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Forgive your love to know more about your journey, you know my journey if I focus on my professional life you can think of it in three buckets. First bucket was after my education. I worked in the industry as an executive in the high-tech sector and I was very drawn to either turn around situations or starting a new project inside a large organization and I did that for about a decade players plus my second phase was as an entrepreneur when I started When I helped start the clock India's very early BPO business and post daksh. I was drawn to work very closely with entrepreneurs to help them build companies and hence the to venture firms one focused on early stage and the other focused on scale up stage so you can really think of my professional life in three buckets an executive entrepreneur and then an investor helping entrepreneurs build companies Sanjeev was a purpose in life. You know, that's a very interesting question. I like to think in threes. Like I had three phases of my career. I think here also the answer is in three buckets one is to be very healthy both physically and mentally Lee so I spent fair about of time in yoga and keeping myself in good shape to I think to be available to you to be available to your family as as a resource as a sounding board. Being a good parent. I think bunch of my time goes in that and three is to make a professional impact which is around fundamental helion, where the larger mission is to help create world-class companies in India, either for India or for the globe. So, I guess these three things Occupy most of my time and one area which I'm very passionate about is scaling up which is harder as something start small and becomes very very big with a lot of speed. You love to know more about. How did you started the fundamental partnership? How did you even and then came together? Right right Atlee if I were to take you back in time when I was working at Dakshin year 2000. We were able to create a very strong start up in six years. We had gone to build 20,000 people organization. And my first Endeavor was to be able to take the learnings that I had of building a company to the rest of the entrepreneur entrepreneurial world and helion was born to focus on early stage. Investments and then we found that as the world of tech investing in entrepreneurship. Heidi world. The big void was not in starting up but in scaling up and given that Nanda has been instrumental in building institutions like Infosys or other which is all about scale thinking and my own brush with Dutch and then working with entrepreneurs like deep color. I'd make my drape and so the hacker and big basket gave me some sense of scale both very closely involved in my own startup and then seeing it from a distance. So we thought if we can pool our combined capability and experiences and create an institution, which is Not only about Capital but Capital plus advice in helping organizations build scalable built to last institutions. That is how our fundamental thinking was shaped and build companies with very strong underlying fundamentals so that they can live for a hundred years and why are separate fund? Why not make it a part of the helion, which Was institution itself. Yes, because I think the DNA of an early-stage firm is very different from a DNA of a growth stage firm 1 is about making lots of bed other is about doing concentrated bets. So I think to me they look like two very different businesses and it's best to keep them into separate buckets and how you dedicate your time between the two funds I guess at this point in time. I'm about half and half. So coming on to the startups, which you have invested in. Yes. What are the market wins you Hardware you had a thesis? Yeah, see three buckets where we have done reasonably. Well one bucket is the entire travel industry where the winning companies that came from. Our stable are make my trip Red Bus. Then taxi for sure and we have a very promising company in raelia 3. So I think given that there is so much of information asymmetry in this market and it is less physical and more information driven. We have had a lot of success with travel as one vertical the other vertical which He's done. Well for us is vertical Commerce because retail as you know is six hundred billion dollar industry out of to two trillion plus GDP and there are some very large markets like grocery which we participate through big basket or Furniture where we have less space as an online home design company. Knee so that I think through the sheer Market size and the nature of unorganized industry has been a second strong area. And the third one is the next Generation Outsourcing where we have companies like MBA research, which was acquired by Moody's United Lakes, which was acquired by CVC the private Equity Group. And currently we are investors in exterior, which is a data science startup serving Pharma industry around the globe and growing very rapidly. So there the theme is leveraging India's intellectual Capital while in the first two areas. It's more about riding on domestic consumption and and digitization of domestic consumption and then finding large vertical Within those domestic consumption theme and then backing world-class Founders, which markets you haven't won in we actually haven't had very good experience with real estate. We've had two three bets in that area and that industry, I guess because of lack of transparency very high degree of cyclicity. He has been a hard one for us to make money off. Yeah, I think that one stands out. For example, you have been in e-commerce player baby way. Yes. Yes, which grew but wasn't up to the expectations. Yes. Yes. You have some thesis here that I would say would be the nature of the Beast that when you are doing startup investing in a particular area baby. Oh, I would also be in the vertical Commerce theme so they will be some that will Work and some that won't work so that I think vertical Commerce the dollars that have gone in versus what will come out would be a success for us. So and baby. Oh I would fall in that bucket, but the entire sector where we've had challenges I would put real estate as one of those. So do you think there's still scope for Real Estate startups in India? I guess some problems are structural, which is simplicity. And some problems will go away like transparency. I think with rarer act being implemented the quality of Builders who will sustain themselves will improve so if the underlying industry becomes lot more transparent then it's a lot easier to take it digital.