Ep 7: Building one of Asia's Finest D2C Brands with Arjun

Kausambi Manjita
Hi everybody. So the word Ayurveda, right? Today we all know about it, talk about it, hear about it. But funnily enough, growing up, the word Ayurveda was connected with like pure traditional things, you know, mumbo jumbo sometimes, which none of us really understood. And maybe some of us even ignored. To be honest, in recent years, I think the team at Dr. Vaidya's was one of the biggest contributors to shifting this image.

Kausambi Manjita
in my head and I'm sure in a lot of your minds too. And that's a lot because of the hard work of my dear friend and the first guest on Shelf, season two, Arjun, Arjun Vaidya. And...

Arjun Vaidya
Wow, I didn't know I was first guest of Shell Season 2, so I'm honored and excited to be part of this conversation. Thank you. Thank you, Koss, for hosting me.

Kausambi Manjita
Oh, well, you are the ribbon cutter for sure. So a little bit about Arjun. He's I mean, for whoever doesn't know, he's a notable D2C founder, also an investor now, spearheaded the growth of Dr. Vaidya's to become India's largest online Ayurveda brand. Also with a very successful exit and acquisition. And what's Arjun doing today? Well, on one side, venture

Arjun Vaidya
Laughter

Kausambi Manjita
venture investing at Verlinvest. And he's also overseeing the new fund, which is called V3 Ventures. Arjun is also actively engaged as an angel investor, mentoring a lot of different founders in India's really vibrant and growing startup ecosystem. All of this while learning how to become a new dad. So welcome Arjun.

Arjun Vaidya
Most important, most important.

Kausambi Manjita
Most important, I think that is the number one thing. So welcome, Arjun, welcome to the episode. And, you know, I was just thinking about it. You jumped into corporate very early, like 21 years old, worked in a P fund. And then after a couple of years, you decided like, I want to do something unique. And it was very unique for the time, right? D2C Ayurveda brand. Dr. Veddyas was something that was very

Kausambi Manjita
family, pure history, tradition, expertise, but you brought that to the digital generation. So tell me a little bit more about it. How did it happen? Tell us about the journey.

Arjun Vaidya
Yeah, so you said two words D to C and Ayurveda, right? So I'll tell you the story of Ayurveda first and the story of D to C second Look, my last name Vaidya means Ayurvedic doctor I come from a legacy of 150 years of Ayurveda and my family So my grandfather, great grandfather and generations before all Ayurvedic doctors The legacy of our business was not a business Actually, cause just give me one sec I just realised someone's walking in the background I'll switch to the other side

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Okay, so just starting where I left off, right? So I think like, I'll, you said two important words, right? You said D to C and Ayurveda. And I'll tell you the story of Ayurveda first and the story of D to C next. Ayurveda is deeply rooted in my family's legacy and heritage. My last name Vaidya means Ayurvedic doctor. So, I'll tell you the story of Ayurveda first.

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I come from a legacy of 150 years of Ayurveda and my family. My grandfather, great grandfather and generations before all Ayurvedic doctors. The legacy of our business at Dr. Vedya's was not a business. It was an Ayurvedic clinic that my grandfather used to run. I grew up with Ayurveda. I suffered from juvenile bronchitis. I grew up with pumps, nebulizers, inhalers, steroids. I was only able to play cricket and football. I was playing golf and squash because there was too much dust on the cricket field. I didn't have ice cream growing up it would jack my throat and make me fall sick. So I grew up with this asthma and my dada cured me after 14 years of Ayurvedic treatment and so I got my life back. I started playing cricket again. I became captain of my school cricket team. So I promised my grandfather I'll do something with this legacy and then when I went to the US for my undergrad, I saw yoga being repackaged. Yoga mats, yoga gyms, yoga apparel, lulu, lemon. I saw a multi-billion dollar industry created in the US and I started thinking to myself like

Kausambi Manjita
Mm.

Arjun Vaidya
Why can't the same happen with Ayurveda? Like they took yoga from us and repacked it. So why can't we do the same with Ayurveda? So that was at the back of my mind. I worked for three years in private equity and finance. And then when my dadda passed, I was like, okay, now I want to take this forward and I want to take this legacy forward. So that was the background of why Ayurveda and sort of the thought process behind it. Why did you see actually, so after this brand at age 24 and a half, I didn't know anything about anything pretty much, right? I didn't know anything about FMCG, about online, about offline, about building a brand, none of this, right?

Kausambi Manjita
Hmm.

Arjun Vaidya
And then we went offline and we failed miserably. We put 6, we signed up 6 distributors in Bombay, we put 10 lakhs of stock in the market. What I didn't realise is, I had built this to distributors. If distributors didn't build to retailers and retailers didn't build to end customers and end customers didn't buy my product, I would not get paid. And so 3 months later, I went to collect money, I got 90% of my product back. And I realised I didn't have the pull.

Kausambi Manjita
I'm going to go ahead and close the video.

Arjun Vaidya
I didn't have the brand to stand up against Dabar Imami Patanjee, Baithinan Sandhu, Himalaya. And so offline wasn't working. I shut down that business. And then my wife who was my girlfriend at the time, she was in the founding team at Naikazwala, she said, hey, nobody's doing Ayurveda online. Why don't you give that a shot? And that was sort of the starting point of D2C, I convinced her to quit her job at that time at an impact investing fund called Intellicab and joined the business. She joined Dr. Vedyas and in November 2017, we started our D2C journey. The rest is history but that's how we started our D2C journey.

Kausambi Manjita
So it was almost like building a new category in a way, right? Even though I read there is a category that everybody knows about. So tell me, a category building is so hard. What were some of your learnings and how much of your, I think a part of the work that you did in El Capitale where you assessed e-commerce landscape and, you know, not just in India, but in the Middle East, et cetera. Like did some of that learning come in handy while you were building this really difficult, I guess, category building, rather a category online?

Arjun Vaidya
Yeah, okay so I'll tell you what was great, right? What was great was I met 150 entrepreneurs across cars, bikes, apparel, lifestyle, retail, food, consumer, restaurants, FMCG and I met the best entrepreneurs because in private equity you meet only the guys who are doing like 100-200 plus crores in revenue so you meet the best guys and that exposure was brilliant between the age of 21 and 24.

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But I had zero operational experience, honestly, right? So I think the exposure, the knowledge, the people I met, that was fantastic. But what was not there was operational experience to act a lot on the job. So I think it was a great stepping stone and good knowledge builder. But yeah, I didn't prepare me for what was ahead.

Kausambi Manjita
And what was ahead, what was that 0 to 1?

Arjun Vaidya
That 0 to 1 was first showing up in an... No office, right? I used to take a cabin in my dad's office. I had no website. I remember calling up a recruiter who I got referred to and asking them if they would recruit for my form. And I just had a LinkedIn page and they were like, get a website only then we'll recruit for you. We're not interested in recruiting for you till then.

Kausambi Manjita
Of course.

Arjun Vaidya
lots of rude awakenings and lots of reality checks, not having a schedule. I was like you show up and you don't even know what you're going to accomplish the rest of the day, right? Will you be reading articles? Will you be researching? Will you be trying to find a bottle supplier? Will you try to launch a product? Will you sign up a marketing agency? Will you try to hire people? It was like just like what do I do with my time? And I think it was like very hard for the first two, three months adjusting from the stability and structure of a private equity lifestyle.

Kausambi Manjita
Mmm.

Arjun Vaidya
to sort of moving towards total non-structure like sometimes even like not doing anything the whole day right like not having anything to do the whole day uh i think it's a beautiful journey of remolding myself and redoing or unlearning and relearning so i think that perspective was was really good and the first three six months were really hard but i think once it got going it was really exciting

Kausambi Manjita
What are some of these interesting, because for me, always the biggest challenge for any kind of products, I mean, you're talking about, D2C or e-commerce, which is more physical products, but even us as SaaS or platform companies, we're building digital products, not physical products. But in the end, it's a lot about understanding at some level or almost like unbiasing yourself and learning quite a lot very rapidly about the user and the customer on the other side, right? What are some of those early interesting insights that made you realize that, yeah, I'm in Ayurveda, yes, there is scope and this is how it can actually go to the consumer and actually excite them.

Arjun Vaidya
Yeah so look, I'll tell you the first big thing, right? We live in urban India or like we all who will be listening to this conversation will be living in the top 5, 3 cities of your country, right?

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some of that effect. So people in India, at least in the top 5-10 cities were questioning whether Ayurveda is even relevant. Do people use Ayurveda? The reality is 72% of Indian households use at least one Ayurvedic product every day. It could be a hair oil, it could be a Isap Gul, it could be a Pudin Hara, it could be a toothpaste. Something is being used. So my job was actually to make these people use from 1 to 2 to 3 products. But not to explain Ayurveda. Initially, we had a raw material supplier which was supplied to my grandfather and we are Gujarati and I don't speak great Gujarati. I didn't speak any Gujarati when I started the business. Now I do. So I used to do Gujarati classes, right? And the reason I do Gujarati classes was one of my raw material suppliers said Hey, you don't speak Gujarati, don't speak to me Hindi. Send someone from my office who speaks Gujarati to come and buy. And I was like, no, I need to learn to speak this language. So instead of a Gujarati teacher, he used to come to my office every Friday from 12 to 1 to teach me.

Kausambi Manjita
Interesting.

Arjun Vaidya
And it's pretty odd for the rest of the team, but for me it was like requirement for work, right? So I was like, okay, cool. I'll learn.

She used to... and you know we used to have a clinic, my dadas clinic used to still run We used to have a display of our products at the clinic So sometimes we used to wait for 2-3 people for me to finish a call She'd be sitting in that clinic waiting room area and looking at the products And then she would come to me and she'd say Hey, in your Chavan Prash, how much percentage of Amla do you use? In your hair oil, you must be using Brinraj and Chikaka Hai, right? And I would be like, how does she know this? Right? But that traditional knowledge of herbs and home remedies and Ayurveda parents generation, we got lost in our generation, why did we get lost? Because Ayurveda had not been repackaged and rebranded to appeal to you, because and that was our job, it was ingrained in our society, our parents used to use it, how do we make it appealing to you through a Ayurvedic hangover product, through a Chavanprash in capsule form, through a Chavanprash in toffee form, that was the journey we entailed or sort of embarked on.

Kausambi Manjita
Yeah, yeah. And how hard was it? Like, how did, for example, and more importantly, was it different across different sub segments within, you know, or different regions within the country? Ayurveda also has tends to be very region centric, even though there are a lot of, you know, basically, a lot of things about Ayurveda, which are very generic, and everybody can follow. But there's also a lot about, I think your body type and then, you know, age and all of that. What were some of the ways that you had to like sort of pull all that together or did you decide like let's keep all these other things aside let's go probably only after men and women in their 20s or 30s or something.

Arjun Vaidya
So we are traditionally, we were pretty much a pan India brand. We had 16,500 pin codes. The only black spot on our map, and we used to do this interesting activity, we'd map the, we'd put the Indian flag and we'd map all the pin codes we've delivered to, right? And the only black spot I feel was Kerala. And the reason it was Kerala is because once there's such a big tradition and culture of Ayurveda and Kerala, that they would not need a brand from outside to serve them because there's so much indigene work being done in Kerala that was sort of not so, not so relevant. Right? So that was on the pan India nature and actually you know 82% of our customers came from outside the top 10 cities What we realized is like Communicating to a customer like COS is very difficult But communicating to a customer in Muzaffarnagar, Anantnag, Imphal and Trichy is very exciting because They don't have access to high quality Ayurvedic products and care at the touch of their fingertips And with digital you are able to give this to them and they really valued it They don't travel 5-10 km to meet an Ayurvedic doctor which may not have been the case in the Power 5 series in India where you have access. And so, interestingly, all our communication moved from English to Hindi, English and vernacular languages.

Kausambi Manjita
Interesting. Yeah. Wow. And how do you support, did the impact of having your customers all over also have a big impact on the way you created content and the way you created your brand? Did you have to go regional and vernacular even in your top of the funnel?

Arjun Vaidya
Yeah, I'll give you a...

Arjun Vaidya
interesting example on this right so when TikTok was here in India we used to advertise heavily on TikTok because that's where our customers were right so at one point 40% of my ad budget went on TikTok now TikTok was a different platform in terms of customer advertising what works what doesn't work so this was the early days of TikTok in India so the TikTok team would actually come and help us optimize our ads so remember this was this was a random day at the office and I was we had a small office marketing team and one of our top selling products was this product called Herbo Build. It was an all-natural muscle gain supplement so we would show a lot of like gym and like fit people and training and stuff like that. There was this one ad where they were showing this like guy who was working on a gym and there was some like jarring music and some random animations going up down in out and this that whatever it's like it very anti what I would enjoy consuming right so I just dropped the team then I was like you guys I'm all for

Kausambi Manjita
Mm. Mm.

Kausambi Manjita
Hmm.

Arjun Vaidya
you creating content that works for the consumer and I'm not going to bias your views on that but my family name is on the door like I cannot have this go from our brand please take this ad down and they were like hey like we are okay to take it down if you say but this ad is running at seven times ROI so okay first to take it down and I was like no no no please keep running with the ad it doesn't matter what works for me

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Kausambi Manjita
I'll compromise on our family name also. But how did that, so that's the beauty, right? That's the beauty of going vernacular, I guess, or original or even macro hyper segment. Mm-hmm.

Arjun Vaidya
There's a deeper thought here and the deeper thought which I'm trying to get to is that sometimes it's actually...

Consumer brands are consumed by the founders and the team as well but their views may not necessarily represent the customers views. So individual bias exists but is very very tough to overcome as a consumer founder but it's critical. So your customer profile may not exactly be you and detaching yourself from that is very very important.

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Kausambi Manjita
Hmm. Yeah. But how so detaching it from it's easier said than done, right? Like end of the day when you're consuming the product. I mean, it's also something that you know you will use, right? And you do most likely. Yeah. Yeah. Yeah.

Arjun Vaidya
I'll give you an example. I am top 1-2% of India in terms of income strata, consumption patterns etc. So I actually consume products like someone in New York or London or Dubai or LA or San Francisco would consume. Right. I invested in a company called Jimmy's Cocktails. I've never tried the product in my life. And people are shocked. They're like, what do you mean you've never tried the product in your life? I'm like...

Kausambi Manjita
Absolutely, for sure.

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Arjun Vaidya
I'm sugar free, Jimmy's is full of sugar. I mean, I've not had the product but because I've not had the product, does it not make it a bad investment? No, it's a fantastic investment because cocktail mixers will ale in India and people will want to improve or elevate their drinking experience. And just because I'm sugar free doesn't mean I invest in a sugar free cocktail mixers company. It doesn't make sense. That market is too niche and small.

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Kausambi Manjita
Hmm. Yeah. That's very interesting that thought that you brought up and I want to pull the thread on that a little bit. Like even recent, you know, I've seen Attenberg do really well. And again, you're kind of disrupting a traditional industry. So there's some, there's a common pattern that I'm hearing here, right? Like, this is basically things that we just use or know in and out. It's just around us but products that just hasn't been modernized or repackaged or recreated or rethought from the perspective of, you know, I'm an elder millennial, but Gen Z and even younger, right? Or maybe even next, you know, expat generation to sort of folks who are out there, they do know Ayurveda, for example, or they do know things that are probably traditional in some way, but you know, it just hasn't been rethought from their POV.

Kausambi Manjita
How do you, how would you, and how do you advise, you know, folks who you invest in, who reach out to you, or even in your training that you do with so many founders all over India, how do you advise them to think about this? Like how, what is that first step? What, if you have to, you know, give an advice to this young person who comes up to you, what do I do? Like, I want the D2C brand.

Arjun Vaidya
Yeah, it's very simple. It's what the founder of Purple told me, Manish Taneja. He said, pick up the phone and talk to your customer. Best way to understand your customer deeply. I used to do that. For the first year at Dr.Veddy's, I picked up the customer care phone every Sunday. I just talk to the customers.

Arjun Vaidya
My family would laugh at the Sunday lunch table that he's picking up a phone talking to a customer But that's how I got to know my customer And very quickly I realized my customer is not me And so I am not the right person to make decisions of how we should advertise to his customer

Kausambi Manjita
This is another extremely common pattern between good founders. And I'll segregate that, right? I've seen this consistently. Like every founder who's made some mark of their own in a small or large scale niche family business or not irrelevant or VC funded or not, right? But every good founder always goes back to this fundamental principle, you know, talk to your customers, right? Now,

Kausambi Manjita
Again, there's different ways. It's like, if you ask a customer, and it's so common, very common quote, if you ask a customer what they wanted, if Ford asked the people what they wanted, they would say faster horses, right? So that then the important challenge becomes how do you listen and talk without biasing, without putting thoughts in their mind, right? And what would you, how would you advise people to do that?

Arjun Vaidya
How would I advise people to do exactly what? Sorry, I didn't follow the question.

Kausambi Manjita
Yeah. Yeah. So if, if for example, Ford asked, you know, their his consumers, what do you want? They would have said faster horses, right? So it's also like, you know, it's sometimes it's not just about what do you want. It's about Yeah, yeah.

Arjun Vaidya
It's a balance like Apple says, give the customer what I want. And then most people say, I'll give the customer what they want. I think the way I would think about it is how my dad used to

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He used to give me a lot of advice with my business and then after a while he realized like I listen to everything but I only action what I think is relevant. And so, you gotta be a sponge at absorbing the feedback but you gotta be smart enough to once you absorb all that feedback only action what actually makes business sense. Because the bad part about consumer products is everybody has an opinion.

Kausambi Manjita
Hmm, of course.

Arjun Vaidya
If you talk about tech or B2B SaaS or agri-tech or all of these spaces, like people are not like everyone around you friends and family are not consuming it every day, right? But if you talk about consumer, everybody has an opinion. And so you've got to be smart about whose opinion you take and whose opinion you don't take and that's the skill.

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Kausambi Manjita
Yeah, yeah. And also when you're talking to customers, I'm sure like there'll be a lot of times is the conversation is more around, you know, immediate tactical things that they'll be talking about, but you will have to step back and do like first principles view. If they're saying, hey, actually that, you know, five people are saying different things, but all of them mean that, hey, they need more, you know, a jam and present capsule format, for example. Right.

Of course, at some point someone just like, I was really struggling in the beginning and I went to meet a friend at his office who did offline distribution of totally different products and his dad was around and so he introduced me to his dad and his dad knew my family and my family's been in jewelry and watch business for the last 35 years. My dad runs a pretty successful business. And so he just pulled me at some point. He's like, you're wasting your time. I was like, what do you mean? He's like your dad is running such a big business. Why are you trying all this? Just drop it and join the dad.

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Now, if I had taken that feedback, Dr. Vaidya would have shut down on that day, right? So, you've got to be smart about the feedback you take and you've got to just let some of it go.

Kausambi Manjita
Yeah, one thing I definitely want to double click. I love that example of Chamanpras in capsule format. How did you even come up with that and why? Like what was that fundamental thought, like, you know, need state that you encountered? Wow, imagine.

Arjun Vaidya
Thank you.

Arjun Vaidya
I can't even take credit for it. Actually my grandfather developed this product in 1989. He was truly a visionary. He was ahead of his time with that product. I think it was relevant when I started selling it or maybe 5-10 years before I started selling it. So I can't even claim that. What I did was take that same super concentrated extract of Chamanpura Shell's proprietary that he had made and put it into a toffee. Because I needed something for kids to use as well.

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Kausambi Manjita
Hmm. Wow. And that I'm sure became one of the very differentiated entry products for a law for that segment, right? Uh, when someone wants to introduce Chaman Prash without, uh, to their kids. Now, you know, now you're again back on the other side, I'd say. So that from, but still founded at heart and from the context of a founder, uh, right, um, uh, one part of it is, uh, the early days of zero to one, where it's a lot about. As you said, putting structure to my day, figuring out like my, I guess, the points, the pointers and the milestones and all those, you know, stakes in the ground that I can hold and walk towards some eventual goal. And then there's also the reality that, you know, things change rapidly around you too.

For example, in COVID, everything changed. You wrote about that today, actually, you were talking about the WhatsApp situation, right? COVID came in, so many things changed. COVID went away, things changed. AI has come in, another big change. So how do you think of that, this constant change and flux, and then as a brand, your goal is to still continue to go from zero to one, one to one. 10 to 100 and maybe even more. How do you advise people to tackle that?

Arjun Vaidya
Yeah, change is the only constant. We have seen some black swan events like Covid which I guess lots of generations won't have seen and that actually, that period of three months from let's say March to June 2020, you pretty much lived years of crises that you would face in a business in three months. Fro o‍h my God, my business is shut down, to my factory can never open again, to my factory is open because of some essential pass, to oh God, demand has now surged, we don't have production, to managing the production, to then oh deliveries are not going, there are red zones, to then getting those deliveries there, to then launching seven products and then going seven times a year. All of that in like March to Diwali 2020, right? And that period actually taught me like, you have to have a plan B, C, D and E, you just have to, in all cases and I messed up with my WhatsApp because I didn't have a plan B and I didn't have WhatsApp for 9 days but plan B, C, D and E is what COVID taught us and it helped me feel much more resilience than I had before.

Kausambi Manjita
I'm going to go ahead and close the video.

Kausambi Manjita
Yeah.

Kausambi Manjita
Yeah. And that gives me a quick, you know, thought. And before we close, is that what you're saying in some way is that every, you know, black swan or whatever swan event that happens is also, you can turn the lens around and view it as an opportunity, right? So what are some of these opportunities that you, you know, before we close for the day, what are these like top three, four opportunities? You're saying Indian details coming of age opportunity.

‍Kausambi Manjita
We are learning that D2C is not just D2C, but it's omni-channel digital is essentially the way forward. Content, commerce, everything's coming together. That's literally how it's going to be. What are some of these opportunities that you think are still untapped?

Arjun Vaidya
Yeah, so look, I would say that India is fundamentally brand starved and so there will still be lots of brands that will be built across price points as well. There are some brands in luxury, some brands in premium, some brands in mass premium, some brands in mass premium. Each of these categories will have more and more brands. Aspiration is building in our country and everybody wants to go from X to one and a half X or 1.3X so people always are striving for more and better and we're a young population that is aspirational. I think customers will become more and more demanding on delivery, on customer experience, on packaging, on sustainability. So brands will need to really think about experience deeper. And the last, I would say a really big opportunity is there are lots of creators don't know how to build brands. And there are lots of brands that don't know how to build content. The winner in sort of 2023 and forward is someone who can build a brand that thinks like a creator.

So really, like customers are smart enough to understand a Facebook ad is a Facebook ad.

Kausambi Manjita
That's very interesting. Yeah, and like before we close, because that's such an interesting thought, that itself is another hour of conversation. The founder, the entrepreneur who thinks like a creator, right, but what's the step one on that? How can someone who's listening to this and saying that that's a very interesting insight, but I wanna get started on it. What's something, an action that someone can take?

Arjun Vaidya
Sorry, I lost you.

Kausambi Manjita
Yeah. Okay. Right. You said such an interesting thing that a founder who thinks like a creator, right? It is super interesting. And even though, you know, we are closing for the day, before we leave, I think one final question to you would be if someone's listening and they're like, I love that thought, but what do I do? How do I get started? What would you advise them? Yeah.

Arjun Vaidya
Yeah, so we used to have an interesting... Every Wednesday at 8pm we had a content catch up at Dr. Vaidya. Some folks in our marketing team joined and I led this conversation. And we would do like a study of what the other brands are doing and then what we want to do going forward and stuff like that. And the benchmark for any piece of content we put out was will you share it on your personal social?

And only if the answer is yes, would I allow that content to go on DrVedya's page. So I think that's the first step to thinking like, your personal handler is X, but your company page has just Happy Diwali, Happy New Year, this product, this benefit. No, that's none of the customer's... And so only if you share it on your personal Instagram story would I allow it to be posted on the company page. That was one nice trick and hack that we followed.

Kausambi Manjita
Exactly. Yeah, yeah, for sure. That's like a good benchmark. I think if you can't, it's the same as building, you know, I think it's it's opposite, I would say of building the product, you might not consume the product, but you still know that someone needs it. However, when it comes to relatability, you know, just if you will not engage with it, why are you even putting that out for someone else? Right? Yeah. Awesome. Thank you so much. I wish like that last thought itself is such a

Arjun Vaidya
Correct.

Kausambi Manjita
It's something that I think needs another episode and we will get into that some other time. But thank you for this quick but fun conversation and any golden rule or nugget that you know guides you and mantra that you want to share with the audience before we close.

Arjun Vaidya
Yeah, actually I have seven philosophies that I followed at Dr Vaidya's which I still follow in life. Honesty is my practice, hard work is my strength, humility is my equity, happy to work, happier to achieve, 100% and nothing less. Team effort is our power and customer is our reason for being.

Kausambi Manjita
I love that customer is always not stuck. All right, thank you. And that's it for today's episode. And thank you everybody. Yeah, thank you so much. For sure, for sure. Very excited to have you as guest number one, for sure.

Arjun Vaidya
And because I'm proud and excited to be guest number one.

Arjun Vaidya
Yep, bye.

Kausambi Manjita
Bye.

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