Starting from a small town in Rajasthan to scaling Indiqube
How Meghna's Indiqube journey began
Meghna Agarwal found a spouse in her business partner and so started the journey of scaling many startups including Indiqube(@indiqube). She claimed to not have a story but here is an interesting story of a woman with a Company Secretary and a CFA background who dared to look beyond the gender barriers and created a scale story. Listen to Meghna from Indiqube on scaling from a small town.
Meghna is witty, extremely passionate and a role model to women entrepreneurs. In the episode, she shares her journey of finding a co-founder, building startups and her experience in running a family business. Her clear sense of clarity comes across abundantly. Listen to this story!
Here are some interesting snippets from the conversation
It’s good to have a different thought process because then it is healthy. So as long as its healthy and you respect it, I think it works fantastic, I think that works wonders.
If a layman doesn’t understand that niche then it is a problem – a serious problem with the model and this is what I feel, you add technology and all that’s a different thing. But if I see a layman doesn’t understand your product, there’s a problem.
how do you think about scale? the very, very important thing, which I strongly believe that to build scale, you have to think scale, and that is very important
We are entrepreneurs. We should personally help each other. You have these Ethiopian runners. So when they run in Ethiopia there is no oxygen. So people are all out of breath. But when they come to Boston, they go mad as there is so much of oxygen and they will just run. So we are to open to founders and Indian open founders.
I always maintained that Wework is a product of a developed economy. And Indiqube is a product of a developing economy. So that kind of says it all. Wework trust me is a great model. The thing is that the Indian market is separate. India market is different. Indian market is a huge market. I’m hoping and I’m sure that they could have worked around to get into that thing. It was just that you become so big that it takes time to move around, but they would have moved with the capital – the kind of resources they acquired.
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Live Free of Guilt Says Meghna
I think for women specifically for women, if you ask me, you have to really live life free of guilt. That’s very, very important. If you’re working work without guilt. If you’re a housewife or a homemaker, you do it without a guilt. All this things add up: if I go outside then ‘oh my god, I have left my kids behind ‘and if I’m at home then ‘Oh my god I’m missing on my career I think that guilt free life is very very important.
If you’re doing whatever you’re doing then you do it with lots of focus and clarity. You need to have a consistent effort to make it- you cannot leave that in between. Your dream, your approach towards a dream can change but a dream is one. You can’t keep changing your dreams. So women I think, they give it up easily. They don’t fight for it.
Meghna is a serial entrepreneur with an intense eye on spaces and spaces at large. With a life long partnership in Rishi, it may not be wrong to say that these spaces ‘have it all’.
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people, workspaces, square feet, called, scale, indian, india, happen, market, companies, personally, big, facility, talking, bangalore, story, space, important, entrepreneur, founders
Krishna Jonnakadla, Nida Sahar
Krishna Jonnakadla 00:01
This is maharajahs 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 of changing the game completely. I am Krishna Jonnakadla, serial entrepreneur, co founder of flip profession located in town and startup mentor, bringing you the stories. Hey everyone, this is Krishna from maharajahs of scale. Today we have an interesting Maharani to skid may not otherwise have indeed, que biliary tract with made enough for the episode indicates that there is no story. Let's see, you know, she has a story to tell us or not, may not welcome to the show.
Thank you very much. Thank you for having me.
Krishna Jonnakadla 00:56
Awesome. So make them tell us what's your background? And what are you working on?
Okay, so I, so I'm from a small town called Albert, which is a registered Alright, so I kind of did my schooling everything from that place. And then in my Allstate, I got an engine. So I did my company secretary. And then something is policy if we try to financial happiness, right. And I did my MBA in finance, it classical.
And also in September 11, during the tax year, the market was really dumb. So that is a diamond there.
And currently, you know, reading a review, which is basically a flexible workspace, you know, rather than before working, I would like to put it as a flexible workspaces. We were currently about 2.5 million square feet, it was very close, like six days verticals. And we're always about 70 to 80,000 seeds planted about last year, so
Krishna Jonnakadla 02:00
3.5 million square feet, that sounds like a great place. And so I look at one building to building and for such a short journey, the scale is in hell.
I mean, I would say it is good. But if you look at the scale, because before I just go with that scale part, so we have to see how big is India, currently, in terms of square feet, it is about five inches square. These are as us which is about six months. So imagine if you can imagine, globally, we are in Nepal. and India absorbs about 45 million square feet. So we are talking about that market. If you see the Bangalore consumption in the last three years is more than Shanghai and even more. So when you say it's 3.5 is good. So far, it's been good, but look at the market size we're talking about. So that's
Krishna Jonnakadla 03:00
interesting. So let's talk about how it all started. Maybe, how do you feel you always want to be an entrepreneur? Or do you actually accidentally end up being one topic? Talk to us about a starting point?
Yeah, so as I mentioned earlier, so I agree parser, this sentiment of the taxi market was not there was absolutely no lucrative opera singer. And so so I met Rishi during those times. And he was going on with some ideas. And it looked interesting, and we talked about it more and more and more. And I would say so there was kind of a choice, which I had to make between those offers job offers, which is not an SMP starting something with all that said, Okay, let's give it a try. Because when you're young, you do not have anything to lose, right? There'll be like scars or something like that. And then there's people doing that, I would say and so more or less, is more, I would say accident to them by choice. It's not like I was worried that we died if I say so it was more of the circumstances. So I'm more of a circumstantial entrepreneur more than do much wish. But the sole majority rate so yes.
Krishna Jonnakadla 04:14
So a lot of the circumstances and the decision was somewhat forced on you, you had nowhere to go at that point in time. And then you said, Okay, if I'm forced to actually find for myself and do something on my own, I'd rather embrace you know, full
on. Yeah, because you know, as I said, during those times, you have nothing to lose, right? You're just starting very young, right? So it is always better. You can always take risks even when you're extremely young, which which I'm sure people will tell. So that's about it. And it is as simple as it is no because I had to have to make choice and at that time, I thought his choice was better. Because even if I fail I can always go back to my corporate role. Because see my so called qualification I always thought I would have some space in scope. So as might as well you know, try this and if it doesn't work out, I can always go back maltiness was a fallback option but yeah I mean I had that kind of a cushion under subpoena
Krishna Jonnakadla 05:06
this morning so you know this last few seconds plays fast and then just through a tidbit that you know I met Rishi and then we were talking talk to us about how you evolved meeting with Rishi half an event that's interesting let's let's discuss this
so I met Rishi it's money through.com you know status for actually for the morning you know lobbying and otherwise you know you always like a push to get married soon and have kids and all so yeah so my parents were looking for it and then we kind of you know sent my so called by data on that and then she kind of went over it because of a marriage thing so instead of Yeah, so he eventually got married Yeah, but I think my first companies started adopting you before so I normally very categorically no my mother typical Indian right pretty well and no especially you know, I will call it coke and everything but I saw a call so he said I will only do a sudo cleaner so it was more like that then Okay, let's do it this morning. I'm a workaholic. I'm a workaholic. I don't mind otherwise. I don't find it however boys and girls have a down period so it's more simpler.
Krishna Jonnakadla 06:23
Yeah a lot of practical
practical practical similarities or I would say fundamental similarities how we want to be the life you want to be known as as a person or the you know any other thing I think our on the other way we'll see if we have stopped or not similar actually interesting well
Krishna Jonnakadla 06:44
that means two people will drive and two people with big dreams and how is it because you're two different personalities you're able to play it's not always easy to for two people who are super ambitious you know who have this drive to be compatible but it's like is it because you have two separate personalities you pull it off more than that I
think it is more than respect for each other right it is a space of respect for each other right so bsv are different but you know we do respect each other's opinion very well but so I would say one of the most important aspects for us is respect and love so i think i would say I respect him more as an individual and so I think that was a very important that when you start respecting each other then you will have that kind of idea of that space in that relationship. I think then everything falls into place I think then you just have to work on it you know Okay, this is what it is when one has to go down in regards to purchase to be aggressive that somebody needs to stop because I think that if we could figure out that balance right? People need to be knew not to breach that level ever so far in our knowledge and that's what is working at innovate different people I think it becomes it's always good right? Because you bring different perspectives to life right you want to have a look no Siamese twins you know not brothers and sisters do not have the same thought process it's good to have a different thought process because you know there it is repelled so as long as it is healthy and you're respectful of each other that has been fantastic and I think that was much
Krishna Jonnakadla 08:17
I've personally always held the notion that what men break and what they will break while all of this gender equal to that is great, but I still think there's so much of a different perspective both of them playing and if there is a good fusion of those two different perspectives you know, a kind of magic can happen in any workplace and I've seen that time and again the perspective the man brings and the perspective the lady brings are complimentary for whatever odd reason and it only makes the full you know team so much more better the things that you're doing so much more better. Do you see that between yourselves so I
won't put it like a man or woman thing? I think whenever you just two people they're two different people who brings in obviously their different perspectives which you bring to the table right? So 200% helps so for example he is much more common and I'm very aggressive right i mean usually I think aggression is the trait for the men and you know the other way around but in our case it's different right so i don't think so it is a man or woman thing it's about different perspectives it's a different vibe personalities and that's about it so he is very good at strategizing I'll be very good at problem execution then I'm very probably good at something I said he would be probably predict something yes so I think it's about two people coming together right so whether it is to male to female one male one female so both have complimentary yes you know and and you know and in business or in family anywhere I think it always helps to have two different perspectives even if it's in family once it's always better said that you should have one goal and one goal it certainly gets bad but it's you know, when you're raising kids you know have to gender you know, you'll get to know a lot of things right so so it's about that it's not like something is better than worse. Don't get me wrong. I said it's always good to have balance, right? You need to have different perspectives, you know, that's all right.
Krishna Jonnakadla 09:55
So in that whole online matrimony thing, who convinced him or requisite like both of you felt like yes
oh it is a very funny story again I think you know when my resume was sent to me he sent it to the junk folder it was put in the junk folder then his brother came in any key totally agree Why do we put it in the junk folder it and then he was the one who called us in so it was more like that so he is the one who kind of said to kill at least me Torino Misha is not the one who should be put in the junk folder you know I still tease him you know today till today and then when they met as I said the first very thing you know because all we were talking about was work I think that was a first blue album which is sounds extremely boring and non romantic but that was it and I think the very first meeting we decided okay let's go it was it was just a we had like four hours meeting and was like let's go and have the very second we were talking on the call okay but this company this that in all and we were discussing the board you know so it was more like that I would say because I said it is extremely that time I'm talking about what 1718 years back right i mean during those times you know i mean having those kind of probably women you know having those perspectives and you know being so clear about their career needs you know which you're not supposed to I think it was an enum enough a little rare right so let's just let's jump on to something you know so i think probably
Krishna Jonnakadla 11:09
made it Thunder
yes I hope it's still there I don't have access to know I'm done what what 18 years back Yeah,
Krishna Jonnakadla 11:16
yeah immediately then they gave away a V St. Louis Vargas of the Wagner but
that's how it is right which is so sad because I'm talking as I said it is looks now it looks simpler but that time you know having such clarity on your career you know, especially girl you know it's like it was a little tough for a lot of men to handle that. So I think I'll give it to him more than that. And he said okay, I'm the rare diamond escalated I would like to believe that
Krishna Jonnakadla 11:42
Yeah, I it's you're absolutely right. Having clarity is one thing. Yeah. And for a lady to have that kind of clarity and that those days is definitely even today. Clarity is not something that you read practically everyone no it is yeah it is one thing that a lot of people okay what do I want to do with in with my life
there was also you know, the thing goes back to the way we are brought up right? The way the women are brought up, you know, a Colorado Casa de Kearny Mesa, Colorado, Sha de Kearney everything is focused on the marriage right so the way we were brought up. I come from a small town Oliver right. I know my dad used to get literally teased about it. Okay, how can you send your goal you know, because I don't have a brother also too hostile you know, what will happen? You know, there's that and also there are a lot of scary stories, you know, they would kind of share with them, right? stuff.
Krishna Jonnakadla 12:28
So then this is the time when you hire pro Korean that was the first mention
also ratios already. So he's, he's, he's been a serial entrepreneur. And if you ask him, he's known. He's the one who's always he always wanted an entrepreneur. So mine was accident, but he It was his choice, you know, so that's the basic difference bill was at. So he started this company called Korean IT consulting in 1999. And yeah, so when when we kind of you know, started so, so, he was toying with this idea and then obviously, we discussed more about it, I said I was never a part of Korean Ed consulting, we I started a company called HIePRO consulting, which is into recruitment process outsourcing it also in which we discussed like, we always thought key because of the fluidity in the market, you know, people would not like to have all the recruitment on the payroll, right? They would like to outsource it and kind of agility has to be there, right? And then you have to manage all the resources. Like for example, you can have you can add resumes coming from the vendors or the consultants from the references from the portals, right, so they would need some central place in order to do that. And HIePRO was started we started in 2003. You know, we've incorporated a bank in Bangalore for sure. So you always been in fact, no, I came from Delhi. So my, so I got married in 2003. I had prostatite in 2003. I see. Oh, yes, it is like that.
Krishna Jonnakadla 13:42
So it was because he was in the career space and you saw our nation the career space and then therefore that's how it happened
or 200% it was because of his he was already in that space. I was not as I said, But yes, we worked on that idea together. I didn't know about that space, but as a layman, you know, because you have to look at the business in a very similar terms, you know, whether the need is there or not, you know, simple so if if a layman doesn't understand that need then it is a problem then there's serious problem with the model and this is what I feel right you add technology and all that's a different thing. But if the CFO layman doesn't understand your product, there's a problem so when we were discussing you know, we could just identify it immediately and obviously his his experience in that space here, but and that's how it
Krishna Jonnakadla 14:23
all happened. How Korean at high for what happened with it, how what was the journey that what, what ended up happening to those trenches?
Yeah, so no, so hydro started. And then obviously, as I said, we saw the need and all and so we have clients have signed up clients like Texas Instruments, and Juniper Networks Citrix, Cisco, so we work with a lot of big clients. I remember Texas Instruments, you know, we were awarded as the best consultant, you know, so they kind of introduced this award specifically for us, because we kind of did so much for them. And that was in the entire so called history of racism and didn't happen, right? It was like so so they may actually create an exception award. For us, we still have that sort of forget. And so the team grew till about 100 people, you know, and it was for about three years, I was full time into it. And then again, Calgary, Canada, Toronto. So I had to took sabbatical, again candid with you, for my two kids. And at that time, Rishi chose No. And as a case, since I propose a natural extension of coordinates, they put the company's got most and after 3334 years, I kind of slowly gradually wind it off and took sabbatical for my Buddha kids,
Krishna Jonnakadla 15:30
okay. And then you, both of you channel that eventually into indicate
I will not like I will not like to put it like this way. So what happens, obviously, you know, it's okay, so when my first you know, the first one was born, and I said I'm a workaholic. Right? I'm Insomniac, workaholic, what kind of lifestyle disease I have. So I can't sleep, it's three hours of sleep, I get it. So I have to work. Otherwise, it is difficult. And I learn as I go mad. So I want to go back to my corporate thing. But unfortunately, my dad, you know, he's, he's fine now. So he was diagnosed with this throat cancer. He's He's a decent, big industrialist, you know, and he's got a decent setup. So So they said, so there was a point in which we came that, you know, do should we sell off that thing? Because he's not able to do that, or? Or should I, you know, like, should we run it? So I said, Okay, let me do one thing, let me just try and start this. And let me put up my own money in the plant and let it run in Karnataka. And if it happens, and I'll take it over there, so we put up our first plant, and also what was it in so it is, it's in a manufacturing sector. So we have these crushing units, you know, this is more like, big crushing plans, and then now in limestone, so we import limestone from Malaysia and Vietnam, and then we crash into it. And this powder has a lot of uses. So it's used in paints and PVC pipes. And also like, you have these, you know, in the sand level, you know, so they'll use it to soak. So that was a customer like Nicobar nerolac and your Asian Paints, you know, they were our customers, right? So this powder is used in these industries, it's a hardcore manufacturing industry, and so called, and my so called competition were like 150 200 years old. And so I ran it so so in fact, we expanded now we have three caching units here, and then we took over the, you know, the North India plant also, and a decent setup, I would say, but, and we used to travel a lot to Malaysia and Vietnam for the raw material. And then over a period of time, at about five to six years, I realized the only the company is big, but so much I could do because it's a hard, it's a hard core commodity business, you know, so in just just a matter of time, pesa the loyalties of the climate changes, right. And if I have to really make a mark, I have to own up those mines. Those mines are based out of these Australia and as all those Asian countries, which itself is a huge, huge amount of investment. Right? backward integrations. Yeah, yeah. So there's so much of stuff, if you had to do a demo for one when mine is about 100 crores, right, and, you know, then you're stuck, I said, is more of a commodity, and I can't add. So even, you know, I'm kind of educated now, I might might, you know, I couldn't put my skills to use, you know, because of this thing. So, so it was a conscious decision not to expand that. And then so so again, that I was going back to those typical corporate world and, and then now, you know, so this indicates mobile gaming after that, you know, sort of what happened within the cube nervous system may add to it also say, so I was toying with the idea of getting into indie cube, getting into the corporate world. And here carinated hypro, they wanted about 50,000 60,000 square feet, for their own consumption. So it was a parallel processing which was going on. So it's roughly 60,000, they took up the entire row, one lakh square feet, and then the subleased it to their startups, the clients like you know, startups or SME growth and company. So it's from the beginning HIePRO also, we did it that we always provide food, provide transport, we have to facility we provide everything to our employees. So when these companies, these small startups, they start, you know, a piggy bank on us, you know, they started like, Can you give us can those employees can also use your transport can we use your food court in all those things started happening. And they started in 2012 onwards itself. And fairly, I was in that, you know, my other other manufacturing company. So this this, this, both things were happening on the parallel side. So when this was happening, and when these two companies are growing, we were asking our clients to move out of the, you know, building, right, and then they started crying, you know, there was a lot of reluctance, Hey, why don't you manage it for us? So why don't you take this building from us? And then and me, and he talks a lot, you know, which we will talk about, right? We talked a lot. So we've been talking in any which ways and as I was drawing up the idea of getting back and said, Hey, you know, why don't we take one building and let's, let's start managing them and see how it goes. So we took the first building the very first building, then I said, Okay, let me start this, you know, and let me take this building, and let's see how it goes. So the very first building we took was about 150,000 to one lakh, 50,000 square feet, and within three months, we could just lease it out. That gives that gives the confidence that that's how we thought and then we dug deeper, deeper, deeper and then we saw it, which is an ocean, you know, the space is huge. This need is different. And you know, and that's how I didn't take it once again,
Krishna Jonnakadla 19:53
how is so from the initial approach of taking the space and housing a few companies and as Nice How is how is changing now
so honestly in our mind is not changing so our fundamentals not changed at all if you ask me it is only the market which is changing so from the very first day when we got into it so my first you know my the first few clients was one was KPMG which took 800 seats So where was this co working thing was also in the picture right my first few clients was 800 seats KPMG which is an MNC you know which is 800 seats it's a longer flight so So the thing is we always saw when we had the first building so there were a lot of good enterprise customer from the beginning and they gave us the lock in any which way so when we dug deeper the way we looked at the space was different from the beginning. Now the good part is the market is approaching and a market is now looking at that new space you know so it's just very very important right? We've been saying this that we have flexible workspaces now if you look at my earlier interviews earlier this thing from the very first day we are saying we are a flexible workspaces we never said us as a co working co working co working as a part of the flexible workspaces the way we approach the whole space was different you know from the beginning so but now the market is kind of I would say changing which is great because of the solar stuff, but if you ask is it's basically like it's a stand is getting vindicated, right But have we thought about this space like this? For short? Yes. From the beginning, we've been harping on the fact that this is what it is this this is what should have been looked into this is also estimate enterprise market here and it's a huge opportunity. It is just not a coworking honestly it is just that you feel happy that your stance gets vindicate
Krishna Jonnakadla 21:27
how many centers Do you have how many properties and how many cities are you across right now?
So we have about close to about 50 centers right now and we have a pan India so about six cities we are presented. Yeah. Okay. So
Krishna Jonnakadla 21:39
scaling means you know, team processes scaling a lot of those things right because India is especially in the facilities kind of space scale means essentially not everything is in the white collar sector, a lot of the blue collar aspect also gets in which means there's a significant amount of unorganized you know, labor that also gets it I personally see that last mile for a lot of experiences tends to get messed up because the unorganized sector comes in and then they're the quality of the outcome is dependent on the whims and fancies of that individual. If that individual happens to be a committed individual a little Polish level savvy, then that experience tends to be positive but if not, when you're doing things at this scale, so there is standardization How are you solving some of how have you solved and are solving some of those scale problems?
Okay, so in that case let's let's take a step okay. So, when you're talking about the you know, you know, how do you scale up and how do you think about skill is a very very important thing which I strongly believe that you know, to build scale you have to think skill, you know, that is very important right? So, what happened in AI industry, if you see otherwise people would say 40 million square feet or 4030 35% School working or satisfied person I have left so unsold space. So they already you know, confined spaces, you know, you understood from 45 million square feet, they saying okay, I'm so and so part fraction of it. So, they have not thought about scaling that manner. I'm saying 45 million square feet is my market from the beginning, I'm saying why not just qualify even this 580 million square feet, which is because India is an unorganized market right the whole idea is to get an organized to organize right. So, this 580 existing you know, because of the metro connectivity, a lot of other things you know the why not these renovate re launch products is also my market. So, it is a huge opportunity there. So, the moment you think scale that is a first step I think so and that is how your services your customer experience everything then falls into place right. So, you have to get that thing extremely clear in our space a lot of people thought like 45 35% of 45 is about co working and out of this coworking I have so much of market share you know, I we always said it is because we always thought you have to we also think why you do not have space like you have AWS, AWS right Amazon workspaces you have pay as you use model everywhere I mean honestly on a lighter side even the relationship today's Pac factor really for that. So, why not real estate right, it is right even why not real estate, why it has to be confined to that rigidity. So, you have to think like this when you build scale you have to think scale is very important. Now, as you said when you scale offices lot of from 200 person years, but then when you are clear about your services, your customer experience so so they're different different strategies for different different markets. So in Bangalore when we started off you know, we got our processes everything right. We new employees, the hero of the story, we knew the customer experience is the key with the customer centricity is the key. So all our services everything was focusing on that right and when you get those processes right, then we ventured into a different market. So we never started everything altogether, right. So for example, India, we look at, we look at India as a 50 micromarkets. We do not look India at 60 to 70 to eight cities, okay, so they are very good micromarkets in India Which is like in the green zone which we can Green Zone means you know, you take anything, it will get sold off, you know, yellow zone we call it which is like, okay, in the demand will and red zone is useless I don't have to enter. So in Bangalore itself, we will have micro markets like this. So every micro market will have different strategies to it, and you know, and just because it's not my first column is my third company. So, my other two companies kind of gave us enough experience, you know, in terms of processes standardization, how to go about it, and thanks to our HR consulting firm, you know, the team is a very, very important aspect with which we kind of knew it, like, I mean, I'm not saying I'm not fresh out of college, right. So, so, I so, all those experiences really helped to build those top I said we thought scale, the moment we thought scale and we thought about these other aspects, things fell into place. Yes, there are a lot of loopholes which we are you know, that processes will always kind of cover it up, but I think it is operationally heavy and we kind of signed up for this though, we are good.
Krishna Jonnakadla 25:56
So, unorganized workforce thing, because quality facilities mean many of those aspects need to be managed, is there a problem at all at scale or not?
I mean, he is a no no, definitely like, like for example, we use technology to facilitate all that you know, so, we have these some kind of a tab which is given to all our facility managers and the people on the ground, you know, so for example, toilets and washrooms for example, just give an example if it is not right or to something is not bad or some expelling so we have tabs outside all our washrooms So, anybody can go and get the feedback on this is missing or this this is not there or this is bad, the moment they do it a notification to the concerned facility guy would pop up you know, from this washroom This is not there, and the guy would fix it, and then they will send a message that it is done, and they will take a picture, you know, so if you ask me there, the technology plays important, important role in terms of scaling up, you know, because, because you can't be present everywhere. So they are technology really helps. Once your technology and your processes your SLA is are in place, then, you know, then the scaling up becomes easier. But yes, it is. I would say it is definitely operationally intensive, as I said, and they know, but it is not people intense, it is actually not people. If your processes are in place in your standards on place where you can see it, you just have to get it right.
Krishna Jonnakadla 27:12
So in one of the companies very early in my life, we built a large campus in Whitefield. And what we did was, especially for a lot of these, let's say lawn maintenance, yes, you could definitely put a sprinkler system and say okay, I don't want the hassle of hiring, you know those people but in terms of having a good exit coexistence with let's say close by villagers whose landlord Park was partially taken, we started employing some of those and also hiring a lot local because then what is happening is you're also sustaining the local economy contributing to the local local economy or do those sort of things play into all the micro markets or wherever you are today? Or there's any notion of that sort.
So if I if I've understood career
Krishna Jonnakadla 27:57
locally you know, how do you work with the local economy what do you do there?
So yes, I mean if you ask me for example, mostly our facilities guys right so we will have the centralized facility the project guys in MPT right but when it comes to on the ground or at the site, those people are hired locally, okay. No. So, it is not that we are going to send it from Bangalore and because Bangalore is the head office right. So, for example, even cooler heads about you know not so the local recruitments are there So, local people would be there to manage the site or to manage the facility or the manage the commune, even the CRM, so, all our functions will have everything everybody on the ground, which is recruited from the local cities, not having said that, we are very, very sensitive to the fact that, you know, we believe in Indian entrepreneurship story actually, if you ask me so we love Indian entrepreneurs, personally, both of us, you know, me, industry loves it Do not knows. So we also do a lot of, you know, we have a lot of programs, we a lot of, I would say pricing things also there for, for companies who are not funded and after funding, right, so we will probably give them a very good very good competitive pricing that, you know, you know, if you're not funded, you know, then I'll give you some some rating, which is extremely nominal. But once you get funded, if you're growing, then you grow with me, you know, so we have those kinds of programs along with it, then we, you know, we kind of, you know, we work with a lot of local entrepreneurs, and then, you know, we are we organized a lot of events, you know, which is free of cost, that they can display their stuff, you know, with all our members, and, you know, we provide them all the facilities free, of course, and if they can get business great, you know, because that's how they kind of flourish you know, you know, so we are very sensitive towards that micro enterprise part, more than the government office, this would happen, right? But these are all still white collared, right. But for the micro enterprise of micro entrepreneurs, this is much more important. Like in Puna For example, we did this kind of for you and in which all these entrepreneurs with these handicraft item, you know, whom items, you know, they kind of displayed, and we have almost like more than what well, you know, seven centers and everybody came together, you know, and that's that act as a branding facility. You know, it helps them to their business, you know, that give them a lot of visibility. So that is very sensitive to that fact.
Krishna Jonnakadla 29:57
So allow for bootstrap or support. For bootstrap enterprises
to 100% yes and it it should be there right we will entrepreneurs right now we should personally we should help each other right and that's how the whole thing should be there right and I'm telling you which I heard it from somewhere you know, it's like you have this utopian runners right? So when they run in Ethiopia so there's no oxygen right so we will take those you know, they're like all out of breath or not but when it comes to Boston, they will make so much of oxygen and they will just run so we're like open founders anyway the point and then found is ready and yeah, we know a lot of lack of everything we can still so we're doing that good. Imagine if Palo Alto comes to us we will man we will just rock it. So I personally believe that and I personally believe this Indian founders story thing. Yeah. And it's good and we should do every bit right? And if not, now then when
Krishna Jonnakadla 30:44
we are speaking in that we can tell when Palo Alto seem to seemingly come to moderate you know, Sundar Pichai has become CEO of alphabet he is so momentous thing to happen so example of how Indian Ethiopian runners have
having a free reign there because I personally feel you know because lack of you know the GI nervous to think that big or you know we were like a little scared and the risk capacity will also you know the people will take it as for little granted I will say the Indian specially but now I think the founders are quite smart you know the so called VCs and private equity they have created monsters out of so now they don't know how to do it right they they can think about it they know how to do it you know it's just about learning because they created monster and now they know it. It's not rocket science and yeah, then why not? And if we won't work either side, you know, yeah, who will?
Krishna Jonnakadla 31:28
So we discussed this during prep, but for some of those moments, or some things that happened that yes, you had this whole scale vision from the beginning. You wanted to make it big, there's no doubt about that. You credit a lot of the growth that you've seen because you had clarity you had that vision for scale. It's one thing to hold that vision Yes. But also to see that getting validated along the journey. So what were some of those things that happened that gave you the feeling that yes, you know what, I think we are on that growth trajectory. I think we are going to hit there and I'm sure you certainly are all already also feeling that yes, we will hit those other milestones what were some of those things
because I think from the initial beginning you know, as I said for the very first time KPMG Hodor signed with us right i mean i think that itself gave us a lot of endorsement that whatever we thinking about the space is right the second endorsement came from the fact that Ashish Gupta you know from his own ventures you know kind of invested in I've known Ashish for almost like 1516 years right and he saw some you know, you saw that vision he says he saw the need basic need an Indian commercial real estate and you know, you know so so his endorsement and then westbridge coming on board and investing in us I think that was a second I would say they you know in endorsement you know we felt like okay you know so we are the right path right? Like we have also signed up and the clients like you know it's a human you will hear in the news it's like it's in fact I think among two or probably the top you know ecommerce guy who signed up almost three lakh square feet with us it was almost like five years you know so we're just kind of again indoors right and the way when we were growing in the you know, outside Bangalore you know, so these are the few few steps and and the and the occupancy you know, the way people are getting on us and getting on the board you know, I think these are the smaller smaller I would say achievements you know, which kind of help us that we are whatever we think is right and we are in the right direction, you know, these three four milestones I am
Krishna Jonnakadla 33:21
personally very sort of picky about choosing funding as a moment of validation but I think that can be a source of validation but it's mostly it's always a proxy for the real validation that can that is happening elsewhere right in the business so between all these clients signing up and between getting and getting capital for you which one was the greater validation or you see both of them the same way?
Honestly, if you ask me the client validation is definitely more important to me no doubt at it you know, but then we were growing at such it's just such a lightning speed no and then the baby we're looking at the whole industry was so different so not many of you were not too sure whether how many people would be interested to invest in us right because we will not come in as a co working provider I remember you know, I do not want to name it but the big VC and they actually told me on my face Hey me now you are not you you're not copying like the work and also I'm sorry I can't invest in you know and you know, honestly I mean they told me they told us on the face No, no, no no this is not gonna work you know this is going to be like v work you know and just to do it whatever they are doing you know you I don't think that as an enterprise model and All right, so I so I guess Klein's endorsement is a bigger one you know, but when you go to these investors, you know, was so called bird eye view, and then they still kind of invest in you with your vision when we were kind of a joint is there and your vision and his vision is so different and still they buy your story? I think that kind of is was definitely I would say was a good
Krishna Jonnakadla 34:46
I see what you're saying. So you're saying they had a different idea, but you were both able to convince each other that yes, there is this larger vision and then they buy into your story. Yeah. So yeah, and you see a larger validation That yes you know it's the they had a different hypothesis but we were able to change their view about the hypothesis yeah and therefore it is a much bigger validation
we can change there with they let it go by the bigger validation then came that the guy called me up I said, Okay, you guys were a mess. So because we went to them first before went to the west bridge, right, right, but those guys and call me up a mega you guys are a mess, the biggest mess, we still talk in our board meetings, and that is a very, very big validation for us.
Krishna Jonnakadla 35:26
And around the time you started, you know, hindsight is 2020 there are a lot of things that you're aware of today that you're not aware of, when you started, how has this whole trajectory? What are some things that you've seen change, right in, let's say the way you operate, the way you approach things, you know, right when you were starting out and now that you are at a certain degree of scale and then beyond,
okay, will that be to argument if I say we knew it all, it will happen? No, I mean, like will be too arrogant for me to say, good or bad. Krishna will be super honest with you. We knew this will happen. So it's not like it came as a surprise, honestly, okay, we I personally strongly believe that this space is going to stay at this, this this model is going to stay in the queue x y Zed I'm sure they'll multi a lot of other companies will come but this this this is the it is about the way people are consuming real estate is going to change. And so it's about changing the consumer behavior. Right? So so we kind of kind of knew that right? So was any changes a lot of improvements of AV work, right? There's definitely improvisation, which is coming terms because you know, if you're scaling that, well, your process would be better, your technology would be better, but having not thought about it. No, I said that is my thing is key. Is it too arrogant for me to say, we kind of knew it, at least for the, at least for the next two years. If you ask me next two to three years, we kind of knew, you know, where the path would be, until some really, you know, I mean, somebody decides, you know, just like beaver crap, and and Okay, okay, you know, we'll we'll do something for it. I think we kind of fairly knew how this, you know, for the next 235 years, I think they're sorted until, unless really something, you know, unimaginable thing which occurs, you know,
Krishna Jonnakadla 37:04
I didn't want to discuss it, but because I didn't see the relevance of that. But let's still discuss the we work, it's a slight digression that we will angle A bit. I don't know, I, the wework story is different things leverage differently, it's funded differently. So and a lot of what the debacle that happened with their IPO is because of what they did, in the way they were funded, right, because we are seeing all of these lots of Valley funded stories whereby, you know, they're raising huge amounts of capital while they're still private. And we all know this right? We IPO it's an indication of two outcomes. That Yes, your model is valid. And second, there is usually a valuation upside that can happen to the investors that are saying so what we were did a lot of that upside in the valuation had already been realized in the private Trump's Sure. Yeah, right. And you Yes, it's it's a terrific story. I think they have got great workplaces. I don't think we can take any of that away from them. So the VBAC story is vastly different from a lot of you guys. So I don't understand what's this fetish about saying that because we work is like this, the Indian market is different, I think this is where we need to draw some sort of an inference saying that the need in India is different, we have very average workspaces, which are not that well managed restrooms are below average parking spaces are below average even you know when normal of working spaces as well are below below average right? So the need here is vastly different beaver cabins to be just the more shiny object in this past you know co working flexible workspaces but it to your mind why do you Why does it get discussed so much? And why does it is not a bellwether, it is it doesn't have 90% market share for that to be an indicator of the things to come. So what is your take on
multiple things what you said yesterday, I said the multi multiple things which you rightly said it in this one is a view of Honestly, I envy them, you know, because if I would have that art of telling the story and getting that valuation, trust me, I won't mind that. So we work if you have to ask me it is I always maintained that we work as a product of a developed economy and in the cube is a productive for developing economy. So that kind of sets the tone we work, trust me, you know, if it is a great model, you know, and I'm sure they would, I would like to be there, they would bounce straight. The thing is, yes, you're right. The Indian market is separate Indian market is different Indian market is huge. market and as I said, and you know, I'm coping and I'm sure that you know, they could have worked around to get into that thing. You know, it was just that you become so big that you know, it takes time to kind of move around, right, but they would have moved with the kind of capital the kinds of resources they've gotten. So they started very nicely, you know, so the model is great. And for the developed economies, supermodel for developing economies, I'm I'm sure they would have worked it on you know, because when you're growing, you know, You cannot have touched on all the aspects right? I think we were debacle happened more I mean now you know I'm turning on him because it is more of the founder corporate governance issue more than the business model itself some business model is great you know I said they had to do a lot of tweaking you know, but is a corporate governance which was more of an issue and definitely the valuation then the business model itself you know, so that's one thing just we have to keep it separate India's different market Yes, if you know cash and delivery Amazon ever had cash and delivery Flipkart started it. So, the cash and delivery would not have been here then again. So, this model is there like Amazon, but the two weekends which you have to do it for the Indian market, because every market is different, right. So, as you rightly said it Indian market is different, in what ways it's a highly unorganized market. So, we either have a tech part or we have those residences building right. So, with this mid market segment is so people do not have the basic thing and you're talking about networking events and all right, you need to have first a place where people can sit and then you can talk but the networking you need to have a basic in front place. So the need was a little different as visa base if you go to Singapore everything is sorted everything is all a great a plus then that need of networking events it happens there but in India we were one to two steps behind. So we have to start looking at the space from there had we worked with gone into it I'm honestly if you ask me I think yes whether they will get it I am hoping that they would figure it out because the kind of capital resources they have things would move around. So yes, India is definitely a big market it is a separate market it is a unique market the opportunity is unique and it is it is bigger than the US also okay. Now definitely you have the Indian version of of the road riders fetish for rework you know to have it is absolutely wrong and there is and that is why a lot of people also fail and that is where the scale cannot come up and I don't want to name them and that is why but now the people have all woken up to the idea and now they are sustaining strategy everybody's getting the enterprise model everybody knows them as I said the mid market it is either tech pack or all residential. So they are now changing. So now the mid market segment brand is coming they're also looking at the services. So part of the networking you have services India stellar you know people who say move to move the people will just go right they they still want the 70 rupees Camille or 100 rupees come meal right they would want their full meal. So food is more important transport is more important the service is important essential yes but the what kind of services you have to define that that is what Indian come in then Indian market is all about. So you know so those are the things which are different and you know gradually I said transport here because of the woman safety and you know you have to catch a woman you know within three to five kilometers right a smaller company or SMEs or the growth company cannot provide those transport right so either they have to be in the middle of the city which happens to be residential area you can see koramangala HSR it flooded with those companies right all you have to go to the tech bar so they those kinds of service because we provide employee transport we provide food the lot of companies for example they give you food subsidy Why do you have food subsidy because they want their employees to collaborate and then think and be there together and they don't go out to waste that time you know having lunch outside what they realize and what we told them that those subsidies What are they doing after his 25th or 27th of the month they will come and they'll buy all the MRP items but they would still go and eat lunch outside so the whole idea gets defeated right having to spend and to save time so we gave them an injury so we have an app on my tube app in which they said okay this food this can be this subsidy can only be used for the lunch or for the cook food item. So they forced that so you have a targeted employee subsidies rather than saying right okay, this is my subsidy do take it or leave it So the whole idea gets lost so now the lord of companies you know we're giving them issuing the reports Where is employee eating, how much is eating how much is spending you know, so, they can kind of work on those subsidies. Now, we have also got a wallet system in which we are saying Why are you restrict restricting your employees only to food to give them for example 2000 rupees on the wallet and that 2000 rupees can be used in the parking can be used in the transport can we use an OB roller can use an airport can use in food, give them that flexibility? Right the flexibility not in the product in services everything it has to be ala carte right? I should have the flexibility in the control to pick and choose the way I want for example employee is availing a car facility car parking car parking costs about 4000 rupees 5000 per car park right? If I'm outside 15 days can I get those 2000 rupees back and can I use that 2000 rupees somewhere else they are you getting up giving the power to employees which gives them a you know that control and that makes them happy? And why are we looking at office we are looking at for the retention we are looking for the talent attraction right that is why in first place we want our own office but these things you know by kind of you know literally focusing on employees and giving them the flexibility and control you you're you're you're kind of gaining their thing and you're increasing their happy quotient and then that's how they retain right. So you have to work towards that you know so so those are the things you know, which any other industry or any other country will not do it right. So that is how it is unique. And you have to play around.
Krishna Jonnakadla 44:56
So since we touched on essentials, I'll ask you a slightly different question. You have got several centers in Bangalore, let's not talk about. And this is a dichotomy we'll see across India, for instance, you know, in the boardroom that we're sitting right now, you know, it looks speaking Spanish looks top notch. It looks fantastic. But as soon as you step out and go onto the street, yeah, it's possibly nightmarish. Right? At what point do you see? Let's say companies like you being able to transform that space. I know it's government, local government. It's messy. But last four years, five years, Bangalore has literally been destroyed. Yes. Right. And there's a parallel to this right. My question is not just sort of a philosophical question. I don't know if you're aware of this back in the late 90s, early 2000s, whatever is known as electronic city today was something called a ski onyx, Kannada electronics or organization, whatever. So it was an organization of electronic component manufacturers eventually when it is software to cough, you know, that saw boom, and the government was very lackadaisical in its approach at that point in time and there was there were a few protests and it came to a flashpoint whereby people like azim premji Anna and Morty picked up you know shovels and pickaxes and sort of symbolically started saying that hey you know what we need infrastructure here and that is when the electronic city main road today we see was built with service roads and then converts and stuff like that and then that eventually got channeled into what is called as the jaynagar aha moment the Bangalore agenda task force a lot of things happened eventually it all became optics once that road was done you know, we see all high profile which is why recently when the current government reconstituted the Bangalore agenda talks task force it was the same high set of high profile people because it just becomes for the optics and nothing practically gets done right so and you see this dichotomy everywhere not just within the cube you know, you see dlF come up with a huge you know, community it's fantastic within the community but outside that it's absolutely in shambles right and then we're not none of us are part players right? These are all influential players they have some say do you see you transforming any of their local you know, facilities so making any impact at all?
I mean, I would like to believe that I have some saying that but I'm unknown existential right integration with tech to small fish to even do that part right I mean, 200% you would need that in for I know it is a very general rhetorical question you're you know, do we want it to 100% Yes, but do we have any say I I don't think so. I mean, like if anybody wants a cooperation we are more than happy but there's so many builders and so many developers and the big companies you have Goldman Sachs on this main router and boards and all so their association is huge and big enough you know Intel you know to take those steps you know, I think we're just not a small fish right i mean know how I am kind of a little unclear how we can do that. But yes, if we could influence somebody want to can guide us We would love to do that.
Krishna Jonnakadla 48:00
So, another slightly off the tangent question I live in a part of Bangalore called South Bangalore so a little more of the conservative old bank I was born and raised here Yeah. So we see a lot of the culture components Yeah, that right. So you see temples you see places of worship, yeah, you see drama places for our places for drama. But in the newer parts of Bangalore, we see all of them are missing which is possibly a combination of couple of things right one is the population itself a sort of transient in nature Yeah, but they are possibly here for three months six months and they may not necessarily bother about worship which is actually stands in stark contrast There was a recent survey that said 73% of youngsters today are more passionate about their you know, faith and all of that and within your own indicator we have started talking about sort of mixed workspaces right co living plus co working Yeah, which means I think at some point in time you realize that you know what, hey there's a work side to life but there is a life side to life as well. And then therefore you're slowly bringing that culture component in and in in your evolution, some of those self actualization elements worship and play Do you see that happening evolving at any point in time
Nida Sahar 49:18
we totally believe in this integrated approach model so that is why our signature products you know which we have also discussed in other ways that we see like like on the ground floor we'll have the curated retail you know, it's a lot of like a salon is there in you know, the restaurants are there you know, your people can socialize and you have those workspaces so be flexible then you have a living also and then you have the sports facilities also right so the idea is to work live and play right so those aspects we do believe in that integrated approaches. I mean, if you see for example, malls right, I mean, you know, so you have everything put together, right? So whatever you wanted, you know, so people also need or need one stop solution, right? They do not want to go to different different places for the different needs. It's like one stuff, but slowly factor which I could see from your this thing is the worship
Krishna Jonnakadla 50:02
right art and drama and
so art and drama I would say instead of the space we have a lot of events which is you know towards art and drama in fact we have a lot of events in which you know we give chances to a lot of people you know to perform as an artist you know like whether it is bands you know music bands or the guitar jazz and also fiaz them and then they actually they've got a lot of gigs for the income you know for the carpet because a copy of these town hall meetings right so if they see a nice you know, happening you know, in our workspaces then they will just sign up for them as I said it is again a branding and visibility for us it's an he's an entrepreneur that's what I was talking about right? So we have lot of events catering to that factor, do we have a space as if now pertaining to you know where you can just display your art as if now but then you know, we have enough corridors we have enough common areas where arts and everything could be displayed and as I said we it's so we are we have continuous efforts there in terms of religion It is a very very I would say it's a sensitive matter it is a personal matter if I do for example, put a temperature then why my mandate is not here then why this prayer room is not here you know that we have to be sensitive about with all the kinds of people so yes, that is thing which will not dwell on and I do not personally would want any kind of you know, you know, any kind of complexity there. But well Cliff play drama art as I said, these are fairly neutral topics and you know, we are we are workspaces are designed to cater to all the needs. So, every workspace not too sure, so, we have the signature products. So, we have a hub and spoke model. So, the hub is a main signature product, which will have all the facilities and then you have spoke Model X smaller, smaller, you know, so, for example, Coleman law, the common law, we have seven properties. So, one property is about one and a half lakh to two lakh square feet, which has crash, this crash is very, very important, right? It is, in fact, as per the law, it is kind of compulsory, then you have the sports facility, you have the tennis court, you have gym facility, you know, then we do a lot of evens and all, but then you have a smaller area, smaller, smaller buildings is about 3000 30,000 square feet. But those members can avail all of my facilities there, you know, so those are definitely internet part in interesting part. But, yeah, except religion,
Krishna Jonnakadla 52:10
personally, while running in the queue, when, you know, what were some skills that you thought you already had? And what were some things that you had to learn a new, a fresh,
I'm still learning, I'm still learning to do interviews. Something definitely, I'm learning. I hope so talk later, slowly, not too fast, right? That is what I'm learning. But what I'm learning more is to be more patient, you know, honestly, you know, a lack of better words, or humiliation is a part of life, right? Because when the entrepreneur when you go to the client, and there's so much accumulation at every, so you have to be more thick skin. So I was 16 I become more things, you know, because, you know, sometimes the client will just not just yell at you, you know, so you know, so there are times in which you said What's happening? Did I sign up for that, you know, so you have to kind of be able to differentiate that professional personal thing? No, sometimes the line gets blurred, sometimes your office comes home, right? So those are those are the life skills, I would say I'm still learning hopefully, you know, I'll get better and better and what is I'm learning I said, I'm learning to be a better I would say, I'm not saying that my team shouldn't look up to me, but I hope they should learn something from me at least you know, you know, because this is very, very beautiful. If your team do not look up to you, you know that there's a you know, I don't want them to respect me because I'm being the founder, right? Not because of my position, but because of the skills I bring to the table. Right? And this is very, very important for me, you know, people should respect me or should love me for who I am not because of my position, right? So this is that's an ongoing thing.
Krishna Jonnakadla 53:43
I hope I am that is truly possible. Oh, yes.
In India. The 200% definitely look okay, then Ahmed lebeau I'm sorry to use his word and you can edit actually, we're not sure we have never choco Bianca, right. You have to go beyond that. Right? You humans, you know, you have to go beyond your people loving you. You know, right and that's what human thing is all about. It is so it is so sad. That if I'm nice to somebody it is Oh my God, you're so warm. And I don't think that should be the fundamental thing that you have to be nice and not just be it has become a commodity. Yeah, a good person is I actually supposed to be a good personality. So which is quite sad the way things look at it. Right? But I mean, I'm sorry to use that word, but that is how it is right? How are you then different? See, yeah, so I think we should do I mean, can we have Morocco or the Roy, Corolla story.
Krishna Jonnakadla 54:29
So I'm going to go out on a limb and say, with your clarity, you know, with your aggression entrepreneur is a lonely journey, but you have a life partner, you know, along with you there. But occasionally you do. You'll get into moments where you say, hey, my perspective somehow not be heard or I need somebody else to talk to. You need a support system. Have you developed a mentor system? What sort of mentors Do you work with? What's your take on that? Yeah. So
I think A lot of times I get into this thing not just you know couple of times you know i 200% so lonely journey despite the fact that I do have my partner and all it is still a lonely journey right a lot of people will not be able to relate to your passion and also a lot of people for example if I meet them socially and you know you end up talking to men or women whoever you know then you are talking about your work and they'll be like okay, let's move on right they wouldn't be able to relate to it and then you know after a period of time you know you end up buying made with children right i mean these are the topics and then you really do not know so yeah so and people would not be able to and for the right reasons you know, why would they be be part of it you know for you part of your energy and tell is they are a part of it right so it's fair enough right so it is a lonely journey despite the fact there are viewers who do have a difference moment right variation we do not kind of you know agree to anything you know and then you will like what is so so I strongly believe yes you should have an ecosystem you know where people and you know you it is not necessary to have one mentor or one coach or who say whatever we call it because everybody would give would bring something you know, so you should be able to compartmentalize and should be able to figure it out like what who has what currently if I can tell him and I'm sure I should not kill me she she's the one you know, I kind of go up to for my all my questions and he's the one who's readily available and tell me and you know, you can actually you know, you can scold me maybe you're wrong here so people I do not have that not given them the right or the profit privileged to me or wrong I'm always right you know, for he is the one who you know, say okay you're wrong you're just stop fooling around you know that listen up to him you know, I listened to everybody who was kind of it is sad to say but who's proven their votes you know, so I'm more than happy to listen to them they're done that being there down there is an important thing for me first it is where you have to be your people say okay I'm above you know Maya so you first need to have more my honor to be above it without having more my account we have a which will have this is a very sad thing right?
Krishna Jonnakadla 56:48
So I call it the fruit on the tree principle. If you want oranges you go to an orange tree so from that perspective, if we want to talk about growth if you want to have some perspectives we have to talk to those people right yeah so for me I I put mentors and advisors into three buckets are the functional guys yeah, for example, there is something in operations or finance or gods it would be wrong to say hey, because they're amazing at finance, they can help me with growth. Absolutely. And then there are some people that are absolutely great in strategizing so I've bucketed and a set of table perspectives right so what I've done personally is bucket them and I don't mix perspectives at all so you know I have scaled three businesses before so if somebody tells me you know what I'll say fantastic for you but I know you're not
Yeah, exactly. Yeah, you're right absolutely right bang on so you have to bucket is that you have to be there to give me those perspective No, I just told you in a very crude manner but this is what it is right? So if somebody's saying okay you know, this guy was Stanford dropout you had the capability to go into Stanford now they drop out before even getting into admission oh I want to be dropped out it doesn't make sense to me at all
Krishna Jonnakadla 57:59
or some founders and people that you admire and come to if you were in
Magna who you know hey I would love to be made known person who I admired the most is known as a person I would say but definitely you know it's very cliche but I would still take that name is Elon Musk and not because as a person I would have loved about him it is the aura like whatever I touch it turns cold because I can do anything you know I can be paper like into Tesla I can do some roofing I can go to Mars I
Krishna Jonnakadla 58:27
can Midas touch a lot my chest yeah
so it is the aura is a cult I am doing this thing and people just blindly follow you know why no then we do have that aura whatever I do I can do anything you know my Hyperloop webinars Oh my god, you know so I kind of like that centricity you know I love that you know because that energy brings you know I think a lot of things you know because it brings a lot of creativity on the table there's a lot of I would say is it because that rush you know in the system you know which is very very important when you're growing and all you know and then the whole thing you know I would want to be okay to be known as whatever make novel catches is a profitable business and why no idea you would want to be so I think this guy comes with that kind of thing you know for me I think personally I think that aura counts a lot so I kind of look up to that or you can put a picture up here I hope so I do but honestly I so far I've done on the three business all that this method is unprofitable by the VA corporate level we are profitable so we there's nothing we've never burned money from the very first event ever burned money because I have a PBT. I have PBT in my first I have pivoted my second I help you it is it is it is hopefully people would say okay, at least she'll turn it on profitability. No so that's good enough for me.
Krishna Jonnakadla 59:36
What's your long term vision what's what's your big hairy audacious goal with Indy cute
look, I personally think that this this space is here to stay. It is definitely mainstream. Right as I said, people are you know changing their perspective about how they're going to consume this in fact in down market and On the contrary, people ask me what will happen in down market I think it is going to increase On the contrary, you know, which is like Got you know it is you know opposite to what people would think and downtown people would think you know the market will tank tank and the business will tank on the contrary I think in a downturn it will flourish because then the need for the flexible office spaces would flourish you know so I see a definitely a huge market definitely noocube growing extremely well you know us professionally I think so we are in our decent big ocean space right you know, that's that's about it whenever I could think of in next four to five years. Personally Where do I see myself I don't know. I see just me myself working otherwise I can't sleep
Krishna Jonnakadla 1:00:31
so as corny as it sounds, I'll still ask us this question. For a lot of people that are starting out for a lot of women entrepreneurs, what would be your advice to some let's say and to the listeners of Mara skin?
I think for women specifically for women if you ask me you know you have to be really live life free of guilt that's very very important right if you're working your work without guilt if you're if you're a housewife or a homemaker you do it without guilt you know all these things are added off if I go outside then oh my god you know I have left my kids behind and you know if if I'm at home Oh my god I'm missing on my career you know so i think that guilt free life is very very important you know, personally and then if you're doing whatever you're doing then you do it with a lot of focus and clarity and you have to have a consistent effort you have to make it you cannot leave that in between your dream is you know your dreams can your your approach towards a dream can change but a dream is one right i mean you can't keep changing your dreams so the domain you know I think they give it up easily they don't fight for it they don't struggle you know if if they're if the husband or the part of the fathers used to do that why not? They don't you know defend their case I want I really urge them to defend the case to have more clarity what they want and they'll fight for it with the consistent approach trust me getting it there will not matter but your approach will satisfy you to the fullest you know which is why our Indian especially in the moment they leave the battle you know in between midway they would say no no married you know then my kids you know the I'm not the main read Oh no, my husband is a main breadwinner and somebody has to bear to take a backseat purely by car both of them you know can do it balance it out in his it's it's not it's not impossible somebody will go in take two steps you know front and some things you do it it's it's about whole thing writing when you I think when women say is Oh my god no no, my husband is not said I think it's an excuse. I'm sorry, I'm really sorry. I think it's an excuse if you're like really clear and you can defend your case and why not? Do it?
Krishna Jonnakadla 1:02:37
I couldn't agree with you more so I was going to say that a lot of times it's used more as an excuse not to do anything and just hide behind Yes, right. I'm not going to ask the balanced question I'm not going to pretend that you have balance so because I I think you have to be a little crazy up here to do anything of this nature it has its own holes it has its own pressures but but still the angle of motherhood you know children how do they fit in do do you and also once you've achieved a certain degree of scale it brings with it a certain flexibility as well to manage personal life as well right? How do you manage that angle?
So manage my personal and work life
Krishna Jonnakadla 1:03:18
that is motherhood old are you kids so my my older
one is 13 and my younger one is about nine
Krishna Jonnakadla 1:03:23
oh almost good enough to take care of them that's
they've been taking care of themselves. Let me give them all the credit. And honestly as I said you have to prioritize your stuff right? They knew when I'm going to be there and I knew when I'm going to be there and they were aware when I'm not going to be there
Krishna Jonnakadla 1:03:40
now then they must be there must be two feisty kids that you know because people who fend for themselves usually end up being pretty good rock solid winners feisty people you know who know how to take care of themselves.
I think I'm me as a parent and even Russia but I think we have not given them a choice they better do that right? There's no choice given to them. What will they turn out to and all it's it's not porn but the point is as you rightly said I do have the you know, I'm one of the privileged one that I do have that flexibility which definitely works in my favor so for example I end my day around but five six o'clock in the evening and then with my kids still like you know for two two and a half hours and then and then I go back to my calls and then Rishi which isn't right and so we make sure that you know, he does understory right? I make sure that I do all the groundwork you know, so it's it's about teamwork. It's about prioritizing, and as a definitely I'm the privileged one. But people say like, for example, I'm just just getting it once if you Oh my God, you're so lucky. You have a good husband. I said, I've trained in so many years, right? So you better be good, right? This is very important, right? So as much as I know as a woman, you should have clarity. If you will not demand How will you get paid? At least say no, Ask and you shall receive. Yeah, people Snowmageddon So,
Krishna Jonnakadla 1:04:55
outside of the professional life, what's the worst They'll make more like what does she like what what what what makes her happy? What are some things that she does for fun and hard
to believe when I work at a party harder I love to socialize I don't mind going out with my girlfriends like once in so if we're local girlfriends and I go once in a month you know for some kind of like you know some kind of good lounge or a good place you know we just the music and dancing and all and then once in like once or twice a year we go out for some goalie trip and you know and understand me for example we like next we're going for a road trip to New Zealand you know so travel party the regular stuff regular I would like to be believed that I'm still a teenager the regular teenager stuff do you read I read but I read not if I would say business magazines more than the books books Yeah, so more than the books here and yeah, so I read a lot of a lot of business magazines Yeah.
Krishna Jonnakadla 1:05:56
Any What's something that you've read recently that has touched you or that is still sticking in your head saying Oh, that was fantastic or maybe that caught your attention?
No, it is not a book so I was just I was hearing the Sadhguru thing you know so so so there were two three things he said about you know relationship and about Modi you know as prime minister whether he's good and also when people were asking what do you think and I think those answers kind of stuck with the way he kind of articulate I love people who can articulate very well because I think that is one of the big weakness I have I not the guy articulated that question very very well.
Krishna Jonnakadla 1:06:30
So that kind of stuff so Guru is he's definitely got away with works. Yeah, so
he's got this baby voice and the way he is and then you know, because you know enlightenment have to be serious. It's okay, chill. Problem. I love it. So that's what I'm saying. Even board meetings, like a chill, you know, it's okay. You just have to, you know, easy you don't smile, laugh, it's fine. Right. So but so when you see him is not the typical ones, you know, he will also make jokes. And, you know, it's just fooling around and you know, you know, be chilled out, right? And that's how life should be right?
Krishna Jonnakadla 1:07:00
Yeah, well, you know, in America, many times, people will say so long. Some parts of America will say, I see you later, but a lot of them will say Take it easy. Take it easy, as I've internalized it so. So having fun is a big part of
young people. You should not live your life with regrets. No, it should not happen. Oh my god, I spend my time always doing working, working working. So I missed out on that, right? No, you want munching on it. I think if you need it, you need it if you work for it.
Krishna Jonnakadla 1:07:29
So Magnum, we've covered you know, a vast array of topics. It was fantastic speaking with you. It's an amazing journey. It's an interesting journey with all your drive and ambition and with what you're going to you're writing you have a fantastic thing going, we wish you and indicate the very best. Thank you. Thank you for being a part of the podcast, anything in closing that you'd like to say now All
the best to you guys, and I hope people listen to it. But thank you, thank you. It was lovely having you guys and you know, pleasure talking to you guys.
Nida Sahar 1:08:04
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