BharatPe-Ashneer dispute is a case of fraud with employees, can happen in many places: CEO Sameer – India Times Hindi News – The Henry Club

BharatPe CEO Suhail Sameer said the entire Ashneer Grover-BharatPe affair was a manufacturing affair with an employee, which can happen in multiple companies, and the company is taking steps to ensure that such incidents don’t happen again.

Speaking about the culture of start-ups, Sameer said that despite all the uproar about the culture, the job loss rate of the company is among the lowest in the industry. “Part of them were probably driven by the beauty of the business and the excitement that surrounds it. It has remained consistently high as our business continues to grow month by month.”

In an interview with Moneycontrol, he said that the company has to take some steps to change some things about how people view the organization and how excited they are to work beyond BharatPe’s enthusiasm as a company. “We began by announcing that every employee of our company would be part of an employee stock option plan (ESOP), regardless of position.”

He added that the company has also included basic hygiene items like wellness, gym membership, change in insurance coverage, etc. “These are the little things to build trust.”

change in company culture

Sameer said that some parts of the change are already in the works. But, every new leader comes along and creates their own vision of the company which is important to them. “Ashneer had a different view on this, and I am not saying what is right or what is wrong. You have to work towards your vision of the company.”

on the results of the audit

On the outcome of the audit by Alvarez & Marsal and PwC, Sameer said, “It is not as controversial as everyone thought. I think what happened was basically a little alienation from an employee, which can happen to any company and happens to a lot of companies. We just looked into the issue and resolved it… No law was broken.”

When asked how long its founder and former managing director Ashneer Grover’s relationship as a shareholder would continue, Sameer replied, “Always”.

On company’s IPO plan

Regarding IPOs, the BharatPe CEO said that public companies go through varying levels of scrutiny and most start-ups scramble to keep things in place in the last three months before the IPO. “We want to be proactive and that’s why we are doing a few things for that. One, we want to strengthen our board, so we want to add more credible and independent board members. After the IPO, we need a board to have 50 percent independent members, so that we can still move in that direction,” he told Moneycontrol in an interview.

at product launch

He said that the focus of the organization is now shifting from launching two products every quarter to only two-three products in a year. “But launching products that are really impactful to the consumer helps merchants and keep it narrow. We decided not to try to be a super app like some of our competitors, but have introduced three-four products.”

Sameer said the company initially had a vision that merchants could pay the company for two things – if BharatPe gives them credit for using the app which they can use as working capital, and another If BharatPe gives them credit for using the app. They take the customers to their shops. “We have lost the second track; We never launched it because we were always launching incremental little things.”

The BharatPe CEO said the start-up is looking to launch only two products in the next one year. “One is auto loans and the other, we want to help merchants acquire customers.”

on business financial

Sameer said the company is performing well and has exited around USD 16 billion in Annual Total Payment Value (TPV) on the payments side since March. The company aims to double this to US$ 30 billion in FY13. “At present, we provide a loan facility of around Rs 700 crore a month. We want to take it to Rs 2,000 crore every month by next March.

Postpay saw a TPV of USD 50 million in FY 2012, which makes the company the third largest Buy Now Pay Later (BNPL) player in the country after ‘Slice and Paytm Postpaid’. The company aims to increase this to $200 million by the end of the current fiscal.

On UPI Business Model

He said UPI is a customer acquisition funnel. It’s a weird business where a company doesn’t make any revenue and that’s what we’re fighting for. “Because all apps have very different use cases. Paytm is a little bit in our space and a little bit in the consumer space, so maybe I call them competition. But others are not.”

Sameer said the company does not need funding. “I still do two calls a day with investors but these are like relationship building calls. We are well capitalised. I have 400 million USD in the bank. My monthly burn is 4 million USD.. And, as it is today, as we grow the business, we become profitable. We want to go for IPO with a profitable P&L (Profit and Loss).

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