Episode 21 Decoding the D2C Landscape with Arjun, Dr. Vaidya’s

On the newest edition of Thoughtcast by Onething, Divanshu is joined by Arjun Vaidya, the founder of Dr.Vaidya’s, one of the new-wave Ayurvedic brands, which are modernizing the age-old science, for a new generation. Divanshu and Arjun’s conversation revolves around the direct-to-consumer business model, and why they believe it’s the future of digital retail. Arjun dives into the pivot from physical sales to D2C, and how his grandfather's vision of making Ayurveda accessible played a role in modernizing his model, to serve a larger, digital customer base. On-top-of-this, the realization that 82% of the audience stayed outside major cities was another catalyst in accelerating Dr. Vaidya’s shift to D2C. Don’t miss the discussion around the future of E-Commerce, in this episode of Thoughtcast.

Episode Transcript

(Divanshu)

Hey, everyone. Welcome to another episode of Thoughtcast by Onething Design. I’m Divanshu, your host.

Have you ever wondered all the new-age brands and fancy packaging that you see in supermarkets and pharmaceutical stores? Have you ever thought who got those products there? Who are the people creating them? And what does it take to get a product out there and create a multi-million dollar company?

Today we have Arjun Vaidya, Founder of Dr.Vaidya’s, who has not just created a product range in the Ayurveda segment but created a brand and D2C as a household name. Before we get onto the conversation with Arjun, please subscribe to Thoughtcast on Spotify. We also LIVE on YouTube. You can watch the podcast videos on YouTube now.

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Hey, thanks Arjun for joining us for this episode.

(Arjun)

It’s amazing to be here and to do this in person, I think.

All of this nice post-COVID to meet in person. We forgot the magic of human interaction. So very excited to be on the podcast.

(Divanshu)

In fact, while we were preparing for this episode, we obviously looked at what is available about you on the internet. And we looked at a few episodes that you’ve shot with other people earlier with Raj. There are a few other things that we realized.

Man, you’re very humble. For a guy who made a big exit, it’s a beautiful thing to encounter. It’s also heartwarming to meet you. It is always so nice to meet you.

I want to understand how the entrepreneurial journey worked out with your personal perspective on things because I think the entrepreneurial journey changes you as a person. I would love to know about it because you’ve talked about your journey in a factual journey. But this emotional journey, how it changed you as a person, I love to know more about it.

(Arjun)

Yeah. So look, I think when you talk about humility, right?

I think unless you’re really lucky in life, entrepreneurship teaches you humility. So I graduated from college and then I worked in private equity. That was my first job out of college. I worked at a fund called El capital and I was 21, and a half years old. When I started, I worked there for three years. At that time private equity was at the top of the financial chain, at the top of the financial pyramid, you have access to millions, if not billions of dollars of capital. And so everybody wants to talk to you.

Then I left that role. And at 24 I’m starting this company and I realized very quickly that nobody cares about me. Nobody knows me. Nobody’s interested in what I’m doing. So, I think it took us two and a half years to figure out the product-market fit our website, with 50 orders a day.

And I think that taught me that it doesn’t come easy and when it comes, you have to value it and you have to cherish it. I believe in stepping back and out of the entrepreneurial ecosystem now, or stepping out of running a startup and being a founder myself. I think it’s given me a lot more respect for founders and what all of us go through.  Because I will, through those times as well.

A lot of people today mistake startups for unicorns, fandom, celebrity status, and funding articles in newspapers. But if you go back to every founder’s journey, and you dig deeper, you will see. I think humility comes to entrepreneurs naturally because every day you get slapped five times on the face. And if you don’t, you’re like something’s going wrong today. Everything seems to be going right.

(Divanshu)

If he hears like five yeses in a day and the next day we don’t hear nos, you think something is wrong. Maybe we are missing out on something. We need that slap every day on the face.

In fact, you know, how I came across your product. I think over the counter somewhere, I would have picked up this product 24 7 some somewhere, somewhere. I don’t remember where I thought it was, because before going 24, 7, after coming from the party also 24 7, it has to be that.

And could you not? I got hooked on this product. Every time I went out, I said, this is saving my liver for life. I could’ve gone layers deeper then, but I did not because D2C, as a domain, wasn’t there. It was like an over-the-counter product for us. Just like the OTC products

But slowly when I understood the space, the pandemic made this buzzword really popular, D2C, that is when I realized that it’s so difficult to pick up an Ayurveda segment and create a brand and a product out of it.

I know it’s a pure family history, but what would you think on the spreadsheet or on paper or on a business plan to pick up Ayurveda?

(Arjun)

For me, family legacy and Ayurveda were really easy. So, I was cured of Asthma using my grandfather’s formulations. For me, growing up, suffering from asthma, the worst thing was I couldn’t play cricket. And I loved cricket. And so Ayurveda was like a really important part of my life.

It had allowed me to go back to what I wanted to do, which was to play cricket and have a normal childhood. And when I went to college in the US in my first year, my Dutch friend was teaching a yoga class and I was like, what’s happening here? And then I sort of dug deeper and I saw a yoga mat. yoga gyms, yoga padded Lulu lemon, multi-billion dollar industry in the US which is great. But we had nothing to do with it.  As Indians, we had nothing to do with it.

So, I remember calling my grandfather from campus and I’m obviously very patriotic, you can see me, I’ve been wearing this band of India on my hand for the last 12 years.

I called my grandfather and said, “It’s great that yoga has been globalized and proliferated around the world, but it sucks that Indians have nothing to do with it. And so let’s not have the same thing happen to Ayurveda.”

When did you realize that it was time to raise funds? because you must have had a journey of it without raising funds because of your family legacy.

How did you convince investors that Ayurveda is a thing and people will accept it?

(Arjun)

Let me talk about the thesis I had when I started and then what eventually led to Dr. Vaidyas being reasonably successful as well.

So we started saying, “Hey, Dr. Vaidya will be the brand that’ll make Ayurveda cool, sexy, fun, and aspirational.”

I remember these words because it was on my LinkedIn profile for a while as well. “Cool. Sexy, fun, and aspirational for modern consumers.” That was a thought process behind Dr. Vaidyas and sort of what we thought of it as a brand. So what did we launch? We launched a hangover product. We launched a ‘Chyawanprash’ in capsule form and we said, “Hey, we’re going to make this Cool for you.” That was the idea of it.

I was standing outside bars, restaurants, clubs, bars, lounges, and music festivals, handing out, living it up. That was the most fun part of the journey. What we realized going from that, offline didn’t work for us, so  We pivoted online and we pivoted online.

Think about 2017 November when we started our online journey. We would talk to every single customer that time and it didn’t scale so fast. There were not so many customers on it until one year we went from one to 50 orders a day, zero to 50. By talking to those customers, we realize something different.

Number one, it’s not only youth and millennials.

We have customers across age groups, because we have products across age groups. We started with Chyawanprash toffee and went up to arthritis medicine. So, basically from 3 to 80, you have a customer base. Right. But my grandfather always believed that he wanted to increase the access of Ayurveda to consumers. And so in his clinic, consultation was free.

So we offered this consultation free and we started talking to customers, realizing 82% are outside the top 10 cities. And so where are we catering to?  We’re catering to the people of Mumbai and Delhi. But most of our customers come from Muzarffar nagar, ananthnag, thrichi, imphal. That’s where they’re coming from because these customers don’t have access to high quality Ayurvedic care, which is the free consultation and products that touch their fingertips. We have to travel 20, 30, 50 kilometers for a doctor, a really good Ayurvedic doctor.

So, that’s when for us, we realized that the market’s actually different from us and what we envisioned, because it was online and because we spoke to customers, you were able to get this quickly that this is not our market, or this is not our only market. This is where the attraction is and so let’s focus there. So after that, ads only needed Hindi or English Dr. Vaidya’s. Our packaging changed. Our branding changed and our social media communication changed. At some point in time, my friends came to me and said, “Hey, this packaging is not minimalistic enough for me. There’s too much color on it. There’s too much going on.” And I said, “because it’s not for you.” I’m not building this product for my friends and family. I’m building this product for India and I am building this product for Bharat and that’s what our customers want.

(Divanshu)

So, you just mentioned while you were planning to launch it as a brand. But your grandfather passed away, that was unfortunate. So all of the products have his formula, or have you evolved over and above that?

(Arjun)

Every entrepreneur has that one moment with a switch flips in your mind. And for me, the switch flipping in my mind was my grandfather’s passing.

So it was at the back of my mind. And at some point, since I was 15 years old, I’ll do something with it. But when my dad passed, I said, “now I have to do it”. Because my dad is in the jewelry and watches business. He didn’t go into Ayurveda. So if Ayurveda skips two generations in our family, our Ayurveda legacy will die.

So that was the event that made me sort of do this. What I was really fortunate to have, which a lot of companies don’t have, is a huge bank of effective formulations, tried and tested on consumers for a hundred plus years. Because my great grandfather was a doctor. My great-great-grandfather was a doctor.

So we had these formulations. But some of them were really old-school formats- like not even pills or tablets, “Goalies” and stuff like that. So what did we do? We use the same formula, but we changed the format. So we launched capsules. We moved Chyawanprash from a paste to a capsule, to a toffee. So format, we changed, but underlying formulations, we didn’t because they’ve been tied for 150 years and they work.

That’s the headstart we had.

(Divanshu)

If you go to Instagram, you get hit with a lot of D2C products and a lot of D2C brands. You are at a pharmacy, there are so many brands over the counter that you’ve never heard of beautiful packaging, products that you really, you want to pick and see.

You go to a retail store, the products left right center and people are launching products every day now. It wasn’t back then when you started it. If, say you were to advise, somebody who wants to launch his D2C brand, how do you tell him, “look, buddy, this is the segment you to go after, this is the industrial you’ll go after, this is the way you figured out to get, this has that scale that you can expect.

(Arjun)

I think it’s a great question. Right? So I put a LinkedIn post the other day. It said like in 2016, when I launched D2C didn’t exist as a term. Five years later, my dad has placed more than 50 orders on Amazon. In the last 18 months, my mom has set up online banking and now asks a vendor why they don’t accept GPay. And you heard the word D2C at least 10 times a day. Everything seems to be so changed, right?

With the world-changing, it’s very different to be a brand today as it was in 2017-18. When we were the first cohort of D2C running like mamaearth, paperboat, Dr. Viadyasi, wow, and mom’s co. first set of DTC brands to exist.

What is the problem we’re trying to solve for them? There are very few customers online. Let’s get them online and if they come online and they’ll buy us, right?

Because in Ayurveda, there was nobody else to buy it from. Today, what’s the difference? There is 10x the number of customers, but 25x, the number of brands. And especially post the pandemic. If you look at Ayurveda’s academy, there must’ve been 50 brands that have reached out to me on LinkedIn that was launched during the pandemic in the Ayurveda space.

So given this construct, right, three pieces of advice I’ll give to new founders. One, the way we scale with performance marketing is not the way you’d be able to scale exponentially today. Customers are nuanced enough to care about the brand and you’ll see a huge difference in every space between players number one and two, and the rest.

So the B player, number one and two people have to care about your brand much more. And so brand marketing top of the funnel marketing, that’s very important. Number two, that is lots of competition. And so try to find spaces where there are still more brands to be created because there are some spaces where there are thousands of brands, thousands.

So if you’re starting off, try to pick white spaces with lesser products or lesser brands and where customers are hungry for bread. For example, five years ago in personal care, customers were hungry for new agents, but there was nothing. And then the last thing I would say is for every brand, find your Moat.

What is Moat? Moat is, in the olden times, there were forts and around those forts, there was a water body that gave that Fort or that castle a little bit more protection. Right? So find a Moat. Moat can be anything. For airpods the Moat is convenient. For our Chywanprash, the Moat for format. The Moat for mamaearth was features with vegan and toxin-free duty-free

Retaining customers is the secret sauce that we have as online brands because you have data, right? You have the name, the telephone number, the address, the email doesn’t want they’ve bought, right? That’s gold.

Think about offline details. It takes you a long time to get the data. Because the brand or the manufacturer goes to a Superstore, then goes to a distributor, then goes to a retailer, then sells to our customers. There are three to four layers in between the brand and the customer. D2C brands don’t have that. So we should use that to our advantage.

(Divanshu)

So, considering a founder or somebody who is starting a D2C brand has figured out industry, segment, target audience, and all that.

Now D2C, as you said, is not just what is there online. You have to have shelf space, you have to have other distribution, retail channels, et cetera. How do you stand out? What is the role of packaging designers or product designers to make sure that if I could also shelf, I see that product that’s important, right?

So how did you kind of encounter that? How do you suggest how one should go about it? We work with a lot of D2C brands and everybody wants to highlight their product on the shelf. But that’s not just the only brief. Right? You have to make sure who’s your TG, which you just said, the TG was Bharat, right?

You can’t have simple, minimalistic products for Bharat. They want to know everything about a product.

(Arjun)

We teach a cohort-based course now on D2C. And I think the first two modules we teach are product and brand. And I feel like those are non-negotiable modules.. Because that’s where your conversation with the customer starts.

So everyone talks about customer acquisition, marketing, website, marketplaces, et cetera, but before all of this comes product and brand. And why do I say that? One, your product has to be good because otherwise you only get one purchase and the customer will never buy from you again and your brand packaging story has to be compelling enough for the customer to pick you up.

(Divanshu)

And in fact, at Onething, we met people who launch their D2C brands. We are working with brands launching yogurt and all that. You know, items that are available off the shelf. There’s always a “why do you want to launch it?” battle.

Who are you? Who are you launching it for? And just don’t make it because the next product which you are competing against has this. Make your Moat for your customer. So, I mean, it’s a great point that you have to find it and then make it inclusive within your product. So, in fact we know from that, what do you think is the role of an Omni-channel ecosystem for a D2C brand? Only D2C can never survive. Let’s be honest, right?

(Arjun)

Yeah. I think you’re really picking a point that’s a big discussion in D2C right now. Lots of conversations about  D2C can take you to 60-80, a hundred crores, but from there, where do you go?

And I think it’s the right time, and it’s different for brands, different four categories. We were talking about this last night with some friends, the unlock will happen offline. Because let’s be honest, less than 5% of all retail India is online. A bulk of the sale in India is offline.

What’s the challenge with offline? The challenge with offline is that if you’re not a known brand, generating off-take is very difficult, right?

And retailers distributors, modern trade stores don’t give you the terms of trade that you will benefit from. Like listing fees, marketing fees, slotting fees, payment cycles, et cetera, all of that. And you don’t get the best of terms. So my view always to new brands is, other than a few specific categories, start online, build the buzz. Once you build the buzz and you’ve got 2000 orders a day, 500 orders a day, 350 orders a day, whatever that number is relevant for your category. Customers will start demanding you in stores. When the store hears your name three times, and you go to that store, the terms will be totally different. But yes, I agree with you.

Like China, for example, 50% of transactions in China happen online. We are still 1 in 15 or 1 in 20, right? So until we reach there, offline is definitely something that all D2C brands have to consider. But I would say, it is a little bit more challenging on day one, when you’re still establishing PMF , still getting your first few customers, it may become difficult to do both at one time on limited budgets, right?

(Divanshu)

So back in the day, when you were building the product and transforming it from the age-old way, the way it was delivered, you would have worked with product designers and brand designers, et cetera. How did you come to a consensus with yourself and with them? Because it’s always a battle like, “ look at this is how my product is going out. This is what India wants.”

(Arjun)

There’s a good story to this one. Actually, my dad is a jewelry designer. His passion in life is design. I’m a business guy, right? So I said, “If you can help me with this, I got some three, four agencies to pitch. He said, “dude, I’m better than all these guys.”

I was like you’ve not done it. You’ve not done FMCG packaging. And then one of my friends from school came over and he was in the ball-bearings business, but he was the best artist/ designer that I’ve ever seen in my life. But his family business was ball-bearings too. That’s what he was doing.

So when I asked to do this project with me, he said, “oh, I’ll do it with you. Yeah. I always wanted to do a packaging design project, so let’s do it.” So my dad and my friend from school, jammed for like two months, came up with the logo, the packaging of the first few products and their 57 versions.

They would meet late at night. Post-work this, that whatever. And eventually, that’s how Dr. Vaidya’s branding and packaging, first few products came out. I was frustrated because it took two, or three months. And for me, I was like, I’ve quit my high paying job in private equity. I need to get this product off to the races.

But eventually, all the 80 products that we launched pre-acquisition on March’21. All the designs were made by my dad and his team.

(Divanshu)

Did you pay him a good fee?

(Arjun)

Zero. But he had a lot of equity in the business. And when we sold the business, they made very good returns.

(Divanshu)

Would you do that now, if you would be launching a D2C brand now?

(Arjun)

I don’t think my dad would let anyone else do the packaging. But, there are things I would have done differently. So I think where did I make my mistakes as a founder? Number one. I didn’t realize how difficult it would be. And I didn’t know how many failures I would have to go through.

So I would have mentally prepared myself a little bit more. Number two, I didn’t build a good team from day one. As a bootstrapped early-stage, young founder. You think you can do everything on your own. I’ll write the blogs, i’ll take care of the packaging content and subtexts,

I’ll approve every social media creative. I’ll check every bill. I’ll sign every bill. I’ll sign every check. I’ll hire every person. I’ll check everything that’s bought by the company. It’ll have my signature and approval, this, that whatever.

And eventually, it was like, okay, at four people, it’s fine. At 10 people. It’s fine. At 30 people, it’s tough. At 150 people it is impossible. And number three, I would see it, because it was the time of performance marketing. We didn’t build a strong brand early enough. Now, today, if you look at it, Dr. Vaidya is an iconic brand but I thought we would have done that earlier. Quality of content, all of that we could have invested in earlier.

(Divanshu)

Now you’re investing in so many D2C brands and that’s your core.  What are you looking for in them? Are you looking at something that you have parallel lines with or something that is totally contrasting to your experience?

(Arjun)

My investing philosophy is pretty simple in early-stage businesses in January.

For me, if it’s an early-stage investment, 50% of my decision is based on the founder. Who is this person? Are they someone I resonate with? Is this person someone who will fight hard when it’s going to be really tough, because it’s going to be really tough at some point. And is this the right person to solve that problem?

Example: There are lots of problems in space, but I’m not the right person to solve problems in space because I’m not an aerospace engineer. I don’t have a background. I don’t have a move to win or a right to win that. But I was the right person to solve problems in Ayurveda. Because I was a hardworking guy who cared about brands and had a credible family legacy source credible.

So 50% of my decision is on the founder. 20% is on an addressable market. Right? So what do I mean by the addressable market? I mean that the market should be large enough that it’s not only my friends and family consuming the product, which would be, I am gluten-free and sugar-free. But I am necessarily investing in only gluten-free and sugar-free products.

No, because I know that the market is wider than mine. I convinced my dad to invest in this one company. It’s a beverage company. They have sugar in every beverage. I’ve never tried the beverage, but it’s a great business. So I made my dad invest in that company. And the third thing is the standard thing that everyone looks at, right? Which are business metrics, unit economics, and profitability. I like growth velocity a lot. It’s not what your sales are, it’s how fast you’re growing and how fast you’re innovating. Team, Gross margin profitability profile, if any, that’s the third one. So 50% founder, 20% TAM or addressable market size and 30% business metrics and economics.

(Divanshu)

In the whole journey you’ve had, how much of your sales percentage, how much of the growth person relies on you as a brand directly, and how much of it is direct with the customer? And how much of it is  with distributors and like, let’s say online and offline, what’s that divided. And what is the right proportionate to have that direct connection with that customer also from your online platform?

(Arjun)

I think everything boils down to the customer’s moment of truth with the product. And so the brand, the founders, the team, the vendors, partners, suppliers, distributors. All of us are working for that moment of truth. So the answer is in the customer’s feedback on the product. And so a hundred percent for me of the brand’s success is based on that moment of truth of the customer.

And so everybody else, founder, team, distributor, retailer, partner, vendor, supplier, is all working towards that moment. Right? So that’s where a brand is a hero or zero, and everything else is working to that moment. That moment of opening that packet, eating that product, having that medicine and seeing the result, having that first sip of a beverage, that’s the moment that decides the success or failure. And everything that goes into it is what results in that moment being a win or a loss.

(Divanshu)

Nice. Moment of truth is a great statement. In fact, you had your family involved, co-founders your wife. Right. You had your dad doing packaging and all that. Anything that you want to share about how you convinced your family for all of it? Most difficult part is to convince your family. That’s the difficult part is what I believe. Because there’s so much stake right with them.

(Arjun)

I think for me, the best decision I made was roping my wife in and she didn’t start Dr. Vaidyas like I did. I started in October 2016. She came in mid-2017, so I convinced her to join. Why did I convince her to join?

Because in an FMCG business, which has manufacturing, there is a procurement, supply chain, managing the factory, labor, HR, IT, legal, admin, sales, distribution, marketing strategy accounts, too many things for a twenty-five-year-old. Right? So I was responsible for everything. My head was in too many places. So I needed someone with a complementary skill set to join.

I was a good front-facing strategy, brand business development, and factory. That was me, but I needed someone who was as good at ops at the backend, customer service, logistics, and marketing, day-to-day, accounts. And so that’s what my wife did. And most people would say that she would have done the marketing and I would have done the backend.

But the reality was that she was better at that and I was better at this. And so the best decision I made was to bring my wife in because she was a co-founder who had a complementary skill set and who was aligned in interests with me. See if I got a co-founder and I said, IP is all mine, I’ll have 90% of the equity. You will have 10%, but build it with me. It’s not fair as a relationship.

So you have to be all on the same side. With my dad, who was just at that age, but building business with no experience before in business, it was great to have an advisor and a mentor. Could he help me in performance marketing or SEO. No, he didn’t know it, but big decisions on business, negotiating a deal, choosing the investor, closing the exit, thinking about the exit, solving large problems that were from finance at which he may have seen. That’s where he was helping. So it was always nice to have an advisor who was available to me.

But I think I missed an advisor from the D2C ecosystem because they were not at that time where we were all starting off with that time. And so that’s what I like to do now or like to give back to founders and lend my experience and see if there’s some value I can add because I didn’t have that.

(Divanshu)

That’s great. I think giving back is what you need right now. What’s next for you? Are you already planning something? Apart from investing, are you exploring some industries? The way you’re giving back. Is it like being on board as an investor or are you actually advising companies as someone on the advisory board?

(Arjun)

I think when we exited in April’21, we were free and that’s something you’ve not seen before. So I think both my wife and I said “what’s our role until we figure out materially what we do next it’s to give back to this ecosystem and enable a hundred founders” Right? So we started giving our time for free to founders. Then we said, okay, some of these are ideas that are worth backing. So we started investing. Now between my wife and we’ve done more than 60 angel investments.

We then said, “There is some knowledge that we need to share. And so we wrote a playbook, which we now teach the cohort-based course on D2C.

And then eventually I got to meet the folks at (27:43)Berlin west Berlin. What am I passionate about? I’m passionate about this amazing ecosystem, which didn’t exist and didn’t have as much energy as it does today. And so through investing, through giving time, and through advising, if I can fuel the next generation of startups in India, I have done something right.

And that will be a lot of value creation, right. Because I worked in the ecosystem and there was nothing right. And now I see the way it is. It’s an exciting time to be alive.

(Divanshu)

It’s so important to put that business model behind what you’re doing, where the capital is coming, where the capital is going.

Ultimately, the product can only be sold if there’s a solid business model around it. In fact,  from your podcast, I’ve heard, I think, three episodes. I heard the one with the hokey pokey guy. I heard the one with Neiman’s and all. And you have a very nice end to it. There will be rapid-fire. I don’t know if you’ve done it yourself. We’ll do it with you.

(Arjun)

I’ve not done it yet.

(Divanshu)

So good. We’ll do it with you. This rapid-fire is slightly twisted. So it goes, What’s that one thing that excites you every morning as an entrepreneur even today?

(Arjun)

Every morning, I think about getting WhatsApps or LinkedIn messages or Insta DMs from like five founders. I’ve never spoken about building something really cool that excites me every day.

(Divanshu)

So that’s the attitude of giving, giving back, right?

(Arjun)

No, but just hearing about new things happening, right. Everyone’s trying something new.

(Divanshu)

Nice. One thing that you like about a brand that you personally love.

(Arjun)

I love Nike. It’s timeless. Right? 50-70 years of being in the market.

(Divanshu)

Have you read the book? Shoedog?

(Arjun)

Shoedog. It’s my wife’s favorite book.

(Divanshu)

Oh, I love that book man. That’s great.

One thing that you like about an Indian brand that you personally love.

(Arjun)

I’ll talk about a few, actually. So I love the sleepy owl. I think they have the best of the ads. 

I love whole-truth marketing strategy, right? Because this is genuinely a really, really strong community. And I just love the way Jimmy’s cocktails are set up at events.

(Divanshu)

One thing you like about Bombay.

(Arjun)

Energy. There is no city with that kind of energy. After we exited, I actually thought, why not move to London and see how life is?” The second wave stopped me from going but then we had offsite with investors in Spain.

So spend a month in London in October. And I always thought I could live somewhere outside of Bombay, but I can’t. There’s just that energy, that feeling. You know people say that home is not a place, it’s a feeling. And for me, that’s Bombay.

(Divanshu)

Let’s move out of Bombay. One thing about India that you would say there’s, no other country that can have.

(Arjun)

Unity in Diversity.

I traveled a lot after we were excited by Dr. Vaidya in India because we couldn’t travel abroad and I’m thankful for that opportunity.

I went to Sikkim. I went to Meghalaya, I went to Assam, and I went to Kashmir. And I saw parts of India I’d never seen before. And I realized that while the people living there may be so different from us, the way we live our daily lives is what unites them as India.

Which I don’t think many countries have. It’s like we are 20 countries or 30 countries in one but still united by the fact that we’re India.

(Divanshu)

Amazing. One thing that you would want our listeners to know about you and from you.

(Arjun)

I think something that I don’t talk about as much is that I’m actually really patriotic.

Right? So, while I talked about the band, on my hand, if you buy any Dr. Vaidyas product, you’ll see ‘Proudly Indian’ written on the front and center of the packaging. I think all of us who are listening have access to content like this. We are part of a section of society, which has privileges that other people don’t have.

Whatever we do in life, It’s our job to give back to this amazing place that we are part of and to use our privilege in the right way. So for all of you people listening, hopefully, I inspired you to do something more to help some people around you. And, it’s not just about doing charity. It’s about creating opportunity, creating sustainability, creating jobs.

(Divanshu)

Good, man. That’s a great way of connecting with the listeners and with fellow Indians. Thank you so much, Arjun for doing this with us.

(Arjun)

I’ve talked about things I’ve never talked about before.

(Divanshu)

Thank you so much, man. Thank you.

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