC Funding Rebound: India’s VC funding surged to $13.7 billion in 2024, a 1.4x increase from 2023, making India the second-largest VC destination in APAC while global funding remained stagnant. 2. Surge in Deal Activity: 1,270 deals in 2024 (up ~45% from 2023), with 95% of deals under $50M. Larger deals ($50M+) nearly doubled, indicating a strong rebound in late-stage funding. 3. Tech-First Sector Dominance: Consumer tech, SaaS, and fintech secured 60%+ of total funding. Consumer tech saw a 2.3x jump to $5.4 billion, led by megadeals in B2C commerce, gaming, travel tech, and edtech. 4. Rise of Quick Commerce: Rapid adoption, profitable models, and evolving business propositions made quick commerce a breakout theme in 2024. 5. Generative AI & SaaS Growth: Funding in software/SaaS rose 1.2x to $1.7 billion, with Generative AI funding up 1.5x, signaling increasing investment in AI applications and platforms. 6. Traditional Sectors See Growth: BFSI and consumer/retail attracted increased investments due to their large addressable markets and favorable macroeconomic conditions. 7. Diverse Investor Base: A resurgence of PE funds, family offices, and corporate VC firms, with deal volumes up 1.8x YoY, showcasing renewed investor confidence. 8. Decline in Fundraising: VC fundraising dipped 35% to $2.7 billion, the lowest since 2020, as investors continued deploying existing dry powder. However, maiden funds gained prominence, focusing on sustainability, agriculture, gaming, and defense. 9. Exits on the Rise: Exit activity reached $6.8 billion, with public market exits surging from 55% to 76% of total exit value. A 7x jump in IPO exit value reflected improved liquidity and regulatory changes. 10. Regulatory Boost & Future Outlook: Policy reforms—removal of angel tax, LTCG tax reduction, and foreign VC registration simplifications—are fueling long-term VC growth. 2025 is expected to see more growth-stage deals and a rise in deep tech, energy transition, and semiconductor investments. ~~~~~ ♻️ Found this helpful? Repost it so your network can learn from it, too. And follow me, Fazlur Shah for more content like this. #startups #entrepreneurship #venturecapital #investing

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In venture capital, ultimately “only a handful of companies per year actually matter”. Just 7 firms led the Series A of ~60% of startups in India that are worth $1B+ today. The list of firms leading investments in these cos is fairly predictable - PANZEL + Tiger Global. Full post on India's unicorn hunters in the comments

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📊 The implications of SEBI's proposal: UPI's role in wealth-tech 📊 Collab x Fareed Ahmad Sheik 💡📈 SEBI proposed some changes wrt to UPI in investments in Feb '25. Key points: ✅ Increase UPI txn limits for capital markets from INR 2L to 5L ✅ Unique UPI handles for registered intermediaries to reduce fraud ❗This will have implications on the wealth-tech market. But taking a step back: Why UPI for investment apps and vice versa? 📈 👉 UPI is a key method in investment. And it’s constantly evolving. Case in point: the unique UPI handle proposal. It's not that simple to implement, and requires coordination with multiple parties. Ex: Merchants update VPAs, 3rd parties (PAs, banks) remap VPAs to current accts & new logic for PA-assigned VPAs. Having control over multiple legs (UPI App + PA) ensures faster go-live and compliance. This is why PAs are investing in their own infra: less dependency = faster innovation. And why investment apps may not just invest in UPI Apps, but also their PAs (and NBFCs for investment adjacent activities such as LAS) 📈 👉 For new apps, UPI could be a growth channel. And a data play: UPI txn history enables hyper-personalized fintech offerings. Also, investment fintechs are among the few profitable players in fintech, and so, existing UPI players may go towards this for monetization ✅ Groww ('24): $35M profit ✅ Zerodha ('24): $1B+ profit ✅ Angel One ('25 annualized): $133M profit ✅ Upstox ('24): $22M profit ✅ 5Paisa ('24): $8.1M profit Compare this with PAs: PhonePe ~$240M loss, Pine Labs: $22M loss in '24 ❓But then what does this mean for UPI & Investments? 💡📈 Raising the UPI limit to INR 5L isn’t a huge % of overall transaction value, but it could push more investment platforms to launch own UPI apps for a seamless experience. Some moves have happened: 1️⃣ Groww: Launched UPI App in '23. In Jan '25 it's at INR 11.2K Cr, 15.4M txns 2️⃣ INDMoney: Launched UPI app in Dec ‘24, INR 300 Cr in Jan ‘25. 3️⃣ Zerodha: No UPI App, but UPI plug-in As newer platforms scale (ex: Stable Money-> FD, Curie Money -> investing + UPI) they will probably enter here ❓But if everyone comes in, how will differentiation happen? It could be niche categories. Apps are already doing this: 👉 INDMoney: US stocks 👉Stable Money: FD & govt securities 👉Jar: Gold 👉Belong: USD FDs for Indians in UAE 👉PFM (Personal Finance Management) also remains an untapped opportunity, pending AA system scaling. Check out Fold they’re doing some cool stuff here 💡📈 The ubiquitous UPI app battle is settled. New apps are differentiating on credit. But investments offer another path. Even with credit, distribution is key. Look at Klarna & Affirm—they started with their own apps but expanded via checkout players & Apple/Google Wallet I expect more investment apps building on UPI rails. And out of the 75+ UPI apps today, some could shift their core to investments. To read the deep dive, click here: https://lnkd.in/geU4EXVB

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₹200 crore profit in 90 days, a 144% revenue jump, and a complete corporate rebrand - Ritesh Agarwal just pulled off the business move most founders dream about! OYO's parent company, Oravel Stays, has been rebranded to PRISM, and this move teaches us something important about scaling businesses. In 2012, OYO began as a budget hotel aggregator in India. Fast forward to 2025, it operates across 35+ countries, serving 100M+ customers, with brands spanning hotels, vacation homes, extended stays, workspaces, and even celebration venues. Now, the company is entering its next phase with a new name - PRISM, chosen through a global competition with over 6,000 entries. Ritesh Agarwal calls it a “future-ready corporate architecture” designed to unify its diverse portfolio without losing each brand’s uniqueness. Here’s what’s behind the shift: 1. Global expansion – PRISM signals a move beyond India’s budget hotels into premium hospitality, vacation rentals, and experiential living. 2. Technology backbone – AI-driven partner tools, pricing optimization, and data science remain at the core, helping partners grow profitably. 2. Financial strength – In Q1 FY26, profit after tax more than doubled to ₹200 crore, with revenue up 47% to ₹2,019 crore and gross booking value (GBV) up 144% to ₹7,227 crore. 3. IPO readiness – Alongside the rebrand, PRISM is preparing for a $7–8B IPO, with bonus share issues and an expanded ESOP pool to reward shareholders and employees. They’re keeping OYO as the consumer-facing brand for budget travel (where it has strong recognition). While PRISM becomes the corporate umbrella for everything else - Motel 6, Townhouse, Sunday, Palette, vacation brands like Belvilla, workspaces through Innov8 Workspaces, and celebration venues via Weddingz.in. This follows a pattern we're seeing with Indian unicorns. Zomato rebranded its parent company to Eternal Ltd in February 2025 to house Zomato, Blinkit, Hyperpure, and District under one umbrella. Now OYO is doing the same thing. Because sometimes rebranding is important to create space for what you're becoming. The consumer knows the brands they interact with, but the parent company structure allows for acquisitions and premium positioning without diluting the core brand. What's your take on keeping consumer brands separate from corporate identity? #oyo #rebrand #scalingbusiness

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An area that Anjali Nair and I have been spending some time on lately, is vertical micro-drama apps globally and in India. Some key features of these apps: 📱 Vertical format designed specifically for smartphones ⏱️ Episodes run just 1-3 minutes each 📺 Full series contain 70-150 episodes (equivalent to a feature film when binged) 🎭 Scripted, melodramatic content with fast-paced plots 🔄 Cliffhangers and over-the-top storylines designed to hook viewers instantly This format originated in China and has since boomed globally: - Kuaishou hosts 100,000+ micro-drama channels with 270M daily viewers (70% of DAU) - ReelShort, DramaBox, ShortTV lead the US market - Many platforms were created by teams with mobile gaming backgrounds - Top apps saw 34M monthly downloads and $78M revenue in early 2025! It's clear to me that India is going to see a huge wave of vertical video, episodic micro-drama startups launching in the coming months. For founders building in this space, consider: 🎯 Content Strategy: Focus on culturally resonant genres - not just romance, but family dramas, mythology and comedy that speak to Indian audiences 🗣️ Language Approach: Launch with multiple regional languages from day one - Hindi alone won't capture the full market potential 💰 Monetization Mix: Design a smart freemium model with brand integrations that accounts for India's price sensitivity while maximizing revenue 🚀 Capital Efficiency: Balance content production costs with marketing spend to achieve scale before competitors 📊 Measurement: Build analytics that track not just views but completion rates and emotional engagement to prove value to advertisers We're actively seeking visionary founders ready to capture this emerging opportunity. The perfect storm of India's mobile-first population, our love for dramatic storytelling, and evolving consumption patterns makes this the ideal time to build in this space.

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The Curious Case of Indian marketplaces. Fundamentally, I love the concept of Marketplaces. It's a digital step-up of one of the original business models, the Bazaar / Souq (I've written a post on History of Marketplaces, see comments). People need to buy things, People need to sell things, a marketplace's fundamental purpose is to make this as seamless and low-cost as possible (while earning some profit per transaction). Global marketplaces start out as money burning machines, slowly moving to profitability and strong operations. Good direct examples include Alibaba (world's best known B2B marketplace), Amazon Business ($33 billion now!), AirBnB (global property marketplace), Uber (Hyperlocal transportation marketplace), Flexport (freight marketplace), eBay (P2P marketplace) and more. India had a good run with listing businesses, like JustDial and IndiaMart. Then came the next wave of evolution, with businesses like Udaan raising ~$1.9 billion (~16,000 cr) till date, Meesho raising ~$1.4 billion (11,000 cr), Fashinza raising ~$155 million (1347 cr), Reshamandi raising ~$70 million (608 cr) etc The challenges? 1. Heavy reliance on discounting. While this worked to an extent in global markets, Indians are SHARP. When we see discounts, the instinct is to figure out how to game the system. This leads to WAY more money being bled, with customers who've not developed any real loyalty. 2. The Finance Trap. Let's face it. Credit is an inherent part of b2b as it's part of the existing supply chain. If you're looking to build a b2b marketplace, you HAVE to eventually build some form of supply chain credit. With mounting VC pressure (aren't we such value adds 😉 ) businesses ended up loosening their credit scoring mechanisms to boost topline. The result? Massive levels of NPAs. This virtually wiped out Reshamandi, don't have concrete data on the rest but aware that this is the case. 3. Lack of depth. To build in B2B, you NEED domain understanding. Several marketplace businesses in India were started by fancy degree + consultant folks without much domain knowledge, raised a ton of VC money then tried to figure out how to build. Contrast this with three beautiful examples of Indian marketplaces, namely, Moglix, Infra Market and OfBusiness. From my observations: 1. They hired domain experts. I have had the privilege of chatting with Rahul Garg early on in his journey building Moglix and the level of clarity was startling. He understood EXACTLY who his target customers were, their pain points, the folks he needed to build out each vertical. 2. Separation of Powers. These businesses created healthy divides and walls between their credit arms and business arms, ensuring that topline wasn't driven by loose purse strings. 3. Vertical depth. Each of the three have made strategic acquisitions to build their depth in vertical supply chains, adding value far beyond simple marketplaces. #venturecapital #marketplace #startups #growth #india

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Anthropic just raised $13B Series F. For perspective: that’s more than double what all Indian startups combined have raised in 2025 so far. AI capital flows in US on a completely different scale compared to the rest of the world.

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VC Diaries - 1 : In my experience of being a founder, and now a VC - What India rewards isn’t the founder with the slickest pitch deck - it’s the one who knows exactly *what not to build*. This market doesn’t forgive bloat. It doesn’t reward elegance that ignores reality. It rewards *ruthless relevance*. -The founder who looks at a shiny feature and says, “That’s not for my user. Not yet!” -The one who skips the AI-powered dashboard because their customer still asks for a PDF on WhatsApp -The one who builds a Rs 10 crore company by mastering one behaviour, not chasing ten Those are the ones who have higher odds at winning this market. And trust me, I’ve seen enough of brilliant minds fail here not because they weren’t visionary - but because they tried to over-solve. They built for aspiration instead of context. But India is noisy, fragmented, brutally unforgiving of overreach. Your success doesn’t come from stacking features - it comes from subtracting the unnecessary until *only trust remains*. And this is why, ones who directly copy paste some western model in India, mostly don’t make it even after burning enough money. Also, the sharpest Indian founders I know always ask their product teams on any and every feature going out: “Does this create clarity or confusion? Will it drive usage or delay it? Is it something my customer will thank me for - or fear?” And, it’s that discipline which becomes their moat. What do you think? Anuradha | Dexter Ventures

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Startup Post 2: Over the last four years, many of Mela Ventures portfolio companies have 𝘀𝘁𝗿𝘂𝗴𝗴𝗹𝗲𝗱 with sales leadership. And conversations with others in the ecosystem, confirms that sales leadership is a common problem, especially for the B2B startups in India.   Unlike the mature markets like the valley, the Indian B2B technology startup ecosystem does not have a deep pool of sales leaders to pick from. And most of the founders coming from a technical background makes the problem harder. 𝗢𝘂𝗿 𝘃𝗶𝗲𝘄 is this: Founders should be prepared to play the role of “𝗛𝗲𝗮𝗱 𝗼𝗳 𝗦𝗮𝗹𝗲𝘀” for a minimum 24-36 months – all the way from cold calls to closing the deal; You know the product, you have the passion, you have to sell it - in that sense the the founder is the product! This is true for the first few sales and first-time sales in a new geography that you are venturing into. Sometimes, this will require the founder to relocate to a new geography. Another reason why the technical founders should play the sales role is this: if you don’t understand the sales process and the metrics to track, you cannot do a good job reviewing your Sales Head in the future. As part of playing the sales role, founders should be 𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝘄𝗶𝘁𝗵 𝗿𝗲𝗷𝗲𝗰𝘁𝗶𝗼𝗻 and to some extent be thick skinned in taking feedback. When is the 𝗿𝗶𝗴𝗵𝘁 𝘁𝗶𝗺𝗲 to hire a Sales Leader? More than a revenue number in terms of sales, it is a time, when your product is proven with many customers, these are referenceable customers, you are clear on the geography to focus and a have a well-defined ICP (Ideal Customer Profile). For most companies this will be when they reach INR 10-15 crores (USD 1.3 - 1.75m) in annual revenues. 𝗛𝗶𝗿𝗶𝗻𝗴 𝘀𝗮𝗹𝗲𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗶𝘀 𝗵𝗮𝗿𝗱 – and historical data shows that the hit rate to get this right is around the 50% - so budget for this. 𝙀𝙫𝙚𝙣 𝙬𝙞𝙩𝙝 𝙖 𝙎𝙖𝙡𝙚𝙨 𝙃𝙚𝙖𝙙 𝙞𝙣 𝙥𝙡𝙖𝙘𝙚, 𝙩𝙝𝙚 𝙁𝙤𝙪𝙣𝙙𝙚𝙧𝙨 𝙨𝙝𝙤𝙪𝙡𝙙 𝙖𝙡𝙬𝙖𝙮𝙨 𝙗𝙚 𝙞𝙣 𝙖 “𝙎𝙖𝙡𝙚𝙨 𝙢𝙤𝙙𝙚” - 𝙨𝙚𝙡𝙡𝙞𝙣𝙜 𝙩𝙤 𝙘𝙪𝙨𝙩𝙤𝙢𝙚𝙧𝙨, 𝙥𝙖𝙧𝙩𝙣𝙚𝙧𝙨, 𝙚𝙢𝙥𝙡𝙤𝙮𝙚𝙚𝙨, 𝙤𝙧 𝙞𝙣𝙫𝙚𝙨𝙩𝙤𝙧𝙨. #sales #salesleadership Hat Tip : Many VC's have talked about this, in particular Arkam Ventures Foundation Capital Bala Srinivasa Ashu Garg Mela Ventures Krishnakumar Natarajan Viju George Suhani Doshi Prachi Malpani R Kalyan Sundar #enterpreneurship #founders #leadership #startups

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Anthropic raised $13B at a $183B valuation Fundraise is greater than entirety of VC in India raised in 2024, valuation is close to that of all of India's unicorns in total The crazy part is that it's a spin-off team from OpenAI, which itself is worth $300B Different scale

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“𝐒𝐢𝐫, 𝐝𝐞𝐜𝐤 𝐛𝐚𝐧𝐚𝐰𝐚 𝐝𝐨… 𝐤𝐚𝐥 𝐩𝐢𝐭𝐜𝐡 𝐡𝐚𝐢.” — the tragic punchline of Indian startup fundraising. Somewhere between chasing headlines and hustling for that next investor call, we turned 𝐟𝐮𝐧𝐝𝐫𝐚𝐢𝐬𝐢𝐧𝐠 𝐢𝐧𝐭𝐨 𝐚 𝐥𝐚𝐬𝐭-𝐦𝐢𝐧𝐮𝐭𝐞 𝐚𝐬𝐬𝐢𝐠𝐧𝐦𝐞𝐧𝐭. 👉 No clear GTM strategy? 👉 No defined revenue model? 👉 No understanding of CAC, LTV, or burn rate? Doesn’t matter—𝐣𝐮𝐬𝐭 𝐦𝐚𝐤𝐞 𝐭𝐡𝐞 𝐝𝐞𝐜𝐤 “𝐥𝐨𝐨𝐤 𝐠𝐨𝐨𝐝.” Because in our ecosystem, 𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐨𝐟𝐭𝐞𝐧 𝐜𝐨𝐦𝐞𝐬 𝐛𝐞𝐟𝐨𝐫𝐞 𝐩𝐫𝐞𝐩𝐚𝐫𝐚𝐭𝐢𝐨𝐧. But here's the truth that doesn’t make it to LinkedIn carousels: 𝑰𝒏𝒗𝒆𝒔𝒕𝒐𝒓𝒔 𝒂𝒓𝒆𝒏’𝒕 𝒃𝒖𝒚𝒊𝒏𝒈 𝒚𝒐𝒖𝒓 𝒔𝒍𝒊𝒅𝒆𝒔. 𝑻𝒉𝒆𝒚’𝒓𝒆 𝒃𝒖𝒚𝒊𝒏𝒈 𝒚𝒐𝒖𝒓 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔. And they’re asking the tough questions now: 1) Can this actually scale? 2) Will it survive a funding winter? 3) Are the founders obsessed with solving a problem—or raising a round? 𝐅𝐮𝐧𝐝𝐫𝐚𝐢𝐬𝐢𝐧𝐠 𝐢𝐬 𝐧𝐨𝐭 𝐚 𝐜𝐫𝐞𝐚𝐭𝐢𝐯𝐞 𝐞𝐱𝐞𝐫𝐜𝐢𝐬𝐞. It’s a strategic one. If you don’t have a strong narrative backed by real metrics, No deck, no design, and no pitch script can save you. So to every founder hustling in stealth mode: Start early. Prepare honestly. Build deeply. Because when your pitch is built in panic, The investor can sense it—even before you hit Slide 1. #StartupsInIndia #FundraisingReality #PitchWithPurpose #StartupWisdom #DesiFounders #BuildItRight #VCTruths #NotJustAPitchDeck #scalerbee #startup #india #startups #investments #funding #fundraising #venturecapitalist #venturecapital #scale #global #pitchdeck #business #ai #generativeai #entrepreneures #entrepreneurship #scalingbusinesses #angelinvestors #angelinvesting #fund #founders #businessmodels #pitching #pitch #pitchdecks #videopitch #investors #investindia #investorcommunity #founderjourney

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Worry Is the Signal, Work the Response (Originally published for Slice of Startup Life on eChai Ventures) Founders worry. All the time. Payroll is due but a client’s payment hasn’t come in. A key customer leaves without warning. A teammate hints at moving on. An investor who seemed excited goes quiet. Sometimes it’s a shipment stuck in transit. Sometimes it’s a competitor launching the same feature you’ve been building for months. Sometimes it’s simpler, you plan a brand event, but registrations are far lower than you expected. Worry sneaks in, and once it does, it loops in your head. Telling yourself to stay calm rarely works. Worry doesn’t leave just because you want it to. That’s because worry is not useless. It is a signal. It points to the money, the product, the people, or the growth areas that need your attention. And once you see the signal, you need a response. The best response is action. If you’re worried about payroll, chase down the late payment. If you’re worried about churn, call the customers who left. If you’re worried about the event, reach out and invite more people. If you’re worried about competition, make your product better. The worry won’t vanish overnight, but the act of doing makes it lighter. Work steadies the loop. Sometimes that action starts with a pause. An evening with friends, a walk, or a meal without your laptop won’t fix the problem, but it clears the head. And often, that space is what lets you return to the work with more energy and focus. So worry is the signal. Work is the response. One shows you where to look, the other helps you move forward. The question is never whether worry will show up. The question is how you’ll respond when it does.

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BluSmart controversy: A wake-up call for the startup ecosystem? The recent BluSmart developments have sent shockwaves through the startup world. And it’s not just about one company—it’s about the credibility of the entire ecosystem. As founders, we must realize: Funding is not success. Governance is. Here’s what I believe every startup must do to stay credible and investible: • Appoint senior board advisors with real-world experience • Bring in an independent director for unbiased oversight • Work with a reputed Chartered Accountancy firm for financial transparency • Keep books clean, compliant, and audit-ready • Avoid related-party transactions or disclose them properly • Be honest with investors,even when things aren’t going great Startups aren’t just building products,they’re building trust. What else do you think startups should do to build long-term credibility? Would love to hear your suggestions and experiences. #StartupGovernance #InvestorTrust #BluSmart #FounderLessons #Startups

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Founders, let’s tear each other’s pitch decks apart. Aadhav Pillai and I hopped on a call yesterday and we were critiquing each other's pitch decks and business models. Then we asked each other "what if other founders could benefit from this too?" I don't want any fluff or any fake encouragement. Just honest, constructive, and insightful feedback. Anyone’s welcome to chime in. Tear it up. Call out what’s missing. Suggest improvements. Let’s help each other get sharper, tighter, and more fundable. My deck's already in the comments. Here's the rules. > Post your real deck (or a sanitized version). > Be specific in your feedback. “Looks good” doesn’t help. “Slide 4 is confusing” does. > Founders, PLEASE don’t get defensive. Listen, absorb, and iterate. If this gets traction, I’ll host a weekly teardown thread. Maybe even live sessions if enough people are interested. Let's make LinkedIn authentic again. Who’s in?

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Unlocking Startup Success: Key Insights from Blume Ventures's 'The Omega Files - Episode 2' Blume VC's last report offers a comprehensive analysis of Fund I's performance, shedding light on factors influencing venture success. Some of the most intensive insights include: ✅ Founder Dynamics: Multi-founder startups demonstrated superior performance compared to single-founder ventures due to collaborative leadership, risk-sharing, and diverse skills. Stability in leadership roles and well-defined responsibilities played a crucial role in long-term success. ✅ Capital Efficiency: Frugality and effective runway management proved more impactful than raising excessive funds. Startups practicing disciplined capital allocation often achieved sustainable growth and reduced dependency on continuous external funding rounds. ✅ Market Size Matters: Companies targeting larger Total Addressable Markets (TAM) consistently generated stronger returns, highlighting the importance of selecting markets with both scale and long-term growth potential. ✅ Timing & Pivots: Strategic pivots and optimal market timing were pivotal in scaling businesses successfully. Companies that adapted quickly to market feedback often outperformed those that stuck rigidly to initial strategies, showcasing the importance of flexibility in execution. Blume VC’s commitment to transparency and data-driven insights offers valuable lessons for the Indian startup ecosystem. These findings emphasize the importance of strategic capital management, market selection, and collaborative leadership as pillars for building scalable, sustainable businesses. #StartupSuccess #VentureCapital #BlumeVC #LeadershipInsights #GrowthStrategies

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