Sramana Mitra: Tell me a bit about what else is strategic in your story of building this company. What other strategic moves have you made that are worth discussing in an interview like this? Ricky Joshi: One thing I would say is we do nothing normal. Every single thing that we’ve done has been different.
Sramana Mitra: Are these people in your payroll the people who are doing the delivery? Ricky Joshi: It depends. Sramana Mitra: It sounds like a very expensive infrastructure. That’s what I’m struggling with. For a bootstrapped company, to roll out that kind of infrastructure is rather difficult. Help me reconcile. Ricky Joshi: We’re doing $25
Sramana Mitra: Absolutely. Tell me more about the business itself. First and foremost, who were the people involved when you got this off the ground? You mentioned your co-founder. Where did he come from? How did you meet him? Where do you know him from? Ricky Joshi: There are basically three co-founders of the company—myself,
Sramana Mitra: Talk to me about the dysfunctions of the industry? Why does that industry warrant starting a new company? Ricky Joshi: You basically had four manufacturers who controlled 81% of the market. Majority of them were public companies. The average margins of manufacturers is around 40%. On top of that, you have distribution companies that
I have spoken with many VCs who are looking or e-commerce companies that can scale at venture pace, which is hard to achieve. On the other side of the spectrum, however, the bootstrapped e-commerce companies are going gangbusters! Saatva is one such and a terrific company. Sramana Mitra: Let’s start with your personal back story.