Anindita of YogaBars Delivering Healthy Breakfast To Millions
Anindita of YogaBars Delivering Healthy Breakfast To Millions

Delivering Healthy Breakfast at Scale to millions

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A pragmatic entrepreneur is what describes Anindita well. She loves to trek and travel and it was during her jaunt in the US that she thought about delivering Tasty and Healthy Breakfast options to Indians. When she looked around, she realized that there were hardly any Tasty and Healthy eating choices. She decided to jump headlong into entrepreneurship along with her Sister Suhasini to start Yoga Bars. When they started, no one was making breakfast bars in India. And India’s varied temperature conditions meant that recipes and manufacturing processes that worked overseas would not work in India. It was similar to what Sam Pitroda faced while designing telecom solutions for India. Listen to Anindita of YogaBars and how she is Delivering a healthy breakfast to millions.

Anindita and her sister brought a pragmatic approach to figuring out how to make the bars and were also smart in taking advantage of the digital commerce trend to scale their reach. Even though she is not from an entrepreneurial family, it feels like she knows the basics and is like a good startup. Their focus and clarity have helped them scale to where they have.

They are well-positioned to scale further from here. Great story! If you’re struggling to make progress in your startup, this episode will be a booster shot! Hear from Anindita Sampath herself of Yoga Bars on Scaling To Millions.

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Here are some excerpts from the episode:

So I think it was a couple of things one is just the idea by itself. I think in our mind it was very clear that the market was there. The other was, is it you know, I mean, it is something that we can do. You know, it was just those two questions. We didn’t ask ourselves too many other questions outside that it was we’ll try and we’ll take it step by step.

Anindita 10:52

But not a lot of entrepreneurs actually go through, you know, this kind of practical thinking. Most of them, I meet a lot of them, who fall into either ends of the spectrum, the ones that are completely naive and then have no clue. And that actually stops them from doing anything. And the ones at the opposite end of the spectrum, who literally are just dreaming big, dreaming big and then strategizing, but really not taking any action.

Krishna 12:13

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Listen to another Maharani of Scale Talk About Her Incredible Scale Journey: Aditi Balbir of VResorts, Season 1, Episode 12

I think it’s a little about just staying the course, you know, you just have, and there’s a lot of circumstances also which affect whether things go well, or don’t go well. But and that’s something you can’t really control. But I think keeping in mind things that you can control and just staying the course I mean, not just getting to the next day, next month is I think you need to give yourself that, that a window to do that. And I think overthinking things sometimes doesn’t help too much.

Anindita 13:01

Initial Knowledge Came From YouTube

A lot of ways we were kind of pioneers in the bar industry in terms of manufacturing it in India itself and selling it in India. So, I mean, whether you believe it or not, a lot of our initial knowledge was through YouTube and food factory videos.

Anindita 14:45

Oh, we have a very, very flat organization structure. I mean, everyone. I mean, I think it’s, I think when people from outside come in, it’s a little bit of a shocker to them, how flat we are and there is absolutely no, what do you call it filter between how people talk regardless of their designation.

Anindita 35:29

Show Notes

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Episode Transcript

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people, product, india, retailer, bars, question, terms, sales, market, scale, healthy, point, big, indian, company, interesting, bakers, factory, consumer, pretty


Krishna Jonnakadla, Anindita, Nida

Krishna Jonnakadla  00:02

This is Maharajas of Scale, a podcast where we go behind the scenes and talk to founders who are demolishing the myths around building and scaling a big business in India. These are the stories that have shattered the assumptions around Indian consumers and are changing the game completely. I am Krishna Jonnakadla, serial entrepreneur, co founder of FLIT, the Fashion Locator In Town and start up mentor bringing you these stories. Hey listeners, this is Krishna as always from Maharajas of scale. Today we have another Maharani of scale Anindita Sampath of Yoga Bars. Anindita has seen some interesting patterns in the, you know, COVID-19 current COVID-19 situation. We will talk to Anindita about what she's seeing in the COVID situation a little bit into the episode. But otherwise, Anindita, welcome to the show. Tell us what you're working on right now. Tell us a little more about yoga bars and some interesting numbers about yoga bars.

Anindita  00:57

Thanks Krishna for having me on the show. You know, like you were saying, it's a very interesting time, a very interesting difficult time for all of us, you know, in terms of managing the ups and downs through this crisis. So for us, in the beginning, it was a lot about how to manage or how to balance out a lot of things. Because on the one hand there is, we are pretty small company still so, you know, how do you manage or sustain the company versus making sure employees are safe, employee welfare is met, you know, we don't have to go to the extreme of people's jobs, security and all of that stuff was very, very important in the beginning, and we kind of have crossed that hurdle now. You know, like you were mentioning earlier food comes back into the essential foods segment. So we were able to start up our operations a little earlier. You know, maybe in the middle of April we started, we were able to start off our operations at a smaller scale. So over the last, you know, last month, we've been able to stabilize but it's been a very challenging process because there are lots of interesting dynamics which keep getting thrown up on a day to day basis. And you know that there is no there's nothing to help us understand how to navigate through it. So it's it's literally like a day to day response to those challenges.

Krishna Jonnakadla  02:18

I see. So tell us about yoga bars a little more. What did you begin with? Where are you now? And what sort of numbers have you achieved?

Anindita  02:27

Sure. So we started, we started about six years back and I started the company with my younger sister Suhasini and, you know, the genesis or the reason for starting the company was just one single question saying, you know, why isn't there more healthier food available in India, you know, we did feel like a lot of the biscuits, bread, you know, usually what we use, you know, usually most of our consumption which happens outside the home, it wasn't like it wasn't expensive. It is expensive in some ways, but the quality of the food and the price that was being charged because you know, there seem to be a lot of disparity there. So we just started with that one question, can we try and do something in the space because again, food is something that's, you know, roti, kapda or makaan right so I mean it is something that's so food makes a lot of difference to people's lives and as we depend more on convenience food, is there a way to make that healthier and better than what was there in the market at that point, and we started off with just one line of products we started off with, with a snack bar. And now we've grown you know, we have like three, three different lines of bars. We enter the muesli category also last year, and we are bringing a lot more options you know, savory options as well and we are looking to grow into a lot more categories as we have, you know, as people have gotten more familiar or more open to healthier eating. We are looking to grow into many more categories at this point. And that's something which keeps us very, very excited. In terms of numbers, you know, just in terms of, you know, distribution points. So we're at round 6000 7000 stores right now. We sell through all our, all the market places. And we have seen our sales doubled, more or less doubled every, past three years.

Krishna Jonnakadla  04:23

Interesting and how many consumers might that be?

Anindita  04:28

That's an interesting question. I don't know, I think, I think, you know, we sell about maybe six to eight flat bars per month. And the muesli is another, I don't know. So it must be around maybe two to three lakh 200,000 to 300,000 customers at this point, that could be my rough estimate.

Krishna Jonnakadla  04:49

On a monthly basis ?

Anindita  04:50

On a monthly basis. Yeah. But also, I also a lot of people are trying this category and health food is not a it's not like a monkey in cash where people are, you know, it's a new category. So a lot of people enter the category and then stickiness of it is not a stickiness of the customers not yet built into such an extent.

Krishna Jonnakadla  05:11

Right. Right. So health bars, India, that is pretty interesting. Was there a larger context to why you decided to start something in the health space? Was there a personal situation? Was there anything that you had encountered?

Anindita  05:27

It was a personal situation? Yes, I used to track a lot. I used to work in the US at some point, and I used to track a lot. So I used to use a lot of these bars when I was in the US. And I'm vegetarian also. So I mean, in terms of food options, you don't really, restaurants can give you only that much. So I used to eat a lot of these bars. And my sister was also studying, studying there at Wharton, and she used to stay with me and I wouldn't cook at that point of time. So I used to give her a lot of these bars to like kind of snack on and stuff when she used to go to study. So, you know, so it was just, it's so convenient. And even in terms of nutrition and stuff, again, from my personal standpoint for vegetarian, it's very difficult to kind of, if you, you know, if you're not very used to cooking and so it's very difficult to say I've got the nutrition I need. So it just worked great on those two aspects. And I think that that's, you know, that's where it was like, you know, with India seeing such more and more people working where both women and men are working. It just seemed to be a product that would work very well in the game context as well.

Krishna Jonnakadla  06:42

Interesting. I have I lived in the US for over a decade. And the funny thing about diet in the US is while the last leg of my life there was in Texas, which has a pretty, you know, deeper or let's say quite a few Indians there. So you do get a lot of options. Yeah, but the other places in the US are vastly different. The diet tends to be either heavily sugar based or it's mostly meat based and I'm vegetarian too. The weird thing is all of this cereal is mostly a sweet break, sweeter breakfast, right? You know, the funny thing is about 22 years ago, I was in Andhra Pradesh doing an audit and a junior of mine who happens to be from Rajasthan, he woke up in the morning, and then he said, where can I get some jalebi's here? I said, Dude, you're in Andhra Pradesh, and for crying out loud nobody eats a sweet breakfast in Andhra Pradesh. And so if you need anything, all you're going to find is some savory or something spicy and then Andhra Pradesh being a spice capital, all you're going to get is that sort of stuff. So how did you rationalize? I suppose you are South Indian and South Indians are even more heavily biased towards, you know, the spicy, the savory kind of breakfast. How did you rationalize that? Was it that the changing Indian consumer the Indian tastes or convenience all of that together that you decided to go with the bars concept?

Anindita  08:24

So I think, you know, so you're absolutely right so I, I did my engineering in Pilani and you know, the jalebi Mathari thing used to happen like every Sunday it was used to be like a special you know, special flavors was Jalebi mathari and all North Indians used to be like, you know, best best breakfast kind of thing. But coming back to the savory and the sweet option. I don't think it was a question of rationalization. It was more the question of giving people the option, you know, and that's the thing. The thing is a sweet, something sweet does not need to be 100% sugar, you know, sugar, if there is sweetness, it can be much more paired down as well to still make it healthy. And that's, you know the thing was to give people the option to choose and to give people the option to choose healthy as well. I think that was the bigger thing that we were trying to address. The savery was a sweet. Yes, that's a very valid point. I mean, I think I haven't seen those statistics at that point of time. So it really did strike me too much at that point. And later, you know, there were, I read a lot of articles which say that 80% of the market rate week market in India, of 80 to 90% is based on savory, and it's not sweet, but for us at that point the question was, can we do something healthier than what's there in the market? And that's about all the questions that we were trying to solve.

Krishna Jonnakadla  09:54

I see and something that did not require cooking and something that was portable and would fit with the busy lifestyle of people.

Anindita  10:04

Yes. Yes. The convenience factor was like the biggest, was the second biggest factor. Yeah.

Krishna Jonnakadla  10:10

Okay. Any prior entrepreneurship experience personally, or are there any entrepreneurs in the family?

Anindita  10:17

No, none. Oh, my dad was a chartered accountant. I mean, it's a very professional office going family. There was no, no prior entrepreneurial experience, either personally or in the family.

Krishna Jonnakadla  10:32

I see. Okay. So when when did the two come together? Because obviously, providing a healthy option meant you had to become an entrepreneur, or did you not think too much about it? The whole passionate idea about providing a healthy option was that just you thought about or how, how did this whole journey begin?

Anindita  10:52

So I think it was a couple of things one is just the idea by itself. I think in our mind it was very clear that the market was there. The other was, is it you know, I mean, it is something that we can do. You know, it was just those two questions. We didn't ask ourselves too many other questions outside that it was we'll try and we'll take it step by step. You know, we'll, we'll start we'll try something. If it works, we'll go to the next step. Next step. Next step, we didn't really ask ourselves like too many questions in terms of you know, How big can we get it. What does it take to get five years down the line or eight years down the line? It was very much okay this is this is our target, this is a two month target, this is a five month target. Get there and then think about next. I think in our minds, it was very clear okay this can become there is enough potential in this. So the only other question that was left to answers is can we realize the potential or not and we said we will do it without asking without you know, overburdening or over thinking it, just just work at it as we go on, you know, as take it step by step. Yeah.

Krishna Jonnakadla  12:07

Very interesting. How do you eat an elephan bit by bit? I suppose?

Anindita  12:12

Yeah, yes, yeah,

Krishna Jonnakadla  12:13

But not a lot of entrepreneurs actually go through, you know, this kind of practical thinking. Most of them, I meet a lot of them, who fall into either ends of the spectrum, the ones that are completely naive and then have no clue. And that actually stops them from doing anything. And the ones at the opposite end of the spectrum, who literally are just dreaming big, dreaming big and then strategizing, but really not taking any action. There is an old saying it's attributed to the innocent Saint Francis of Assisi, which is, which is something I follow practically every single thing that I do, start with what you know and start with what is possible and suddenly you're doing the impossible That's what he says.

Anindita  13:01

So, yes, I would agree. I think I think it's a lot about just, you know, I think, you know, when people ask me, I mean, so I think it's a little about just staying the course, you know, you just have, and there's a lot of circumstances also which affect whether things go well, or don't go well. But and that's something you can't really control. But I think keeping in mind things that you can control and just staying the course I mean, not just getting to the next day, next month is I think you need to give yourself that, that a window to do that. And I think overthinking things sometimes doesn't help too much.

Krishna Jonnakadla  13:46

Right, right. So let's dive a little deeper in into that starting point. In India, there have always been homemade options available even today it is very common. It is very common to find homemade savories homemade, let's say the peanut bars that all of us eat called cheeky, but in order to create a product, which you perhaps you know experienced, I'm sure in the US as well as in India meant that it had to be professional it had to be branded, it had to go through certain manufacturing processes, it needed a certain investment. So, how did you go about the initial product and how did you rationalize, this is not a while tech products also take some amount of initial investment, but this is a, this is a physical product right? It means you need to take space, you need to purchase or lease out machines, could go a little deeper into the starting point.

Anindita  14:45

Sure. So I think the first you know, first pilot as such, we work with home bakers to kind of have some kind of products done, you know, because just to see what is possible, what is not possible. We worked with a few homemakers and said, Okay, fine this is the product. We tried and sold it in a few yoga studios, not in a very big way. I mean, it was like 100 bucks just kept it out at the reception and saw if people are picking it up or not. I mean, that was pretty much what the experiment was about. Because, you know, because apart from the investment on machines and things like that, there's also the question of can you get to the consumer, and that usually tends to be the most expensive, you know, expensive part or expensive part of fmcg company getting it, the marketing and the advertising bit. So the question was, is that enough, only that if you don't do too much of advertising, if you don't spend too much money on advertising, is there still some pull in the market that we can generate sales, and I think bank loans are a very good test city for that because people only tend to be a lot more open to, to newer ideas compared to say a Bombay or Chennai, Bangalore tends to be very open to trying out new ideas. So, that was step one, step two was how we manufacture and how we manufacture this at scale and how we invest. I mean, the thing was, at that point of time, the bar industry as such was not such a big industry that you have outsourced manufacturers, you know, as your industry measures you have a lot of usually tend to get more people involved in the space and it's easier to approach people for advice on how to do things. A lot of ways we were kind of pioneers in the bar industry in terms of manufacturing it in India itself and selling it in India. So, I mean, whether you believe it or not, a lot of our initial knowledge was through YouTube and food factory videos.

Krishna Jonnakadla  16:47


Anindita  16:48

You know, so I mean, I mean, that that was pretty much what it was, you know, I was like, I check YouTube videos. You know, there are a lot of videos over there which show you how bars are manufactured, equipment, equipment manufacturers have put up with videos which they have taken at different places. So that I mean literally that was the source of knowledge for us. And there was a show which comes on, I think discovery or something which is called food factory, in which they take you through, in which they take you through all these mega factories and how things are done there. So I think it was kind of like, you know, seeing the two ends and saying, okay, fine, how do I scale this down to a level where I can do it? And I don't know, I mean, so that's what we call a lot of equipment manufacturers. We call a lot of people who manufacture food chickies you know, equipment which manufacturers is used to manufacture chikies. We got those machines did trials and customize them to work for bars and how to finance it. We took a bank loan, we are pretty much financed it and because it's in the food sector you do get some grants, grants and stuff from the government. So applied for some grants and we started off with something like 25 lakhs that's that's how much our first factory was literally 500 square feet. And I think 10 lakhs 10-12 lakhs was the machinary and another 10 Max was working capital and you know and raw material purchasing and things like that. And then from there on, it was more like, learn and learn and expand kind of experience that helped us go through it

Krishna Jonnakadla  18:36

Very interesting. Seems like a very practical looks like you're a very practical person. I see nothing but practical stuff all over this. I mean, imagine working with a few bakers. I was not expecting that at all. And so, so let's expand that a little bit. That initial test that you did when there are bakers, you know, baking is one of those hidden hobbies or creative things looks like you know, there are a lot of Indians now getting into baking, perhaps maybe finding them was not that hard. But let's dive a little deeper. When you work with those bakers, how many yoga studios what sort of feedback you get from the users? Did you have to change the product drastically? Or which actually turned out to be the most effective?

Anindita  19:26

I think the markets for I mean, finding the Baker's is not difficult. You know, like, like you said that enough bakers out there, finding the bakers was not difficult. But what you make in a kitchen and what you make in a factory scale is very different, you know, how do you scale because it's just a question of how you manufacture on a line, you know. So there is a lot of scale up required over there. And customer feedback as well. You know, so I mean, I think the product kept changing first two years. The product kept changing. You know, it's, I mean, it was a lot of actual on shop floor experience in terms of how so even how ingredients interact, you know, a baker usually bake something that's eaten within 24 hours, they don't really care about shelf life, or they're choose to think about right is right. So something likes dates probably works great in a homemade bar. But the minute you're talking about putting out a product with two, three months shelf life, dates doesn't work so well. I mean, that's the, you know, it's it's not that stable, that it will work very well for two, three month period. So, I think learning came from everywhere it came what will be came a lot from putting the product out and seeing how customers react, see how the product reacts. And there are a lot of challenges in India. You know, like we're talking about the US market, US market is completely coaching. You know, it leaves the market it leaves the factory in a condition vehicle it reaches the shop, you know, everything's cold chain, everything's temperature control, right? In a country like India and have like 10 different temperature zones, you know, so even seeing how the product reacts in different you know, you send something to Delhi, it reacts the customers feedback is different from what you'd see in Bangalore itself. So, I mean, the feedback was from everywhere. And that's what I mean, the first couple of years, it was just a lot of iterations of the product process, product iteration.

Krishna Jonnakadla  21:32

So in those first couple of years, it was not necessarily test or sampling. You sold sold the product. So the initial product itself, was it neatly branded, nicely packaged, did it look like a factory made bar or was it like a homemade bar?

Anindita  21:48

No, it was very much like a homemade bar. It was, you know, it was very much like a homemade bar.

Krishna Jonnakadla  21:55

I see. I see. And then what what sort of feedback did you get?

Anindita  21:59

I think people were, I mean I think Bangalore is a much kinder city than other cities, honestly. So I think most of the feedback was very encouraging. You know, it was very encouraging. I mean, it was definitely to the thing about, you know, even if the product even if people were like, Yeah, what is this product? Why are you charging so much for it? It was, you know, when you explain it to people, people are like yeah healthy products are needed. My product might not have been the best product at that point of time. But at least I think in terms of encouragement, we got a lot of encouragement. Even when we went to retailers, like we went initially to Naam Dari and stuff, it was more, okay. You're trying to do something different. Let us help you in the way we can. You know, so, there was definitely a lot of encouragement from people and not not only from customers, even from retailers, you know, people in you know, HR, in a lot of companies, they were like, yeah, you know, you're doing something different. Let's see if we can help you and obviously the product stands by itself in the end, but what help people could give they were very open and link with that.

Krishna Jonnakadla  23:02

Interesting. So at what point of time did you feel that the time was right? And therefore you had to do commercial grade and you had to do factory grade, but was it all sort of loosely evolving state of things?

Anindita  23:16

Oh, no, I think I think the turning point for us, I think a couple of turning points, actually one was Indigo at some point, they ordered, like a huge number of bars for, for them, not for their customer consumption, not for the inflight consumption. It was more for desk staff. Because they said, you know, people are working throughout the day, they don't have time to like, stop and eat, they're running all the time. It's important for health is important for them. So they actually gave us a huge order for all the flight attendants and pilots and stuff. And, you know, maybe doing some 10 thousand bars per month and the Indigo order was about 60,000 bars per month. So it was a huge, huge jump for us and we managed to do it.

Krishna Jonnakadla  24:09

How did it happen? How did the order itself? How did you land the order?

Anindita  24:13

That was just talking and asking people Krishna? I mean, it's pick up the phone and call and you know, tell people you're doing this business. You know? No, no other way to do it. It just sales.

Krishna Jonnakadla  24:28


Anindita  24:28

Yes. suhasani was like on the phone all the time. You know, talking to people and trying to connect with people in getting that done.

Krishna Jonnakadla  24:39

Interesting. Interesting. Please go on.

Anindita  24:42

Yeah, so that was one point. And the other point was also with online, kind of picking up in the country. Because I think about four or five years back there was went online, started doing, you know, started picking up and we had a very basic website like, extremely basic website. And I think, I think after the first order came in, it was probably about a week before I saw that an order had come in on the website, because we won't accept expecting any sales because Okay, like, just make a website and leave it. We'll see what happens. There was no advertising, no Google advertising, no Facebook advertisement, nothing done but order started coming in over there. So I think those two were pretty much what the turning points were for us saying that Yeah, let's go to the next step and see how to make more.

Krishna Jonnakadla  25:29

Interesting, interesting. And when you began the hypothesis that you had about the Indian consumer, and the market, and what you actually eventually saw pan out, were they different? Or was it was it that the thoughts that you had were actually validated?

Anindita  25:49

Oh, I don't think I so I don't think I have preconceived? Because I'm not, i was not from the FMCG space at all. So I didn't have any You know any notion about okay customers in the consumer, it's this or nothing or anything of that sort, but a lot of people who we talked to initially were like health does not sell in India. India is not a market where health sells, it is a taste market, you do need that huge spicy high flavor products to sell in India. If you continue like this, you're always going to stay at a small scale that was feedback that we got continuously from a lot of people we would talk to, you know, and I think the markets evolved a lot from that point, you know, so, from there to now if you go to any retailer, if you have a healthy product which is much more open to even distinct use. So, I think perception of the Indian consumer, I think the consumer has evolved a lot from that from from when we started, for sure.

Krishna Jonnakadla  26:54

So, you're saying health does sell

Anindita  26:57

Health is something that Indian consumers are increasingly aware of and I think they're also understanding what is healthy. It's not just an advertisement telling them, you know, it's not an advertisement telling them this product is healthy. I think people are questioning that also much more, you know. So if a bigger company just comes out and says, Okay, I'm healthy, I don't think the consumer accepts that straight off paying the premium for a actually much more healthier product, I think the consumer has started making that decision consciously.

Krishna Jonnakadla  27:30

You know, in the, in the US protein bars, and you know, all kinds of meal replacement bars, all sorts of bars, you get you get like 1000 varieties of them. And the funny part was, whenever I used to eat them, they usually used to be if a bar was even halfway tasty. Forget, you know, being the de Shakur kind that you get in India that it had to be rich, even if the bar was halfway tasty. They would be some downside to it, it would be sugar, or something of that sort. And that was one end. The other end was if you picked up a really healthy bar, and I'm not kidding.

Anindita  28:10

It was expensive.

Krishna Jonnakadla  28:11

No, it was it virtually tasted like cardboard, you know, forget being expensive. So, so I always used to think, is there no healthy alternative, isn't there? Is there something that is that tastes healthy, but that tastes good, but is also healthy at the same time. So looks like you possibly hit the sweet spot there.

Anindita  28:32

I hope we hit the sweet spot. I think I think but I definitely hope that we've hit this peak sweet spot there. But I think the other part of the equation is in terms of cost and the premium that you can't have one without the other because I think a better quality product will cost you more and that's the bottom line. You know, so I think that's the other side of the equation also which people should keep in mind.

Krishna Jonnakadla  29:03

Right. So let's talk about that scale journey a bit. When you started a few handful of yoga studios, and then you spoke about the Indigo order, and then, you know, the online coming in. But as you pointed out in the beginning, FMCG and food, whether it's in the west or in India is largely a distribution game, right? So, while online can definitely be a decent chunk of the orders, people still go to stores, people still see things. And a lot of India is still physical, not with standing big basket and Amazon Fresh and all of that, and that same, that's kind of true of the US as well. So talk about that scale journey a bit. How is it cracking beyond the some of the initial positive feedback that you got from a Namdhari, which is a fantastic chain, by the way. So how was how did you crack distribution? And how did you start, you know, climbing on the scale journey?

Anindita  30:09

Ah, honestly Krishna, one thing is I think we have started a little earlier, I think online distribution has got a lot more competitive in the past couple of years, I think we've been really lucky that we started maybe just right before the competitiveness actually started, you know, so begineers were a lot more open and a lot more willing to list new products and try and do it on a try and trial basis at that point. So that I think played in our favor a little bit. But at the end of the day, what a retailer cares about is if you have throughput in the store. There are also some other things like margins, listing fees and things like that. So retailer cares about those things. So it is about, you have to make sure that there is enough throughput in the store that you are listed at. That's the bottom line, because unless there is enough throughput, he's not going to make his money. So whether you choose shops or you know, you see where you want to list, make sure that there is rotation of stock in those places. I think that's pretty much the game. That's pretty much here regardless of what else you do, that's the bottom line in the retail market. He has to make money, he has to make money in the business in the you know, by stocking your products and selling them he has to make money and you have to ensure that for him. And there's also question of relationship management. It's very important to have a sales, your sales team interacting with the because you are at the end of the day, a very new product. They don't know your whether you have enough financial muscle to kind of like push through products and things like that. So your sales team has to give them confidence in terms of what you're doing that you will, you will stay in the you're there for the long haul. It's a lot. So a lot of it is relationship driven through your sales team as well.

Krishna Jonnakadla  32:18

Right. Feels like you just said you didn't come from the FMCG space but hearing you talk feels like you've been doing this forever.

Anindita  32:27

Six years of very, very hard experience.

Krishna Jonnakadla  32:32

Let's talk about some challenges that you faced along the way, what what were some challenges? Did you have any for business of your sort? I don't know if there was ever a near death moment. Was there a near death moment? What would and what were some of the methods are you know, solutions that you adopted that got you out of that?

Anindita  32:53

Near death moment? So the near death moments basically happen whenever funding is, I don't know it's  goes back to money to begin business again. Money in circulation is basically what what causes any kind of stress, causes a lot of stress. Did we face yes there were a lot of points where it felt like you know, it's, you know, it's gonna be tough to see things through. But I don't know somehow we got through it. I can't. I think it was just again like having some faith and just pulling through to the next stage. I think this Coronavirus stuff could have been a very very, very difficult situation. You know, it's something that no one can account for preparing extremely difficult situation if this had happened a year back, I would have probably shut because you don't have the scale to kind of sustain yourself through something like this. Now we are in a little bit of a better position. But I think with the scale with growing with increasing scale, I think the challenges are One is, I think it's a lot to do with people, you know, because right at the beginning people are very used to working in, in a very organic way of taking responsibility taking initiative. And that works wonderfully for a small company, right? As you as you grow, you are bringing in people with more experience also into your company, you know, so they, their experience is different from, from how people work in our culture. So to have someone new come in and work in our culture, that's a huge challenge. And, and people are very, very important to scaling a business, right. I think the other part is also in terms of products, product portfolios, a lot of times, you know, sometimes suddenly the sales will stagnate for some time. How do you how do you sustain that through you know, multiple Multiple periods. That's kind of a business issue that we kind of face. And I think we'll figure out how to do that. But I think the biggest challenge is in terms of managing people and building a good team.

Krishna Jonnakadla  35:15

Interesting. You should touch upon culture. What's what's the culture like, at yoga bars? You've gone from being a company that put out bars to multiple products right now. You must be doing some things, right?

Anindita  35:29

Oh, we have a very, very flat organization structure. I mean, everyone. I mean, I think it's, I think when people from outside come in, it's a little bit of a shocker to them, how flat we are and there is absolutely no, what do you call it filter between how people talk regardless of their designation. So I think the kind of, people feel very empowered in the day. I think they feel a lot of sense of empowerment and ownership. I think that's that's, I think what I would say the culture of the companies. And that's largely because I think we don't we really don't have any hierarchy. Hierarchy in terms of reporting structure is there but there is no hierarchy in terms of how anyone is supposed to talk to someone else or, you know, it's not like Oh, you're senior to me, therefore, I cannot I have to like Sir madam you, one thing of that sort, so that that kind of thing is not it's a very, I don't know, I would say to pretty empowered organization at this point, very ownership, a lot of ownership that people feel.

Krishna Jonnakadla  36:31

So on the growth trajectory. And, and I'm very conscious of the fact that in spite of possibly scaling to lakhs of consumers, compared to the kind of scale that you can achieve in India, you're still scratching the surface, if you will. That's, that's just the size of the Indian market. But getting to where you where you got, where there's some things that you did, vastly differently because in the fmcg sector, you know, my family has been in the fmcg distribution business for the last four decades ever since I have I can recall maybe my oldest memories when I was about 10 years old and I was writing out wholesale sale invoice for Cadbury's chocolate bars. So and then I would go along with the sales guys of Hindustan Lever to start pushing retailers to take stock, you know from Broke bond tea to Will. So, so, a lot of channel stuffing you know, if you if you understand that term does go in, but beyond that, now, the market is different, I understand. But, so there there is a set of healthy tactics, there is a set of unhealthy tactics that is used in FMCG. But that is something that you will be aware only if you've been in that industry for a long time, right? So, but coming in as outsiders, what were some inflection points in the once you got beyond the initial scale? That worked in your favor?

Anindita  38:08

I think the thing is you're not? I mean, I don't know. I mean, I think the thing is, you're not bogged down by saying this is the way to do things, or you have to do things a certain way. I mean, I think for us, our attitude has always been like, try if it works, it works. If it doesn't, we figure out something else. You know, so I mean, and, you know, like you were saying channel stuffing, for example, you know, you overload the stores with stock and then do whatever promotion and stuff to clear the stock from there. One fact about our products is because we don't use any preservatives, the shelf life is about three, it's about four months. That's extremely short shelf life for a FMCG product in India, because I mean, you lose about 15 days in stock getting into the retail outlet itself. And again, that was something that people said okay, you can never have. People in the retail industry were like you can never work with this kind of shelf life in the market. It's impossible. I mean, we don't I think the thing with being a smaller companies, you don't have anything to lose, you try and I think it's that burden burden of not knowing a burden of knowing is not there. So you pretty much try what you want to try. I think the cost of trying is lesser for us than a bigger company. And that's how we approached it. So I don't think we preset and except saying that, okay, this is not how it's done. That's not something that we that we kind of like, go by at all say okay, that's that's not the way it's being done. Fine. Understood. But let's, let's see if we can work something else out. Okay. So I think that's, that's that's kind of helped us. I don't know if I answered your question. Yeah.

Krishna Jonnakadla  39:54

And in terms of a philosophical response, but in terms of tactics and methods were they something different, that actually worked out for you in maybe reaching a new set of retailers or maybe new distribution points, where there's some tactics, or maybe something you did online that actually helped you grow from, let's say, when you were hitting 25-50 50,000 bars that put you in the 300,000 volume.

Anindita  40:23

I don't know, I think it's being about like, even the distribution points, everything is about, it's about building that, building a team and empowering the team to take decisions.

Krishna Jonnakadla  40:33

So let's go a little deeper into that distribution in the fmcg market. At least in India, the way that market is operated is when the manufacturer itself usually doesn't provide credit to the supply chain, the distribution agency in between, at least for the established what I've seen for the established fmcg companies. So for instance, if we were buying from Johnson and Johnson or Hindustan Lever, the clearing and forwarding agent would actually buy the stock and then eventually all the way to the wholesale redistribution agent. It is always on the basis of payment. They take payment in advance and actually pass on the inventory. The credit to the end retailer is actually provided by the redistribution agent. Right So that's the typical fmcg chain. But as you know, as that chain also is getting flatter and flatter, you don't have that many layers in between it has twin problems. One is if you do not extend credit, many times you may not see the upline, sorry top line that actually come in, right so because people are saying, okay, the retailer is saying, Hey, your shelf life is four months, I'm going to realize possibly sale only 45 days later so I cannot pay everybody in advance is possibly saying that. So did you have to work with that or did you have to adopt any credit tactics or finance tactics to increase your spread?

Anindita  42:04

So I'm what you are talking about the CNF agent works for much bigger companies, you know, where it's completely like cash and carry basis, your distributor, you know, they have a structure of super distributor and you know, that goes down into the smaller companies. You know, like rightly pointing out it's not, there is the questioning, you know, your detailer is not going to take us, there are credit cycles, 15 days 20 to 30 day credit cycles that you have to extend credit in the market, but that's normal across most companies except your HUL and Colgate and, you know, bigger bear marks. Everyone else outside that will follow credit a policy, will have to extend credit in the market. But you do have retailers like demark their payment cycles. The question is with the discipline with which you're able to implement it because the thing is, if your retailer is saying, 10-10 days trade cycle or 15 days trade cycle, are you making sure that 15 days is 15 days? Or does that credit cycle get extended out? I think that's the discipline that has to be implemented within a smaller company. Because you can't keep extending that credit cycle. And through your point about confidence, so, which is why you have to make sure that there is off take in the shops that are there, because whereas the retailer, you have to realize that the retailer is there to make money and he has to make money. So it is important to make sure off take, you have to make sure that the off take happens in the schools, whether you choose your stores where you're 100% sure the off take will happen. That's one way to do it. But that off take you can't put the retailer at risk. He's your partner. He's your best salesman also over there who you know who's going to recommend you to the customer. So you don't you don't want to upset all in acts as a partner but you have to, you have to exit you have to extend credit to them.

Krishna Jonnakadla  44:09

So that's interesting. So let's talk about that. Making the retailer, you know, financially viable making the product is financially viable. You know, the traditional Indian market is made up of two sorts, well, I guess three outlets right now the online outlets where potentially the prompt or a banner ad or a banner prompt will say hey, you might like this, which is like a soft recommendation or sometimes a hard recommendation. You have the supermarket's where you, unless you go into big Bazaar, where there are bonus paid sales girls and sales boys who are actually prompting you to try a particular product. And then you have the traditional retailer who mostly is a mix of maybe 20% of them are very conscious of what their users need, but the vast swath of retailers are not necessarily recommendation driven. And especially for a product like yours, which is not supported by vast amounts of advertising, you're yet to get, you know, that kind of eyeballs or even visibility of how do you crack that equation, that equation where you ensure that there is off take the pill that have taken you in a little bit?

Anindita  45:26

I think. So I think online actually helps a lot. So even though you have, so even though the sales so the thing is that the online advertising does create product events, and that we've seen that, you know, translate to offline off take as well, because we used to run a few experiments in the beginning saying that is this, does this make sense or not? Because online advertising can be very expensive. Also, if you say, okay, online advertising, and this is your online sales, do those numbers actually make sense? Probably lot, but the minute you stop online advertising, you see the impact on your offline sales as well. So one thing is to run, you know, to, to run that online advertising continuously. The other thing I think that helps is, you know, recommendations like, again, we sampling at offices and stuff. So that helps a lot. Awareness of what's a healthy product. The thing The thing is about putting that product out and the association, if it comes from a, you know, if it comes from a known source, or if it comes in an environment where people you know, people are more open to the idea, it helps that they go and ask the retailer, the retailer actually does recommend a lot if whether they're aware or you know, depending on how your sales person communicates to the retailer, the retailer will recommend or not recommend your product. But the first thing is to convince the retailer about what your product is about. There is actually a lot of recommendation which your entity will make, because a lot of times he's the only person who's there in the shop and a person's going to, you know, customers are going to work with ask, Well, you know, what is this product? What, is there something new in the in your shop and things like that?  So depends a lot on how he's selling your product as well.

Krishna Jonnakadla  47:23

Interesting. And I have seen, and I have to share a personal experience with you. I won't name other competing brands that we used to consume. Funnily enough when I mentioned about, you know, the interview with you. My wife told me that, hey, that's the brand of cereal we currently consume at home. And we haven't tried the bars, but we've certainly tried the cereal or rather, that is our staple that we eat, and I must say they're quite delicious. But you're actually part of a set of startups in India. That is actually bringing a really quality game to the market. Right? Id batter, you know, when you look at their packaging, look at their branding, your packaging, your branding is really on par with the best in the world. So in terms of being able to do that, within the Indian context we haven't the quality of things has only started changing recently in India, we do get a lot of good stuff. And many times the quality that's coming out of India is now positively surprising. So when you started creating this packaging, creating this branding, did you face any challenges locally? Did you have to go outside or the Indian ecosystem has actually evolved?

Anindita  48:42

No, I we didn't go outside for packaging. The packaging was completely done very much driven by Suhasani and me, but it was done. Everything was done in India itself. But I think what is the point, the bigger point that we're making, I absolutely agree with that. I think I think there are a lot of companies, which are actually challenging the status quo and saying that, you know, Indians does not mean you have to give back quality. You know, I think one is demanding better quality products. And I guess people are willing to pay the price for quality. I think that's that's that I think that's a very refreshing change in India. It's not like, okay, these products are there. You see, "kaam chala lo". That's that's not the case anymore. I think a lot of companies. I mean, a lot of companies are challenging that status quo. And I think that's a very, very good thing for the  eco system as such. I think the level of competence, which was there before has, is not there in the bigger companies right now.

Krishna Jonnakadla  49:44

Right? Right. So what sort of run rate and numbers are you at right now? And what sort of growth rates are you seeing?

Anindita  49:52

I think we closed, we closed last year about 20 crores. That's net revenue. And we are growing it round. We're growing pretty healthy.

Krishna Jonnakadla  50:03

Okay. Double that number next year.

Anindita  50:06

Yes, for sure.

Krishna Jonnakadla  50:08

Okay, that's awesome. And you're profitable, I suppose.

Anindita  50:13

No, no, we're not profitable.

Krishna Jonnakadla  50:16

Operationally profitable?

Anindita  50:17

Yes. Operationally rofitable? Yes. But there are there are a lot of expenses and we are in a growth stage. It's not it's not like hugely un profitable or anything, but we are still in the growth stage. We are looking at a lot of investments. We do invest a lot in our facility and people as well as growing our team. So you're not we're not profitable.

Krishna Jonnakadla  50:37

Okay. Talk about your funding journey a bit. The initial one, I think wisely was driven by bank loan, I suppose to the extend it covered working capital and equipment. But beyond that, talk about your funding journey a bit.

Anindita  50:53

So I think the bank loan was one part of it. The other part of it was also friends. You know, a lot of, a couple of Suhasani's friends and my friends put in money. It wasn't like a lot of money, but it was a pretty significant at that point of time. Also they were friends and family. You know, my sister, my elder sister putting some money, my aunt putting some money. So there was some money which came from friends and family in the beginning. And then we raised some money from Fireside, frist from Canwel.

Krishna Jonnakadla  51:31

How large was the Trump?

Anindita  51:33

Actually, actually first before raising from FireSide, we actually raised some money from Canwel. And that I can't I'm not very good with numbers, but and then, and then later on Fireside, I think was about five crores that we leased. Yeah. So I think Yeah, so and then it's there's been a couple of follow on rounds, one full couple of follow on rounds since then, that we have done.

Krishna Jonnakadla  51:57

So in terms of the personal journey, do you feel that this has challenged you? This has grown you? Have you ever been frustrated? Or, Or? It's, it's a mix of everything.

Anindita  52:11

So, yes to all of the above. Yes, yeah, it is a very challenging journey because you really don't know you really don't know what kind of challenges you're gonna face on a day to day basis. A lot of times, it is very, very exhausting as well. It's just the amount of energy that it requires out of you. There are decisions that you have to make that you're not very comfortable making. I don't know people impact also, I mean, end of the day, you know that what you're doing impact people, consumers, yes. But also on a closer, closer level, people working within the company. It also I think, you know, obviously when you're when you are taking decisions, which impacts so many people, it's a very different it's a very different enriching experience. Yes. But it can be very stressful. It is also very exhausting at times. Yeah.

Krishna Jonnakadla  53:04

Let's talk about the sibling equation it's working with family has its share of advantages and disadvantages. Well, I don't know, it could come across as a, you know, bad observation, but I've seen that, you know, sisters can either be amazing buddies or you know, sworn enemies. So I suppose you're amazing buddies, the other version here. How is that trusting another sibling, especially? Both of you deciding to junk your careers and then go full time into this must have taken some nerve and then some courage. How did that happen?

Anindita  53:45

I think the trust factor was never a question. You know, there is, at least in our case, the trust factor is like 100%. I mean, there is just no question about that. And that's, I think the good part. Egos don't come into it too much out, it's just not there. I think the thing which is, which is much more difficult is if you know, a personal situation is being faced by one person, that personal situation is being faced by both people. You know, so that impact, it's excessively it's much, much more. So I mean, if your friends I mean one person can take over for another person but in our situation if something requires more attention, it requires both of our attentions, it impacts both of us the same way. So that kind of, which means that the impact on work happens twice as much. You know, and, you know, like you were asking me earlier in terms of experience, I think it also it has an impact on how relationships develop as well. I think it does test relationships. It does test how you react to situations but I think that also shows that also results in a relationship developing I think it's test by fire. It's I guess it's what? What a test by fire. Oh, whatever. But that's that's what it is like. But I think the good part is being sisters, I think the ego equation is not that drastic, I don't know, in most other siblings or maybe the husband and wife, I think the ego thing would be a lot more stronger. But between us that's absolutely the trust and ego is that it's an ego is zero trust is 100. So that that helps us a lot.

Krishna Jonnakadla  55:31

Awesome. So where do we see yoga bars going next? What's in store for the next five years?

Anindita  55:39

I don't know. We just want to launch more products. I think I think that's what we are focused on. Lord Krishna, because you know, like a few things that we had said when we were starting off we said you know, at some point when people go into a store, they should see there should be one you know, like shelf which has just yoga bar products and everyone should know that those are healthy products to buy, I think that's what we are coming for. And I think a lot of it is to getting out some really good products, which more people can relate to. I think that's, that's, that's when we are we are focused on.

Krishna Jonnakadla  56:16

Do you keep, do you maintain a kitchen or some sort of test factory somewhere where you're trying out constantly trying out new ideas or new recipes? How do you approach that?

Anindita  56:26

Yeah, we have a test lab, we have a test kitchen, at the factory itself. And I think we, I don't know again, it's, we start with taste first. We say okay, leave everything. No, actually, I think what we do is we say, ingredients don't ever go outside the set of ingredients. So we say we take the healthy ingredients, and this is what you have to play with. And we want to get a product which does ABCDE and then try all combinations and let's see how that goes. So the constraint is saying the ingredients, ingredients, so we never have like, bad ingredients and stuff. So that doesn't happen at all.

Krishna Jonnakadla  57:13

So you start with healthy ingredients and said, Now let's figure out, you know, what are the combinations, a healthy tasting combination that we can get out of this interesting.

Anindita  57:22

You know, what, what's the what's the end product look like? You know, do we want to do a bar or do we want to do a muesli? So yeah, so we say ingredients, this is your input, and then output is, you know, do you want to go muesli, do you want to go for a bar? What is the end product? What is that going to look like? And then we say input is this, output is that, figure it out after that. Nutrition, how much protein how much fiber, all that goes into specifying what's, what's an output, what's part of the output and then pretty much combine these ingredients to get it.

Krishna Jonnakadla  57:59

So let's talk a little on the personal side. I'm while I'm certain that being an entrepreneur, even 24 hour, 24 hours in a day sometimes is not enough. What's the personal side Like? What keeps you going? What do you do to bust stress? Or what are some of the what's the personal side of Anindita like.

Anindita  58:20

Personal side. I mean, I do do a lot of yoga. It is very important for me so I am keeping fit is something which is top of mind top of top of my things to do. I travel quite a bit so yeah, and then there's work, I guess. You know, that's that's pretty much it.

Krishna Jonnakadla  58:42

Any family yet?

Anindita  58:43

Family? Yeah. I mean, is that a question saying that? Am I married?

Krishna Jonnakadla  58:48

Are you married? Do you have kids anything of that?

Anindita  58:50

No. I am not married and I don't have kids. No.

Krishna Jonnakadla  58:54

Okay. Well, usually.

Anindita  58:56

Suhasani just had a baby few months back. So she she keeps us all excited and stuff at home.

Krishna Jonnakadla  59:07

It's one big family, I suppose.

Anindita  59:09

Busy at home. Yeah.

Krishna Jonnakadla  59:12

Interesting. Interesting. So let's, let's understand what how you feel about women entrepreneurs? And, and pardon me here I usually don't ask this question for the, to the others but women, especially the perceived notions of what it takes to operate in the Indian ecosystem, with mostly everything being at least perceived to be a male dominated ecosystem. Did you ever feel that was a challenge? And what would be your, you know, two cents to women who are thinking of, you know, starting up on their own or going it alone out there?

Anindita  59:52

I think two cents filter off stuff, which is not useful. You can't change how other people will behave. Or how other people talk or what their perceptions are, so filter up what is not, just filter it out. You know, it's, I think that's the only way to that's, I think that's the only way to get ahead for job stuff, which is not useful to you. I mean, did we face? Yes, I mean, everyone has a set of circumstances that you face. Some people have it easy, some people have it difficult but definitely some things to do is to get, you know, get have a good sounding board. It could be a guy or it could be a girl, but have a good sounding board, someone you can talk to and get some get very practical advice from, you know, how to manage situations, how to, you know, how to, how to interpret what other people are saying just have a very good sounding board that helps a lot for sure. And I think yeah, I think So, I mean, the other part of it is you have to be a little buffalo skin thick skinned, you know, just let this stuff roll off. Don't take it personally. That's, that's probably it.

Krishna Jonnakadla  1:01:13

So on that count, entrepreneur, being an entrepreneur, well, you're, you're in this at least with your sister to a certain extent. You have somebody to lean on and then maybe say, Hey, you know, I didn't expect this maybe during a tough time. And even when you're having a great time, you know, to share that moment. But it is those blind spots, essentially, those times when we actually are not sure what to do. And then in entrepreneurs life, there tends to be a lot of it. While an average person's life also tends to have quite a bit of it. The stakes, many times aren't that high. Right? So, that sounding board, that's amazing. So have you consciously cultivated a set of advisors or mentors that you go back to when you're faced with a decision or something, you know that that is forcing you to clutch at straws.

Anindita  1:02:07

Yes, absolutely. You have to have people who make it whose advice you can trust, okay. And, and the other part of it is you should not feel embarrassed about asking questions, or you shouldn't feel like I think the other part is to be feel. I think a lot. Maybe this is a little bit true the Indian, you know how we're taught to think. But asking questions is not, I dont know a sign of weakness that you're showing to someone. I can just ask questions, because if you don't ask you don't know. And definitely, definitely cultivate that people whom you care, whose advice you can trust.

Krishna Jonnakadla  1:02:45

So are these VCs or friends or entrepreneurs of other companies?

Anindita  1:02:51

Oh, friends.

Krishna Jonnakadla  1:02:53

The advisor, the advisors? Yeah,

Anindita  1:02:55

Yeah. No, the advisors I think people with relevant industry experience are very helpful.

Krishna Jonnakadla  1:03:02

No, I mean, your advisors particularly.

Anindita  1:03:05

Yeah. Yeah, that's what I'm, that's what I'm saying. I mean, it could be your initial angel investors, I think they are, you know, because angel investors usually invest more out of passion than anything else they really want. At least this is what I've seen. They, they want, I think they have, they want to enable change or enable someone else to succeed. So they usually tend to be a lot. They tend to be very good sounding boats. It depends, I think, anyone so I, you know, you go to different people for different kinds of advice indefinitely. If you have a good friend circle who's involved. A lot of my friends, yes, they are in their space, and I don't hesitate asking them. A lot of friends parents, for example, have been around for a lot longer in the space. So they are also, I use them. I do talk to them as well. It's just whatever resources you have,  You shouldn't be shy about connecting and developing them as something goes. Very Important.

Krishna Jonnakadla  1:04:06


Anindita  1:04:06

Especially as women.

Krishna Jonnakadla  1:04:07

Yeah. Do you read? You read? Are you a reader.

Anindita  1:04:11

Oh, yes. Yeah.

Krishna Jonnakadla  1:04:13

Okay, what what's the most recent interesting book that you've read?

Anindita  1:04:17

I think, I can't, remeber. My memory is not so great. But I think was the other. And then there was the other, It's about, I think the British author, and it's about, it's about a painter. Actually, it's really interesting that you asked me this question, because it's about a woman painter in the Renaissance and then kind of connects to someone and she had to like, actually dress as a guy because they won't accept women painters, but she was a woman painter from the Renaissance and then it connects to a modern base model be a family as well. So think the main the focus, The other side. The other. I think it was the other.

Krishna Jonnakadla  1:05:03

Interesting, interesting, amazing. Awesome. What is your source of inspiration? Anybody that you look up to or anything that you follow?

Anindita  1:05:11

My source of information inspiration is actually much closer to home. It's both my parents.

Krishna Jonnakadla  1:05:18


Anindita  1:05:19

It's not I mean, it's, it's actually yeah, it's yeah !

Krishna Jonnakadla  1:05:23

Yes. Awesome. Your father is a chartered accountant. Your mother? Is she a professional as well?

Anindita  1:05:29

Oh, no,  she is not.

Krishna Jonnakadla  1:05:31

She's is a homemaker. Well, this is fantastic. And for the listeners of Maharajas of scale, any words of wisdom in terms of starting up? You've said a lot of practical things. The episode itself has a lot for them to gorge on. Anything that you would like to summarize on or say, hey, these are from three or four things to bear in mind.

Anindita  1:05:53

I think the only thing is not to overthink something, do it and then see if it's something that you like humans. To stay invested in, but thinking about things is not. And keeping things in your mind is properly, you know, like you were saying earlier, it's something that it's easier to do something and then move forward rather than think about doing something. So I think that's pretty much what some advice. Yeah.

Krishna Jonnakadla  1:06:26

Well, very, very, very grounded and very, very down to earth, it just reflects the journey that you've gone through. Anindita, this has been a fabulous conversation, very rich insights, and full of humility. I'm sure we will see yoga bar scale, greater heights, we will they, Maharajas of scale will be there to cheer you and talk to you again. You know when you hit that next milestone and then subsequent milestones after that, we need startups like yours in India. Especially the ones that bring pragmatism and no nonsense approach to doing things. No wonder you've come this far and then I'm sure there's a great journey ahead of you. It's been fabulous. It has been great to have you on the show.

Anindita  1:07:14

Thanks so much Krishna. Thank you so much. It's been lovely speaking to you as well.

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