Naman Sarawagi

Painting the city purple! @RefrensApp

NeoBank Adoption.

If 2 members of a team have difficulty in coordinating with each other then atleast 1 of them has difficulty in coordinating with the manager as well.

AI code would have truly conquered the software world when someone successfully sells "Organic Handwritten Code" as a feature.

@saybwala most adult's mobiles are with kids today. Random clicks. no purchase.

Meta today gives🖕to my bidcap which is half that number.

You don’t raise funding when you’re running out of funds. You raise funding when you want to accelerate your growth. Fundraising is not always about survival. Sometimes, it is about speed, timing, parallel execution, and taking bigger bets when the market window is open...

@kushalbhagia Can I send my agent to the meeting? On a serious note, Most founders would take it.

As an early stage founder, if a VC firm made you pitch your idea to an AI Agent instead of a human - one that answers back, is generally thoughtful and kind , and even gives quality feedback - would you >feel offended ? > or would take your shot and do your best pitch ?

@MannojTewari Yes

@NamanSr Does it include inventory? Also, any link to try it out.

We believe great accounting software should do three things well: It should be a strong system of record. It should enable automation and collaboration. And now, it should have intelligence built on top. That is the shift AI is making possible. At Refrens, we are building toward software that does not just store business data or move workflows faster, but also helps businesses understand and act on that data better. From records, to automation, to intelligence.

3.2crore views in 5days. youtu.be/a_AOrvwt3jQ?si…

@banglani Why make rules in a industry of exceptions.

PSA to founders: if one partner at a VC firm has declined an investment in your round, it is quite futile to approach another partner. We aren't here to second guess each other's investment judgment.

People often mistake connectedness for lack of focus. But the best software usually does not become indispensable by solving one step in isolation. It becomes indispensable by making the steps before it, after it, and around it work together as seamlessly as possible.

Scaling the sales team is one of the biggest challenges while selling to Indian MSMEs. @RefrensApp + @video_sdk built a AI based Voice Agent to qualify high intent users. Though, it does not help us save cost in the short term, but our dependancy on hiring has reduced. All process, hypothesis and benchmarking data shared in the article. Pronunciation was my favourite problem to solve. linkedin.com/pulse/how-buil…

“Why do Tech startups keep losing money?” You can: Cut costs and be profitable today Or invest heavily and grow faster. In SaaS, what looks like a “loss” is often future-building. The real metric? Strong unit economics. Everything else is strategy.

@kushalbhagia Bahut Badhiya. Good find and good initiative.

🚨Announcing our first Golden Ticket winner 🚨 Sid and Yash are building Vasuki AI - the agentic Bloomberg terminal for commodity hedging!

@Rishhari we are a replacement to zoho books and tally.

@NamanSr Hi Naman, do you integrate with Zoho books ? Or are you trying to replace Zoho books with your tool ? We are currently on Zoho.

@kapilaga @saybwala @RefrensApp Never used tally but I am guessing these differences would be there. 1. Doesn't require 30days of training. 2. Works on Mac. 3. Doesn't feel like 1990 when you use it. 4. There is ai and human to help you if it fails. And speed. It is really fast.

@saybwala @RefrensApp @NamanSr Tally does it along with E invoice , is it different

Unlocked automatic e-way bill generation today 🙏 Thanks @RefrensApp @NamanSr Quick & easy setup.

A little difficult to do that. there is always a hope/wish that this is the next big thing and in such cases the competition amongst VCs is too big to wait for the "real" numbers or second order metrics to show up. specially true when VCs dont have a clear brand advantage themselves.

@NamanSr the funding ecosystem rewards the inflated number and punishes the honest one. until LPs start asking "show me realised revenue" instead of "show me ARR," nothing changes. indian founders calling it out is the only correction mechanism we have.

Emergent claiming $240 ARR against $1 realised revenue hurts everyone who is looking to get funded. OpenAI claiming the same will hurt Indian startups lesser. So Indian founders talking against it is absolutely fine. We have a very similar situation in SaaS. Monthly subscription is $10. Annual is $90. Our rack rate is $150/annum. 1% of users pay this but we get to claim that as our ACV, if we want. We can easily say $10 of incoming revenue is $150 ARR and rest is marketing discount. Similar to what Ecommerce did with GMV and selling price. Think of this - A monthly subscribing user is 33% more valuable in ARR terms than annual user. All founders know how wrong that is in real business terms. In India monthly subscribing users are a complete PITA. How do we account for this internally. 1. We started treating monthly users as trial users. "Curiosity revenue". Not real revenue. 2. We steadily made the difference bigger. So that it is very clear that taking monthly plan is unintelligent. Since our users are intelligent (India SME), monthly subscription means they don't trust us, yet. 3. For internal MIS we discount monthly user's ARR by 40%. and Quarterly by 25%. Reflecting the lower chances of retention and that the quality of revenue is different. Just so that we don't get very happy for the wrong reasons.

@avlesh Beautiful! Mubarak ho.

Solid year at WebEngage in FY25-26. After years of piling up losses and slow growth, we have finally turned things around true to our Spartan identity and demeanour. We are now an INR ~250 Crore ARR business - profitable and growing. But that's not the story. It took a lot of toil by the WE team and a very different me to turn things around. Two men shaped this journey unknowingly - @mrgirish (founder, Freshworks) and Hetarth (@WebEngage's very own). That's the story. Sharing it here for your weekend reading 👇 avlesh.medium.com/all-constraint…

@chiggy142 Bas wahi raaste pe hu.

@NamanSr Its time to grow up & stop blaming others. Taking ownership is the game.

SaaS has a network effect of tribal knowledge. The number of people around you who can teach you a tool determines how fast it gets adopted. Incumbents win here. New products struggle. Industry veterans often talk you out of new tools, not because they’re bad, but because change is expensive for them. More work without a lot of immediate gain. So if you’re trying to disrupt an incumbent, don’t seek permission of the veterans. Make sure new users in the industry don’t need permission as well. One way: don’t compete in the same category. Slack didn’t start as an email client. It slipped in alongside, not against. It has steadily captured internal communication market within the organisation and is now slowly capturing the cross-org collaboration. It has killed the need of emails for frequent communication. How long before it gives a separate channel for all the permission-less communication, à la email? In some industries, ignoring veterans is cheaper than converting them. Consumer startups don’t face this as much. But as you move from consumer → prosumer → SME → enterprise, you inherit the weight of laggards. So you either build for them… or build around them. Which means: invent a new category. But, a new category has to creates its own demand. So you are now stuck, between investing in changing the old minds or investing in building new demand.