Episode 25: Abhishek Nag- Building Internet Businesses
About Abhishek Nag:
My next guest on The One Percent Project is Abhishek Nag. Abhishek is the Director of Business Development at Netflix, previously with Facebook, Uber, Hike and National Instruments. He is also an Angel Investor in 40+ startups. He is a graduate of RV College of Engineering and Indian School of Business, ISB.
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In this conversation, he talks about:
The future of the internet in the next 50 years.
How the product is the key driver of Market Entry and Growth?
His learning from working at Facebook and how Facebook landed to be a social media giant?
Why Uber has not considered being a SuperApp?
What did Scared Games do for Netflix India?
Adoption Vs Retention- Which is more important?
Experience investing in 40+ seed and pre-seed stage start-ups.
His Investment Framework
Why he invested in Media Premier League?
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Transcript:
*The transcripts are not 100% accurate.
Abhishek: That's a great question. So, I think today in India, there are half a billion internet users probably more but if you look at the products, the largest products that we use, there's messaging, messaging is a very fundamental infrastructure use case. So, WhatsApp’s probably got the most number of users as an internet app in the country. But beyond messaging, and video, and social media, there's a very quick degeneration in the number of users that you see, across all of the different use cases, video, on YouTube is probably about 300, 400 million people, then beyond that music is maybe at 100, 150 million people, financial services products, at most, maybe half of that, because India has about 100 million debit cards, about 25 million credit cards, and not all of these users are using the apps there. So really, the opportunity in front of us is massive. So, even for apps that we think that people in our audiences and segments think are mainstream and ubiquitous. The reality is these apps are today at less than 100 million people. I think, if you ask someone like you or me in India, and you look at their phones, for the home screen on their phone, you'd probably see a food delivery app, you probably see Amazon, you'll probably see Flipkart, you probably see some news app. What if I told you that all of those apps are very likely to be used by less than a 10th of this country? So, immediately, it starts becoming to what the next five to 10 years old. So, the market innovation that we've seen that a bunch of these apps and companies is just starting. So, we are at the beginning of a very long journey. Having said that, I think the one thing that I absolutely acknowledge is much of the design for an app today happens either in Silicon Valley or Bangalore, or Google or Bombay. So, I think there's a lot of work to be done to figure out, how can you make a Netflix work no matter where the user is. And when they first start using it, it feels like that experience is friendly to them. And we have a gift to give you a sense of how much work we have to do on that front today or Netflix, signups and sign ins happen only through email ids. So, that's just a small example of how much work all of us need to do, to realize this opportunity. So obviously, there are a bunch of new ideas and domains to get extremely excited about, like digital currencies, and so on and so forth. But I'm also just extremely excited about the basic, what you and I probably think of is basic use cases of how much opportunity there is for growing those.
Pritish: You being an engineer with an MBA, how do you look at market growth and expansion?
Abhishek: Yeah, so I have a very boring view of market growth and expansion, which is sign up some of these views were formed during my time at Facebook is our market growth and expansion is first a product problem. And a lot of people that think of market growth and expansion as a marketing problem, or how do you run the performance marketing campaigns and how do you put together the most creative billboard possible a TV ad possible. For me, unfortunately, I fall in the boring camp of market growth and expansion product problems. And let me explain how. Like I said, these views are formed at Facebook, the growth team was basically a team of product managers, engineers, data analysts, and then in the markets, you had people embedded, who would do local partnerships, and also provide a lot of rich insight about user behavior and partner behavior and the regulatory landscape and so on back to the headquarters. And that's sort of the rule that I was doing that I was in India at Facebook. So, why it's a product problem is because products, as some of us know, they're like funnels, so you have a bunch of people who are aware of the product, a bunch of people who land on your homepage, start the signup process, finish the signup process, use the product, and they use it again and again and again, and then pay you for it and they tell their friends and family to join. So, in that sense products are like funnels. For every 1% improvement you can make on any of these stages, let's say of 100 people who land up on your home page 90 people go through to the next stage, let's say a product manager and engineer come up with a great hack. Maybe they optimize the page, maybe they make the design better partnerships with an engineer. And they make it from 90 to 91. That effect compounds. So, till today, if starting tomorrow 91 out of 100 people are going to get through in perpetuity forever. And suddenly, you have grown the product.
Pritish: So, that's why you're saying it's not a Marketing Challenge, it is first a product challenge?
Abhishek: Yeah, marketing plays a role in the sense that you create awareness, which leads you to the top of the funnel, although I could also argue that if your funnel is really well built, people are going to refer their friends and family and they will talk about it. But I see marketing playing a role there on creating awareness. But look, if you've got a leaky bucket with 100, people are aware, but only two people end up paying you for the product. There's no point spending more money on marketing, it's just burning a bunch of money, unless you have really high average revenue per user business.
So, yeah, I think about growth and expansion from the point of view of what can you do just a little bit better every day on all of these fronts on partnering, on creating awareness? When you sign up somebody using a cell phone number, and they get an OTP, OTP arrives in 10 seconds, can you do something to make it arrive in two seconds instead? And that makes communication better, so people don't drop off? So, in that sense, I'm a very boring person when you think about growth and expansion.
Pritish: With very interesting and hardcore insights. So, I don't think you're boring. When you joined Facebook, what was your first impression of the company?
Abhishek: I joined Facebook in 2011? This was before their IPO. This was when they were less than 3000 people globally, there was still Orkut. We're still the largest social media network in India. Some people on college campuses knew about this product called Facebook, but my family definitely wasn't on it yet. So, I used to get a lot of these questions. I used to get a few questions from my friends, family, external network is, I have Orkut, why would I need Facebook? Question number one? Question Number two is wait, it’s a website, do people actually work there? What do people do if It's just a website? That was the second question I would get. And the third question and the third opinion that I would get a lot is, oh, they're never going to make money. And then I would tell them about code, they can run ads to all these people. And they are like advertising industry, and that the response I would get is advertising industry has been put together over the last century. And why will change it's working for marketers. So, why would they change to a Facebook? Facebook is this fun, casual place? Why would marketers take it seriously? Right? So, those are the top reactions I would get. So, it gives you a sense of what the world was like in 2011. And in India, I think Facebook had, I would say maybe 30 million users at that time, maybe somewhere between 20 or 30 billion users. So, that's basically where we were from user number point of view. But in my mind, I was very certain about a few things, I was looking at how it was growing, it was growing virally, is one of the first products that people were just talking about to each other. And they were like, hey, get on Facebook. And they say, Facebook did clever things on the product. So, it would upload your phone book and make it easy for you to invite people and so on. And that goes back to what I was talking about is all of those things, product to grow. But people are talking about Facebook ads saying, getting their friends to come on board, getting the family to come on board.
And I realized that this business basically has close to $0 spent on marketing. That's a great business if you know friends and family sign you up. And I'd heard some things about the culture and so on some good things, some not so great things from movies like The Social Network. I felt a very interesting sort of place but felt like it was effective at attracting the highest quality talent that felt like the best engineers back then going and working there. And that's what I've tried to do consistently is I've always been attracted to high talent density workplaces and networks and so on. And so that was the environment I want to get into and obviously had the privilege to be a part of it for five years.
Pritish: What has Facebook got right about the social media business with 2.2 billion plus monthly active users?
Abhishek: Yeah, I think Facebook was the first one to understand that the social graph is important. I think, till then Google has proved that the knowledge graph is what's important. And the knowledge graph is basically how a piece of knowledge relates to another piece of knowledge and how you can organize it and quickly pass through it and give people answers. So, Google had pioneered that they thought about that deeply and then executed really well there. I think Facebook was the first company which truly saw all the ways in which the social graph could be valuable, the social graph, be the connection of a person to another person, the connection of a person to the things they're interested in, call it the interest graph, if you will, and connected to my friend and both of us love travel. Facebook realized just that little bit of insight, that atomic insight is extremely valuable to developers, to marketers, to other people on the social network. And that's what they were able to build a very high-quality business around. And I say business, because it's not just one product, they build many products around that insight.
Pritish: And you brought up Orkut, I don't think a lot of people remember it. I'm sure you and I were fans of it, and we had our Orkut pages. And we would request our friends to do a testimonial. I think that's how it worked, then why do you think Orkut went out of business? or Google just could not survive or grow it? But given that it had actually reached a good market size?
Abhishek: I don't know. Honestly, I don't know why Orkut couldn't do Well. As a user, I think it was very clear that there focus on privacy was lacking, I think there were these issues around profile pictures getting copied, that people getting requests of everybody, and so on and they didn't have all the privacy control that Facebook had built. I think that played a big role. Eventually, I think all of it, I'm just guessing at this point, I don't know for sure. I'm sketching, guessing, and speculating. I think it is a function of Google not seeing value in a social network and the social graph and seeing how that could be a core part of their business strategically as much as the early people at Facebook did.
So, hence, I think Orkut didn't get the focus that it deserved, the management focus, the strategic focus that it deserved. So, it just never got better and better and better as a product. I think that's basically where all it started losing. But like I said, I'm guessing at this point, I don't know.
Pritish: Yeah, I also haven't seen Google getting into the social media space in a big way. I don't think it has a very prominent social media product even today.
Abhishek: Oh, they have Google Wave. They have tried many times now.
Pritish: Yeah. And somehow, they have really not been successful at it, given the merit and the consumer base they have. You have now from Facebook, transitioned to Uber. And I always have this question for myself, why hasn't Uber thought of becoming a super app?
Abhishek: It's a great question. I think they just see tremendous opportunity in just the core, which is delivering goods and services within the city, good services products within the city, they see tremendous opportunity for improving day after day and getting so good that that itself becomes a defensible business, which no one else can enter. And when you build something like that, it's a large business and it's a global business. So obviously, it's going to be very valuable businesses . So, when you start building a super app, you start getting distracted from the score. So, I would say that's why they've stayed away from doing it.
Pritish: And I think my take on that is that most people or most companies who have taken the super app strategy, they potentially reached a certain consumer level, or daily active user level, which they saw that probably is the 60, 70% of the market. And the upside is very limited from there on. So, they started moving around. So, I haven't seen Amazon turning into a super app, because every other day, they find a new market to enter. So, I potentially see the super app strategy to be a great strategy for businesses that have topped out to a certain level and Uber and Amazon haven't. So, I see that why they want to take the same route and go forward.
Abhishek: It's fascinating you say that because in India, Amazon's actually becoming a bit of a super app, you can book travel, you can send money, you can pay bills, you can obviously buy, so increasing and they've obviously experimented with Grocery. They've experimented with food deliveries. They've experimented in liquor delivery. So, it feels like India's at the frontier of Amazon testing out a super app strategy and whether it makes sense for them, and what it takes to win. And if they do well in India, then I won't be surprised if they start exporting this playbook to other geographies as well. Did you know that Amazon delivers liquor in India?
Pritish: No, I did not.
Abhishek: I think a different story is playing out for them in India. They tried to be a super app.
Pritish: You joined hike. So, what was your thinking behind joining hike? And what did you think that they can do to compete with WhatsApp?
Abhishek: Yeah, the super app is actually a great segue into that section as well because I think hike was back then very inspired by what v chat did in China. And Tencent, of course continues to be an investor in hike. So, hike, basically, by then had built a messaging app, which had a lot of users of a young segment, high engagement in that segment. And the goal was to use the messaging app or the social app as a foundation, to then build a super app for the consumption of content and goods and services and payments and financial services, and so on. So, I joined hike, just that they were thinking through that transition. So, that really was the exciting bit for me. So, for me, it was like, okay, so I get to join hike and I will get to do corporate partnerships with these production companies and houses in Mumbai, I get to launch a payments product. And we will be the first in the country to launch UPI peer to peer payments in partnership with yes bank. So, I get to do those kinds of partnerships, we will get to build micro apps with hike for food delivery. And we did partnerships, we did movie ticket booking, bus ticket booking. So, all those kinds of partnerships. So, for me, it was at all of the other places, I was doing a certain kind of partnerships here I was doing all kinds of partnerships with hike. So, all these different kinds of careers, that was the learning opportunity for me, which I really got excited about.
And the second thing I got excited about is when I was interviewing with them, I realized that the place had an extremely high talent density, which I've always been attracted to. To give you a sense, the current mobile Premier League team was basically that the leadership team, basically all of them were working at hike at that time. And that's how I know that. So, very high-quality people, very difficult problem with a lot of learning potential. And also, I wanted to understand how the culture differed at an Indian startup versus these global large technology companies based on Silicon Valley. So, it's like sure, let's try this. And I was there for close to two years, about one year, nine months. And I had so much fun because all of these things actually played out, I can do all of these things I learned, I got to meet all these really smart people who went on to do great things. And I had the relationship with the MPL founders, I was able to invest there. So, yeah, it all played out.
Pritish: So, that definitely leads me to the question. What did Heike didn't get? they had great vision, they obviously attracted the talent who were excited to come and work and they went on to build their own companies. So, what didn't happen at hike?
Abhishek: I think maybe a couple of things. One is social media companies or social apps benefit from network effects. And they're also disadvantaged by network effects. Network effect being if you're on WhatsApp, and if all your friends and family and alumni network and plumber and electrician are also on WhatsApp, for you to switch to a hike a hike would not just have to be better, it would have to be like, immeasurably significantly better, and it’s hard to build immeasurably better beyond a point of time. So, social media apps have that unique characteristic that they benefit from network effects and WhatsApp and Facebook benefited from these network effects. The other problem, I think, in hindsight was when you have a vision as bold and creative, as I think hike messaging did at the time, there's value in focused, limited execution. So, don't let go of the large vision. But start at one place, get that then move on to the next one, get that and so have this 20-year roadmap which allows you to get to that place as opposed to try to do everything right up front at the same time. So, that was a second lesson for me is there's tremendous value in focus. I think hike, probably we learned that as well. I think they're doing one or two things now. So yeah, I wish them well.
Pritish: From hike, you transitioned to Netflix. And I had the author of sacred games on the podcast as well Vikram Chandra. And he was an amazing guest. What did sacred games do for Netflix in India?
Abhishek: Yeah, I think it definitely created a lot of awareness around Netflix and streaming video. And the promise of Netflix as a media streaming video, as a medium, the promise being for many different stakeholders, for content creators, it was the promise of telling story, through long form video content. So, sacred games is a series, it's not a movie. Or each episode is like a movie. So, as a creator, you can take your time to build the character, to tell the story. And that obviously means you have to invest in a lot of writing upfront before you start shooting. But it was that promise is how you do justice to a story, I can think of no other medium, which has done as much justice to a book or series like sacred games. So, obviously, everyone's done, Amazon, Disney plus, Hotstar, and HBO, Max, have all done justice to stories in this fashion, that’s what. The second is also in terms of production. Now, because all of this content was being served with the internet as opposed to cable or satellite, it could be 4k, you could have surround sound, you could have subtitles, and dubs in all these different languages that people could choose. So, I think it really opened consumers’ minds to those things in India. And third, of course, is at least in the cities, it made us pretty much a household name gives, Scared games us large audience, we would often at Netflix, hear stories about, oh, I took an auto from somewhere to somewhere and that guy had a phone in front. And he was watching sacred games, right? So, it democratized the Netflix brand to some degree. It was a huge moment for us.
Pritish: Brilliant, and I think being a part of Netflix and as a business, you need to really balance out between adoption retention. So, my question would be, which is the more important one and why?
Abhishek: Yeah, it's an excellent question. I would say I'm in the camp that believes that retention is probably more important because we are a monthly subscription service. So, again, simple example, imagine a $1 service, and 100 people joined us in month one, and 50 people left us in month two. So, at the end of month two, we have 150 people, we can how much earn $150 over two months. Whereas if 100 people came in month 1, 99 people stayed in month two, we get $199. Very simple math. If you add that up over the months and the years, you'll realize that for additional subscription business, retention is fairly important. I think, if you're doing high quality content, then the acquisition will happen over time. I think the levers to drive acquisition fairly well understood, the levers to drive high quality retention are probably harder. And I would say, at least in my mind, they're probably more important for a country like India today. Because if you're looking for revenue, market share leadership, that's what matters. And for some look, that may not matter. Because I can imagine for Hotstar, and I'm not speaking for them, but I'm trying to imagine myself in their shoes. If 100 million people watch during IPL and they all leave maybe it's okay because you get 100 million people who can be served an ad. So, retention may not be important for amazon prime, prime video specifically, if 5 million people come in and watch Mirzapur and they watch nothing else on amazon prime video, maybe that's okay, because amazon prime is a bundle. And if they watch show on Amazon or that they listen to music on amazon music, it makes great sense for their business. But for us, we do one thing, we do monthly subscription video. So, we've got to burn our bread by keeping those members on the service month after month.
Pritish: That's a very great insight. I think number wise as well as how you mentioned that how's the mix from Netflix compared to Hotstar or amazon prime is different. I think this is an obvious question, but I definitely would like to get your inputs. During the COVID period, what are the things did you see in terms of adoption or consumer behavior on Netflix, which you didn't anticipate?
Abhishek: Yeah, I think so. We obviously saw a large influx of a lot of new members on the service globally and in India, because I think, when people were confined to their homes, people bought other services that was fortunate that people trusted us as sort of a refuge. So, that was no surprise there. That was great. The couple of things that surprised me personally, were, one a lot of these people continued to stay with the service even after the lockdowns ended, if you go back to some of the transcripts of our quarterly earnings report, just after the COVID lockdowns, we talked about this huge drop in acquisition. And we set very conservative expectations, saying that a lot of these people that are now because as the world goes back to normal, let people get out of their homes and go back to schools and workplaces and so on. Naturally, we were expecting drop. I think, in spite of that expectation, I was very pleasantly surprised with the strength of the retention we saw, post all of the lockdown ending globally. I don't know if it's surprising, but the thing that was pleasant for me about our members in India who came in during the time was the diversity of content they were watching, we saw just so much more viewing of documentaries, for instance, we saw a lot of viewing of international content, Dark season three was just in India, the protector from Turkey was in the top 10 for multiple weeks.
Even today, if you go and look at the top 10 in India, and you start doing that in a country, we show you what the top 10 shows are, and you will see Firefly lane at number one. So, what was tremendously heartening to me personally was all of these people coming in were watching shows from all over the world. And that's really the foundation of what Netflix is built on, is to give creators from everywhere a voice all over the world, and to allow people pay to get plugged in to stories, which are told really well from all over the world and feel connected in some way. Because underlying all of the stories are emotions that are universal, and I saw some of that play out. And that was really what was very pleasant, personally to me, because it's very easy to constantly get thrown off by. So, the environment around us where we feel disconnected because we are obviously not all together, physically we may feel polarized because we have different political beliefs and so on. But this was a heartening moment for me in the midst of all of this.
Pritish: The next part is the summary of all your experience is investing in your 40 plus startups, what kind of investment framework or analysis framework do you use when such an opportunity comes across?
Abhishek: So, I invested pre-seed and seed stage, which is basically often the first round that somebody is raising or the second round that a company is raising. At that stage, there are very few signals that you can base your investment on. So, product is not a signal because in a year, the product is probably going to iterate six times, but the things that are a signal at that stage, what is the market? Or what could the market be in two to three years? And obviously, I'm looking for really large markets often. So, let me contrast that with what is a business I will not fund. So, often there will be a business that has great founders, fantastic. They've done tremendous things in life, building tremendous things and the startup. But the market is probably a very niche industry. And no matter how you think about it, you can't imagine the market becoming larger. And with a startup like this, the founders are probably going to do really well. They're going to be very well; the employees are going to be very happy. This is going to be a very valuable startup. But I may not invest in this company at the pre- seeding stage, because I don't have conviction that this is going to be a really large market which this company can play and then obviously the market you want to look. What is the addressable market for this business or can be in let's say five years, seven years, 10 years? So that's market.
The second is founders. Do the founders have a history of building something, either at another large company or at a startup. Ideally, you want people who have built and what is it that they have built? they creatin building products? or they created shipping ? Are they great at building sales and distribution channels? So, the go to market, or the created building community and brand demand flows from there. So, they need to be builders, and what is it that they created building. The second thing about founders is the best founders have this ability to attract really high-quality talent to whatever their mission in life is. And that's because they're great evangelists. So, at some point, they've thought about this 10-year vision, and they thought about it, they sound crazy, but they have something, and they are able to evangelize it so well to people, they have gone to college with their coworkers, that all these people want to come and join them. So, what is the ability to attract high quality talent in the places that they can't build themselves because no person or no founding team can do everything by themselves.
And the third one is around founders is how open are they to constantly receiving feedback and learning and iterating and receiving feedback and learning and iterating from just users or from data, but from also investors, partners and so on. So, they need to be learning machines. So, that's the third thing about founders. Market, a few things, founders, a few things then the third thing to look at is, how is this business or company going to differentiate itself and defend itself and win in the long term? So, what a lot of people call the moat, the final fourth thing they look for is how can I help this company or these numbers? because the intent is for any investment to not be dumb money you want it to be useful in the value of precision of the business over the long term, not just provide capital. So, sometimes you let go of investments because you think that you can't really do much with this company, because you don't understand this industry, or you have skills with the strengths that the founder already has, or your network doesn't have people that can help them. So, it's best to let go. And instead, find another company where you can play a meaningful role. There are exceptions, if Sachin and Binny Bansal were to start another company together. And they came to me even if I couldn't help them, I would invest in that company, purely for the prospect of financial returns. But the goal is, that most of your portfolio you want to serve, composed of companies that you can help in some way. And that could be anything. So, that's the fourth thing that I look for.
Pritish: You have 40 plus investments, what are your top three learnings from investing in 40 companies?
Abhishek: The first one is, I think, in the long term, the biggest learning is there's tremendous opportunity to make an impact on pre seed and seed stage companies in India, still, beyond just capital, most of the founders that I ended up getting involved with, have the same four or five problems, some subset of these four or five. The first one is a product engineering problem. How do I build a better product? I need a great product manager. How do I build my infrastructure and engineering? How do I scale? So, how do you help them on that front? The second one is community, brand, PR? How do I talk about my message? but the third one is around hiding and building a culture in the company, codifying the culture, the operating system of how people work with each other. That's the third area. The fourth one is finance, accounting. How do I think about fundraising? My cap table, how do I carry out my next fundraise?
Abhishek: And the fifth one is a legal and regulatory affair, it's like, oh, there's a change in regulations, how they affect me, contracts, and so on. So, most pre seed and seed stage companies need help with a few, at least a subset of these sort of areas. So, my biggest learning is, that's where the opportunity is going forward is how can you build something where you create an ecosystem around all of the companies that you're funding, such that when somebody says, hey, I want to build a community-based brand, you can say, Okay, here's what you do, here are the people who can work with you. And those people could be a part of your network, or if you're starting a firm, it could be applied as partners at the firm, and they work with the startup or somebody calls and says, Hey, I just realized that banking regulations changed. How do I need to figure out a copy? At the pre seed these days where you're for people, somebody needs to help you with that. So, I think the biggest learning there is a need to build an infrastructure like that, which honestly, is also the biggest opportunity.
Pritish: I think the last question here, and I think you've partly answered it, is that why did you invest in obviously the Mobile Premier League? MPL? One, obviously you knew the founders from your previous life. What were the other things that you saw the opportunity and while investing?
Abhishek: Yeah, so if you remember, we talked about the four, sort of PCs, pillars of our decision making. They checked all those. So, large market, real money, games of scale, had just been legalized in India, or there was a supreme court order with a fine deal. When it came to scale. Clearly, the market was just ready for someone to come and build because of that. founders, (inaudible) , but the CO founding team has been working together for a while since CODs. And the thing that the thesis probably won't answer is science show at the core leadership team at MPL, which still exists. They're still at MPL doing the things that they've been doing, since they were crew, like Richard who heads design from them to hike to now they've been together. They're very good at shipping products really fast. I think of all the founding teams that I can think of, they have the highest velocity of shipping products. That was extremely important. Because clearly, with this market opening up, a bunch of people would start billing for it, it would attract a bunch of capital. They're the ones who can build really fast. And if you think about it, MPLs been in existence will be for two and a half years. And look at all the things they have built apart from product, and now the business has been there in Indonesia, where they're really meaningful and well known, and they love the brand. So, that was really the last one, which is what is going to help these founders when they show that the core team at MPL was just in the habit of shipping things really fast, faster than anybody I've ever seen.
Pritish: Now we come to a rapid fire, one, one sentence or one word. Okay, three questions. Are you ready?
Abhishek: Yeah. Never ready for rapid fire. But yeah.
Pritish: These are easy. The hardest thing about your job?
Abhishek: It’s the fact that I'm basically now doing these two jobs. And I'm trying to be good at both of them and better and better every passing day. But there are only 24 hours in a day. So, the hardest thing is prioritizing by constantly wanting to do both Netflix and investing really, really well.
Pritish: Great. One book or a blog that has influenced you personally and professionally?
Abhishek: Built to Last, I can think of many built to last, Principles by Ray Dalio, Crossing the Chasm.
Pritish: Your most favorite superhero?
Abhishek: I probably don't have a favorite superhero. But if I had to pick one, it would be Batman.
Pritish: Brilliant. Thanks, Abhishek was a pleasure having you on The One Percent Project.
Abhishek: Thank you. Thank you for inviting me. Yeah, this is fun, and all the best.