Did a deep dive into the very early years of BYJU'S recently and made some interesting discoveries 🧵
2/10 Byju Raveendran dipped his toes in edtech as early as 2009 with his business's first website, Noesis. Noesis is a philosophical term in Greek philosophy referring to the activity of the intellect. On this site, Byju describes himself as zealous, extraordinary, and peerless.
3/10 In August 2009, Noesis partnered with Times of India to offer a one-day computer-based mock CAT in major cities across India. The financial success of this experiment was formative for Byju, whose eyes were opened to the massive scope of edtech for the first time.
4/10 In the midst of all of this, peerless Byju had found an equal in one of his students: Divya Gokulnath. In her personal blog, she describes herself as a fearless rebel who lives life spontaneously. They were married in 2009 and Divya became a BYJU'S co-founder in 2011.
5/10 Realising that Noesis didn't roll off the tongue, in 2011 Byju rebranded the company to WE Global, WE standing for Winning Edge. By this point he had adopted a freemium model - students could take mock tests for free and if they were impressed, they could pay for classes.
6/10 The freemium model extended to classes themselves, too. Students could take one free workshop before deciding whether or not to join, and even after joining Byju promised a full refund if the student wasn't satisfied - which had never happened, apparently.
7/10 In December of 2011, Byju made the pivot from WE Global to Think and Learn Pvt. Ltd. which is the parent company of BYJU'S today. A year later, in December of 2012, BYJU'S made the fateful decision to raise their first round of venture capital: $10M from Manipal Group.
8/10 By 2013, BYJU'S truly came into their own as an edtech company. They had already scaled their class' reach via VSAT streaming, but in 2013 they began offering their students tablets in partnership with Samsung.
9/10 They were charging ₹6,000-50,000 annually for their courses in 2013, and had brought in gross revenue of ₹14 crore.
In 2015 with the launch of their app, the company's brand name finally changed from BYJU'S Classes to the monolithic BYJU'S that it is today.
10/10 Pankaj (@pankajsingh_07) and I just posted a 30+ minute video on the untold story of Noesis/WE Global/BYJU'S. You can find the full video link in my bio, but here's a sneak peek:
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This week was a wake-up call for India’s startup ecosystem, with Piyush Goyal making it painfully clear: India remains a distant third, trailing behind China and the States. Here's a breakdown of everything that went down in FY26 Q1 W2:
A standee at Startup Mahakumbh 2025 quickly became a flashpoint for debate by drawing side-by-side comparisons of what 🔴 Indian and 🟢 Chinese startups are doing. Let’s take a look at each claim.
According to the display, 🔴 Indian startups are creating food delivery apps that turn unemployed youth into cheap labor so that the rich can get their meals without moving. 🟢 Chinese startups, on the other hand, are building EVs and battery tech, dominating global electric vehicle production with companies like BYD.
Note: BYD was established in 2003 as a subsidiary of BYD Company, a battery manufacturer founded in 1995. It’s about as much a startup as Airtel, which was also started in ‘95.
In 2019 Orangewood Labs had $20K in credit card debt, they’d laid off most of their employees, and the founders were evicted from their flat because they couldn’t make rent.
Five years later they’re one of the hottest Indian robotics startups in the world. Here’s their story 🧵
2/25 In late 2008, Abhinav Das (@Abhindas1) was in the middle of the GATE exam when he realised that he didn’t actually want to do a master’s. Instead, he drafted a business plan, penning a name for his company at the top of the exam paper: ‘Evomo - Evolving Mobility’.
3/25 His startup idea was simple: replace jugaad vehicles with RUVs, i.e. Rural Utility Vehicles. These vehicles would be low-cost, modular, and optimised for bad roads. There was only one problem with his plan: he needed about ₹2.3 crore ($383,000) to execute it.
If you had visited the Robotics Lab at IIT Madras at night in 2013, there’s a good chance you would have tripped over Swapnil Jain or Tarun Mehta asleep on the floor. A decade later, both own beds and have defined India’s electric two wheeler industry. This is their story 🧵
2/45 Swapnil Jain came up with the name Ather Energy in 2009. Ather is a respelling of the classical element Aether, the purest form of energy. At the time, Swapnil was working on a unique project that he called the Famp, i.e. a fan powered by heat from oil lamps.
3/45 The Famp used a Stirling engine to convert thermal energy into power, with the goal of powering fans in remote Indian villages. Even though the Famp was discontinued, Swapnil’s desire to build an energy company persisted. Tarun Mehta joined him in his mission soon after.
Successful hardware startups in India are rare. Without a preexisting ecosystem like China’s, Indian tech businesses are forced to import white-labelled products or spend years in R&D to build something from scratch. This is the story of one company that did the latter 🧵
2/25 Jyotiranjan Harichandan and Mohit Yadav were on a motorcycle road trip in 2015 when they made an obvious yet life-changing observation: two wheelers hadn’t changed much since the 1970s. Nearly all of India’s scooters and bikes had similarly uninspired, analogue dashboards.
3/25 To solve this problem, Jyoti and Mohit developed an augmented reality two wheeler helmet in January of 2016. The helmet supported map streaming, incoming calls, and head gesture recognition. They presented their project to Chetan Maini, founder of Reva (now Mahindra e2o).
Nicolas Grossemy left his home country of France to write his master’s dissertation on Indian startups. Then, in 2014, he created one of his own. In a Matador van.
Now he runs a profitable, bootstrapped, 12-location restaurant business in Bengaluru. Here’s his story 🧵
2/17 Nicolas and his French co-founders initially wanted to open a French bistro but Bengaluru landlords weren’t interested, worrying he would leave India unexpectedly. Undeterred, at age 22 Nicolas decided that if he couldn’t rent a restaurant, he would build one on wheels.
3/17 Nicolas and his co-founders pooled ₹16 lakh as seed money, bought a Matador F307 van, and took it to a garage to modify it into a food truck. Progress was slow and after realising the garage didn’t have the requisite expertise, Nicolas paid ₹50,000 and withdrew the van.
1/25 Matt Chitharanjan came to India in 2011 expecting to spend a year in Chennai before returning to his home country, the United States. Instead, India became his home; he spent the next 12 years building India’s first specialty coffee brand, Blue Tokai. Here’s his story 🧵
2/25 Second wave coffee began in India with Café Coffee Day in 1996. Barista followed in 2000, and Costa Coffee was the first international coffee brand to enter the Indian market in 2005. This was the state of India’s branded coffee segment in 2011 when Matt arrived in India.
3/25 Third wave coffee is characterised by its emphasis on the coffee bean itself: its journey from farms to consumers’ cups, the way in which it’s processed, and the flavour profile of the resulting beverage. Matt wanted to bring this wave to India, but it wasn’t easy.