Ashmit Bhandari

Not every problem needs to be solved in 10 minutes. The “10-minute delivery” playbook has become the default for new startups. Zepto made it mainstream and, to be fair, solved real use cases. When you are cooking and miss an ingredient, need something urgently, or want a quick gift, speed genuinely matters. But this logic is now spilling into categories where urgency is far less clear. I recently saw ads in my society for startups like Snabbit and Dazzl offering maid services and beauty or personal care in 10 minutes. Facials, threading, pedicure, grooming on demand. This is where I pause. Maid services are rarely impulse needs. Most people know a day in advance that they need help. Yes, last-minute cases exist, but they are edge cases. From a user perspective, 10 minutes versus even 30 minutes does not materially change the decision. More importantly, maids are trust-based. Over time, they become familiar and almost like family, which limits people’s willingness to replace them frequently and caps scalability. The same applies to beauty and personal care. These services are usually planned. People already book a day in advance or earlier in the day for an evening appointment, especially before events. Needing a facial or pedicure in the next 10 minutes is rare. From a VC lens, the question is not whether these services are useful, but whether “instant” is the real driver of adoption and retention. Here, the urgency feels situational, not fundamental. If these businesses work, it will likely be because of service quality, reliability, well-trained professionals, and trust built over time. Speed may help at the margins, but it is unlikely to be the moat. Fast works when it solves a frequent, real pain. Otherwise, durable businesses tend to win by doing the basics exceptionally well. Curious to hear other views. Where does “instant” truly create value, and where does it become more of a marketing layer than a real need? #Startups #VentureCapital #ConsumerTech #QuickCommerce #BusinessModels

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Sprint 2 of #ProductPortfolioSprint with #ProductSpace is focused on reimagining the lab test booking experience for underserved users in India’s Tier-2 cities. ⚠️ Problem Framing While platforms like 1mg, Practo, and Healthians are functional, they are designed for digitally fluent, urban users. Their interfaces assume users can read English, navigate complex flows, and trust online health services. Yet, the next wave of healthcare platform adoption will come from regions where: • Internet access is intermittent • Digital literacy varies widely • English isn’t the first (or second) language • Trust is built through voice, community, and familiarity 📌 Day 1 Focus: Strategic Diagnosis of User Pain Points 🧭 Through secondary research and behavioral mapping, we’ve identified high-friction areas to address: 1. Onboarding Complexity First-time users face unclear CTAs, language mismatch, and no voice assistance. 2. Jargon-Heavy Interfaces “Add to cart,” “filters,” “profiles” — terms that alienate. Interfaces aren’t designed for zero-tech-assumption use. 3. Trust Deficit in Labs Users don’t recognize lab brands or understand certifications. No cues on hygiene, credibility, or technician reliability. 4. Low Confidence in Navigation GPS-based maps are ineffective in landmark-reliant geographies. Lack of guided flows discourages conversion. 5. Frustration with Payments Prepaid-only models exclude cash-preferred users. Failed digital transactions lead to abandoned bookings. 6. Voice as Untapped Opportunity Most platforms ignore the power of spoken search, regional language engagement, and voice-based walkthroughs. 7. Connectivity Constraints Poor internet leads to broken experiences — yet few platforms support offline-first flows or retry mechanisms. 🔑 Strategic Takeaway: The gap isn’t just UX — it’s product-market fit for a digitally cautious demographic. And this gap is a massive opportunity. 📱 LabSahay is our proposed response — a zero-jargon, voice-assisted, trust-centered platform to enable lab bookings with confidence, simplicity, and care. Stay tuned tomorrow for our design principles and early prototypes as we turn insights into product architecture.

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Transitioning into product management is about evolving from analyzing problems to owning solutions—by blending domain expertise, user empathy, and cross-functional leadership. Here are my 7 Tips to Transition into Product Management: 👇 ♾️ Understand the user deeply and think in terms of problems, not just requirements. ♾️ Collaborate cross-functionally with tech, design, and business teams to build influence. ♾️ Get involved in product discovery by contributing to roadmap, backlog, or UAT discussions. ♾️ Learn product frameworks like MVP, OKRs, and user journey mapping through self-learning. ♾️ Highlight impact over tasks by showing outcomes tied to business or user value. ♾️ Pursue internal opportunities by expressing interest and supporting product teams. ♾️ Build a product-thinking portfolio with case studies or side projects that showcase your vision. Do you know why I used ♾️ (infinity)? Coz these are not just tips for one time . You can implement them again & again. In the image below, I tried to show a 8 year career map of a person who carved it from Quality to Product Management! Sheer resilience, ultra focused & knows where he wants to head! You may say - we can get APM levels even as a fresher - then why waste 8 years? Not all are lucky my friend. At times one has to go through a hard yet beautiful journey to remain steady & progressive. It also reflects that while the resource remained passionate & he took the stride with sheer resilience. Plan your career with a strategy & just don’t work something for the sake of it. Cheers, Gourab

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Whether you’re interviewing for Product Analyst, PM, or GPM, these 10 questions show up across roles and verticals across B2B, B2C, SaaS, Fintech, Healthtech etc. Get ahead. Prep smart. 🍀 ⸻ 🎯Situational / Behavioral • Tell me about a product you managed → Use Problem → Action → Result. Focus on impact. • Describe a tough product decision → Walk through trade-offs and stakeholder alignment. • Tell me about a product or feature that failed → Own it. Share how you adapted and improved. 🎯 Product Thinking & Design • Design a product for [X] → Clarify the user + problem. Structure your thinking. • What’s a product you love and why? → Talk strengths, then offer one smart improvement. 🎯Metrics & Impact • How do you measure product success? → Mention relevant KPIs (adoption, retention, NPS). Link to goals. 🎯Prioritization & Process • How do you prioritize features? → Use RICE, MoSCoW, or Value vs. Effort. Show how you make trade-offs. • How do you handle customer feedback? → Explain your system for capturing, synthesizing, and acting on insights 🎯Collaboration & Team Fit • How do you work with cross-functional teams? → Focus on alignment, communication, and handling conflict. • Why do you want to work here? → Be specific. Tie your values or experience to their mission or product. —————————————————- I actively mentor aspiring PMs — and I’ve seen how the right prep can change someone’s trajectory. If this cheat sheet helps even one person walk into an interview more confidently, it’s done its job. 💬 Got a favorite framework or question you’d add? Drop it in the comments. 👍 Like, 🔁 repost, or 📩 share this with someone who’s prepping — it might be exactly what they need today. You know whom to follow for such premium content on your feed! Cheers, Gourab #GCwrites #PMinterview #Jobaspirants #AspiringtobePM #CheatSheetforPMInterviews #Opentowork #LinkedinContent

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Product Management: Balancing Vision, Value & Alignment Product Management isn’t just about building features — it’s about aligning every decision with the company’s vision while ensuring user needs are met. Often, PMs face conflicting priorities — leadership may focus on revenue-driving features, while others push for user value. The real skill lies in creating alignment and making balanced, evidence-based decisions that serve both. From my experience, I’ve learned that clarity and structure go a long way in navigating such situations. I start by identifying and prioritizing stakeholders, understanding their viewpoints, and maintaining transparent communication. Using data to guide decisions helps resolve conflicts objectively — and when data isn’t available, I rely on market insights, user research, and logical reasoning to find common ground and manage expectations effectively. At its core, a PM’s role is about managing alignment, context, and conviction — not just roadmaps. 💭 How do you handle stakeholder conflicts or decisions without enough data? #ProductManagement #Leadership #StakeholderManagement #ProductStrategy #DecisionMaking #ProductLeadership

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It’s becoming harder to justify a product manager who can’t vibe code. I regularly prototype full functionality when communicating requirements to my engineering stakeholders. Tools like Cursor, Bolt, and Claude allow me to go beyond words and show what’s possible. I now even push code to GitHub, giving my engineering partners visibility into what’s under the hood. These prototypes aren’t final designs, they’re agile artifacts that provide higher context and clearer solution intent. Vibe coding empowers product managers to move faster, give engineers clarity, and ultimately spend more time with customers. And that’s always a win for products, users, and builders alike. #ProductManagement #VibeCoding #AI #Engineering #Prototyping #Agile #Leadership #ProductDesign #Innovation

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Product Lifecycle Management: Thinking Beyond Launch One advanced mindset shift in Product Management is understanding that launch is not the finish line — it is just one phase in the Product Lifecycle. Every product typically moves through four major stages: 🔹 1. Introduction • Product is launched • High investment • Low revenue • Focus on awareness and adoption PM focus: ✔ Validate product-market fit ✔ Collect early user feedback ✔ Iterate rapidly 🔹 2. Growth • Increasing adoption • Revenue starts scaling • Competitors may enter PM focus: ✔ Improve retention ✔ Optimize growth loops ✔ Strengthen differentiation 🔹 3. Maturity • Stable user base • Slower growth • Market saturation risk PM focus: ✔ Improve efficiency ✔ Increase monetization ✔ Explore adjacent opportunities 🔹 4. Decline or Reinvention • Reduced engagement • Market shift • New technology disruption PM focus: ✔ Pivot ✔ Sunset features ✔ Reposition product In healthcare analogy: Acute treatment → Stabilization → Long-term management → Rehabilitation or new intervention. As I transition from clinician to Product Manager, I’ve realized: Different lifecycle stages require different decision-making styles. Early-stage PM: • High experimentation • Risk-taking • Fast iterations Late-stage PM: • Optimization • Margin improvement • Portfolio thinking Understanding lifecycle stages prevents common mistakes like: ❌ Over-scaling too early ❌ Over-investing in declining features ❌ Ignoring innovation during maturity Strong Product Managers think long-term. They don’t just ask: “What should we build next?” They ask: “What stage are we in — and what does this stage demand?” This strategic lens is something I’m consciously developing as I grow deeper into Product Management. #ProductManagement #ProductManager #AssociateProductManager #ProductManagementIntern #HealthcareToTech #ClinicianToPM #CareerTransition #HealthTech #DigitalHealth #LifeSciences #ProductThinking #DecisionMaking #StakeholderManagement #DRTashuGarg #NonclinicalDentalAyushFellowship #Aayushgradchallange

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Too many teams still wait weeks (or months) to improve something they already know is broken in their app or digital journey. -> Onboarding drop-off. -> Checkout friction. -> Feature adoption that never takes off. That’s where Product Experiences by CleverTap comes in. It allows product, growth, and marketing teams to: - Make changes to your mobile app and websites without app store releases - Personalise in-app experiences by user segment, behavior, or lifecycle stage - Run A/B experiments on real product flows, not just messages - Roll out winning experiences instantly — and roll back just as fast The impact is simple: 👉 Faster experimentation 👉 Lower engineering dependency 👉 Better conversion, engagement, and retention In a world where customer expectations change faster than release cycles, speed and relevance become a competitive advantage. If you’re planning 2026 roadmaps around growth, retention, or experience-led differentiation, this is worth a closer look. 🔗 https://lnkd.in/gjJpj_-z #ProductManagement #CustomerExperience #Growth #Experimentation #Personalisation #MobileApps #MarTech #CleverTap

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The most important GCC skill no one is hiring for As GCCs scale, hiring conversations obsess over: - Architects - Product leaders - AI fluency - Domain depth But there is one capability that quietly determines whether a GCC compounds or collapses. "Context stewardship". 1. Early-stage GCCs run on instructions. 2. Mid-stage GCCs run on expertise. 3. Mature GCCs run on context. At scale, the problem is no longer “Can India execute this?” It is “Does India understand why this exists, what trade-offs matter, and what future this decision shapes?” When context is thin: Teams optimize locally but fragment globally. Decisions are technically correct but strategically misaligned. Velocity increases, coherence drops. Most enterprises respond by adding process. More decks. More syncs. More alignment rituals. That does not solve a context problem. It amplifies it. The real failure mode in mature GCCs is not loss of control. It is loss of shared meaning. When context does not travel, power centralizes. When power centralizes, trust erodes. When trust erodes, initiative dies quietly. The next generation of GCC advantage will not come from better org charts or tools. It will come from leaders who can: Hold enterprise context Translate ambiguity Protect long-term intent While still allowing local autonomy to breathe These leaders are not visible on resumes. They show up in outcomes. And until organizations learn to recognize and reward context stewardship, they will keep scaling execution while shrinking influence. That is the paradox most GCCs are entering now. #GCCReset #ContextStewardship #DecisionMaking #EnterpriseTransformation #GlobalOperatingModel #LeadershipEvolution #NextGenGCC Achyut Menon "AK" Viswanathan K S Shankaran (Shanks) Srinivasan Amrish Kumar Vishwanadh Raju EY GCC Pulse™ Accenture in India 3AI LinkedIn News India Vishnu BG ANSR Zinnov Talentiser Michael Page AIM

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Over the last year, I've been speaking to PMs across startups and larger tech companies in India and outside on AI. Everyone is shipping “AI features.” 🚀 Few are shipping “AI value.” 🔖 .... And there is a difference! Adding a chatbot to your product is not AI strategy. Adding auto summaries is not AI transformation. Adding GPT to search is not innovation. Those are features. The real questions are... - Did it reduce call handling time? - Did it improve conversion? - Did it reduce support tickets? - Did it increase retention? ... you get the drift now!! In one of my past companies, we shipped an AI assistant that everyone internally loved. Demo was great. Leadership was excited. LinkedIn announcements were ready. 2 months later? Usage was below 8% of active users. Why? Because we solved for novelty. Not for friction. AI should remove cognitive load, not add another shiny button to click. Before adding AI to your roadmap, ask - 1️⃣ What user behaviour will change? 2️⃣ What metric will move? 3️⃣ What workflow becomes simpler? If you cannot answer those clearly, you are shipping excitement. Not impact.

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From Backlogs to Breakthroughs: How AI Is Rewriting the Role of Product Managers AI isn’t replacing product managers — it’s redefining them. Today’s PMs are buried in operational overhead: sprint tracking, endless follow-ups, grooming backlogs, and chasing JIRA tickets. But with the rise of AI copilots and automation tools, the traditional role is being disrupted from the inside. 📉 According to a 2024 report by ProductBoard, PMs spend 40–60% of their time on coordination tasks that could be automated. 🤖 Enter AI: • Copilots draft specs • NLP tools summarize user feedback • Generative AI suggests user stories • LLMs auto-tag tickets and flag risks 🔍 What does that unlock? More time for what truly matters: ✅ Strategic thinking ✅ Deep customer empathy ✅ Creative experimentation ✅ Ethical product design 💡PMs are becoming creative architects, not task managers. 📊 Gartner predicts that by 2026, 30% of PM responsibilities will be augmented by AI, allowing product leaders to focus on long-term innovation, not just roadmap execution. What this means for orgs: ✔️ Re-skill PMs in AI literacy ✔️ Shift metrics from velocity to value ✔️ Invest in AI-native tooling (like Atlassian Intelligence, Notion AI, Linear AI) ✔️ Break silos between PMs, data scientists & AI engineers AI doesn’t kill the PM role. It elevates it. Product orgs that embrace this shift will outpace the ones that stay stuck in “agile theater.” The future belongs to product teams who can think like humans and build like machines. #ProductManagement #AI #Leadership #FutureOfWork #Agile #ProductDesign #ArtificialIntelligence #PMLeadership #ProductStrategy

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Marketing and Business Terms Every Product Leader Should Know. As a Product Manager or Product Development Leader, understanding marketing isn’t optional — it’s essential. 🚀 From CAC to Positioning, from Go-to-Market Strategy to Product-Market Fit — these aren’t just buzzwords; they shape how your product connects, converts, and scales. That’s why I’ve put together a quick, easy-to-digest guide (PDF) that breaks down key marketing terms every PM should master — whether you’re collaborating with growth teams or defining your GTM strategy. 👉 Master the language of marketing. Build products that don’t just work — but win. #ProductManagement #MarketingForPMs #GoToMarket #GrowthStrategy #ProductDevelopment

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𝗧𝗵𝗲 𝗦𝘂𝗯𝘀𝗰𝗿𝗶𝗽𝘁𝗶𝗼𝗻 𝗦𝗵𝗶𝗳𝘁 𝗡𝗼𝗯𝗼𝗱𝘆 𝗜𝘀 𝗧𝗮𝗹𝗸𝗶𝗻𝗴 𝗔𝗯𝗼𝘂𝘁 A few years ago, most of us were managing subscriptions like: • Netflix • Amazon Prime Video • Disney+ Hotstar The question was simple: “Are we even using this enough?” Fast forward to today. The subscription stack looks different: • ChatGPT • Claude • Emergent But the real shift isn’t OTT → AI. It’s 𝗖𝗼𝗻𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻 → 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲. Earlier, subscriptions were about entertainment. Now, they are about capability. Earlier, algorithms suggested what to watch. Now, intelligence systems help decide what to build, analyse, negotiate, automate. This isn’t about replacing people. It’s about increasing thinking velocity. ₹499 once bought distraction. $20–$30 now buys acceleration. The real question isn’t: “Which AI tool is best?” It’s: “Which subscription compounds better decisions?” That’s a quiet shift. But it’s defining. #AI #Leadership #Productivity #DigitalShift #FutureOfWork

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Most Product Managers think their job is to build fancy features. So they obsess over velocity and ignore the anxiety in the room. But when your partners feel unheard, they choose: • Delays over decisions • Politics over progress • Malicious compliance over execution What to avoid (The Logic Trap): ❌ Arguing with data first ↳ "But the chart proves we need this feature." (Logic doesn't cure fear). ❌ Ignoring the silence ↳ "No questions? Great." (Silence usually means resistance). ❌ Hiding behind the process ↳ "Just file a ticket and we'll see." (Bureaucracy kills trust). ❌ Fake empathy ↳ "I hear you, but we are doing it my way anyway." What to do (The Empathy Unlock): ✅ Validate the fear first ↳ "I can see why this timeline makes you nervous. Walk me through it." ✅ Mine for the "No" ↳ "If this project fails in 6 months, why did it happen? Let's kill the zombie now." ✅ Trade, don't dictate ↳ "We can hit that date. But we have to pause Project X. You decide." ✅ Obsess over the human ↳ Treat emotions as data points. They tell you where the risks are. The spreadsheet is never the problem. You cannot automate the ability to read a room. 𝐇𝐚𝐫𝐝 𝐬𝐤𝐢𝐥𝐥𝐬 𝐠𝐞𝐭 𝐲𝐨𝐮 𝐭𝐡𝐞 𝐣𝐨𝐛. 𝐒𝐨𝐟𝐭 𝐬𝐤𝐢𝐥𝐥𝐬 𝐤𝐞𝐞𝐩 𝐲𝐨𝐮 𝐟𝐫𝐨𝐦 𝐥𝐨𝐬𝐢𝐧𝐠 𝐢𝐭. ♻️ Repost if you believe empathy is a hard skill. ➕ Follow Miguel Abascal for more on leading with influence.

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The Partnership Paradox: Why Your 7 A.M. Uber Still Cancels It’s 7:15 AM. Laptop bag ready, coffee untouched, three apps open — Uber, Ola, Rapido. Not to see if a ride will come, but to see how long the circus will last today. The first request goes out. No one accepts. The app suggests a ₹50 “tip” to “increase my chances.” Ah yes — a modern-day bribe wrapped in UX design. Finally, a driver accepts. Then cancels. Then another accepts. Cancels again. By the third attempt, fares have surged, patience has vanished, and coffee’s gone cold. If you commute daily in India, you’ve lived this loop — frustration in 10-minute installments. And yet, this isn’t chaos. This is design. Or at least, a design that outgrew its discipline. The “Partner” Problem No One Talks About Uber doesn’t hire drivers — it creates partners. Sounds empowering, right? Except this freedom cuts both ways. When you make someone a “partner,” you share the profits — but not always the purpose. The driver becomes a free agent in a system built on shared responsibility. No surge? Cancel. Long pickup? Cancel. Low fare? Cancel. And just like that, a “partner model” becomes a permission model for unpredictability. The 6 A.M. Logic of Cancellation … What feels like unreliability to the customer is actually rational economics to the driver: ·        Low demand = lower fare per km ·        Empty runs = wasted fuel ·        No guaranteed minimum = every minute counts The system doesn’t reward showing up. It rewards waiting for better math. Freedom Without Feedback Is Friction … Rohan Ghorpade recently wrote about Uber’s “Driver Wanted” sign — how it was never about jobs but ecosystem design. He’s right. It was genius marketing — until governance stopped keeping up. Because here’s the thing: Freedom without feedback doesn’t create ownership — it creates optionality. And when everyone in a system optimizes for self, the system itself starts to fail. The Real Issue Isn’t Cancellation — It’s Calibration … Drivers aren’t the problem. Design is. Partnerships are supposed to mean shared upside and shared accountability. But when the structure is tilted toward autonomy, reliability becomes collateral damage. Uber built freedom as structure. Quick commerce built structure as control. And somewhere between the two, trust got lost in translation. The CalmOps Takeaway … Platforms love the language of “partners,” but partnership without rhythm isn’t freedom — it’s fatigue dressed as flexibility. Because in the end: You can scale people. You can scale profit. But if you don’t scale accountability, you’ll keep scaling chaos. #Leadership #SystemThinking #Operations #AutomationStrategy #CalmOps #Uber #Ola #Rapido #Governance #GigEconomy #StructureIsStrategy

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Here are 8 D2C brands that dominated VC funding in 2025, and more importantly, what they got right 👇  1. Zepto Raised $450M at ~$7B valuation Zepto co-founded by Aadit Palicha & Kaivalya V. proved that dailyuse + speed + operational leverage is still fundable, even in cautious markets. Investors doubled down because quick commerce isn’t just about convenience, it’s about habit formation. Key takeaway: If customers use you daily, capital will follow.  👔 2. SNITCH founded by Siddharth DUNGARWAL Series B of $40M Unlike traditional apparel brands, Snitch operates with startup speed, data-led drops, fast inventory turns, and aggressive retail expansion. Key takeaway: Speed + brand ≠ chaos, when execution is sharp.  💍 3. GIVA co-founded by Ishendra Agarwal & Nikita Prasad ₹530 Cr Series C From silver jewellery to gold and lab-grown diamonds, GIVA transitioned from a digital-first brand to a deeply omnichannel powerhouse with 240+ stores. Key takeaway: Online builds discovery. Offline builds trust, especially in highAOV categories.  👗 4. Purple Style Labs (PSL) founded by Abhishek (Monty) Agarwal  $40M raised Luxury isn’t niche anymore. Purple Style Labs built a platform. They sit at the intersection of fashion, retail, and technology. Key takeaway: Premium brands need systems, not just aesthetics.  🧴 5. Foxtale founded by Romita Mazumdar  $30M Series B Foxtale focused on: • Ingredient transparency • Indian skin & climate • Strong repurchase behavior In a crowded beauty market, retention became the differentiator. Key takeaway: In beauty, repeat purchase beats reach.  🥛 6. Country Delight founded by Chakradhar Gade and Nitin Kaushal $25M raised Country Delight won investor confidence through: • Vertical integration • Quality control • Daily-use products Key takeaway: Boring businesses with strong fundamentals scale quietly but powerfully.  7. Heads Up For Tails founded by Rashi Narang Near ₹25M Series B With rising urban pet ownership, HUFT built: • Premium products • Omnichannel presence • Deep emotional brand connect Key takeaway: Lifestyle categories with emotion + repeat usage are investor magnets.  8. Farmley founded by Akash Sharma and Abhishek Agarwal $40M raised Farmley turned dry fruits into a branded, habitual snacking category, not just festive gifting. Key takeaway: When you own everyday consumption, scale becomes inevitable. If you’re building a D2C brand today, this list is your playbook. Do comment - Which of these brands do you admire the most and why? 👇

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Healthtech is finally talking margins. Practo is shifting focus to hospital SaaS revenue instead of consumer discounts. B2B pays slower — but stays longer. That’s the tradeoff. #Practo #HealthTechIndia #B2BSaaS #StartupStrategy

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*Important Post* How several HealthTech SaaS companies are actively scamming the VC firms and significantly spoiling the entire Indian HealthTech market? Sequence of Steps: 1. Price the SaaS product as less as 500-1500 INR per clinic per month. Offer introductory pricing, which further reduces it to 100-500 INR per month. 3. Onboard clinics on introductory pricing. Those clinics that don't pay, the founding team pays the money from their pocket. The books of the startup record the revenue coming from the customers. The Founders & marketing team put in 10,000-20,000 INR per month to show 100-200 active customers. Obviously they will take back this money in form of salaries. 4. Raise $1-10M investments from VCs back of exponential growth and 100+ clinics signing up in less than 6 months. Few (paid) doctor testimonials would add cherry on the cake. 5. With the VC investment, hire more sales managers, who repeat the similar things that founding team did. Show 10,000 active customers. This time around, they also collect hefty bonuses to onboard more clinics. The salary packages also go up by 100-300%. 6. After 3-4 years, wind up the company or find another larger entity who purchases the startup. Multiple startups have done this or doing this SCAM actively. It doesn't take one week time for any new startup to see through this. Visit clinics and check which software is being used and how much the clinic has paid. Go to a clinic, pay the consultation fees for doctor and then talk to doctor for 5-10 mins. Visit 40-50 clinics in a city and you will see the big picture. ------------ Venture Capital firms are hiring arm-chair analysts who want to do due diligence sitting in their offices. Literally no effort is made to actually understand whether the clinics are using the software, whether the doctors are finding value and paying for the software. This involves significant amount of hard work with tasks such as visiting clinics discreetly and doing proper background check. Checking the logs on software usage. The core reason why this bothers me so much is that, the clinics expects the same from every HealthTech company. They want them to offer them the software at a price less than 1000 INR per month. The clinic might be paying 100,000+ INR on rent, 30,000+ INR for electricity, 10,000+ INR for maid, 20,000 INR for receptionist, etc. But when it comes to software, they don't want to pay and that situation is artificially created by these SCAM healthtech companies.

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