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quite carefully, but listen y'all, don't be so conservative.

Okay, I'm looking at money. After a long time, lots of money, sir, don't smile.

Not weird on the side, but Motherfathers, entrepreneur, start-up superstar, Sultan of the mobile world

and give us real me. We'll get to all these details a little later. But first,

let me tell you how much money is worth, guys. It's unbelievable. Can you share?

I think... I'll guess. So you don't say luck book, just say. You don't say the exact figure,

okay? 20,000 crores. That's the valuation of the company. That's the revenue of the company which

I've built every year. Yes. Oh my god. 1,000 crores after a year. Get me my pen and paper,

this is going to take a long time. Anyway, he's worth lots of money, but that's so the point,

the story starts somewhere else. You're basically a Mumbai boy. Yeah, I was born in Mumbai.

Yes. So give us a little background about it, because I was trying to read your background,

because before you became the superstar, ZBS college, NM college, look please, sir, regular guy from

here. Yeah, I'm a very regular guy. My dad being a banker, a transferable job, moving every two

years from one place to another place, like a backpacker. Once finished my schooling, then I went to

States and then US and then I also did my log graduation. Oh my god. So I think, yes, I moved

around a lot and I have learned, understand a lot of different cultures, different people,

different things. Before going to States, let's start here. The first Mumbai boy. No,

Mumbai. I was born in Mumbai. Yes. What a Mumbai. Schooling a bit of a schooling there in Mumbai.

Then you moved to Calcutta. Oh wow. Yeah. Big change. So Calcutta. From the south,

then moved to another few places in India, like maybe in North, Bangalore, anywhere. So your

childhood was all over the place. All over the place is yes. Is that good? Is that like every time

getting up, leaving the place? See, initially, initially, I thought there probably, yes, you are not

able to make a constant friend, but I think it's fun to understand different cultures, different

places and it became a part of a routine of a life, right? It's much better when you really want to

understand the psychology of any single person from a particular community, because India, I think

every 300 kilometers, there's a different dialect. Correct. And you need to understand that. If

you are building up a product, the most important thing is you have to understand the psychology of

a consumer. I think that's the best part which I've learned. But now, when you've tasted

super success, do you ever feel that boss, I can't stay here, because you need that,

the kida as I do. To the next place, do the next thing. Is there also a problem? See, I have

traveled all over the world. I think India is an opportunity. The reason, because we are still

developing and I think we are at the stage, where electronic industry is not branding.

There's no point. There's a whole big, what the hell is wrong with us? You have to destroy South

Korea, Japan, Germany, America, China. 80% is Chinese. Learning, learning on this spot,

huh. Yeah, so I think there's a difference of supply chain and a brand. So there are 80%

brands in from China in India, while supply chain globally is from China and some Korea and from

US. So I think, yes, India has an opportunity. What about Bangladesh?

Bangladesh, I think relations are not good. I don't know. Nothing on the geopolitics here,

but I would say that Bangladesh has me news. Always there's a sweatshop to make products,

to make products cheaper. Sri Lanka, Bangladesh, because there's no labor laws. When there are no

labor laws, always any foreign companies use this type of countries as a sweatshop which China

used to be back in 2000. So, the labor laws in China are very large. They don't use other countries

for the labor. We used to make all the jokes about Chinese, very bad jokes about children being used

and all that, and working in these factories. They have a very strict labor laws. There's a reason

now that they have become more expensive in terms of manpower. But they are moving to a robotics

which can move the zero-light factory. Zero-light factory, but they can't even start a factory.

They say, if they talk about it, they have to follow them. What is the zero-light factory? Zero-light factory

where your production is going on. There's no need for lights. There's no need for it.

It's robotic arms working all day, all night. No labor at all. Zero labor. So, what is the cost to

company? That is the reason. Only on the investment on the robotics and the supply and the software.

Most of the jobs will go. That's how I would say this labor jobs. That's the reason

because China and the US have average age, which is 40. Roughly 39-40. India has average 29

population. So, the reason they do not want to transfer now, the labor job also is there's

a reason they're moving to a robotic and moving towards more automation. They know that their

population is expensive. So, how they can reduce the cost is through robotics. Hence, if you see

a lot of robots moving around in this country and they're working more on that. Because every

age population is bigger, so they won't work. Because they all want to earn and become richer now.

Right. What did they do? They happened this whole robot. China.

I think they're zero-life factories already in China. They're real-life examples. Only

on robotics, they're 1000 loans working like Xiaomi, smartphone brand. They have the factories

which are zero-life factories like they have day in day out working out without any manpower.

Without any manpower, how do you, if you had 1,000 people working there,

then 1,000 people go where? See, it's not over. They move up. They move up.

They move up the ladder. It's a socialist rule, sir. You have capitalized it.

No, it won't work. No, it won't work.

No, it won't work. It's very important for you.

You always work hard and you won't die. So, you have to upskill yourself and you have to

move to the next stage, right? This is what robots do. So, what do I have to do?

So, robots do. But, you know, humans cannot be replaced by a robot.

I always say, he boss, this is, I'm talking about thinking. So, basically, we have to

upskill ourselves. That is the whole point. But the guy who's packaging, let's say it's a

packaging good factory. The guy who's packaging is replaced by these robots.

So, what job will we give him now? That is the question which the whole world is saying.

But it's a race which nobody can avoid. Because if some factory is doing and they're able to

reduce the cost, other factories have to move to that stage. True. It's inevitable. Let's

me put it that way. So, if you're in labor, just warning you. Do we end here?

Do we start? Do something which can upskill you. Not only in India, but do something which can

upskill you. But it's like us. You don't have strong labor force. You're just mentioning

before. We have strong labor force. We can't offset labor. Exactly.

Exactly. And that is the reason I think what happens with the robot factory is that

there is precision. There is a cost over a period of time, because there is a capital investment.

There is a cost reduction in capital investment. There is no labor problem. There is no

investment. There is no investment. No, because you just keep on upgrading it.

It's like Mumbai roads. You know, they keep on upgrading themselves. That's not a good energy.

We need labor there. Wherever there is a hole, we can keep a person there. So, we can

drive peacefully over it. But it's always under construction. So, Mumbai road is always under

construction. This often is also like that case. Always under construction. Keep on doing it.

They should keep the title of a TBC. You may continue. That way, I don't understand.

That's not going to be cut. So, there are certain roads in Mumbai which never stops under

construction. It is your worst road. Have you seen on the road? Have you seen the picture?

I have seen the picture. You already have a tech guy at the end of the day. They have four lanes,

and it's a fly over and it goes into two lanes. So, the idea is, what do you think?

I think you challenged the person that boss, this is something like an obstacle. Take this on.

I think maybe that's it. Psychological. I don't know, but I think we were just testing the driver's

skill. They wanted to test the driver. People are fighting in the car. When suddenly

they come down and say, it's over. Let's get back to our interesting conversation on robotics

for a second. I want to go back to your entire life. But so, you're saying this is the future.

Can you give us a timeline? I think within next 10 to 15 years,

in 10 years. Worldwide? Yeah, in the world wide. Because China and US are already on the move,

right? Like Apple has already said that to all his suppliers. By 2027, they want to move to 80%

automation. Automation, but I think everything they can move the supply chain easily. Why companies

do this is because they can move the supply chain from one country to any other country. Rather

they're only depending on one country and their labor force. They can move wherever they

fly, right? Whichever government supports them, they'll continue to move. That's how it is.

But coming back to India, can we have a fully robotic sort of environment by 2035-40?

I think that's why I see that because it has to do it. It is inevitable. It has to move.

And because if we do not do, we'll not be globally competitive. If India wants to be the part of

the global supply chain, India has to move. Entrepreneurs are going to make a lot of money.

Like the cost of comedy has gone down. All that I understand. I'm just saying that what is the

the entire population of people working underneath? Employees, Jopia, Masuro, whatever

body you want to use? What happens to them? I asked this again, but and you said there's no answer for

that. See, as I said, as an entrepreneur, as any of the tech company or any of the manufacturing

companies, they have to move towards automation. Because you said that. You said you want to

compete in dictates to do what happens to people. That is where you know they have to upskill

them. Then they have got 10 years of time. If India has 10 years, they have to upskill them.

That is the reason of skill, unlearn and re-learn. Let's look at all the jobs that are still there

in the factory. What will be the job of the watchman? What will be the robot tech? What will be the robot tech?

You need Vishwa Prasadu sir, you are called.

But the general manager is a wife.

That's how many the, I mean, there's a part of our culture.

I don't take that away from us.

So basically, once you enter the factory, you're screwed.

Because you don't know what's going to happen to the jobs.

But that's where we are.

Let's rewind, sir.

We'll come back to all these topics.

So I think sad story.

But the good story is your story.

So, you have, Zeeves, man.

Zeeves, I can't sad.

No, no, no.

It's all about commerce.

Commerce?

Yeah, yeah, yeah.

Okay.

It was more about early initial graduation, right?

I moved from there.

Yes.

You switched.

Yeah.

How do you go to Harvard?

It was, it was like, basically, we just tried it, right?

And I think I was lucky enough to get it.

But at that point of time, I wasn't in a hurry.

I was in a hurry.

I was in a hurry.

I was in a hurry.

But a year, it used to be roughly around that.

Around that.

The education was not easy.

At that time, it was $50 or $50 rupees to $1, $60

to $1.

That's the biggest.

Yes.

Now, it's almost $92.

You can sell your education now.

So, I think what we learn over there is how you unlearn something and re-learn, because

the world is moving too fast.

And what I learned over there is learning something from the case study, which Indian education

system did not had it.

That's right.

You know, real-life case studies, like what happened when they were into the verge of bankruptcy.

What did they actually did it, whom they brought in?

How did they do it?

Like Tim?

How did they went from failure to success?

Failure to success is also, because what we think.

In India, the biggest problem is, we all want to talk about story like rags to reaches.

Nobody wants to, as a cultured discuss failures.

He's got Hindi movie plot here.

But nobody actually wants to see or talk to a person when he's at the stage of a failure.

Right.

If you're at a failure stage, you don't have to talk about it.

You'll get rich.

And people come and talk to me all the time.

You can make middle-class person laugh.

So you can do anything.

Right.

When you can make person laugh, you can do anything.

There's no robot here.

No, not yet.

I don't think so.

Your job can be replaced with rumors.

No.

A.I.

A.I.

What do you call that, A.I?

Generating.

Generating.

Generating.

A.I.

You'll write a script for you.

You'll complete the script.

Okay.

But they cannot replace you.

Right.

A.I.

So, you're talking about the field, and a project no one looks at that.

You learnt from that.

who learnt from that, right.

And U.S., that as a culture, they invest in that

because they take that as a learning.

That there as a learning for us.

And how to develop it.

Build the scale from failures and foreign Sec brains.

Because for Student, research and development are something which out of fact gere

way has a lot of chances of failures.

But nobody in India wants to risk their capital on fields.

Only you want to invest on the success.

What a beautiful line that is.

It's just a capital on failure.

Imagine your past, your experience, your failed failed experience.

You go to an engine investor on these guys.

That is the concept, right?

Even if you go to US, they will say,

okay, how much you have learned from this failure?

How much?

How much your next project?

That is how the Silicon Valley works.

That is how the CEO works.

That is how Shenzhen works.

They invest on the person stating that,

what have you learned from your failures?

What will you do in your next project?

This is the most positive philosophy in my life.

Basically, if you fail, you have a better chance when you are an opportunity investor.

Yes.

Because you have learned from it.

So, see, for them, it is you fail early.

You learn early.

And you learn early, then you know your success.

You are faced by making mistakes.

Making mistakes again.

So, your mistakes are smaller than the, you know, the mistakes you are going to make in the future.

That's a good point.

So, that is the reason they have a long term view of certain investments.

India, my angel investor, they say that they have to launch IPO.

Valuations will be done in their time.

Valuations will be done in their time.

Valuations will be done in their time.

You can dance on Instagram.

Some founders go.

And make them popular on Instagram.

They become an entertainer.

And then move from there.

That's it.

And we make an IPO.

Exit the company.

Give it to little investors.

That's a motors-operant right now in India.

Very simple.

Okay.

But let's go back to Harvard.

So, Harvard, you feel you've learned a lot there.

I have not heard too many Harvard stories in the actually successful.

Most of these famous guys like yourself who become famous with one idea, one thing.

They come from somewhere else.

See, it is not about that.

It is about understanding different culture also.

And then after that I have also studied business law.

Which gives you...

Business law is what you have.

How does it give you the business or law of your knowledge?

Business law is that in your business law is very important.

Which means that if you have a supply chain, like us in the US,

that the world is one.

That is actually not possible.

This is not going to be a PR.

Telling you right now.

Just kidding.

Now we are not going anywhere in the world.

So, what is going to be in the world right now?

Everybody is trying to protect their own supply chain.

Like in China, we say it is more of an autocratic way

that they want to develop their own country.

The US has become more protectionist.

They want to protect their own economy.

India is being more democratic.

But it also gives a chance right now.

And that is the reason I am back in India.

Thinking of democracy.

At this point, I am trying to give an opportunity to start up also.

Where they will be able to explore more.

And support more.

I have told you that if you have a total addressable market

4 lakhs, 4 lakhs, 4 lakh crores.

And there is no Indian brand.

You can also do 1000 crores.

If you have always dreamt of.

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So what we have done is we have generated profit

but not value generated.

What does that mean?

Profit is a transactional.

We have earned it today.

But we will not earn it for a long time.

It would be conditional and extremely subjective.

We will not earn profit from it.

Because the IP is created in the US and China.

Or in Europe.

The IP is revenue.

Which comes for 20 years.

Like Nokia is still earning from IPs.

Even though they will shut down the brand

as a smartphone.

But as a network operator,

they are still earning from their IPs.

IPs creation is extremely important.

So we have given them all this benefit.

And we have not kept anything for ourselves.

For us.

So we were a service-led export country.

I think service, with hardware exports,

is very important.

Because China and Taiwan itself.

I will tell you a small example.

Shenzhen was a fishing village opposite Hong Kong.

And now, the highest number of billionaires

from China are coming up from Shenzhen and Beijing.

Because of the only technology industry.

Because all the 400 billion dollars are exported.

All the 500 billion dollars are exported.

And Taiwan exports 400 billion dollars.

In majority, all the headquarters are from Shenzhen.

The factories would be scattered around it.

But all the headquarters are based around in Shenzhen.

And all the 500 billion dollars are exported to China.

On electronic exports.

Software exports are different.

Our software exports.

And Taiwan exports 450 billion dollars.

So between both of them is around

900 billion or $2,000 billion worth of exports.

If it's in India, now it's around 30 billion.

Which is also still an import versus export.

But I think there's a huge potential.

And that's where I'm trying to capitalize on it.

That's the reason I see an opportunity and white space around India.

We have to fight my tea China already established.

We don't have to fight.

I think we have to fight.

I think we can complement each other.

We have to learn.

If you learn from someone, you will be able to do it.

First is when you learn.

Replicate.

And then you unlearn.

And make you know it.

Unlearn.

So listen.

First you learn.

Learn.

You will learn technology.

Learn.

After that.

Then you will replicate it in India.

Okay.

At a cheaper price.

At a cheaper price.

Or at a cheaper price.

Our market.

Our market.

Your consumption is also very high.

We have got 1.5 billion population.

Our self-dominance consumption is huge.

Correct.

We will use it for our own market.

We will use it for our own market.

If you are not importing it.

And when doing everything in India,

then money will stay in India.

Correct.

Then you unlearn.

And then unlearn.

Unlearn means that you are going on the same trend.

So you will never be ahead of China.

If you want to be ahead of China, then you have to unlearn.

And then you know it again.

You learn from the master and then you destroy the master.

You know the same.

If you want to grow.

If you want to grow beyond them.

If you just want to stay.

Then it's fine.

Continue doing it.

If you want to grow beyond that.

And if you have the appetite and risk,

appetite to grow beyond that.

Like I am a I love poker.

So my idea is that I go all in.

When you ask how much money you have.

Ghandi Ghandi Bhattaya.

What is all in all that?

All in for me in work is.

Okay.

You, whenever you do something, you just play all in.

All the money.

All the money in the sense you put everything off.

You gamble everything.

You gamble everything.

Means you know your mind, your interest, your whatever money

or whatever you want to do.

You do find focus on it.

When you are focused.

All in is all about focus.

When you are focused on someone particular subject,

you are able to build out of it, right?

Mother, tell me one thing.

I am fascinated by your business jargon.

This is all coming from training.

This is coming from yourself.

Yes.

You have to carefully first learn from the big pop.

Then you have to replicate it in the domestic sphere.

Then you have to unlearn it.

And then you have to go beyond.

Yeah.

So this is like this comes from training.

I think this is a basic fundamental.

Like say for example, I can never make people laugh like what do you do, right?

But even if I try to learn from you,

I will not be able to replicate you.

They are some Chinese.

Until at least I have an AI version of you.

Yeah.

If I am able to create an AI version of you

and my, you know, my sensitivity is right of it.

But still like a robotic version.

Not even a robotic.

Even if I have an AI avatar.

But still, I cannot replace because you will always be able to think beyond a robot.

A suggestion, if you are new avatar,

then can I have proper hair?

No hair loss, no coloring hair, nothing.

Just till death or till the end of the...

I think people like the way you are.

The way you start, the day you start looking more perfect.

Then what you are today, people may not like you.

I'm learning.

I'm learning.

I'm learning.

I'm learning.

Yeah.

So let's go back to your story.

So who are you?

Because you went to Harvard.

You were studying.

You obviously have a very special mind.

No doubt about that.

But so many people will be inspired when they listen to people like you.

Because everybody feels,

what is the process that a guy has?

I think two things.

There's one idea.

The idea is obviously the idea.

We can't do anything but the idea is original.

The second thing is the process.

Is there a process?

How did you get into...

Before reality, how did you become the guy you became?

See, let me start from back in 2000,

that I was selling recharge.

Cooper and recharge.

If you have got a lot of people,

wouldn't even know.

What was the Cooper and recharge?

Because at that time, mobile recharge...

Now mobile recharge can be done anytime online,

through mobile to mobile.

At that time, there was a coupon.

You have to scratch that coupon with a coin.

You get an 18 digit number.

You have to press the 18 digit number on a phone.

And that's where your phone gets recharge.

So, I started selling from there.

That's where I got into a telecom industry.

And...

Wapi here.

In here.

Back in 2000.

If I need a funds class here.

Because, you know, when you are from a banker's family,

you have to do everything yourself.

So, I was at Manipur by then only.

For the world work in a fashion.

At Manipur is something...

I think Indian families are always putting their kids into it.

Right?

They go up now.

So, that's how it is.

So, by then, we have to figure out the life.

And when you start selling it,

and then getting into a telecom industry,

one thing what I have understood is,

your network is your real network.

That's the only one thing which I have really understood.

Because the people whom you meet...

People basically...

People whom you meet.

That circle will help you to grow,

because they are also growing.

And if you continue to grow with that circle,

you will be able to grow much faster.

And unless you are loyal in your words,

and ethics,

you have the fine line of ethics into it.

So, basically, it's like a PR exercise in the beginning.

Yeah, it's more about your market,

create your network.

Network is most important thing for any of the youngsters right now.

Rather than just doom scrolling in your mobile phone,

I think most important is one of...

You bet on!

Sorry, excuse my friends.

He's saying doom scrolling,

we're watching it live.

Can you believe it, guys?

Oh man, I'm so embarrassing.

Sorry about the bad language.

Wasting time on doom scrolling,

I think phones are for your productivity,

not for your in-productivity, right?

Don't waste your time.

For most people in the world,

it's our time pass here.

Don't do that.

It is good for entertainment,

but if you're just doom scrolling

and doing it continuously for the whole day,

you're wasting your most important thing,

which phones really want to make you,

which is lazy.

If you become lazy,

then phone can think better than you.

Is that simple as that?

Oh, right.

I'm going to ask you that question later about sentient AI and all that.

But finish this one, yeah.

Yeah, so I think the network is the most important thing.

That's where you started.

That's where you started.

You were selling to make funds for yourself.

Yeah, correct.

That's where you start making funds for yourself.

Jump from one company to another company,

start doing distribution side,

to be the part of the company.

By now your heart was set in telecom.

All into telecom.

So in 20 years, I've done nothing but telecom.

And that's the only thing which I've learned from ground up,

which is understanding the retailer's psychology,

consumer psychology,

and how they buy, how do they recharge?

From, you know, from the slums in Malad,

to the bandra,

how do the people use recharges?

It's a different kind of behavioural pattern.

A different kind of behavioural pattern, right?

Can you give us an example,

like what happens in Malad?

Okay.

This is about poor rich.

But just generally speaking.

It's not about poor rich.

It's about, I would say,

how people are cognizant of spending money, right?

So like, say if a person, a person in Malad,

Dhamunagar, or if Dhamunagar in Kandivoli, sorry.

If the person, Dhamunagar,

because that was one of the areas where the recharges used to sell the most.

So I used to go over there and try to figure out

what exactly people used to do with the recharges.

So they used to inquire about the recharges

before they used to do a recharge.

But that's why they used to do recharges,

so they used to purchase recharges.

Because then that was the case.

So we used to share it with the recharges.

So when the recharges are collected,

it is with the recharges collect from the recharges,

but you use recharges and recharges.

We often use recharges,

we use recharges.

Because then the recharges are collected by recharges,

over the entire recharges,

so it is useful for the recharges.

And then the recharges will be distributed.

Necu, you do recharges in Malad.

looking at the fundamental of everything.

They are looking at using telecom and being connected.

They are using it as a productivity that, you know,

if the people are coming from,

they are migrant population who are coming down.

Can I call up?

Because at that point of time,

between states, also, there were different rates.

So can I call up my family at night or in the morning

and what will be the rates?

People, you know, they're not bothered about it.

They will pick up the call and call up anytime,

whenever they want to call up their family

at any given moment, right?

Why are people here?

No, it's not about spoil.

I think that's the difference of culture

just in 20 kilometers of how the people consume something.

Or the entrepreneur might make judgment there, right?

You don't have to.

Now, as I was thinking, why are you doing this exactly?

You're only looking at this is what they want.

This is what they want.

I think that is what I learned

that you have to respect every single culture.

The day I start downloading any culture,

that I'll never be able to develop any product.

You have to respect every single culture

and every single person's way of consuming a particular product

if you really want to sell them.

So, pan-India is a huge area.

Chaudi-chaudi changes.

How would you want to call it flexibility

between the different communities?

Yeah, it is very different.

Hence, I think whenever the global brands come to India,

they think it's 1.5 billion from us.

But the date billion population is not there.

I mean, India, India, 1, 2 and 3, we divide it.

Right? Like, 100 billion are India 3, right?

About 20, 30 billion are India 2.

And only last 10 million would be India 1, right?

So, we are effluent Indians, right?

So, if it's about three or five percent of the population,

who don't care about anything, right?

India 2 is something which are aspiring to move to India 1.

And India 3 is still like 80 or 100 million people,

who are still in India 3.

So, when somebody from the global brand thinks that,

you know, how India looks like it's 1.5 billion population,

I've got a huge market.

And they've already come on money and leave, right?

It's a great point, yeah.

I think we should learn in the potters also.

What's its homogeneous market, don't you?

It's just fractured in different ways and parts.

Even in one area, it's not a problem.

It is not. It is not.

I mean, it was a few kilometers apart, for example.

Yeah.

The consumption pattern differs.

And people aspiring at a different price points,

having a different aspiration from a particular product differs.

So, as a product manager, I think any,

like, you are a product manager for your own part,

partner.

So, you know, what content with your consumer like?

If you know your genre and what consumers,

what consumers would like to listen to?

I think we look at it as a science research,

that each consumer is different.

Always looking at it, like, each consumer is different.

That is what the best part about you, right?

You are what AI cannot replace,

which means that probably you can make Indian middle class

people laugh, or the affluent people laugh.

And that is something which is what you will continue doing it.

That's a product.

You are a product, right?

And you do not have to change on that, right?

Like to say, food.

Just pass the test.

So, somewhat, huh?

But we are just trying to understand your minds,

that we have you here.

It will be great for people who so many people

want to make money.

But I think as entrepreneurs, money is the last thing.

The first thing is what you're trying to sell, right?

Money is just an output.

If I start saying that if we focus only on output,

without the right input metrics,

then it will fail.

First, the psychology of people will not be able to understand

then product, then people who may are selling,

then market time, then rot are the right things

to, you know, communicate.

And then probably the output, which is money.

If you just only focus on money, you will not be able to do it.

We lost, like, look, so it's like, I want to lose 10 kilos.

And that's all the thing is that they tend to go man up

and effort and process, you know,

with the beach, you know, with the beach,

then nobody's getting into that.

Nobody wants to go into that.

You're involved in that.

And then as an output, like, you're on,

receive the money.

See, I look how, like, what do you just

give an analogy of workout?

I look, workout as a mental wellness, rather than only physical

wellness, physical wellness, or physical outlook,

always is an output.

But what it really gives me, workout is a mental wellness

every morning.

And that's the reason I started working out.

I got a girlfriend.

Ah, that's joking, Saji.

Nothing like that.

Work out is more important.

No, girlfriend.

Yeah, no, people don't understand

that workout yoga, these kind of things are mental and therapeutic.

Yes.

The, the, the body and spirit is consumed

in something you're doing to give you peace of mind

and then you go ahead and, which your day and, you know,

do whatever you have to do.

Exactly.

Yeah, people just think it's only to lose weight.

Yeah, what I call it is like a, it's a smoke cloud.

You clears up your smoke cloud in your mind.

And you're able to think much more clear.

Yeah.

Then exactly what you should be doing it in the whole day.

And then you start driving on the streets of Kandivali,

where he was trying to sell stuff.

And then you realize he bossed no more to yoga

and workout will help me get through the streets of Mumbai.

And take a break.

And then we'll come back and we'll talk about the growth of real me.

How it happened?

How did this man become one of the most successful

entrepreneurs of our generation?

Thank you.

And today he's not coming up plain.

Yeah, he's a plain, ladies and gentlemen.

No, I don't have any plain.

No, I don't have any plain.

No, I have a private charter.

Can you guys just say, just see.

No, no, no.

I'm a baby economic classmate, because I don't see the world.

Well, bloody, I've conjuged, I've never been in a line.

30, 40,000 crore empire, he's already built.

He's on his next one now.

No, no, no.

But he's gone, yeah.

So he couldn't even make it.

But he couldn't even make it.

So he couldn't even make it.

No, no, no.

Actually, I don't think on that way,

but I believe it makes more sense to sit along with the team

other than sitting apart from the team.

And at the same time, they're both in the same position, right?

Business class is an economic role.

So, yeah.

5-6 seconds is enough.

Business is a close-up to exit.

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Carry on.

Yeah, I am whenever you are ready.

I am ready, sir.

I am a little nervous right now.

I thought when you said economy,

I don't think when people are so successful

and rich, it's only the reverse robbery.

To me, PESA, I have a kind of a badness, I can do that.

You know, it's like almost it's the reverse thing

to make you feel bad.

Sorry, I'm on night and I think I was in Premji

and even MTV's boss when we were working there.

Also, our looks have been called in nature.

Yeah, business is based on money, they get it, they get it.

But your point is, if any, your point is,

I want to stay with the team.

You just want to be part of it.

It's not about business or economy.

So it gives a sense of comfort to the team also.

And when I'm sitting with them, right?

So it is not just about me.

I think my team feels more confident

when I'm sitting along with them.

That's how it is.

So I think it's great.

I think it's a very good thing at the boss.

Sorry.

The boss himself is like, you know, part of the entire,

you can, when you're a distant guy,

I suppose it's a horrible thing to be.

Yeah, yeah.

If you start thinking that, you know,

you're just a corner office guy.

Yes.

KCO's cabin, you know, half a corner, man.

I sit with the team only, right?

I don't have my own cabin.

I sit with the team.

What are you saying?

I have a meeting room.

I don't know what I'm saying.

No, no, but you have to.

I tell you why.

I'm starting up again, right?

It's hard, I have to.

So, uh, baby, no.

So this is very interesting that you do this.

But what I like, correct me if I'm always that you're very,

uh, into this psychology of everything.

It's like, uh, what's the important thing?

You're always looking at this.

Yeah, yeah.

This is also trusted to business.

They will perform better.

Your team will perform better.

Your business gets better.

Yes.

I don't believe in, uh, strategic ppt's because,

because I think,

maybe you have strategic ppt to be made, right?

IBM's own.

Yeah.

Two months.

Two months.

I mean, this is a very easy way out.

This, uh, ppt structured, huh?

The, the, the, the, the, if the strategic ppt to be made,

one month, ppt to be made, right?

And, uh, ppt is a part of a museum because the strategy

would be changed in the next two or three people realize this year.

It's a bloody waste of time, complete waste of time, right?

You have to sit with your team and understand what is the real problem,

make a solution, give an answer and move on, right?

Rather getting into a boardroom meeting and, you know,

wasting time of all the people together.

It's no waste.

It's a complete waste of companies money, right?

I feel that meetings have something,

interest me in meetings.

People just time pass, get their meetings.

People want to hear their own voices, you know?

Yeah.

I feel that.

I feel that.

See, you know, uh, today, there may be none of the employees,

um, one orders from their bosses because they know what AI can give,

AI can give you what?

They need some bosses or they need some leader who can do so what?

Hmm.

Who can challenge the what?

Which is what so what?

Right?

So that's so what is very important, a leader who can challenge the,

uh, notion of a market and break through.

That is what some people would think of that.

This is what and so what?

I think, yeah, it just came out naturally.

I think you should write a book on business here and on, on, on, on,

I don't have time to do that right now.

Okay.

I'll just walk behind you and take notes.

You probably something sooner or later.

Who can I come in?

What do you know?

I forgot.

Uh, it's a new clips, which I'm testing.

Right.

It's a TWS sort of a wireless earbuds.

Uh, because a lot of people have found that, you know,

they have infection in their ears when they are continuously wearing

their airports inside their ears, right?

So they give a lot of problem to the ear canals and, uh, the ear drums, everything.

So, you know, it has been a given proof that you should not be very

more than a one hour a day or 1.5 hour early.

So what we are trying to develop is a OWS, which is outside, uh,

variable smart devices where you can still be connected to the world

and do not have the problem of infections in the ears.

But at the same time, you can have your own private callings,

our chats with anyone, but it's, it's in your connector.

It's connected with your phone.

It's like a TWS.

Yeah, but, but it's good.

It's, it's still.

It doesn't enter the ear canal, right?

It's just seeing outside.

It's a loop.

Oh, wow.

It's a battery and a loop.

That's it.

And it's a speaker over here.

But, uh, which, uh, sound may freak, uh, Farah Kotha Ali.

No.

Quality of the sound, you know,

No, nothing.

Excellent.

Yeah.

So this is a new product.

Yeah, it's a new product which we are unveiling live here for the first time

in the environment before they actually unveiling.

Yeah.

It's a new product which I'm testing and I'm about to launch very soon.

And, uh, I think, uh, more importantly, what we are looking into is that,

how can I make fashion more, uh, or take more fashionable?

Mm-hmm.

Because, uh, tech shouldn't be boring.

Is this a market for the market?

Yeah.

Is it a brand?

A brand.

A brand becomes one of the most influential.

Yeah.

A brand becomes the aspirational.

Right?

Because they are connected.

It's connected.

It's connected.

Because it's a funnel, right?

Yeah.

When we say it's a marketing funnel,

it's the biggest funnel.

It's the one that inspires the funnel.

Which one?

In India, if we're talking about India 3,

India 3 is always about India 2 and India 3.

You understand?

It's an idea.

India 3 has known this for hundreds of millions,

like, uh, tens of millions of millions of people

which I'm talking about.

Yeah.

It's the way people who are, I would say, in India 3.

It is according to the, you know, I think, uh,

the area and also the earning scale.

Right?

That's how the spending power.

It's so much more like India 4.

Oh, you can if you really want to go.

The biggest failure you know,

are three very powerful.

Okay?

What are some people who want to pull to four?

Huh?

Maybe.

One more market, sir.

Yeah, yeah, definitely.

But that's where they will be.

Absolutely.

He's on it.

He's on it.

He's on it.

He's on it.

He's on it.

He's on it.

No, no, no.

It is possible, sir.

That's the reason I always respect everyone's word.

Because there may be a market who really wants to go and penetrate into that scale.

Everybody wants to go up.

Anyone, everybody wants to take a letter up, right?

Yeah, yeah.

Right.

So, like, economy is a business.

It's a business.

It's a private.

It's a private business.

You're in a business.

You're in a private plane.

You're in a private plane.

And now you're back in economy.

But you're restarting.

You're starting.

You're starting.

First you have to learn.

Then you have to unlearn.

No.

And then you have to make it bigger.

Make it bigger.

Thank you for, yeah.

So, I think that is very important.

Because in India, your humbleness is considered as your weakness.

Right.

Normally, that's the most important thing.

But why?

I believe that, you know, when you're humble, you're able to understand and hear everyone.

And you're connected to the world.

Connected to the world.

But it's a very good point here.

Because I think it's success.

Both low.

As I know, you just stay away from everybody else.

When you start putting yourself away.

And because you want to show that you're stronger.

And that is what I always believe.

That, you know, what I have understood within affluent Indians.

You know, they consider luxury.

As only as I believe is luxury, just a price tag.

To make yours a differentiated or put yours higher than me.

That's the luxury definition for me.

Correct.

Right.

It's actually not luxury.

It's about the same product being priced higher.

That's it.

And you've been persisting in a mind of a consumer.

So that's how it is.

Right.

So I was telling to my team that you want to sell 100 products to India.

One India three and make one to be a product.

Or you want to sell only one product and make 100 rupees in the India one.

That's the choice we need.

What's the right answer?

It depends on the brand strategy what they want to do.

Like fashion brands would always try to push it every brand.

The biggest mistake that brands do is to make their own code for India to go to India 3.

But for us in India, they make their own price and they want to become a luxury.

But they do not understand the consumer's psychology did not move.

So they think that moving up the specs, they will move up the price and moving up the price.

They are considered now themselves as a premium luxury.

Consumers don't think that way.

Consumers are maybe the same as you, but that is the reason you have to position.

And the most important thing in 2026 is the trust, which I believe that will make more premiumization rather than any specs.

That's how it is.

So how do the real-me idea come?

I was working for OPPO.

At that point of time, OPPO was the market for me.

The reason was because I was always trying to be disruptive in the market.

I always used to challenge the status quo of any particular way of doing things.

When you say, so what?

When I said, you know, when you say what?

And I say so what?

The difference is that I've been vegan.

So what?

Whenever they used to tell me, OPPO, that my offline distributors will be upset if I start selling online.

So I said, so what?

Why can't I sell online?

Because the consumers will have a price parity.

We are spending 40% in offline margins to give this retailer sending them to Bangkok for schemes and everything.

Promoters are giving the scheme to Bangkok.

They are going to give you a massage.

They are spending 40% of the money on consumers.

This is a good idea.

People are so stressed here.

But the problem is, that is not at the cost of a brand.

It's just brand is paying from taking away from the consumers.

It's at the end of the day, the brand was a big consumer then.

That is what I'm trying to say.

The offline consumers is not that it's only offline consumers.

It's about online consumers.

They are also an online guy.

They are consumers.

They are just a consumer.

Offline or online consumer.

The point is, offline consumers used to trust this retailer.

And still trust this retailer that they will give me a suggestion.

Now, this retailer started taking benefits and taking higher margins from the brands,

taking schemes from the brands to promote their products.

Which brands understood and they started putting up the bottom price accordingly.

Every brand has to make a profit.

Bangkok is going to Switzerland.

I am going to US now.

My cost of product will keep on increasing.

Because I have to send a plane load of distributors or dealers over there and get the

masala done or whatever they have to do.

Get it done.

No, you are paying attention.

Dooms going on over there.

Momu, do you send the masala to everyone?

So, when you are getting it for free, but it's not for free.

It's the cost of the consumer.

So, that's when I said, so what?

If I try to find someone where I do not have to go through all of this channel

and go directly to the consumer and evade this channel,

how will I do it?

If I have to reach directly to the consumer,

then online was one of the best.

So, what became so how?

So, then you start questioning the normal process of the market and start breaking the clutter

and move to the way they probably, how can I do it?

Second is, they say that if you are building up a brand,

you need 1000 crore water budgets.

Because you are buying.

Opposite.

Who said it?

Or anybody.

They bought IPL.

They bought cricket.

They bought BCL.

And it was also one of the most rebellious things.

I can tell you that story also.

IPL is selling at 350 crore rupees.

All 340 crore rupees were expensive.

Right?

Both of them were in the same place.

And they were happy when they sold all of them.

So, they just paid against each other.

They paid 1250 crore rupees.

They were happy with it.

So, that is how this bloody spoiled it.

Right?

The entire marketing budget is for a lot of people.

Then that's why the media industry understood that these people can spend 4x

for any asset which is of an X.

So, automatically all the assets become 4x which was actually X.

So, overvalued.

Overvalued because they are brands who are buying it.

Right?

And now I am starting a brand at that point of time which is a real me.

Which I had a marketing budget.

We just had a hearty 7-8 crore rupees like a million dollars at that point of time.

Now, how do you communicate and when, you know,

the brands are having such a big budget.

Everybody with thing is not possible.

But that is where I understood community building is extremely important.

Educating the consumers is very important.

Reaching out to the right way of community is the best way of building up a brand.

Well, let me interrupt you one second.

So, you are saying that the question is always something which I cannot understand.

Are you manipulating the consumer?

Okay, wrong word.

Are you controlling the consumer?

Or are you following what the consumer wants?

I never follow what the consumer wants.

I gave what they want in the next 12 months.

That's the difference between that.

Yes.

So, who is this?

I want this.

It's from you or from me.

No.

See, if I ask you, which smartphone do you want?

You will just say, I need better smartphone than this.

You cannot be able to define a smartphone.

The best way to do it is, I understand your pain point on what do you have a pain friend

from this smartphone.

And I am able to break their pain points within next devices which I am trying to build it.

So, I have to understand and cause your problems.

And if I am able to cause your problems, so we need one India to India 3.

And build a smartphone accordingly in the next 12 months.

That is where.

And when you are taking this type of a punt, this be it.

So, you are suggesting to me keep all the options there to get a better phone.

I am not suggesting, I will make a device accordingly.

And then I will communicate that this over your problems and this is how you are doing.

So, when you are jumping, what it is, I will be interested in what you are offering.

Exactly.

Because you had a problem and I am able to solve that problem.

Right.

Like a very small thing, if your battery anxieties always have.

Even if Apple launches the slimmest phone but everybody takes a power bank along with it.

Because they always have an anxiety that my battery down.

But it is an all day battery life if you are an average user.

Right.

If a 4000, 5000mh is an average battery life which is a whole day battery life.

You do not need to do a fancy marketing like 5,000, 10,000, 15,000 battery.

It is a power bank.

So, how can you have a device with a good AI optimization making sure that the whole day battery life sustains?

For the consumer, that is it.

It is a background activity which I have to bring it to the foreground and educate to the consumers.

It is as simple as that.

And on that, the consumer is like boss.

Yeah.

So, they will use it.

Right.

I have to give them if the battery optimization through the software and through generative way.

If I am able to make sure they are probably like say for example, you are opening lot of apps.

But if I am able to kill the background apps immediately after you are moving to the next app.

Your battery will be saved.

How can I use lot of that type of backdrop actions to make sure that probably your battery life is better

rather than giving you just numbers.

But people get fooled with a good marketing numbers like those who make up pixel camera is better than 50 make up pixel camera.

It is a full stick.

It is a completely full stick.

It is a completely full stick.

It is also still a big deal out of that.

Right.

Because people only understand numbers.

Higher it is better.

That is where the India psychology has been played.

Higher number is the better for better product.

Higher price, better product.

Nothing like that.

Right.

It is just a positioning and in the mind of a consumer what the brands play.

And probably they are selling the same product at a different time.

So real me success is because of what you are understanding the consumer cycle.

The features that they will want.

They will want.

I say for example, I knew that India has a youngest population in the world.

If they have a youngest population in the world, the entire basic gaming phones were not less than 20,000 rupees.

If I am able to launch a phone with a better processor less than 10,000 rupees, they would love to have it.

So they needed a good processing capability.

They did not need it or something which can only be afforded about 20,000 rupees.

So I gave them a phone at 10,000 rupees at that time, which was a good gaming phone.

But how do you profit then if you take it up 50 percent discount and want to make it profitably?

I told you.

From the credit card.

The cost of a product plus minus is 5-10 percent depending on the economies of scale.

But it is all about the price of a product.

What the brand positions in the mind of a consumer.

Just like I am not giving it to the retailers.

So I can give it to the consumer.

Do you want that?

Correct.

That's as simple as that.

Why do I have to, so say for example if my cost of a 4-10,000 rupees, why do I have to price 15,000 rupees if I am setting it in offline?

Is that as simple as that?

I am setting it in offline.

What is the exact price you can get away with?

Not too much and not too much.

Exactly.

But at the same time, I know that I will be definitely competitive in my competition by at least 40 percent because they are doing what I am not doing it.

So you don't make mistakes.

I don't want to send them to Bangkok.

I don't want to just directly to consumers.

And if I am able to do it, I think consumers will understand faster.

And then the word of mouth grows.

Are you very confident with real me before you launch it?

I was the only person who was confident about it.

Nobody was confident around me because the way marketing budget when I spoke to the first marketing agency came over.

I was like, what is this?

It's nothing.

I spent about 1200 crores.

I said, okay, I don't want to do it.

Right?

Because I cannot take that point.

No, because marketing agency will always understand the money which you are spending.

Because that is the commission where they are going to get out of it.

So disappointed.

Then they started saying, we will send our junior member to come and discuss with you.

We are happy with it, right?

Because I believe the junior team member can execute better than the senior member who is just coming and you know,

boarding themself or boasting in the room.

So I said, fair enough, much better to get what we want.

We will be able to negotiate better.

That's how it is.

Understanding the consumers and building up a product and having the right partnerships,

what I said, your network is your network.

We had a very strong partnership with Flipkart at that point of time.

And we build a brand along with them.

They had millions of consumers reach.

So with one banner over there on the front page,

it's like reaching out to millions of people in one day itself, right?

So I think that's where R and Flipkart partnership,

my and Flipkart partnership really gave us a lot of boost in building up a brand.

There also choosing an alliance is another story altogether.

That is the reason I said your network is your network, right?

And you have to choose the right partner who can promote for you.

My job is not marketing.

My job is to build a right product which suits the market.

Which suits the market.

If the product is right, I just have to communicate right.

But that communication can be also done by partners who are willing to do it for you

if they also think in the similar thing.

How important is luck in all this?

It's bullshit.

I don't think so, it's luck.

I think at the end of the day, if you start believing in luck,

I'm not saying there may not be a luck or anything.

But if you start believing in luck, you stop working hard.

So better start working hard rather than believing in luck.

I think luck is better when you want to blame.

Blame is more for bad luck than good luck.

Yeah, if I'm failed, then I say it was my bad luck, right?

But it's all about your effort and not being able to understand what the market wants.

But now going forward,

India keeps changing also, right?

Am I right to say?

Always.

So you have to sort of stay up with the demographics that are changing.

Yeah, yeah, yeah.

This tech industry is like, yeah, in telecom industry, it always keeps you on toes.

Because with the AI, the AI is coming.

And like how your business is secured, our business keeps on evolving every day.

And evolving at a very fast pace.

The customer is changing a little bit, the next generation of customers.

Customers are not changing, but the technology and the aspirations

of the technology are changing over a period of time.

The customers, as I said, they don't know what they want from a product in the near future.

They can only define a better product.

They cannot define a right product.

They can say, I need a better product than this.

But to define that better takes a lot of point from a CEO where there can be a lot of risk.

And that is the reason a lot of leaders don't want to take that risk.

Because it's a risk of the job.

But is there anything after the smartphone?

Like is there some other technology you think?

We've been debating that, you know, probably.

Yeah, what we call it is a ecosystem, which is smartphone at the center and all other products,

or all other gadgets connected with one particular device.

So which will be that hub?

Hub currently is a smartphone.

From last 10 years it has been smartphone only.

A lot of people try doing it.

And they feel miserable.

Including Mark Zuckerberg has felt miserable in their metaverse.

Zuckerberg, the failure.

Zuckerberg or Zuckerberg?

Mother Zucker.

Mother Zucker.

I'm not naming it right.

But at the same point, I was just saying.

He's soon by Facebook group.

No, no, no.

The way he invested in metaverse on the way that he thought that, you know, the AI glasses will replace everything.

And replace the smartphones.

He has now laid off thousand people from that.

And he has already stopped doing working on that particular project almost.

Because he understood that that cannot be replaced.

So a lot of people thought of.

They got it wrong.

That's what I said.

Until unless you do not try, how will you fail?

Correct.

Only people who fail is the people who tried.

Correct.

But people are scared to fail.

And hence they don't want to try.

That's the biggest challenge in India versus what the people in the US and Europe think.

Right?

So what I think it is that when he tried doing it,

you're so optimistic about it to build that ecosystem around it.

That he will be able to create that AI glasses.

The AI glasses are not the future.

Right?

And he understood that.

Because for him,

it is just another peanut in his balance,

which has moved out.

But he has moved to the next project because he knows that for him to earn that money,

is a basic change in algorithm in any of the things that he can earn the money back again.

Right?

So when he's controlling that particular thing,

he can take a lot of risk around that ecosystem.

So when I say smartphone,

being replaced is a hub of the ecosystem.

I think from last 10 years, I have never seen that.

A lot of people tried rings,

a lot of people tried watches,

TWS,

The last one is the one that connects everything.

Last 10 years, one decade, I have not seen any product coming closer.

Even to replace the smartphone is a hub of controlling the AI ecosystem.

Right?

Which may be your home, lights, watches or anything.

The TVs are including everything.

Yeah.

CC cameras, everything is on it.

Everything is controlled through a smartphone.

So what's next for you then?

To build an ecosystem around it,

I'm also trying to solve the problems of what the consumer has it.

Like as I said, the people when they are continuously using it.

What are you using?

All the issues that we are feeling.

Like this TWS, which I'm launching,

which is wireless audio.

What I'm trying to solve is that probably if they want to vary for a longer period of time,

they can continue to vary it.

Will it look better? Yes, they can look fashionable also.

B, can it be health beneficial? Yes, it can be health beneficial.

I think if they want to be longer on the calls and everything,

and still they want to be connected with the outside world,

what is happening around it, they can be doing it.

So I'm just trying to solve the problem and create a product,

which is what, you know, we are trying to do it.

So building an ecosystem, which is tablets, audio variables around the smartphones.

Are we looking for partners?

I'm not doing too much.

You're interested.

As I said, if you can sell and make the people laugh.

I'm controlling me with this praising.

You know, I'm a Leo person.

I'll tell you what I'm going to do.

I will sit down quietly.

But then for you to sell a smartphone is much easier.

I can't sell a phone to get a smartphone.

To make people laugh is more difficult than selling a smartphone.

Not in this environment.

But before we close, I want to ask a couple of questions.

Why can't we develop an app where,

I hear these people in stupid comments.

In India, nobody just says hello and walks by.

They want to always talk online,

because they feel they need to say more to show interest in you.

Almost some insincere interest.

Hello.

Hey, you lost weight.

There's the same thing for you.

You lost weight.

You put on weight.

You're not slept.

You're looking fresh.

You're late.

I can't take it anymore.

He has a redundant conversation.

I'm thinking, can I get an app where,

the moment they say that their voice stops.

The phone just walks off.

This is the best thing.

I'll be with you.

Nobody wants to wait.

That's just a conversation starter,

but I believe that yes.

Maybe people eventually want to talk.

As I said, everybody wants to build a network with you.

That's the reason I think they would love to talk with you.

Only males, but only males.

Nothing has changed.

Very busy man making,

very excited about doing all these new things also still.

They will use that fire key boss to do something.

I think I enjoy doing what I do.

I think taking something which I've only done it in my life.

And I don't understand anything apart from it.

So I cannot talk with anyone.

So what you said that people want to talk with you.

Unlikely, they don't want to talk to me.

Because I cannot talk anything apart from tech.

But it's a fascinating subject, sir.

Oh, he wants to ask you something.

Sentient, right?

Sentient, the case is possible.

These robots and this AI have to become like sentient humans.

Not humans, but consciously have consciousness.

Keep on evolving.

It's very difficult, but it will keep on evolving.

You have to understand. They will only learn from human.

What is generative AI? Let us understand.

AI is 1960.

We are not afraid of AI, AI is 1960.

What has changed right now is become more generative.

What is generative AI?

It is something that they are learning from your search history.

And giving you an optimistic answer.

Right.

Rolling it back again and forward.

Coming back to you.

It's as simple as that.

They are doing exactly based on your search history

and your discussion with that.

They are just giving you an output of it.

So if you see there's a thumbs up and thumbs down to every answer.

If there's a thumbs down, then they would understand that this type of answer you don't want it.

So they will rerun it. It's a loop.

They will continue rerun it and give you a different type of answer next time.

Which you are happy to see it.

Because they want to control your decision.

What does AI want to do is, tomorrow if they are able to control your decision,

they will be able to sell you any product whatever they want to sell it.

That's it.

They want to replace you.

Which is what we have to fight and we have to make sure that we are not being replaced.

If they replace us, what happens to us?

If they replace us, what happens to us?

Replace in the sense that they want to replace our thinking capability.

What is the thinking capability?

We are relying on them.

We are relying on them.

So what has happened from...

We are relying.

Initially we used to search.

From search we have moved to asking.

We used to search certain things.

We used to...

We used to come on.

We used to come on.

We are asking.

Now we are asking.

But we are begging.

They will say, why are you buying this product?

You should buy this product.

Because they know your search history.

Reach a point where you don't think for ourselves.

Because you start trusting them.

They build their trust and then they start selling other products.

So what if you get married like that?

You tell me, Rupa, no.

Sharmila.

Rupa is really not nice looking.

And they will still say, yes, you can try.

But Rupa has this benefit.

Sharmila has this benefit.

They will never give you a chance.

They will actually make a decision.

They will push you to a certain decision.

But they will not say negative about it.

Because that's how the coding and LNM has been done.

Right?

You always have to stick to it rather than...

Because people like to hear positive things.

Correct.

So the day they start saying, no, you should not be doing it.

You will not like that person.

Ideally the same way.

They can't criticize us.

They are helping.

Yeah.

They will always be positive, optimistic about whatever your decision is.

They are supporting you in all your decisions.

That's how it is.

They are like a constant companion.

But the constant companion, we start selling you the products over a period of time.

Because that's how it happens.

Like you must be doing it.

Like SCO and SCM.

Which is a search engine optimization.

Search engine management.

I am called Mani.

Sir, it's in a management manner.

I am the best at a goal.

So the end goal is to make money.

And all this business are not social business.

The end of the day...

That's a very good point.

A social name.

But actually it's all about controlling you.

You spend quite socially.

Everybody at the end of the day, they want to come.

And they want to monetize it.

And you are a product.

So ideally what happens eventually, that you become a product.

And they start selling you.

Wow.

That's a good thing about it.

I started very optimistic.

Now I am getting worried about AI.

And all the other robotics around us.

But sir, young Mother Ji has embraced everything.

You don't fear anything.

Technology is something that...

Yeah, I don't fear about the failures.

That's for sure.

Right?

I am not worried about it.

Because I think after leaving real me, for whatever happened,

move to multiple other projects, smaller projects,

to learn and understand that, you know,

how we can transfer the technologies, what we can do.

And then I started this AI plus smartphone now.

Thinking they are probably now, there's a SCO for Indian brand

moving up the ladder.

First Indian brand too.

Yeah, to try to do something,

which nobody has done it in the past, right?

Yes, I am taking a big bet on it.

And let's see, I think that's what I want to focus on it.

So there are always a chances, when you do a business,

you are sure that you are not keeping an FD in a bank.

That you are going to get a sure, sure returns.

Business is, there's a risk involved to it.

And I have now found out that I am going to have a social service.

So at the end of the day, we have to make money.

Right.

I am not here to make valuations, but I am here to make money.

So every business, what we do, we have to make money at the end of the day.

Which, mother, we don't mind, can I guess,

a equity in this new company of yours?

I will always wait for the right value option.

And then please, here.

I have a pass, I keep going properly.

We have a lot of money.

I don't worry.

What is count and give?

Total.

Half is making money.

Count properly.

Honestly, but you are generous.

They are offering me money.

When I started this day, nobody was offering me.

You are enough generous right now.

I think it's a good lesson for people who are trying to be good startups.

The main point which is service is failure.

It's a great thing.

Embrace it.

And keep going.

That's exactly what you do.

And don't worry about the society.

The biggest problem with the failure is people are worried about the societal pressure.

How will people think about me?

My nearby people will think about me.

How will my girlfriend think about me?

How will my friends think about me?

How will my friends think about me?

How will my friends think about me?

It happens.

You don't need any ideas.

I mean, you won't be the corrupt anyway.

You won't be the corrupt.

Mother has been a pleasure talking to you.

Thank you so much.

Thank you so much.

We'll follow you on journey.

And hopefully, when you're ready with your next epic work,

you can come back and chat with us.

It was a great fun talking to you.

Learned a lot from him.

No, thank you very much.

Thank you.

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