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B2B is a business of trust and the trust at the end of the day nothing replaces the human touch point of trust right you pick up the phone you call even today like just having somebody a human on the other side saying that yes I am with you I am managing it gives a lot of trust so exciting to sit here and chat with Harshill um I followed along I've been a fan for a long time um now to give some context because I would say that Razer Pay really needs no introduction But just to set some context, Razer Pay went through YC in winter of 15, 2015. Uh and it was the first uh Indian company that Y Cominator ever invested in. And um you know from then till now it's it's the largest uh payments platform in India
and it's grown at breakneck pace. And what I think is really interesting about the story is I'd love to learn more about sort of the early struggles. you know, many of the folks in the audience were probably um kind of where you were in the beginning, right? And um there's a lot of lessons and interesting uh parts of your journey that I think everyone could benefit from. So maybe what we do is rewind the clock a little bit. And so did you, you know, kind of growing up and in your undergraduate um studies, was it always the plan for you to start a company? Like what was your mindset at the time?
Yeah. No, definitely not. So I think I was a techie by background. Uh love to code during college from school days. Love to code, love to build stuff and when I was graduating college even before I started Razer Pay I had no idea of finance or finance systems and so on like I just love to code. Uh so like getting into Razer Pay and getting into building payments and in regulated space was definitely not in the cards completely. But when I graduated from college, I went into a job. I got placed into an oil company like you get into IIT placements and went to work in an oil company for uh in Middle East and I never really enjoyed it. Oil was not really my calling. So I used to spend my
weekends and evenings and like a lot of people I didn't really have a lot of life outside work. So I used to spend those days uh evenings and weekends coding and building stuff. And for one of those things we I had to accept payments. So uh so I was building a social crowdfunding platform most like a side project and uh wanted to accept payments for it. So went through the standard channel standard approach banks and all of that and realized that it was fairly complicated to accept payments in India. First it was very hard to get just get started and even if you could get started like the experience was very like really poor because it was not built for techies to start accepting payments. was
built for large companies to start exempt events and that seemed like a take a typical techy mentality is how hard could this be so I thought that maybe it's easier and in hindsight it was a very dumb question but uh but now I but I can say that at that point it felt like this seems like such a simple problem why is nobody solving it and I started spending on my time figuring out like what other people are doing uh Facebook was very popular then so I would go to Bangalore startups startups Facebook groups and see what other people are doing and I saw almost everyone had the same problem when they were starting out that payments is extremely hard in India. In fact, it was easier to accept cash in India than to accept digital payments.
And which as a techie made no sense to me like the point of technology, the point of internet, everything has been democratization, right? So, social media gives everyone a voice. Internet gives everyone a channel. E-commerce gives everyone a selling point. So, it democratizes, right? So, when a digital system is harder than a physical system, it does the reverse of democratization, it creates silos. And that felt like a completely incorre. So, I started spending a lot of time figuring that out and that's how I got into payments. But as I say now that it was probably a very hard business to get into and if I knew what I knew today maybe I would have not started.
Yeah. I think uh this is actually an interesting pattern for B2B companies because I think I'd love to understand because it wasn't what I find really interesting is that it wasn't your actual idea to begin with. And so what kinds of you know as you sort of developed that first version of the product was there a moment when you said you know look this is clearly not going to work and maybe I should just go build something else or did you know you said it sort of naturally led to some insights. How deep did you have to get into the weeds in order to get those insights? Yeah. So we were very clear we wanted to build in online payments but we had to choose a GTM strategy. So, so at that point of time we thought we'll start by
selling to educational institutes in the payments for education because it seemed like e-commerce was a small and harder market to get into. So, we thought education seems large because there are a lot of fees payments in India. Most of those fees payments were done through physical channels or non-digital channels. We thought if we can convert the fees payments in India into digital, it could be a very large opportunity. And it sounds logically right like massive amount of fees is collected by schools and universities and if we can distribage on that it could be a really good opportunity. So that's how we create a plan. In fact we applied to YC by saying that we're going to go into education
institutes. What happened is once we got into IC we started selling to education institutes and I would go I remember like I was in Japur and I would go into small uh universities and so on and try to convince them that hey why don't you accept your fees digitally and the guy would look at me and say if they've paid digitally they're going to pay you 1% extra I said yes so he said then why don't I charge just 1% more fees right so uh and that's when you realize that your customer doesn't really care about digital collections like a education institute didn't really care they knew that if they want whatever way they charge the fees the guy is going to come and pay Because education in India is
that kind of a business that if you're in a college and the guy says I don't collect digitally I only collect cash you'll go and give cash. He says I don't collect check he says you have to go to this counter and pay you will go to that counter and pay. So nobody really cared about smooth easy collections in education. So on the parallelly we started selling to startups because we were working in a co-working setup and a lot of startups are our friends who wanted digital payments. So they said why don't you give it to us and we started getting traction there. So we quickly pivoted our way and said that this is a sector that is going even though it's small it's growing for us. This is a sector
that's definitely not working for us. So we completely pivoted away into startups and I think it was really good decision in hindsight. Interesting. That's I love how because you were kind of in the weeds with the customers and in front of them and like watching them and understanding their problem. You kind of got those insights. Um I'm I'm curious sort of as you look at the fintech space and you mentioned that it wasn't if you knew how complicated or difficult the problem was you know maybe it would have been a different way that you would have started. Um but as you look at regulated industries as you started
to continue to build the product um was there a moment when you said actually this is going to give me um more energy or this is actually the hardest problem actually gives you more energy or perhaps more moat over time. Yeah. So let me talk about how our journey started. So we decided to start into build into payments. We applied to IC. We got into IC. We spent the 3 months of YC without doing single live transition because we didn't get an approval from the partners. So we got an inrincipal approval before YC. It took us a year after that to do our first live transition. Now very few businesses in the tech world have that kind of a gestation period. Most tech businesses
you can start off out of your bedroom start selling. You can build an e-commerce store start selling and typically YC also recommends those go and start selling first. We were in a business where we couldn't start selling. We needed to wait for approvals. We needed to wait for up things. uh even after getting to YC it took us almost a year to do our first live transition because that's how complicated regulated businesses are. We had to wait for a license. We first had to get a lot of certifications, approvals, license, then the final approval then we could do first live transition. The so while all of that sounds fairly complex the and our teams used to discuss that hey it's taking us a year to do a first live transition
like how do we have that patience one thing that I kept telling us is that yes there are a lot of hurdles but everyone coming after us will also face the same hurdles. So it's the hurdles become a moat over time because unlike most spaces in India which get funded. We are still in a space where there's still much lesser number of companies in competition because it's not very easy to just bring build a payment gateway get an approval started. You don't have 100 companies coming up in our space in a month because not easy to build in that. So the regulation can seem unfair to you at times but the best part is it's actually very fair. No, no company no matter how big or small they
are, they have to clear the same light of guidelines, same set of rules, follow the same one-year process that we followed to get an approval and go live and very few companies will have the patience or the energy to go through that effort. So that itself creates a very deep mode that it's not easy to get into that space. So I'll say regulated businesses are hard in the sense that you have they have certain set of rules you have to comply with but it also allows you to build a very deep mode once you comply with them because everyone coming after you also has to do the same job and that makes that allows you to create a lot of differentiation on top.
Yeah. And is that what gave you ultimately the conviction because I think you know these types of cold start problems are very difficult and you had to wait a year you had to go well beyond YC to sort of like land that first solve that first cold start problem. Was there a moment when you said actually you know this is going to take too long or are you did you get conviction as you were building? So I think we every like say it's easy to say today that yeah we had commission it wasn't really the case like every single month I would sit my with my co-founder and say why are we building in this space like why don't we do something else why don't we like there were companies getting funded in e-commerce companies getting funded in
uh food delivery and so many spaces and we said why don't we just do that why don't we are techies at the end of the day we can spend our time coding something else we can spend our time building something else but we connected with the problem so much because we spoke to so many founders so many people who could be our customers and I That gave the highest form of energy. Every single customer we started meeting, everyone said yes, we have a problem. Yes, nobody's solving it. And that gave us the conviction that yeah it is hard but the hard see if it is hard to sell to customers it's a problem. If it's hard for other reasons it's not really a problem. It's actually a mode because if
it's hard for other reasons then nobody else will get into the problem and if your customers really care about it once you build it for them they'll really love you. So once we started getting customers once we were actually able to start onboarding customers the customers loved it. Hey finally you are there. finally there's something who solves for us the way we want it to be solved and I think that really created a deep mode and we had a lot of loss of conviction through this process the only thing that he kept us going is like there were enough customers as Bice says make something people want so as long as there were enough number of people who wanted what we were building
I think we were in a good shape yeah it's it's interesting that's a very common theme among really um really generational founders and building generational companies is that ultimately the customer kind of gives you energy Right. And that's that's really what you focus on, not investors, not sort of regulatory bodies, but really the customers that give you that energy. Um, one thing that you know is often quoted is that points of crisis or, you know, when you kind of have these like near-death experiences, um, you can either survive them or you can actually get out of them stronger. And, you know, in our conversations, there's some near-death moments or crisis moments. would love to hear a
moment when you thought maybe things were going to end and how you kind of tackled it and how did the company get stronger because of it. Yeah, it keeps happening in a business we are in. Uh I can tell you one of the early days right we got a bank approval we got a license I was telling you throughout the YC time uh we were not live just a week before demo day we got a final approval and we actually went live and launched in fact before demo day we were considering that YC has an option that you can delay and do the next demo day discussing not to launch uh on demo day because you're not ready
but we got approval week before demo day we did techrunch launch we went live all great we did the demo day a lot of investors were interested about 2 weeks after demo day the bank that had enabled us pulled the plug. They said like uh there were some issues, some uh one customer did a complaint and they said we can't support you anymore and they completely stopped our platform. We had at least 50 customers live, merchants live who were using us for payments and one day all of them were shut because the bank pulled the plug. Now this is like the like it's the hardest place you can be in a payments business because your customers want to collect money. somebody has finally agreed that they
want to use a small payment gateway like you to accept your money and now you have to tell them that hey we your business is shut because our bank pulled the plug u and I think that was the probably the hardest time of the company because like a lot of us were in the room we tried begging and pleading the bank that hey give us some more time and they said no we can't and it's done and they didn't care and so I think uh we had to take some very like we had to discuss what we do because in a payments business trust and reliability is so critical that once these guys go out and say hey raise a pay like duped us or whatever and then our business is impacted because of them and we had just
done a YC launch like it could be its own set of things and then we'll never be able to establish trust. I think the one fundamental principle we set is that we'll call every single customer and tell what is happening exactly why it is happening and what we are doing about it. We'll I think a lot of times when this crisis happens people stop picking up calls people stop responding because you don't have much to say like what do you tell your customers just going to is going to pick up the phone and scold you. uh we said we'll get the all the scolding we'll hear all the abuses but we'll never stop picking the phone we'll never stop calling these people and telling what's happening so we had a
like six seven of us six of us sat in a room started calling each and every customer explaining what's happening a lot of them understood a lot of them didn't understand a lot of them abused us and I can tell you like uh when Indians abuse they abuse a lot so they're like uh fullon Hindi abuses that our team had to and me I personally had to listen to but we said it's Okay, we'll listen through it. We'll hear them out. We'll let them vent their frustration. We'll tell them what's happening. And we kept doing that and uh it took us about four or five days before which we could get another partner and we could take it live and then uh we were able to get a lot of these merchants live and even some of those merchants some of the merchants
who even abused us are still live with us with razor pay even today. uh because yeah because at the end of the day like uh B2B is so unlike B2C B2B is a business of trust right that's and in particularly in financial institutions it's a business of trust and the trust at the end of the day nothing replaces the human touch point of trust right you pick up the phone you call even today like for when customers get raise a support query or questions we have a rule that if it crosses two or three or four exchanges you pick up the phone and call the customer be like the just having somebody a human on other side saying that yes I am with you and I'm going to I am managing it gives a lot of
trust uh even though the efficiency might be weaker the trust coming out of that is stronger so for example a lot of companies are using AI to replace uh support today and we've taken a call that we are using AI in everything except replacing customer support because in customer support in our case customer support is not about solving the problem it is a channel to establish trust that hey we are here there's somebody as a human spending his time on solving a problem and we can't take that away so it I think that fundamentals got us set up for us because of the crisis because we learned that even when we had the worst of worst happening to us just because we were picking the phone and ask saying that hey I'm on top of it and I'm spending my
time just figuring this out. Give a lot of trust to these people. That's that's dedication. That's very inspiring. I think um that's a hugely important lesson for building any company but certainly very much for a trustbased company. One of the interesting things about our conversation was this notion of conviction that you guys had very early on and you know this was a time and I think you know folks probably realize uh maybe some of the folks here are a little bit too young to remember you know the UPI systems wasn't there uh demonetization has not happened yet um and so early days there are many competitors particular competitors from overseas competitors locally and you know they would say things like, "Oh,
you know, we're going to we're in this space already. Um, you don't know anything. You don't have the background. We're going to crush you. How about we just buy you?" Or, you know, um, and they're certainly motivated by some amount of fear associated with that, right? So, what was your mindset at the time? Like what gave you conviction to keep going when in some of those cases, I think some founders probably would have said, "Well, you know, maybe we pack it up and join one of these companies or maybe we're not going to win." Yeah. And I think that happened very early like in our space it actually happened very early when we were in YC even before we launched we started getting acquisition offers uh
from one of the some of the largest payment companies in the world uh started saying that hey because of YC we got noticed uh so some of the large payment companies so founders of them reached out and said why don't you join us why did you build India for us and so on I think it uh and I think some of those were actually exciting because the companies were really good uh I think what kept us going is a India is very hard and very different so when we met a lot of these uh companies global companies I felt they didn't understand how complex India is and the worry from that perspective was not that what will happen today but our worry was that two years out the amount of investment
India needs uh so India is a massive opportunity today but at 2014 2015 if you looked at India like the payment volume was $60 billion right the total GMBB that's what I put in my business plan B my YC uh application I put the payments market of India is $60 billion today raise alone does $180 billion right so that is the way the market has grown in last 10 years right so it's so hard to plan for India now if I told a company that hey for a $60 billion market we need $500 million to build it's going to be very hard uh to convince them but if I if somebody understood that it's $60 billion market is going to scale up massively right and there's a lot of opportunity that is going to have even today I feel 180 is
very small India is going to be a trillion plus market at least in payments right but it's very hard to explain that to a global player who's not seen that because most other markets in the world are not growing at that pace. So I think for us it was very clear that if we have to solve India, we have to think a very long-term perspective and if we were able to consider that we need to have a partner who is going to be able to understand that is a long-term play of India and we didn't find that. So I think for us the answer became very clear then unless we feel that what we want to achieve we can achieve faster with somebody else there's no reason to work with somebody else and we never found that.
Yeah your insights were pretty unique in that regard I think. Um so it did work and it did start to take off and you know um there was a period I think um in sort of 2017 2020 um even before the pandemic where you guys had grown some insane multiple like 40x um at what was amazing about that wasn't just the growth it was that you guys did it with record capital efficiency what was your mindset in that because you know I think You know, we get a lot of questions obviously about how much money do I need to raise? Um, I need to do this thing and therefore I need to raise a lot of capital to do it. Um, but you guys were able to grow, you know, at a break neck pace but say very
capital efficient and very lean. What was that mindset? Yeah, it is uh in fact it's again a great thing in hindsight but if you know the 20185 to 2020 time period it was not really considered a good thing for a company to burn less money. Like there's a there's a time when people were investors expect you to burn a lot of money. So we raised like when we raised our series A funding we raised like about 11 10 11 million. We didn't really have that much burn. Our burn was less than $200,000 a month. So we took that money and we put it in bank FDS uh fixed deposits in India. Uh the interesting part was the interest on the deposits was more than our burn. So we became profitable and uh our investor was very
unhappy with that because he was like we've given you this money to burn and grow. Why are you making profits out of it and we had to explain that because they were investing a lot of other consumer companies which were burning massive amount of money and here we were we had $11 million we growing their money just because of interest rate and that made them very unhappy. So it was a very hard conversation in hindsight but I think for us it was very clear we are in a B2B business right in a B2B is a very logical business right unlike B2C which in my belief because I'm a B2B founder I find it very illogical because you have to in B2C you have to first get the customer spend a lot of money get the spend a lot of
money to grow the customer spend a lot of money to uh build engagement and then at some point through some other channel you monetize that customer in B2B it's very simple you add a value to a business the business pays you for it it's a simple business that you go to a business you say hey I'm adding this value to you this is what I need to charge for it. Either the business likes it or dislikes it. But that's how it is. There's no point of burning money for it. There's no point of spending money to engage and all of that because the business is going to be logical. He uses you today because you add value. If you tomorrow stop adding value, he uses
somebody else. There is modes and there is depth in product but at the end of the day it's about the value you add to that their life. So I think for us it was very clear. We told the investor that like I can burn a lot more money and grow a lot faster. It's not going to do anything because there's no point of that. It's not a DAO mama business where I can have that DAO and I can say hey tomorrow this is going to be worth this much value. It has as much value as the value I'm adding to him today. If I stop adding that value it's going to move out tomorrow. And that makes the business far more logical but also there's a lot of intensity to the business because every day you have to
fight for your share. You're the business uh decision maker on the other side is every day evaluating are you still adding more value than you're charging me for? Because if you're not then you're going to find something else. And it is easy to say but it's harder to constantly compound especially as or gets larger. So to give an example like you said like UPI was launched uh in 2016 April 2016 actually we just celebrated 10 years of UPI. April 2016 is when UPI was launched. U there were a lot of payment gateways at that point of time and I don't know if people here would remember but in 2016 when UPI was launched there was a lot of skeptics a lot of people didn't believe that UPI will take off. The two largest banks of
the country hadn't integrated on UPI till demonetization happened till November 2016. So most payment gateways in India actually didn't integrate UPI at all because they felt that with without the two largest banks of the country being on UPI, who will use UPI? Uh right. So and that's where the value of being small is so high because we had nothing to lose. We had 10,000 merchants. We were very small. We had launched in 2015. This is 2016. Uh in uh in September October 2016, we became the first payment gateway in the country to go live on UPI much before the largest banks of the country had gone live. And then and then November is when the largest banks went live and then
demonetization happened and no other payment gateway was ready to support UPI at the scale at which we were. So all the largest uh companies we were only seringmemes before that but the largest companies at that point of time zomato swiggy book my show all of them went live on razor pay in a period of couple of weeks because suddenly everyone wanted UPI and we were the only payment offering that now that's the advantage of being a small player that you can make these bets early on that worst thing and we discussed with our team the worst that will happen that UPI doesn't take off it's fine we are still fighting the battle anyway but if it does take off it creates a unique wedge for us and
we can go out and So that bet that early bet played out in a massive way for us because it took 6 months for any other payment gateway to go live on UP after we went live and in that 6 months we were able to enter spaces that we couldn't have entered uh if there was no differentiator for us to play on and that is how it compounded for us. That's that's such a classic I think lesson. Yeah, it's such a classic lesson. I mean we talk a lot about you know being able to be faster, right? your rate of building product, your rate of learning, your ability to adapt to markets and those advantages acrew to startups. This
is a such a classic story and such an amazing indication that works. Um I'm curious um you know as we look at the age of AI there's obviously multiple things that it's fundamentally shifted our thinking on product on how we run companies right both of those things and I'm curious how you think about the product and I think you guys recently launched you know core AI functionality layering in the fundamental sort of AI backbone for running a business um how do you guys think about in integrating AI into the Yeah, I think AI is such a fundamental shift. So, first we have to calibrate ourselves a lot, right? So, I think it starts at the top. So, I am like I and the leadership are spending so much time
on AI like I am addicted to cloud code so much right now. uh I was meeting the anthropic team yesterday and I was telling them that you need to start having de addiction programs because like we sp I'm personally spending so much time on cloud code on openclaw and so on and it's so much fun and exciting and it allows like I think as most founders like we start building companies because we love building we love coding but over time you the layers get built in the company gets large and you end up becoming people manager and honestly no founder gets into building a startup to become a people manager so I think AI is such an amazing tool because it allows you to get back to building in from ship inform uh and I think I
personally I've been loving that but the advantage of that is that when you spend your time doing that you understand the power of the tool you understand the power the technology brings in and that is allowing us to make some very fundamental decisions so like couple of months back we just sat down and said if I were to start razor it today how would I build it right and we just started putting down on drawing board that how would our integration look like how would our onboarding look like how would our support look like how would our platform look like how would people interact with us how would people use us and we just put it all down on a And he said okay like let's make that happen
this because that's the incumbent policy right like you start believing that hey we have everything we are well set and I mean the payment disrupted a lot of incumbents to get where we are and it is because of the UP example was the same reason everybody felt that we are the largest payment player we are doing all the cards and everything if something changes we'll respond to it but the respond to it the market changes faster than you can respond so if you're going to respond when the market is starting to change you're already too late so we said that we going to do the Same thing with AI and we're not going to act like an incumbent. We're going to act like a startup. We're going to
decide what changes are happening and we are going to bring these changes before a new startup brings those in. So we completely reinvented the platform end to end. We launched it a couple of months back and the traction has been massive because like it fundamentally allows you and some of this is not perfect yet because AI is still evolving. The tech is there but not fully there but you have to go with that belief that it's going to get there. It's improving every day. And so we had to spend a lot of time building this rewiring our teams rewiring and it's not easy because when you have large pools of capital sitting large pools of teams sitting doing something that doing every
day asking them that hey we'll hurt ourselves in short term but you know going to private ourselves completely to what is going to make sense longterm it is hard and every team has an incumbent fallacy but it's the only way to survive in the world that we're heading towards. AI is going to bring down time to build so rapidly that the only differentiation is going to be how fast can you move, how fast can you really decide what to build because the build itself is a very short process. I think that's the only mode I think we've seen that tech itself was the only mode in tech became how fast can you execute because a lot of other things came down. There's not the capital mode came down the infrastructure mode came down. I think
AI is going to bring down the building mode as well because build itself is going to be very easy. The only thing you have to spend time is what to build, how to build it, how should it look like. But just the build itself is going to compress massively and every single company will have to go through the transformation. Now some of them are going to take the time and say, "Hey, I'll respond to the market." And any company who takes that call that we're going to respond to the market is already dead. The only way to survive is to figure out what the market is going to be and move today. And that's the call we had to take.
This is true founder mode right here. Um, that's amazing. Um, you know, as you look at your journey, your startup journey. Um, you know, you've you've grown from, um, you know, a few people maybe in an apartment in Jaipur when you started to now sort of one of the generational companies. How have you think you've changed you know as you scale? Certainly the business changes, the organization changes. Um but one of the things that we often hear is that founders that choose to build um and have this intensity to build they change. They become a better version of themselves or a more formidable version of themselves. As you reflect on your journey, what has changed about you?
Yeah know I think there are a lot of learnings in the 10 years and it's not that we did everything right. I did a lot of mistakes. Uh let me speak about like for example some of the mistakes like the founder mode that you spoke about like I loved that essay when it came out because we went through that same journey. What happens as a founder, you typically start a company, you are into it every day. The first two, three years, you're ramping up. You're figuring out, you're in the trenches. Then the company starts taking off. Then you start hiring a bunch of executives. You start hiring a lot of leaders and you start feeling that, hey, now I have good leaders that can take care of what
I used to do and I don't need to spend my time on that. I can just manage the leaders. And that's what the essays say, manager mode. And a lot of founders shifted to manage mode. I myself shifted to manager mode for a couple of years where I said, I have the best leaders. The leaders know what they are doing. Why do I need to get into everything like let me just manage the leaders and that's the worst mistake you can do. Now there's a fine line between micromanagement and being in founder mode, right? So you don't want to be micromanaging everything. But the things that really matter to you, the founder has to get into it. For example, as a product company, the product vision, the pro direction, the way a founder is
going to think about it, no leader can ever think about it. So like I think and we had to all and I've spoken to a lot of founders who had to go through the journey where you start acting in manager mode, you start getting your leaders and you get the best leaders. We had like raise some amazing leaders. But at the end of the day, what differentiates a company is the founders's conviction on something that your day to day-to-day execution people can't take. And those decisions have to come from founders. So, and I think the fundamental point is that nobody's going to care about your company as much as you do. And that is never going to change. It's not going to happen on
day one. It's not going to happen on day year 10. It's not going to happen on year 20. And I think every company whether it's Facebook or whether it's uh any large company is run by the founder the founders slowly and quickly realize that nobody no good leader can care about your company as much as you do and I think we had to go through the journey. So I think that journey took almost 10 years for me to personally see that hey I need to be into the core things that matter to the company is something I need to be there and I need to spend my time on it and everything else I can delegate and I think that learning took a lot of time. Um, one last quick question for me. So, as we
look at, you know, the over 2,000 people that are here that maybe reflect where you were when you started, what advice would you have for folks to take actionable steps to get building and to get started on a company? Yeah. I think the core premise of like entrepreneurship, right? Like AI is making a lot of stuff easier, right? So, people are think, hey, maybe entrepreneurship will get easier. I don't think entrepreneurship is going to get easier because of AI. I think the fundamental tools required to be build a company are getting easier but the core aspect of entrepreneur is the ability to connect with the problem deeply and spend all of your time and effort in solving that problem right and I think
with AI my worry is that because it's easier to build it's easier for people to latch onto problems that they don't really care about right because it's easier to say hey I can whiteboard something I can build something and deploy this and I can start going live I think what every founder really needs to think is this something that you can spend your next 10 years of your life building because that's what it's going to take. It is can be easy to build and deploy a software on AI today. It can be very easy to deploy a website on AI today. But is there a problem statement that you can spend your 10 years of your life building because that's what it's going to take if you're going to make
build a last successful company. AI is going to make the build process easier. The company building part is still going to take 10 years of your life and every day spending that hour. So need to find a problem statement that you closely connect with not just because something is cool or because AI allowed me to make that code that Y project. The only thing that's going to work is that a problem statement that you can spend all of your time and effort for next 10 years solving for because that's what it's going to take at the end of the day. Inspiring. We're going to leave it there. Everyone give it up for Harshell Matur from Razer Pay.
Yeah. Thank you.
