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<v Speaker 1>All right, welcome everyone to a brand new episode or startups,

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<v Speaker 1>they'll say, and we have here Moheit Mishra, So welcome

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<v Speaker 1>to the show. Why don't you kick it off by

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<v Speaker 1>telling us a bit about yourself?

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<v Speaker 2>Yes, thank you for having me on the show.

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<v Speaker 3>My background has been particularly in mobility and transportation, but

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<v Speaker 3>that did not start off as I planned to. I

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<v Speaker 3>graduated with a major in computer science and engineering from

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<v Speaker 3>my DBHU back in twenty fifteen, and then I was

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<v Speaker 3>hired by a US company, but that h one we

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<v Speaker 3>never worked out, and I ended up. Life would take

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<v Speaker 3>me to Europe in a very weird fashion. That would

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<v Speaker 3>be that a friend of mine and I we were

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<v Speaker 3>on a Europe trip. We helped another friend who asked

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<v Speaker 3>for some help, and when we came back and he said, hey,

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<v Speaker 3>I got some corporate funding.

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<v Speaker 2>Would you like to join back? And we said, hey,

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<v Speaker 2>let's join you.

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<v Speaker 3>So that's how I ended up in the Netherlands, which

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<v Speaker 3>was a completely unplanned way to start off in the

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<v Speaker 3>mobility space. And since then I've been working entirely in

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<v Speaker 3>the mobility space, which the career started off as a

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<v Speaker 3>tech lead at this particular Dutch startup building connected connected

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<v Speaker 3>cars applications and then connected fleet maintenance products, then mass.

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<v Speaker 2>Products, which is mobility of service.

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<v Speaker 3>How do you integrate all modes of mobility into one interface.

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<v Speaker 3>And then moving on to being an entrepreneurial residence at

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<v Speaker 3>the inaugural Antler Cohorte.

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<v Speaker 2>In the Netherlands. That was back in twenty nineteen.

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<v Speaker 3>It didn't work out as I had planned, but I

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<v Speaker 3>was just a twenty six year old guide, nothing to

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<v Speaker 3>lose at all, and that kick started another set of journey.

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<v Speaker 2>Moved on to another Dutch.

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<v Speaker 3>Startup as a CTO, which was about organizational behavior change.

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<v Speaker 2>How do you change the behavior of employees to travel.

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<v Speaker 3>To their work by other modes of transportation not by

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<v Speaker 3>the personal car.

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<v Speaker 2>So that was a.

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<v Speaker 3>Great learning combining human behavior, science, human and then together

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<v Speaker 3>with technology and then having multi stakeholder management involved.

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<v Speaker 2>So that was quite an insightful journey in the process.

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<v Speaker 3>By late twenty twenty, I gave up my car to

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<v Speaker 3>completely depend on public mobility, and that meant that I

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<v Speaker 3>had to install a number of applications. The good side

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<v Speaker 3>was my carbon emissions dropped from one to fifty grams

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<v Speaker 3>per kilometer to less than five grams per kilometer, but

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<v Speaker 3>that was not so easy because it came with installing

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<v Speaker 3>multiple apps, juggling between multiple systems, going around different countries

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<v Speaker 3>with different languages.

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<v Speaker 2>So that was a bit of a chaos in my life.

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<v Speaker 3>But that also meant an opportunity in the sense that

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<v Speaker 3>I started to toyron. Okay, why is that these disconnected

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<v Speaker 3>mobilit ecosystems so different? I mean, you could be in Gmail,

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<v Speaker 3>I could be on Yahoo, but we don't have an

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<v Speaker 3>aggregator in between that connects.

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<v Speaker 2>To both of us. We just talk.

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<v Speaker 3>So can this be done to mobility? And that was

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<v Speaker 3>the genesis how we started Atomical. It started off as

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<v Speaker 3>a research problem and then I asked my co founders, hey,

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<v Speaker 3>this is what I've been towing around, and they joined

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<v Speaker 3>joined the venture, and that's how we started off. So

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<v Speaker 3>that's been a bit about me, my background and my journey.

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<v Speaker 3>And if you don't see me working, then you'll find

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<v Speaker 3>me either reading books on philosophy or playing my piano,

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<v Speaker 3>guitar and flute.

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<v Speaker 2>That's that's me.

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<v Speaker 1>Sure you're good at that too, for sure? Right, thank

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<v Speaker 1>you for that intro, Anthony. Do you want to kick

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<v Speaker 1>off the next Yeah?

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<v Speaker 4>So for those who don't know you and I'm what

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<v Speaker 4>three months ago, four months ago in Bangalore, and obviously

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<v Speaker 4>your journey started in India, and you know, your Europe

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<v Speaker 4>trip is probably one of the more unique Europe trips

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<v Speaker 4>where you started a company at the end of the

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<v Speaker 4>day rather than just going and you know, clicking pictures

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<v Speaker 4>and doing other things.

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<v Speaker 2>I guess.

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<v Speaker 4>But you also mentioned the whole h one B and

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<v Speaker 4>I mean all this happened by chance or you know,

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<v Speaker 4>life took you in a certain direction, right, So can

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<v Speaker 4>you tell us a little bit about when the whole

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<v Speaker 4>entrepreneurial bug hit you versus because I mean, you had

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<v Speaker 4>other plans, like you said yourself, right, I mean, and

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<v Speaker 4>what's it like to be a CEO? And would you

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<v Speaker 4>do anything different right right now now that you've been

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<v Speaker 4>in a startup, been on this journey, talk to us

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<v Speaker 4>a little bit about just being a CEO of a startup.

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<v Speaker 2>Yes, that's a big question.

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<v Speaker 3>Well, I think the entrepreneur bug literally kicked in when

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<v Speaker 3>this antler co Hoed was just pickening up. There was

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<v Speaker 3>I learned about it or I said, well, there's nothing.

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<v Speaker 2>To lose here.

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<v Speaker 3>I was pretty young, I'm still young, but and the

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<v Speaker 3>thought came in, hey, there's nothing to lose here. I'm

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<v Speaker 3>just here to gain everything simply because I did not

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<v Speaker 3>do any startup as such before. I was more of

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<v Speaker 3>a developer. I was coming from a technical background. It

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<v Speaker 3>would be great to be amongst a group of you know,

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<v Speaker 3>you know, in a group of really smart folks, more

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<v Speaker 3>way more experienced than.

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<v Speaker 2>I was, and to learn from them.

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<v Speaker 3>So that's how I applied to Antler, and then we

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<v Speaker 3>had went through some rounds of interviews and it got selected.

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<v Speaker 3>So that was a that was the bug that bit

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<v Speaker 3>me back then. Uh, it meant that it did not

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<v Speaker 3>it did not translate into a startup right away, but

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<v Speaker 3>it did kick me off into a direction that.

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<v Speaker 2>Meant more more focused.

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<v Speaker 3>As I was doing mobility, then it got more focused

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<v Speaker 3>into mobility than as part of that Antler group I

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<v Speaker 3>was already I met a number of people to bounce

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<v Speaker 3>back ideas. So it helped me to grow from a

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<v Speaker 3>developer into more combining technology and business together. So that

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<v Speaker 3>was a quite a good let me put it this way,

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<v Speaker 3>MBA in a crash course. So that and then now

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<v Speaker 3>when I started with this atomical I'm still learning a lot,

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<v Speaker 3>especially from my mentors, from my investors, from my advisors,

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<v Speaker 3>there's much to learn. So the way I look at

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<v Speaker 3>this as a journey, as a CEO, in my journey,

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<v Speaker 3>it looks to me that I am flying a plane

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<v Speaker 3>and there are advices around me who are at flight

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<v Speaker 3>control places who are helping me find that direction go

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<v Speaker 3>so that I don't crash the plane. That's that is

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<v Speaker 3>how I would like to put this journey.

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<v Speaker 4>Right now, that's a great analogy. I was going to

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<v Speaker 4>say it's more like NASA's launch center in Houston, but

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<v Speaker 4>I mean, you know, the flight works as well. So

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<v Speaker 4>so I think for those of people who don't know

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<v Speaker 4>about atomical mohit, let's go back a little bit, right,

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<v Speaker 4>I think it's important to talk about I think the

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<v Speaker 4>problem is clear. I think both Ridy and I would

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<v Speaker 4>agree that instead of opening five different apps, let's say,

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<v Speaker 4>for example, I mean I live in the Bay Area. Yeah,

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<v Speaker 4>if I want to go to say Peer thirty nine

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<v Speaker 4>in downtown San Francisco from where I live, I probably

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<v Speaker 4>have to and have to use public transportation. I have

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<v Speaker 4>to probably change five different times to get to my

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<v Speaker 4>final destination, and five different apps to get to my

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<v Speaker 4>final destination. Right, So you're trying to overcome that by

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<v Speaker 4>making it seamless simply put right, I mean saying one app,

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<v Speaker 4>why can't it all talk to each other. Let's say,

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<v Speaker 4>for example, WhatsApp is my favorite messaging app. You know,

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<v Speaker 4>I could go in, I could quest for something. I mean,

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<v Speaker 4>everything is seamless. I'm probably condensing the whole thing. I mean,

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<v Speaker 4>you're probably going to touch on that. So who is

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<v Speaker 4>Atomical aimed at. Is it the developer ecosystem? Is it businesses?

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<v Speaker 4>Maybe touch on that a little bit so that people

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<v Speaker 4>know what to look for through Atomical, and then we'll

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<v Speaker 4>probably double click on that go it.

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<v Speaker 2>Yeah.

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<v Speaker 3>So, as such, Atomical offers a platform as a service

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<v Speaker 3>for cities, businesses, and developers so that they can integrate

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<v Speaker 3>with different mobility services and they can offer mobility as

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<v Speaker 3>a feature or mobility as a service, or add ons

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<v Speaker 3>to their own end users well as While that is

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<v Speaker 3>a solution that we provide, the problem is a little

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<v Speaker 3>bit more nuanced if you look at it. It's not

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<v Speaker 3>just different applications that you will have to merge together

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<v Speaker 3>in order to get from point A to point B.

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<v Speaker 3>But think about this way. In the next ten to

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<v Speaker 3>fifty fifteen years, we're going to have two and three

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<v Speaker 3>people living in cities. That means it translates to the

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<v Speaker 3>mobility demand tripling, which effectively means with situation as it is,

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<v Speaker 3>it means more cars on the road. But cities don't

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<v Speaker 3>grow as quick as we are growing in the cities,

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<v Speaker 3>and they're struggling to bring these mobidity services together so

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<v Speaker 3>that they can cater to the needs of their own

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<v Speaker 3>residents as well as tourists coming in and going out.

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<v Speaker 3>Cities naturally struggle with how do we solve this problem

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<v Speaker 3>so that it's easier for people living in the cities

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<v Speaker 3>of people coming in and out of the cities to

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<v Speaker 3>move around. While businesses there are multiple business cases wherein

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<v Speaker 3>businesses would like to offer mobility as a service or feature,

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<v Speaker 3>not necessarily as a mobility application.

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<v Speaker 2>They could be non transport application as well.

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<v Speaker 3>But they do have business cases, but they simply cannot

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<v Speaker 3>do it because there's no easy way to interact with

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<v Speaker 3>different mobility operators. And that's exactly where where Atomical comes in.

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<v Speaker 3>Despite today's despite the consumer spending on mobility today on

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<v Speaker 3>ground transportation today exceeding one trillion dollars, there's literally no

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<v Speaker 3>easy way to integrate mobility services into let's say your WhatsApp,

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<v Speaker 3>or let's say into Airbnb, or let's say into your

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<v Speaker 3>car rental application, or let's say into your.

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<v Speaker 2>Booking dot com.

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<v Speaker 3>They always have to struggle with finding the right solutions

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<v Speaker 3>of you know, there's no off the shelf solution. There's

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<v Speaker 3>no Stripe for mobility available today, and that's exactly what

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<v Speaker 3>what a tonical does. So with that explanion, it is

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<v Speaker 3>really just as Stripe created. There's digital payments infrastructure for

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<v Speaker 3>the Internet. We're creating that digital mobility infrastructure for the Internet.

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<v Speaker 1>That that is good. So hopefully by the time I

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<v Speaker 1>get it, hopefully it's a better path, right, I hope, Yeah,

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<v Speaker 1>And was it like, you know, thanks for giving that

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<v Speaker 1>visual kind of outline of how the solution works for

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<v Speaker 1>somebody coming in. I'm assuming it is right now set

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<v Speaker 1>up for places where there is a wat of infrastructure.

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<v Speaker 1>I'm released out of Los Angeles, our public infrastructure for

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<v Speaker 1>especially public transport doesn't offer as many options. But I'm

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<v Speaker 1>assuming with Europe, right, it's a good round to get

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<v Speaker 1>this going first.

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<v Speaker 2>Yes, for our developer.

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<v Speaker 3>As a business, you can think about typically when you

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<v Speaker 3>go out to integrate with any mobility operator in general,

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<v Speaker 3>you would end up having to spend more than about

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<v Speaker 3>one forty hours simply in getting from the starting point

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<v Speaker 3>of interaction after contract acquisition to actually deploying the solution

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<v Speaker 3>with that integration. And this entire process would include getting

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<v Speaker 3>the contract, and before even contract you need to know

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<v Speaker 3>to knock in the door and say, hey, I'm this

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<v Speaker 3>particular company. Can I talk to you? And who is

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<v Speaker 3>the right person to talk to? And then you acquire

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<v Speaker 3>the contract with all bunch of negotiation calls that you do,

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<v Speaker 3>and then you would be ending up with some additional

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<v Speaker 3>nuances in that contract. The settlement and reconciliation process would

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<v Speaker 3>be involved. Both parties would have to settle on that.

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<v Speaker 3>That's not easy. Every party has some different settlement and

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<v Speaker 3>reconciliation process. Then you would end up most parties would

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<v Speaker 3>ask you operators would ask you for a deposit and

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<v Speaker 3>a credit check. Imagine if there is a small little

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<v Speaker 3>startup starting to build something very innovative that can really

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<v Speaker 3>change the behavior behaviors of people or can improve the

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<v Speaker 3>top line of different applications, they simply cannot integrate with them.

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<v Speaker 2>They don't have the money. And once this is done,

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<v Speaker 2>let's assume that you.

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<v Speaker 3>Actually get your business, legal and finance team together.

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<v Speaker 2>Then comes to technical integrate, which.

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<v Speaker 3>Means you would be provided with some proprietary information and

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<v Speaker 3>data to integrate with, often with inadequate API documentation, and

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<v Speaker 3>sometimes those documentation don't even exist. And in one I remember,

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<v Speaker 3>in one of such integrations we did, we had to

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<v Speaker 3>relearn ourselves. We are computer science engeneers, but we had

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<v Speaker 3>to relearn ourselves because of technology that was used. We've

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<v Speaker 3>never taught in our bachelor program that was as old

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<v Speaker 3>as that. And then you have an operator testing you

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<v Speaker 3>would have to do, the operator has to sign off,

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<v Speaker 3>and then finally.

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<v Speaker 2>You would deploy your solution. So by the.

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<v Speaker 3>Time you end up selling the first one dollar ticket,

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<v Speaker 3>I think you would end up spending like one hundred

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<v Speaker 3>k to just get one dollar ticket. And so that's

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<v Speaker 3>the problem here in the entire ecosystem. And imagine and

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<v Speaker 3>there are companies already doing that, the big companies, but

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<v Speaker 3>all of them are going through that same So there's

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<v Speaker 3>an integration's pagery. There's multiple bunch of companies and then

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<v Speaker 3>multiple bunch of trans properators they integrate with each other.

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<v Speaker 3>So you can imagine there's an integrations Pagattie in between.

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<v Speaker 3>How do you standardize these interactions? Just like what is

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<v Speaker 3>open banking for the fintech sector, can there be an

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<v Speaker 3>open mobility standards for the mobility.

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<v Speaker 2>So we have we have such standards coming up, but.

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<v Speaker 3>We have a long way towards, you know, the ideal

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<v Speaker 3>state where you could say, hey, now you can integrate

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<v Speaker 3>with any mode of transportation and just let's say in

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<v Speaker 3>thirty minutes.

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<v Speaker 1>Actually I want to ask this then, right, so you

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<v Speaker 1>go to your you come back and you tell your

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<v Speaker 1>friends and family, actually, I'm going to try and fix

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<v Speaker 1>some of the problems I saw with the public transport,

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<v Speaker 1>which right now is supposed to be the best out there.

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<v Speaker 1>What was the reaction, what was there lines like and

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<v Speaker 1>how how did you find that support?

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<v Speaker 3>Well, I thought that there would be some people saying no, no,

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<v Speaker 3>don't do that, you can be in a stable job.

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<v Speaker 3>But my parents will saying go for it. They did

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<v Speaker 3>not at all had any question. They said, go for it.

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<v Speaker 3>This is your thing. So it was a bit of

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<v Speaker 3>a surprise for me that my parents were like the

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<v Speaker 3>first champions before any other champion came in to support us.

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<v Speaker 3>I think that was I'm humble to have such parents

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<v Speaker 3>and lucky to have such parents, I would say. And

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<v Speaker 3>then friends came in and said, yeah, this is your thing,

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<v Speaker 3>go for it. They knew in a way, they already

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<v Speaker 3>knew that I've been toying with some mobility.

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<v Speaker 2>I had been in mobid.

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<v Speaker 3>They saw my enthusiasm over the past few years, how

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<v Speaker 3>I talk about mobility and all, and how I see

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<v Speaker 3>simple little changes, but also building up on those changes,

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<v Speaker 3>visualizing how the end world could look like that kind

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<v Speaker 3>that also inspired them, And in a way I did

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<v Speaker 3>not have to fight them to say, hey, can I

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<v Speaker 3>do this?

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<v Speaker 2>They said, well, do this, don't ask.

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<v Speaker 4>Us some of it them in terms of atomical I mean,

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<v Speaker 4>obviously both Ruthy and I agree it's much much needed

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<v Speaker 4>sort of a solution or the next step forward in

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<v Speaker 4>our goals for say a cleaner world, you know, like

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<v Speaker 4>you said, with carbon emissions and whatnot. I mean, obviously,

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<v Speaker 4>the urban mobility in general is becoming a big problem,

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<v Speaker 4>you know, like we were talking about Bangalore earlier. Bangalore

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<v Speaker 4>is encouraging everyone to take the metro, you know, to

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<v Speaker 4>help avoid some of the bigger transportation traffic issues and whatnot.

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<v Speaker 4>And then I think, just thinking about what you're saying,

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<v Speaker 4>I mean this just doesn't apply to public sector. It

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<v Speaker 4>applies to the private sector as well. I mean something

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<v Speaker 4>maybe you and I were speaking about, you know, the

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<v Speaker 4>number of buses you see in the Bay Area transporting

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<v Speaker 4>you know, employees from all nooks and corners of the

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<v Speaker 4>Bay Area into the offices in the tech sector. But

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<v Speaker 4>still people choose to take their cars into work. You know,

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<v Speaker 4>that could be another one. And then just beyond you know,

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<v Speaker 4>urban transportation. I mean, nowadays there are electric mobikes and

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<v Speaker 4>this and that and everything. I mean, there's so much

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<v Speaker 4>more to connect. And then besides that, I think there's

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<v Speaker 4>parking solutions as well, which people could use potentially. Right, so,

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<v Speaker 4>I think you're barely scratching the surface, right, And speaking

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<v Speaker 4>of barely scratching the surface, where are you with the

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<v Speaker 4>company right now? Right? I mean, you know, in your journey,

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<v Speaker 4>what do you see coming up in the next twelve

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<v Speaker 4>to eighteen months, What help would you like from the community.

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<v Speaker 3>Yes, so at the moment, what we have been doing

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<v Speaker 3>is that our solution currently covers the whole of Netherlands,

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<v Speaker 3>so that it was a way to prove the hypothesis

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<v Speaker 3>that it works. They're having some pilots that we have

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<v Speaker 3>done and then recently we won a tender for the

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<v Speaker 3>Utherrek province and that is about two to four year

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<v Speaker 3>project to work with the province itself, with the municipalities

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<v Speaker 3>itself to create a better solution, better open mobility ecosystem.

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<v Speaker 2>And then we are.

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<v Speaker 3>Also heading into India for what we have learned in

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<v Speaker 3>the Netherlands specifically the Dutch playbook shows us some opportunities

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<v Speaker 3>elsewhere in the emerging economies as well as well as

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<v Speaker 3>parts of developed world as well.

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<v Speaker 2>Specifically with parking.

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<v Speaker 3>If you think about parking, parking is the bridge between

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<v Speaker 3>the car economy and other modes of transportation.

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<v Speaker 2>If you're crack.

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<v Speaker 3>Parking effectively, you can create that behavior change and that's

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<v Speaker 3>exactly what we have been working on in India.

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<v Speaker 2>We it's quite public now.

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<v Speaker 3>We have an MU signed with our cardi Ists that's

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<v Speaker 3>a Dutch company, but a global consultancy firm. We are

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<v Speaker 3>working together with them with the Making India initiative to

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<v Speaker 3>create the mobility infrastructure in India. At the same time,

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<v Speaker 3>you well, I wasn't the States and you know part

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<v Speaker 3>of it what's happening there.

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<v Speaker 2>Uh.

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<v Speaker 3>We we were at the United Nations Conference last week

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<v Speaker 3>and Debbie and I we were at there and you

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<v Speaker 3>know Debbie, so we made a bold statement. And next

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<v Speaker 3>year we will be there again to present the project

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<v Speaker 3>where there's an interoperable mobile ecosystem between Netherlands, Bangalore and

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<v Speaker 3>the Bay Area, to show that this is quite possible

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<v Speaker 3>to actually connect different ecosystems together and it's not.

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<v Speaker 2>So difficult as it looks like to put that all

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<v Speaker 2>stack up.

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<v Speaker 3>It is quite possible to do so, and that's what

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<v Speaker 3>we have been able to showcase back.

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<v Speaker 2>In the Netherlands.

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<v Speaker 3>As far as our own traction goes, we have some

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<v Speaker 3>already customers PIPE customers in the pipeline. We are now

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<v Speaker 3>moving towards raising raising a fund round and at the

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<v Speaker 3>same time we are doing a number of pilots that

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<v Speaker 3>are about to close in some time and that would

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<v Speaker 3>open up a whole b of news sales pipeline and

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<v Speaker 3>unlock a new pretty long sales pipeline.

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<v Speaker 2>I would say more details.

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<v Speaker 4>So speaking of funding, just to be clear for anyone listening, Moheit,

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<v Speaker 4>I mean, are you looking to raise funds from individuals

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<v Speaker 4>or vcs or who can approach you with any any

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<v Speaker 4>investment ideas that they might have for atomical.

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<v Speaker 3>I think at the moment we are very much focused

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<v Speaker 3>on angels and syndicates and operators to get to a

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<v Speaker 3>point where we would be VC packable. The reason that

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<v Speaker 3>we do that is simply because, of course, with various

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<v Speaker 3>other milestones that we want to achieve and have a

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<v Speaker 3>very disciplined way of growing. We don't want to bled

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<v Speaker 3>scale right away, but rather have a very disciplined approach

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<v Speaker 3>to raising as well as getting revenue getting customers on board.

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<v Speaker 3>So at the moment we are really focused on angels,

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<v Speaker 3>angel syndicates, operators running. And it could be pre seed

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<v Speaker 3>or see v ses, but I think that we might

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<v Speaker 3>have some chances, but Europe doesn't work that way, so

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<v Speaker 3>we have we have talked about it, so we are

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<v Speaker 3>really focused on first revenue and angels.

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<v Speaker 4>Great. Who do you read?

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<v Speaker 1>I know, So with all of this in the long past,

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<v Speaker 1>how do you find the inspiration to keep going? I'm

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<v Speaker 1>sure there are ups and downs every day, right and

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<v Speaker 1>the like you said, right to sign the first ticket,

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<v Speaker 1>it's still you know, it's a little ahead. How do

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<v Speaker 1>you keep it going?

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<v Speaker 3>I think it's the motivation being in this industry. I

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<v Speaker 3>definitely see how how the world has to move on

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<v Speaker 3>to and for a better world to have a better livable,

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<v Speaker 3>smart city. What needs to be, what needs to change,

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<v Speaker 3>and somebody.

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<v Speaker 2>Has to solve this problem for sure.

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<v Speaker 3>Besides that, as I mentioned that, I do have my

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<v Speaker 3>own hobbies as well as some friends and family that

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<v Speaker 3>keep me on track. Sometimes when there are tough difficult times,

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<v Speaker 3>I think my founders.

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<v Speaker 2>They have been my best friends, my best support all day,

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<v Speaker 2>all time.

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<v Speaker 3>So I'm really really lucky to also have them as founders.

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<v Speaker 3>And as founders, we have grown very fond of each other,

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<v Speaker 3>very very much deeply attached to each other. We would

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<v Speaker 3>say Jeff has that how do you say? Jeff has

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<v Speaker 3>that coolness effect? He is very calm, one of the

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<v Speaker 3>most I would say, the most humble people that I've

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<v Speaker 3>met in my life, as well as the most inspiring

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00:22:39.359 --> 00:22:44.720
<v Speaker 3>person that I would have seen, you know, in terms

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00:22:44.759 --> 00:22:47.279
<v Speaker 3>when it comes to mobility. And Ahmed and I go

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<v Speaker 3>back about like thirteen forteen years. He was my senior

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<v Speaker 3>at my university, so we do have that relationship, but

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<v Speaker 3>we also have that senior.

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<v Speaker 2>Junior relationship working as well.

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<v Speaker 3>So it's a very good dynamics that way, and it

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00:23:01.839 --> 00:23:05.759
<v Speaker 3>just comes together to make that work. There's a lot

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<v Speaker 3>of respect for each other and friends and family and

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<v Speaker 3>other things. I do have a little bit of a

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<v Speaker 3>spiritual background as well, so that that also is a

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<v Speaker 3>big time help and pushing me forward towards this journey.

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<v Speaker 1>Yeah, I know, Ani, one of the questions can we do?

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<v Speaker 3>Yeah?

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<v Speaker 4>I mean so, I think the whole senior junior thing

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<v Speaker 4>brings about a question in me because I as a senior.

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<v Speaker 4>I mean, how is it from it to work with

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<v Speaker 4>a junior as a CEO? And does he reject a

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<v Speaker 4>lot of your ideas?

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<v Speaker 2>You know?

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<v Speaker 4>I want to know how that dynamics goes. I mean, again,

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<v Speaker 4>you already mentioned that you've become best friends, but I

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<v Speaker 4>think kidding aside. I mean, it's more about decision making, right.

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<v Speaker 4>I mean a lot of founders that I speak to.

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<v Speaker 4>There's obviously your heart telling you certain things. You know,

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<v Speaker 4>trust your gut. Go with what your heart tells you,

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<v Speaker 4>versus your numbers might say something different, you know. I

428
00:24:07.319 --> 00:24:10.720
<v Speaker 4>mean early on, your numbers might be saying, oh, we're

429
00:24:10.759 --> 00:24:13.119
<v Speaker 4>not doing very well, you know, don't invest more time

430
00:24:13.160 --> 00:24:16.400
<v Speaker 4>and money there that sort of thing. So how do

431
00:24:16.440 --> 00:24:18.920
<v Speaker 4>you make decisions? Mohit? I mean do you have you

432
00:24:18.960 --> 00:24:23.559
<v Speaker 4>come up with some sort of mechanism that you go

433
00:24:23.720 --> 00:24:27.480
<v Speaker 4>through to make key decisions for the company, anything you

434
00:24:27.519 --> 00:24:27.960
<v Speaker 4>can share.

435
00:24:30.640 --> 00:24:33.759
<v Speaker 3>Yeah, So as a decision making within our own team,

436
00:24:34.559 --> 00:24:38.240
<v Speaker 3>we have come to the degreement that the final decision

437
00:24:38.279 --> 00:24:42.319
<v Speaker 3>comes through me, which means, of course naturally it would

438
00:24:42.319 --> 00:24:45.039
<v Speaker 3>mean okay, there are some big boys in the play

439
00:24:45.119 --> 00:24:47.480
<v Speaker 3>in the in the team, so do they agree to it.

440
00:24:47.839 --> 00:24:51.160
<v Speaker 3>I think as professionals, we don't look at each other

441
00:24:52.039 --> 00:24:55.359
<v Speaker 3>being younger or elder to each other, but rather really

442
00:24:55.400 --> 00:24:56.880
<v Speaker 3>respecting each other's opinions.

443
00:24:56.920 --> 00:24:59.160
<v Speaker 2>So when there is when there are.

444
00:24:59.079 --> 00:25:03.880
<v Speaker 3>Somechallenging opinions, we really respect because it's coming from a partner.

445
00:25:04.240 --> 00:25:06.799
<v Speaker 2>It's not just someone else, it's really coming from an

446
00:25:06.799 --> 00:25:07.480
<v Speaker 2>equal partner.

447
00:25:07.480 --> 00:25:13.319
<v Speaker 3>At the same time, when there are when they're really

448
00:25:13.400 --> 00:25:18.440
<v Speaker 3>heavy conversations, when we have we do have a psychological

449
00:25:18.480 --> 00:25:20.920
<v Speaker 3>safety net within the team because of our own bonding.

450
00:25:21.440 --> 00:25:23.960
<v Speaker 3>So there have been a couple of challenges where we

451
00:25:24.200 --> 00:25:28.279
<v Speaker 3>I would not say argue, but rather debate very strongly,

452
00:25:29.279 --> 00:25:32.119
<v Speaker 3>but at the same time completely being respectful of each other,

453
00:25:33.240 --> 00:25:37.039
<v Speaker 3>making sure that we play that a good cop bad

454
00:25:37.039 --> 00:25:40.759
<v Speaker 3>cop quite often, and that helps to create that sort

455
00:25:40.759 --> 00:25:44.640
<v Speaker 3>of a team bonding within our So it's as a

456
00:25:44.640 --> 00:25:47.079
<v Speaker 3>profession it has never as professionals, it has never come

457
00:25:47.119 --> 00:25:49.559
<v Speaker 3>across whether you are young or elder. To me, it's

458
00:25:49.599 --> 00:25:52.640
<v Speaker 3>just that we respect each other and move forward with it.

459
00:25:52.960 --> 00:25:54.839
<v Speaker 2>Outside the work, there are tons of.

460
00:25:54.759 --> 00:25:57.640
<v Speaker 4>Things you don't know, so I mean what you said

461
00:25:58.160 --> 00:26:01.400
<v Speaker 4>it reminds me of a conversation and a couple of

462
00:26:01.440 --> 00:26:04.279
<v Speaker 4>my co founders in the startup I used to work

463
00:26:04.319 --> 00:26:08.680
<v Speaker 4>in used to say they would be unhappy if everybody

464
00:26:08.720 --> 00:26:13.079
<v Speaker 4>agreed with them. You know, they want opposition or opposing

465
00:26:13.160 --> 00:26:17.400
<v Speaker 4>thoughts to anything that they propose, because that always, you know,

466
00:26:18.839 --> 00:26:21.880
<v Speaker 4>nurtures a very healthy environment. Because I mean, you know

467
00:26:22.000 --> 00:26:23.920
<v Speaker 4>you would have thought of three things. I mean somebody

468
00:26:23.960 --> 00:26:27.119
<v Speaker 4>else might say, oh there's two more things to consider

469
00:26:27.519 --> 00:26:30.400
<v Speaker 4>and oppose a decision that you made, which makes for

470
00:26:30.440 --> 00:26:33.279
<v Speaker 4>a healthy relationship. But at the same time, you know,

471
00:26:33.720 --> 00:26:38.200
<v Speaker 4>it's also important to take in all those inputs and

472
00:26:38.319 --> 00:26:41.480
<v Speaker 4>makeing a final decision what you think is best for

473
00:26:41.559 --> 00:26:45.640
<v Speaker 4>the company. Right, So it's a very neat the way

474
00:26:45.680 --> 00:26:46.480
<v Speaker 4>you guys do it.

475
00:26:49.319 --> 00:26:52.400
<v Speaker 3>I think one point that we have all decide from

476
00:26:52.480 --> 00:26:55.920
<v Speaker 3>day one. It's not about the personal decision that we

477
00:26:55.960 --> 00:26:59.079
<v Speaker 3>have to make it's really thinking from an atomical perspective,

478
00:26:59.119 --> 00:27:01.119
<v Speaker 3>whether you're a CEO or not. Whether you're CEO or

479
00:27:01.200 --> 00:27:04.960
<v Speaker 3>not doesn't really matter. Does this help atomical If yes, okay,

480
00:27:05.039 --> 00:27:07.839
<v Speaker 3>we go for it, it doesn't, no change course. So

481
00:27:07.960 --> 00:27:11.240
<v Speaker 3>that kind of mentality has really kept us going. So

482
00:27:11.400 --> 00:27:14.839
<v Speaker 3>it's really and within the team, there's no senior junior relationship.

483
00:27:15.119 --> 00:27:19.279
<v Speaker 3>It does help to bring more personal bonding, but as

484
00:27:19.359 --> 00:27:22.240
<v Speaker 3>professionals that that thing is not there.

485
00:27:22.519 --> 00:27:22.839
<v Speaker 4>Great.

486
00:27:24.480 --> 00:27:27.160
<v Speaker 1>I'm actually glad you said that because a lot of times,

487
00:27:27.200 --> 00:27:30.559
<v Speaker 1>especially right not in the startup, but people find an

488
00:27:30.559 --> 00:27:33.400
<v Speaker 1>excuse for collaboration, not to challenge ideas, and then you

489
00:27:33.519 --> 00:27:36.319
<v Speaker 1>just go with it, right, and that that's what stands

490
00:27:36.319 --> 00:27:39.119
<v Speaker 1>it apart, right, those decisions, making those solutions. So I

491
00:27:39.119 --> 00:27:40.519
<v Speaker 1>think I that's brilliant.

492
00:27:42.720 --> 00:27:44.400
<v Speaker 4>The other thing I wanted to ask you, mo Hit

493
00:27:44.519 --> 00:27:47.519
<v Speaker 4>is I mean you you started your startup journey pretty

494
00:27:47.519 --> 00:27:49.759
<v Speaker 4>early on. I mean, you know, in a certain way,

495
00:27:49.839 --> 00:27:52.960
<v Speaker 4>like you said, by chance. You know, you you had

496
00:27:53.000 --> 00:27:55.079
<v Speaker 4>your good support from your parents and all of that.

497
00:27:56.079 --> 00:28:00.720
<v Speaker 4>Your friends were supported. But you know, compared to let's say,

498
00:28:00.799 --> 00:28:03.839
<v Speaker 4>I mean I would consider me the oldest here. I

499
00:28:03.839 --> 00:28:06.680
<v Speaker 4>mean I'm pretty old compared to you, I guess, but

500
00:28:08.160 --> 00:28:10.839
<v Speaker 4>being the older Statesmaniam back in the day, I mean,

501
00:28:10.880 --> 00:28:13.000
<v Speaker 4>you know, at least where we come from in India,

502
00:28:13.039 --> 00:28:14.839
<v Speaker 4>I mean, you know, going and doing your own thing

503
00:28:15.000 --> 00:28:18.319
<v Speaker 4>was kind of frowned upon. You know, things have changed

504
00:28:18.440 --> 00:28:20.279
<v Speaker 4>quite a bit in India. I mean, I would say

505
00:28:20.279 --> 00:28:23.440
<v Speaker 4>around the world as well. I mean, you know, kids

506
00:28:23.480 --> 00:28:26.960
<v Speaker 4>in general are much more open to trying out their

507
00:28:27.000 --> 00:28:28.519
<v Speaker 4>own thing right out of college.

508
00:28:28.720 --> 00:28:28.920
<v Speaker 1>You know.

509
00:28:29.440 --> 00:28:32.559
<v Speaker 4>I know a few kids whom I work with, they

510
00:28:32.559 --> 00:28:34.720
<v Speaker 4>actually don't even want to complete school. They want to

511
00:28:34.720 --> 00:28:37.359
<v Speaker 4>be doing their startup second year of school because they're

512
00:28:37.440 --> 00:28:40.200
<v Speaker 4>itching to get out there and prove themselves. So, which

513
00:28:40.279 --> 00:28:42.480
<v Speaker 4>is a lot of fun to see. Is obviously there's

514
00:28:42.599 --> 00:28:45.960
<v Speaker 4>risk and reward to it. But I think you will

515
00:28:45.960 --> 00:28:49.799
<v Speaker 4>have a unique perspective on any advice you want to

516
00:28:49.200 --> 00:28:54.200
<v Speaker 4>give want to be entrepreneurs so to speak, you know, Sony,

517
00:28:54.359 --> 00:28:57.359
<v Speaker 4>any words of wisdom from you, having been through what

518
00:28:57.400 --> 00:29:00.880
<v Speaker 4>you've been through, to say when to do a startup,

519
00:29:01.039 --> 00:29:04.680
<v Speaker 4>you know, what to consider, what to watch out for,

520
00:29:05.000 --> 00:29:06.079
<v Speaker 4>any of those inputs.

521
00:29:09.440 --> 00:29:12.599
<v Speaker 3>Well, I'm still learning along my way, but based on

522
00:29:12.680 --> 00:29:17.279
<v Speaker 3>my own learnings and the mistakes that I've made, the

523
00:29:17.319 --> 00:29:22.519
<v Speaker 3>biggest the key point I would say, is to stay

524
00:29:22.519 --> 00:29:25.160
<v Speaker 3>away from the wanna be thingy, but rather focus on

525
00:29:26.079 --> 00:29:29.440
<v Speaker 3>the problem itself, falling in love with the problem and

526
00:29:29.480 --> 00:29:33.000
<v Speaker 3>not with the solution, because we often our human mind

527
00:29:33.079 --> 00:29:36.039
<v Speaker 3>often gets into that solution. Well, not the solution would work,

528
00:29:36.079 --> 00:29:39.319
<v Speaker 3>This solution must work, and things like that, And it's quite

529
00:29:39.480 --> 00:29:43.160
<v Speaker 3>natural to also pivot and change strategy along the course

530
00:29:43.240 --> 00:29:46.359
<v Speaker 3>because the problem we are trying to solve is that problem,

531
00:29:46.400 --> 00:29:48.680
<v Speaker 3>that root problem that we want to solve. Maybe that

532
00:29:48.720 --> 00:29:51.160
<v Speaker 3>solution doesn't work, but maybe some other solution works. So

533
00:29:51.880 --> 00:29:54.920
<v Speaker 3>falling in love with the problem would go a long way,

534
00:29:55.759 --> 00:29:59.599
<v Speaker 3>and then really being open to being challenged in a

535
00:29:59.720 --> 00:30:04.799
<v Speaker 3>big way, because well, yeah, arrogance can take over very quickly.

536
00:30:06.359 --> 00:30:10.559
<v Speaker 3>So my biggest In many ways, I do have a

537
00:30:10.599 --> 00:30:13.680
<v Speaker 3>different way of looking things, but in many ways I

538
00:30:13.680 --> 00:30:17.880
<v Speaker 3>would say humility goes a big a long way in

539
00:30:18.079 --> 00:30:21.200
<v Speaker 3>terms of looking at the problem as it is and

540
00:30:21.279 --> 00:30:23.839
<v Speaker 3>respecting other people's opinion at the same time knowing when

541
00:30:23.880 --> 00:30:24.319
<v Speaker 3>to say no.

542
00:30:25.960 --> 00:30:27.480
<v Speaker 2>I think as Indians.

543
00:30:27.119 --> 00:30:29.759
<v Speaker 3>Specifically, I would say, we have a hard time to

544
00:30:29.839 --> 00:30:33.400
<v Speaker 3>say no. And thank goodness, I came to Netherlands because

545
00:30:33.400 --> 00:30:36.279
<v Speaker 3>they are so direct and I love them. They will

546
00:30:36.319 --> 00:30:39.079
<v Speaker 3>write on your face say no, and there's nothing rude

547
00:30:39.079 --> 00:30:39.559
<v Speaker 3>about them.

548
00:30:40.160 --> 00:30:42.440
<v Speaker 2>So I kind of learned from them to say no.

549
00:30:43.920 --> 00:30:47.160
<v Speaker 3>And that's totally fine because we got only what twenty

550
00:30:47.160 --> 00:30:49.319
<v Speaker 3>four hours in a day. I hope we had thirty

551
00:30:49.359 --> 00:30:51.400
<v Speaker 3>six hours, but that's not going to happen in a

552
00:30:51.440 --> 00:30:56.759
<v Speaker 3>million years. So I think that focus in many parts,

553
00:30:56.799 --> 00:30:59.839
<v Speaker 3>my mistake has been the lack of focus in some

554
00:31:00.240 --> 00:31:03.440
<v Speaker 3>in some ways in the past, and then really drilling

555
00:31:03.519 --> 00:31:05.839
<v Speaker 3>down to okay, this is where I want to focus

556
00:31:05.880 --> 00:31:10.279
<v Speaker 3>a lot more. I would so falling in love with

557
00:31:10.319 --> 00:31:16.880
<v Speaker 3>the problem, focus, humility. I think that that alone will

558
00:31:17.000 --> 00:31:21.160
<v Speaker 3>be the biggest criteria taking taking the person forward.

559
00:31:21.200 --> 00:31:23.920
<v Speaker 4>That is incredible, mohit. I mean that's the court for

560
00:31:23.960 --> 00:31:26.400
<v Speaker 4>the day for me, fall in love with the problem,

561
00:31:27.319 --> 00:31:32.279
<v Speaker 4>because I mean I've been there a few times where

562
00:31:32.599 --> 00:31:36.279
<v Speaker 4>you know, you develop something or you put together a solution,

563
00:31:36.559 --> 00:31:40.839
<v Speaker 4>and the solution or the product is always looking for

564
00:31:40.920 --> 00:31:43.440
<v Speaker 4>a problem to solve, which is the other way around,

565
00:31:43.640 --> 00:31:47.559
<v Speaker 4>you know, which is exactly what you said right now,

566
00:31:47.680 --> 00:31:49.920
<v Speaker 4>which is so you got to look at it the

567
00:31:49.920 --> 00:31:52.000
<v Speaker 4>other way based on what you said saying, I mean,

568
00:31:52.200 --> 00:31:53.200
<v Speaker 4>what's the pain point?

569
00:31:53.400 --> 00:31:53.680
<v Speaker 1>You know?

570
00:31:53.720 --> 00:31:56.960
<v Speaker 4>How can I look at that pain point deep and

571
00:31:57.039 --> 00:32:00.000
<v Speaker 4>say why is it happening? What are the different ways

572
00:32:00.119 --> 00:32:03.359
<v Speaker 4>to attack it? And then go about it, versus saying, oh,

573
00:32:03.519 --> 00:32:06.839
<v Speaker 4>here's something that's going to work amazing. So you're missing

574
00:32:06.839 --> 00:32:10.039
<v Speaker 4>the whole problems, so just love it mode. So thanks

575
00:32:10.119 --> 00:32:15.480
<v Speaker 4>for that than anything else we missed.

576
00:32:15.559 --> 00:32:19.119
<v Speaker 1>Ready, No, I was going to say at this point,

577
00:32:19.160 --> 00:32:22.240
<v Speaker 1>this is parenting advice. I'm like, God, we always keep

578
00:32:22.240 --> 00:32:25.200
<v Speaker 1>telling our kids, right, like, go find a solution, but

579
00:32:25.279 --> 00:32:27.920
<v Speaker 1>we forget can you amplify the problem you're having? What

580
00:32:28.039 --> 00:32:30.319
<v Speaker 1>can you even articulate the problem you're having?

581
00:32:30.440 --> 00:32:30.599
<v Speaker 2>Right?

582
00:32:30.640 --> 00:32:32.960
<v Speaker 1>Because it's like so much don't don't tell us what

583
00:32:33.039 --> 00:32:36.480
<v Speaker 1>the problem is. So that was a beautiful closure. No,

584
00:32:37.359 --> 00:32:39.799
<v Speaker 1>I think we got a lot. I think we can

585
00:32:39.799 --> 00:32:40.799
<v Speaker 1>wrap up with this.

586
00:32:41.039 --> 00:32:44.079
<v Speaker 4>Yeah, so thanks so much for taking the time on

587
00:32:44.119 --> 00:32:47.000
<v Speaker 4>a Sunday for those who probably don't know when we're

588
00:32:47.000 --> 00:32:51.039
<v Speaker 4>recording this, right, so on a Sunday afternoon in the Netherlands.

589
00:32:51.680 --> 00:32:55.079
<v Speaker 4>I mean, I'm a big fan of Atomical and I

590
00:32:55.119 --> 00:32:57.119
<v Speaker 4>wish you the very best, and I wish you and

591
00:32:57.160 --> 00:32:59.240
<v Speaker 4>the team the very best, and I'm sure we'll have

592
00:32:59.319 --> 00:33:02.799
<v Speaker 4>you here once again once you solve for some of

593
00:33:02.799 --> 00:33:06.119
<v Speaker 4>these problems. Either an attract or somewhere else. We'll have

594
00:33:06.200 --> 00:33:08.119
<v Speaker 4>you on the show again. Moheat, thanks, thanks so much

595
00:33:08.119 --> 00:33:08.799
<v Speaker 4>for being with us.

596
00:33:09.039 --> 00:33:10.640
<v Speaker 2>Thank you both of you. Thanks for having me on

597
00:33:10.680 --> 00:33:11.039
<v Speaker 2>the show.
