Tag: startup

  • The Startup Playbook: Scaling, Raising Capital, and Preparing for an IPO

    The Startup Playbook: Scaling, Raising Capital, and Preparing for an IPO

    Every startup begins with a vision and a founder’s willingness to invest time, effort, and often personal funds. The journey from that humble bootstrap to a public listing on a stock exchange is complex, demanding, and full of critical decisions. Along the way, startups must prove their viability, attract the right type of capital at each stage, and build the operational and governance infrastructure that public market investors expect.

    Bootstrapping: The Foundation of Proof

    Bootstrapping means relying primarily on founder capital and revenue from early customers rather than external funding. This approach keeps control in the founder’s hands and forces a laser focus on cash management, pricing, customer demand, and product quality. It also builds the first layer of proof that the business can survive and grow organically.

    Once repeat customers appear and revenue starts to climb, the company demonstrates clear market demand. At that point, outside capital—like venture funding—can accelerate expansion into new hires, product development, sales, technology, and market entry. However, each subsequent funding round demands stronger evidence than the last.

    How Capital Needs Evolve

    The funding landscape for startups has shifted dramatically. In the first quarter of 2026, Carta reported that startups on its platform raised USD 30.4 billion. Over 60% of that capital flowed into artificial intelligence companies, highlighting a major divergence between AI startups and other sectors in private-market valuations.

    While the traditional path from Seed to Series A, B, and beyond still exists, the bar rises at every stage. Early investors may be satisfied with product-market fit and initial traction. Later investors look at revenue growth, margins, cash flow, market size, and competitive positioning. The key is to show consistent, measurable progress that justifies the next round of funding.

    The IPO Market Rebounds

    After a quiet period, the global IPO market has reopened with vigor. According to EY, the first half of 2026 saw 483 global IPOs—down slightly from 546 in the same period of 2025—but total proceeds jumped to USD 186.8 billion, nearly triple the USD 62.1 billion raised a year earlier. This indicates that fewer companies are going public, but those that do are raising substantially more capital.

    AI, infrastructure, and technology firms have attracted the strongest investor interest. For startups, this means the public markets offer access to major capital pools, but coming to market with merely a compelling story is no longer enough. Investors demand financial rigor and sustainable business models.

    India’s Growing IPO Pipeline

    India has emerged as a hotbed of startup activity with a robust IPO pipeline. Inc42 reported on September 20, 2026, that 29 Indian startups had filed draft prospectuses with SEBI, and more than 25 others were at various stages of IPO preparation. The focus has shifted noticeably toward profitability and responsible cash management.

    A perfect example is RentoMojo, which posted a profit after tax of Rs. 104.3 crore in FY26, up from Rs. 43.1 crore in FY25. Revenue grew 45.5% to Rs. 387 crore from Rs. 266 crore in the same period. Such figures show why public investors look beyond customer growth or valuation buzzwords; they want proof of revenue quality, profit, and disciplined use of capital.

    IPO Readiness Begins Long Before Filing

    Becoming a public company involves far more than a high valuation. It requires accurate financial records, robust internal controls, clear ownership documentation, legal compliance, and strong corporate governance. The finance team must be capable of producing reliable reports on a strict schedule. Employee equity records must match company records, intellectual property must sit with the correct legal entity, and related-party transactions need tight controls.

    The board of directors must have a formal structure with defined responsibilities. The U.S. Securities and Exchange Commission emphasizes dependable accounting systems, internal controls, experienced advisers, sufficient cash reserves, and a clear growth strategy as essential to IPO readiness. Waiting until the last minute to put these in place is a recipe for disaster.

    Multiple Paths to Capital

    The startup-to-IPO journey is no longer a single, linear track. Companies can blend customer revenue with venture capital, debt, strategic investment, private equity, and other funding sources. Secondary sales and tender offers allow early shareholders and employees to cash out part of their stakes before a public offering. This flexibility lets founders decide when and how to raise capital based on their specific circumstances and market conditions.

    Some startups may choose to postpone an IPO to improve profitability, expand their customer base, strengthen governance, or wait for a more favorable market window. The ability to pivot funding strategies is a valuable advantage in an unpredictable economic landscape.

    Public Markets Demand a Stronger Business

    An IPO marks a fundamental shift in how a company is evaluated. Private investors might focus on a startup’s growth potential and future prospects, but public investors scrutinize quarterly financials and operational performance. There is little tolerance for errors. The company must go beyond rapid growth; it must demonstrate sustainable revenue generation, sound unit economics, strong governance, and a compelling reason for investors to own its shares.

    In essence, the transition from bootstrapping to IPO is about building a resilient, well-managed enterprise. The role of money is central, but so is the discipline to spend it wisely and the foresight to prepare for a public lifecycle.

    Key Takeaways

    • Capital evolves with growth: startups can move from bootstrapping to VC, debt, strategic investment, and private equity as needs change.
    • Proof matters at every stage: investors scrutinize revenue quality, profitability, cash flow, market opportunity, and competitive strength.
    • IPO readiness starts early: strong financial reporting, internal controls, governance, and legal compliance are essential well before listing.

    Frequently Asked Questions

    What is bootstrapping in a startup?

    Bootstrapping means building a company using primarily founder capital and customer revenue rather than relying heavily on external funding.

    When should a startup consider venture capital?

    A startup may seek venture capital after demonstrating meaningful customer demand and a business model where additional funding can accelerate growth.

    What factors do later-stage investors evaluate?

    They often look at revenue growth, margins, cash flow, market size, customer quality, competitive position, profitability, and the ability to scale operations.

    What does a startup need before an IPO?

    Key areas include reliable financial reporting, internal controls, corporate governance, legal compliance, accurate ownership records, intellectual-property ownership, and experienced advisers.

    Does a startup have to follow a fixed path from seed funding to IPO?

    No. Companies can combine customer revenue with venture capital, debt, strategic investment, private equity, and secondary transactions, depending on their objectives and circumstances.

  • From Zero to Millions: 6 Self-Made Millionaires Who Started With Almost No Capital

    From Zero to Millions: 6 Self-Made Millionaires Who Started With Almost No Capital

    From Almost Nothing to Millions

    Big businesses do not always begin with big bank accounts. Some entrepreneurs started with tiny shops, personal skills, borrowed resources, or early customer revenue. Their stories show how execution and persistence can sometimes matter more than having a huge starting budget.

    Sara Blakely: Solving a Simple Problem

    Sara Blakely started Spanx with about $5,000 of her own savings. She handled much of the early work herself and focused on solving a simple problem for women. Spanx eventually became a major shapewear brand, turning Blakely into a billionaire entrepreneur.

    Daymond John: From Queens to Global Fashion

    Daymond John started FUBU from his mother’s house in Queens with limited resources. He and his partners began making and selling clothing themselves. The brand eventually grew into a major fashion business, while John became a well-known entrepreneur and investor.

    Jan Koum: Building WhatsApp Without Expensive Ads

    WhatsApp co-founder Jan Koum came from a modest immigrant background and experienced financial hardship while growing up. He later built WhatsApp with Brian Acton, focusing on simple messaging rather than expensive advertising. Facebook eventually acquired the company in a multibillion-dollar deal.

    Richard Branson: Reinvesting His Way to a Virgin Empire

    Richard Branson began building his Virgin business empire with relatively modest resources, starting with a student magazine before entering the music business. He repeatedly reinvested earnings into new ventures. Virgin later expanded into airlines, telecom, media, and numerous other industries.

    Michael Dell: Selling Directly From a Dorm Room

    Michael Dell began selling upgraded computers from his university dorm room. Instead of building a traditional retail network, he focused on selling directly to customers. The direct-sales model helped Dell grow rapidly and eventually created one of the world’s best-known computer companies.

    John Paul DeJoria: $700 and a Hair-Care Vision

    John Paul DeJoria had limited financial resources when he entered the beauty business with Paul Mitchell. The pair reportedly started with about $700 and sold their products directly to salons. The business grew into a global hair-care company, making DeJoria a billionaire.

    Conclusion

    These founders prove that starting capital is not the only predictor of success. Resourcefulness, focus, and the ability to move quickly can turn a modest beginning into a major enterprise.

  • How Curium Life Is Leveraging AI to Transform Modern Surgery

    How Curium Life Is Leveraging AI to Transform Modern Surgery

    AI-Assisted Surgical Planning

    Curium Life uses artificial intelligence to analyze medical imaging before surgery. The technology helps surgeons identify critical structures and potential risks. Better planning can improve accuracy during complex procedures, enabling more confident surgical decision-making.

    Real-Time Decision Support

    AI-powered systems provide valuable insights during surgical procedures. The platform assists surgeons by highlighting relevant clinical information instantly. Faster access to data can reduce delays in decision-making and supports safer, more efficient operations.

    Enhanced Precision

    Curium Life focuses on improving surgical precision through intelligent data analysis. AI helps reduce variability between procedures by providing consistent guidance. Surgeons remain in control while benefiting from additional support, ultimately contributing to better patient outcomes.

    Workflow Optimization

    The platform streamlines clinical workflows before, during, and after surgery. Automation reduces administrative tasks and improves operating room efficiency. Healthcare teams can spend more time focusing on patient care, and better coordination also improves hospital productivity.

    The Future of AI in Healthcare

    Artificial intelligence continues expanding across diagnostics, treatment planning, and surgical assistance. Curium Life represents a growing wave of healthcare innovation. Hospitals increasingly seek technologies that improve safety and efficiency, making AI an essential clinical partner.

    Why It Matters

    Curium Life demonstrates how AI can support, not replace, medical professionals. By combining intelligent software with surgical expertise, better healthcare outcomes become possible. As adoption grows, AI-driven platforms could redefine modern surgery, and the future of precision medicine is rapidly approaching.

  • How Showing Up Scared Helped Jeffrey Zang Forge a Path from Hackathons to Startup Founder

    How Showing Up Scared Helped Jeffrey Zang Forge a Path from Hackathons to Startup Founder

    Jeffrey Zang almost didn’t attend the hackathon that would change his life. As a high school student, the thought of sleeping away from home nearly kept him from JAMHacks 6, one of Canada’s largest high school hackathons. But he went anyway, and those 48 hours transformed his view of programming from a casual interest into a lifelong calling.

    “I almost stayed home,” Zang said. “That is the part I think about now. The thing I was afraid to do became the thing that made me want to build for the rest of my life.”

    The First Spark

    Zang’s journey began in Grade 5 when a teacher introduced his class to Scratch during math. The colorful blocks showed him that instructions could create something that moved and responded. In Grade 6, his father taught him Python, and Zang started building simple terminal games. He was never a passive learner—he preferred to install, break, and troubleshoot on his own.

    “I have never been great at learning by watching someone else do every step,” he said. “I learn faster when I am inside the problem. I want to touch it, mess it up, and understand why it failed.”

    From Hackathons to Internships

    After JAMHacks, Zang dove into web development, landed his first internship at 15, completed four software internships before turning 19, and participated in about 17 hackathons while helping organize six. He became the youngest co-chair of Hack the 6ix, Toronto’s largest hackathon, scaling it to over 1,100 attendees and raising more than $50,000 in sponsorships from companies like Microsoft, Deloitte, Warp, and Linear.

    Being young often meant facing skepticism. Companies hesitated, sponsors questioned his place in the room. But Zang persisted.

    “Being young made some people discount me,” he said. “Eventually I started thinking, okay, if I do the work anyway, then the age becomes part of the proof.”

    His proof grew: named an MLH Top 50 honoree (second-youngest ever), winner of Hack the North with EcoRewards, builder of a 3D-printed conversational robot called Realistic Obama that drew over 150,000 social views, and creator of motus—an eye-tracking wheelchair control system built in 24 hours.

    Learning Through Failure

    Success didn’t come without hard lessons. During his first internship at uxSino, Zang struggled with Linux and Java. He failed five operating system installs and went days without solving a single ticket.

    “I remember feeling completely useless,” he said. “It was not one clean failure. It was waking up, trying again, and still not getting anywhere.”

    That experience taught him that failure becomes less frightening after enduring enough versions of it. He saw the same pattern while organizing ClockHacks: two weeks before the event, the budget was only $50. Three days before, it reached $700. The team pushed through.

    “That is the part people do not see,” Zang said. “A project can look dead for a while before it works. You learn to keep pushing when the evidence is not comforting yet.”

    Building Proletic

    Now at the University of Waterloo (4.0 GPA), Zang is building Proletic, a company aimed at easing the daily grind of computer work. Earlier ventures include Opus, a computer-use agent launched in three days that reached 500+ beta users, and an internal AI assistant at Nokia adopted by 200+ employees.

    “Shipping changes the question,” Zang said. “Before you ship, you are guessing. After you ship, users start telling you what is real.”

    For Zang, the most important lesson is commitment. He believes many things are buildable with one to three months of focus—the harder skill is choosing the thing and not drifting away.

    Paying It Forward

    Zang’s story comes back to the same message: starting young doesn’t mean starting unready. Rough first attempts count. And sometimes the decision that changes everything is not a confident leap, but showing up anyway.

    “I found my way because other people created a place where I could show up,” Zang said. “I want to keep doing that for the next person who is scared to go, or thinks they do not belong yet.”

  • Founder’s Playbook: 10 Essential Startup Strategies for Success

    Founder’s Playbook: 10 Essential Startup Strategies for Success

    Launching a startup is an exhilarating journey, but it’s also fraught with challenges. Every founder needs a reliable playbook to navigate the early stages of building a company. Below are ten proven strategies that can help you avoid common pitfalls, validate your ideas, and build a sustainable business. These lessons are not just theoretical—they are drawn from the real-world experiences of successful startups that prioritized solving customer problems, iterating quickly, and maintaining financial discipline.

    Start With a Real Problem

    Successful startups don’t chase trends; they solve genuine customer problems. Instead of building features based on assumptions, focus on identifying pain points that people actually experience. This customer-first approach ensures that your product has a real market from day one.

    Validate Before Building

    Before investing significant time and money, test your idea. Use surveys, landing pages, or simple prototypes to gather early feedback. This validation step saves resources, reduces risk, and dramatically improves your product-market fit by aligning your offering with actual demand.

    Keep the MVP Simple

    Launch a minimal viable product (MVP) that includes only the core features necessary to solve the problem. Resist the urge to add bells and whistles. Gather user insights, then improve incrementally based on real feedback. This lean approach accelerates learning and reduces waste.

    Build a Customer-First Culture

    Listen to your customers every day. Happy users become loyal advocates who spread the word about your product. Embed customer feedback into every decision, from product development to support. This culture of listening creates a competitive advantage that’s hard to replicate.

    Measure What Matters

    Focus on meaningful metrics like retention, revenue, and engagement. Vanity numbers—such as total downloads or page views—can be misleading. Prioritize data that directly informs business decisions and drives growth.

    Hire for Skills and Mindset

    When building your team, look for people who adapt quickly, solve problems, and share your vision. A strong, purpose-driven team outperforms a larger but unfocused group. Culture fit and collaborative spirit are just as important as technical expertise.

    Master Cash Flow Early

    Cash flow is the lifeblood of any startup. Control expenses, monitor income regularly, and extend your financial runway. Healthy cash flow gives you the flexibility to weather unexpected challenges and seize opportunities.

    Learn From Every Failure

    Treat mistakes as valuable lessons rather than setbacks. Analyze failures honestly, adjust your strategies, and return stronger. A growth mindset turns setbacks into stepping stones for future success.

    Stay Flexible and Keep Iterating

    Markets change constantly. Founders must remain agile and continuously improve their products and processes. Regular iteration ensures you stay competitive and meet evolving customer expectations.

    By adopting these playbooks, you can build a startup that is resilient, customer-focused, and ready for long-term growth. The journey is challenging, but with the right strategies, you can turn your vision into a thriving business.

  • From Founder to CEO: Essential Leadership Shifts for Scaling Your Business

    From Founder to CEO: Essential Leadership Shifts for Scaling Your Business

    Every successful business begins with an idea. A founder turns that idea into a real product or service. At the start, almost every task lands on the founder’s desk. Sales, customer support, hiring, product updates, and marketing all need attention. Quick decisions and constant action help the business survive during this stage.

    Growth changes everything. More customers arrive, new employees join, and daily work becomes more complex. At this point, the role also changes. The focus moves away from personal effort and toward company leadership. A CEO no longer spends every hour solving daily problems. The role shifts toward building a business that works well through strong teams, clear systems, and smart planning.

    Early Growth Depends on Personal Effort

    In the beginning, a small organization operates with a very limited number of people. All employees have to perform a number of different tasks. The business owner can work with customers, communicate with clients, check the quality of the product, and also make the crucial decisions. Speed is more important than following processes.

    This approach is effective at the beginning but becomes ineffective when the company is growing. The owner understands the operations very well and can do the right thing when problems arise. Customers can communicate directly with the owner which also increases the level of trust of the customers. When the company grows, this approach makes growth slower. All decisions can be adopted only by one person. All processes take time.

    Scaling Demands a Different Style of Leadership

    Growth creates new challenges that personal effort alone cannot solve. More employees need direction. Different teams need coordination. Managers need authority to lead their departments without constant approval from the founder.

    The CEO concentrates on the overall health of the company instead of every individual task. Long-term strategy, financial planning, executive hiring, company culture, and business expansion become major priorities. Strong systems replace informal routines, and clear responsibilities help every team move with confidence.

    This shift allows the organization to grow without constant dependence on one individual.

    The Biggest Change Happens in Decision-Making

    Founders often ask what needs immediate attention. CEOs ask which person should own that responsibility. This simple change transforms the entire business.

    A founder solves problems personally. A CEO creates a team that solves problems every day. Responsibility moves from one person to many capable leaders. This approach increases speed, improves accountability, and strengthens every department.

    As trust grows inside the organization, managers gain confidence to make important decisions. Teams spend less time waiting for approval and more time delivering results.

    Leadership Moves from Control to Trust

    Many entrepreneurs believe that no one can do the job better than they can. This belief helps at the startup stage, but it puts limits on expansion. The constant supervision slows down growth and weakens leadership within the business. A chief executive officer builds trust through clearly defined expectations, regular communication, and strong managers.

    Workers know their responsibilities and can make decisions about how to perform their duties. This creates ownership and increases the company’s effectiveness. Good leaders stop trying to be heroes all the time. Strong leaders turn more people into leaders who know how to deal with problems.

    Systems Replace Constant Firefighting

    Small businesses often rely on quick reactions. Larger companies need consistency. Every successful process must produce reliable results every single time.

    The CEO spends time on company structure instead of daily emergencies. Hiring systems, financial controls, performance reviews, communication methods, and operational processes support steady growth. These systems reduce confusion and help employees perform at a high standard.

    A business cannot continue steady expansion if every success depends on last-minute effort.

    New Skills Become More Important

    Creativity, resilience, and product knowledge help founders launch successful companies. Larger organizations require another set of skills.

    A CEO needs strong communication, strategic thinking, financial understanding, executive hiring, conflict resolution, and organizational planning. Every decision affects hundreds or even thousands of people as the company grows. Careful planning becomes just as valuable as bold action.

    Success no longer depends on one brilliant idea. Success depends on thousands of good decisions across the entire organization.

    Common Mistakes During the Transition

    Many founders delay important hires and continue to carry responsibilities that belong to experienced leaders. Some approve every decision, attend every meeting, and answer every customer issue. This creates a bottleneck that limits growth.

    Micromanagement also creates frustration inside leadership teams. Talented managers expect ownership, not constant supervision. Strong leaders often leave when trust disappears.

    Another common mistake appears when the business depends entirely on one individual. Every vacation becomes difficult, every decision waits, and every problem reaches the founder. This structure cannot support long-term expansion.

    Successful CEOs remove these obstacles through delegation, strong leadership teams, and clear operational systems.

    A Business Grows Faster Than Any Individual

    The greatest achievement during expansion does not come from personal effort alone. Real success appears when the company continues to perform at a high level without constant involvement from the founder.

    Employees understand company goals. Managers lead with confidence. Teams solve problems independently. Customers receive consistent service. Investors trust the leadership. The business continues steady progress through clear strategy and disciplined execution.

    The founder never loses the original vision. The CEO transforms that vision into an organization that grows through people, systems, and shared leadership. That transition marks the true difference between building a business and building a company that lasts for decades.

    Frequently Asked Questions

    • Can a founder also serve as the CEO? Yes. Many founders remain CEOs, although the role requires different skills as the business expands.
    • What is the biggest difference between a founder and a CEO? A founder starts the business, while a CEO focuses on leadership, strategy, and organizational growth.
    • Why does delegation matter during business growth? Delegation allows leaders to focus on strategy while capable teams handle daily operations.
    • What challenges do founders face during scaling? Common challenges include micromanagement, slow decision-making, delayed hiring, and excessive dependence on one person.
    • How does a CEO help a company grow? A CEO builds strong teams, creates reliable systems, develops company culture, and guides long-term business strategy.
  • How Harshil Mathur and Razorpay Revolutionized India’s Digital Payments Ecosystem

    How Harshil Mathur and Razorpay Revolutionized India’s Digital Payments Ecosystem

    When Harshil Mathur and Shashank Kumar launched Razorpay in 2014, India’s online payment infrastructure was a mess of failed transactions, clunky integrations, and limited options for businesses trying to accept money digitally. Twelve years later, Razorpay processes over $180 billion in annualized total payment volume, has onboarded more than 12 million merchants, and filed a confidential DRHP with SEBI in June 2026, targeting a public listing valued at $5 to $6 billion. For Mathur, the journey from wireline field engineer to CEO of one of India’s most consequential fintech companies is anything but accidental.

    From Jaipur to IIT Roorkee to a Bold Bet

    Born in 1991 into a middle-class family in Jaipur, Rajasthan, Mathur developed an early fascination with technology and coding. He completed a degree in metallurgical engineering from IIT Roorkee in 2013 and joined Schlumberger as a wireline field engineer, a technically intensive role that lasted just eight months before the pull toward building something of his own won out. In December 2014, he co-founded Razorpay with Kumar around a straightforward insight: India’s businesses desperately needed a clean, developer-friendly API to accept online payments, and nothing available delivered that reliably.

    Y Combinator and the Developer-First Growth Engine

    In 2015, Razorpay got into Y Combinator’s Winter batch, one of the world’s most selective startup programs. The YC period sharpened the company’s product thinking and opened the door to early investors. Early growth was built almost entirely on developer trust; Razorpay’s clean API documentation and reliable integration made it the default payment gateway for startups, SMEs, and eventually larger enterprises. By 2020, the company had crossed the $1 billion unicorn mark. By December 2021, a $375 million Series F round valued it at $7.5 billion, backed by Peak XV Partners, Tiger Global, Ribbit Capital, Lightspeed, and Singapore’s GIC.

    Building Beyond Payments

    Mathur’s strategic ambition for Razorpay was never limited to a payment gateway. Under his leadership, the company expanded into RazorpayX, a neobanking platform now serving over 40,000 businesses with payroll, corporate cards, and connected banking; Razorpay Capital for merchant credit; and Magic Checkout, a one-click product reportedly reducing cart abandonment by 22%. In January 2026, Razorpay received RBI’s payment aggregator cross-border license, enabling transactions across 130-plus currencies in over 180 countries, and the company has established operations in Singapore and Malaysia.

    The IPO Moment

    Razorpay’s planned stock market debut is the most significant milestone on the horizon. The company filed a confidential DRHP with SEBI on June 12, 2026, targeting Rs 5,000 to Rs 6,000 crore through fresh shares and an offer for sale, with Axis Capital, Kotak Mahindra Capital, JPMorgan, and Citi appointed as lead managers. The targeted $5 to $6 billion IPO valuation is a markdown from the $7.5 billion 2021 peak, reflecting broader compression in fintech valuations and a public market that now demands profitability alongside growth. Razorpay’s FY25 revenue grew 65% to Rs 3,783 crore, though a net loss of Rs 1,209 crore, driven by ESOP costs and one-time reverse-flip tax liabilities from its 2025 domicile shift back to India, is a narrative that Mathur will need to tell convincingly to public-market investors.

    The Leader Behind the Company

    Mathur’s leadership style is widely described as product-first, technically grounded, and collaborative. He has consistently credited the broader Razorpay team and his co-founder rather than positioning himself as the singular force behind the company’s rise. He is also an active angel investor with a portfolio of over 22 companies, has been recognized on the Forbes 30 Under 30 Asia list, and has been a vocal voice in India’s startup community on digital policy issues. What makes his story particularly resonant is the consistency of the original thesis: building reliable, developer-first financial infrastructure for Indian businesses was not a fashionable idea in 2014. A decade on, it has become the foundation of how a significant share of India’s digital economy moves money.

    Why This Matters

    India’s digital economy depends on reliable payment infrastructure, and entrepreneurs like Harshil Mathur have played a significant role in building it. His journey demonstrates how solving a fundamental business problem with technology can create lasting impact, inspire future founders, and accelerate innovation across an entire industry.

  • Indian Startup Sarvam AI Builds 1-Trillion-Parameter Model to Compete Globally

    Indian Startup Sarvam AI Builds 1-Trillion-Parameter Model to Compete Globally

    Bengaluru-based artificial intelligence startup Sarvam AI is making a bold bet on a massive 1-trillion-parameter foundation model, signaling its ambition to compete with global AI leaders. The announcement came during the company’s Epoch 2026 event, where co-founder Pratyush Kumar outlined the model’s focus on coding, cybersecurity, scientific research, and simulation workloads.

    Developed from scratch, the model aims to enable developers and enterprises to build AI solutions tailored specifically for Indian languages and use cases. At the same event, Sarvam AI revealed pricing for its earlier Sarvam 105B model: $0.80 per one million blended tokens—significantly cheaper than comparable global large language models (LLMs).

    To bolster its efforts, the startup announced partnerships with three Indian Institutes of Technology (IITs) and two state governments for pilot projects in education and public service delivery. Additionally, the company has brought on board Devendra Singh Chaplot, a former xAI researcher, as a part-time advisor. Chaplot previously contributed to founding teams at Mistral AI and Mira Murati’s Thinking Machines Lab.

    However, industry observers question whether building ever-larger models remains the right strategy. The AI landscape has shifted toward efficiency, with many companies adopting architectures like Mixture-of-Experts (MoE) to deliver strong performance with lower computational costs. A large model alone will not guarantee success—Sarvam must also develop practical tools that solve real-world problems for users and businesses.

    While hiring a former xAI researcher and launching the 1-trillion-parameter project are significant steps, the startup’s biggest challenge will be turning these ambitious ideas into trusted, everyday products.

  • From Music to AI Literacy: How Steven Jiang Transformed Overture into a School-Focused Education Company

    From Music to AI Literacy: How Steven Jiang Transformed Overture into a School-Focused Education Company

    Steven Jiang, co-founder and COO of Overture, started his entrepreneurial journey not in artificial intelligence but in music. He and his co-founder Aspen Buckingham met while studying music at Northwestern University. Their first venture, launched in 2022, was a video game designed to help children compose music. That early work, though seemingly unrelated to AI, laid the foundation for what Overture has become today: a company that partners with schools to teach AI literacy through hands-on, creative projects.

    The pivot from music education to AI enrichment wasn’t driven by trends. It came from direct feedback from school administrators who were struggling to introduce AI to young students responsibly. Jiang recalls one administrator who expressed fear not about AI’s importance but about the lack of a safe framework for teaching it. That practical concern—how to teach AI without handing children tools they weren’t ready to use—became the new mission for Overture.

    Jiang says the company didn’t pivot because AI was a trend; it pivoted because schools had a real problem and no clear solution. Overture now runs programs in more than 50 schools across Chicago and Boston, with plans to expand to over 120 programs in multiple states. The company’s approach is rooted in active learning, a philosophy Jiang traces back to his music background. “We teach kids to create with it, to make cool things,” he explains. “That’s rooted in how we think as artists: using your imagination and critical thinking to build something awesome.”

    Overture’s programs include a paper-and-pencil AI model for young children, emphasizing that the company builds around school problems rather than a single product. The company also creates part-time teaching jobs for local educators, artists, and musicians. Jiang has been recognized with Forbes 30 Under 30 and Inno 25 Under 25 honors, and he speaks at universities about AI education. His long-term goal is to bring high-quality AI education to every state through mission-aligned partners.

    For Jiang, the evolution of Overture is not a break from its origin but a widening of it. The company began by asking how children could make music in a new way. Now it answers the question that changed everything: how can schools help children meet AI responsibly?

  • Juspay Ownership: Founders, Investors, and the Journey to a $1.2 Billion Unicorn

    Juspay Ownership: Founders, Investors, and the Journey to a $1.2 Billion Unicorn

    Juspay has grown into one of India’s largest payment companies, processing over 300 million transactions daily and handling more than $1 trillion in payments annually. The company’s success story is driven by its founders, investors, and the team that built a global payment infrastructure from the ground up.

    Who is Vimal Kumar? The Founder’s Vision

    Vimal Kumar, a native of Trichy in Tamil Nadu, conceived the idea for Juspay in 2012. He earned his education at the College of Engineering Guindy in Chennai and began his career at Amazon Web Services, where he learned to build scalable systems. Later, as Chief Information Officer at BankBazaar, he gained deep insights into the intersection of technology and finance. Kumar identified a critical flaw in India’s payment ecosystem: transactions were slow, frequently failed, and most users lacked trust in digital payments. His vision was to create a simple, secure, and reliable way for Indians to pay online, leading him to leave his job and launch Juspay.

    The Birth of Juspay: Solving Real Problems

    Juspay officially launched in 2012, at a time when India’s digital infrastructure was still nascent. The company built a payment gateway that simplified online transactions, enabling one-click payments instead of tedious form filling. Kumar’s team prioritized speed, security, and reliability, designing the system to handle millions of transactions without downtime. Their solutions soon powered payments for food delivery apps, movie booking sites, e-commerce platforms, and more. Within a few years, Juspay became the backbone of payments for India’s largest companies, including Ola, Uber, Amazon, Swiggy, and Flipkart. The company also contributed to building BHIM, the government-backed payment app, underscoring its commitment to India’s digital future.

    The Leadership Team Behind Juspay

    Juspay is led by a strong team: Vimal Kumar serves as CEO; Sheetal Lalwani is co-founder and COO; and Ramanathan RV and Magizhan Selvan hold key roles. Each leader brings unique expertise, and together they have driven the company’s growth and technological direction. Lalwani stated, “Our focus has been on addressing the core complexities of global payments through first-principles engineering and design,” highlighting the team’s approach of building original solutions rather than copying existing models.

    Investors Backing Juspay’s Growth

    In January 2026, WestBridge Capital invested $50 million in Juspay, valuing the company at $1.2 billion. This funding round included both fresh capital and secondary share sales, allowing employees and early investors to cash out. The investment reflects strong confidence in Juspay’s technology and business model. Deepak Ramineedi, a partner at WestBridge Capital, praised Juspay’s “ability to build robust, future-ready technology for demanding payment ecosystems.” Prior rounds from top venture capital firms have also supported the company’s expansion.

    Global Expansion: From India to the World

    Juspay’s reach now extends across Asia-Pacific, the Middle East, Latin America, Europe, the UK, and North America. The company’s technology is used by banks, merchants, and payment networks globally, processing billions of transactions daily. The recent funding will fuel further international expansion and product development. Additionally, Vimal Kumar has invested in other startups like Gullak and Bytebeam, aiming to foster a broader innovation ecosystem beyond Juspay.

    Final Thoughts

    Juspay’s ownership story is not just about shares or capital—it’s about people who saw a problem and solved it. From a small startup handling zero transactions to a global giant processing over $1 trillion annually, the company has transformed digital payments in India and beyond. As it continues to invest in AI and new payment methods, Juspay is poised to play an even larger role in the future of money.

    FAQs

    1. Who owns Juspay?

    Juspay is a privately held fintech company founded by Vimal Kumar, Sheetal Lalwani, Ramanathan RV, and Magizhan Selvan. Ownership is shared among founders, employees, and investors including WestBridge Capital.

    2. Who is the founder and CEO of Juspay?

    Vimal Kumar is the founder and CEO of Juspay, having started the company in 2012.

    3. Which companies use Juspay’s payment platform?

    Juspay powers payments for major companies like Amazon, Flipkart, Swiggy, Ola, and Uber, along with numerous banks and merchants.

    4. How much is Juspay worth?

    Following the January 2026 funding round led by WestBridge Capital, Juspay is valued at approximately $1.2 billion.

    5. What does Juspay do?

    Juspay provides payment infrastructure and technology solutions for processing online payments securely and efficiently, including payment gateways, UPI, one-click checkout, and tokenization.