TS Anil

It was easy to see me as someone with lots of experience in big companies and a safe pair of hands. But would I 10x the company? And the team needs to believe that. Investors need to believe that. So hard in that sense, sure. But what's life without taking challenges like that on?

Yeah. And that was pretty quick after coming in. I mean, we did the down round within minutes after I started, like three weeks after I started. And then we topped up that down round over the next six months.

Yeah. And that was pretty quick after coming in. I mean, we did the down round within minutes after I started, like three weeks after I started. And then we topped up that down round over the next six months.

Yeah. And that was pretty quick after coming in. I mean, we did the down round within minutes after I started, like three weeks after I started. And then we topped up that down round over the next six months.

It's not wrong. You know, in an industry where everybody likes to talk up the valuations, the interim valuations, of course, it's a thing and you need to manage that. You need to explain to people why. But importantly, as the leader, you have to see through the storm to the business you're building on the other side of it. And this was a storm.

It's not wrong. You know, in an industry where everybody likes to talk up the valuations, the interim valuations, of course, it's a thing and you need to manage that. You need to explain to people why. But importantly, as the leader, you have to see through the storm to the business you're building on the other side of it. And this was a storm.

It's not wrong. You know, in an industry where everybody likes to talk up the valuations, the interim valuations, of course, it's a thing and you need to manage that. You need to explain to people why. But importantly, as the leader, you have to see through the storm to the business you're building on the other side of it. And this was a storm.

And we needed to know that we will, you know, we will right the ship. But really, this is not about safe pairs of hands righting the ship, but it's about building that business that you're going to build on the other side of it. So, of course, it's hard. to pretend otherwise would be silly.

And we needed to know that we will, you know, we will right the ship. But really, this is not about safe pairs of hands righting the ship, but it's about building that business that you're going to build on the other side of it. So, of course, it's hard. to pretend otherwise would be silly.

And we needed to know that we will, you know, we will right the ship. But really, this is not about safe pairs of hands righting the ship, but it's about building that business that you're going to build on the other side of it. So, of course, it's hard. to pretend otherwise would be silly.

But point is you have to play the long game and you have to have that conviction as the leader that you're going to get it done because everybody's picking up on your energy. Everybody's picking up on the cues of your conviction about it.

But point is you have to play the long game and you have to have that conviction as the leader that you're going to get it done because everybody's picking up on your energy. Everybody's picking up on the cues of your conviction about it.

But point is you have to play the long game and you have to have that conviction as the leader that you're going to get it done because everybody's picking up on your energy. Everybody's picking up on the cues of your conviction about it.

This last one we did.

This last one we did.

This last one we did.

Why do you think that was easier? Because anybody looking at our story by then could see the fact that we had been on a doubling K-Good revenue trajectory for a while. Anybody looking at the business could see everything that we talked about in terms of customer engagement and love wasn't warm, fuzzy, fluffy, but meant that our R pool was significantly higher than any competitor.

Why do you think that was easier? Because anybody looking at our story by then could see the fact that we had been on a doubling K-Good revenue trajectory for a while. Anybody looking at the business could see everything that we talked about in terms of customer engagement and love wasn't warm, fuzzy, fluffy, but meant that our R pool was significantly higher than any competitor.

Why do you think that was easier? Because anybody looking at our story by then could see the fact that we had been on a doubling K-Good revenue trajectory for a while. Anybody looking at the business could see everything that we talked about in terms of customer engagement and love wasn't warm, fuzzy, fluffy, but meant that our R pool was significantly higher than any competitor.

The stickiness of revenues is higher than anybody else. I could see the dynamic of that business, could see that we're growing users as aggressively as we are, but it's not because I'm burning cash. It's because people are recommending us. So the dynamics of the business were clear.