Is The Winter Chill In VCPE Coming To India? 10 Secular Trends Suggest Otherwise – Aniruddha Nazre

As per the Organization for Economic Co-activity and Development (OECD), India is at number 15 on the planet as far as absolute funding/private value (VCPE) speculations got in 2015, with the US in the top spot. There is a huge amount of media concerning why ventures are backing off and it is a slaughter reminiscent of the atomic winter of 2000. Here are 10 common patterns that help the contention that speculations will increment and will move India to be in the best 10 inside the following five years:

1) Investments in 4G LTE will have at any rate 2X returns when contrasted with those in 2G/3G

The $87 billion put somewhere in the range of 2000 and 2014 in 2G and 3G has prompted increment of the Telecom part from $14 billion (1.9% of India’s GDP) in 2005 to $118 billion (6.1% of India’s GDP) in 2014.

$35 billion has been put resources into 4G LTE. NASCOM is anticipating that Telecom and new age businesses, (for example, web based business) will make 7.7 million new openings by 2020. As per McKinsey Global Institute, the broadband venture could build the Indian economy by three to multiple times by 2022.

2) 4G cell phones will beat highlight telephones in 1 year

As expenses of 4G cell phones continue dropping (over half of cell phones delivered in 2015 cost under $100) and request continues rising, cell phones will beat highlight telephones.

3) Smartphones will change the telecom plan of action

Portable information plans are overwhelmingly present paid interestingly on voice plans which are generally paid ahead of time. 1GB of portable information is ₹250 versus ₹50 for 1GB of fixed broadband and costs are falling quick. Changing from paid ahead of time to postpaid models implies that telecom organizations need to know their clients and treat them better. Information income will overwhelm voice and SMS income in three years and portable promoting related income will end up noteworthy with the ascent in the application economy.

4) Young and proficient India will drive digitization of money related administrations

Of 1.2 billion Indians, 66% are under 35 years of age and versatile first. With better network budgetary consideration has expanded to 571 million financial balance holders in 2015 contrasted with 235 million of every 2011. The electronic installment framework (ATMs and POS terminals) has multiplied in size since 2011. Versatile wallets have checked 255 million exchanges in FY15 contrasted with 107 million in FY14 and 33 million in FY13. Cashless exchanges are empowering web based business and m-trade. Purchaser spending is on the ascent as simple buyer credit has developed. The vast majority of the credits exceptional have multiplied in recent years with most elevated increments found in the lodging, individual and vehicle advances separately.

5) Ecommerce will make everything fair among urban and rustic shopping

There are an expected 79 million online business clients spending generally $2 billion. The retail business is experiencing an ocean change as a greater amount of its disorderly retailers begin utilizing internet business to achieve their clients on the web. Around 65% of the clients setting orders online originate from level 2 and 3 urban areas and towns. Besides, it is assessed that 35 to 40% of the merchants are today from level 2 and level 3 urban areas and towns. Everything from attire and footwear to staple goods and shopper durables are sold on the web.

6) Digital circulation of motion picture and TV substance will detonate throughout the following decade

In 2015, a normal Indian went through 169 minutes on his/her cell phone and 118 minutes sitting in front of the TV to get news and amusement. In spite of India being the biggest maker (1700 motion pictures in 2014) and shopper of films (52 billion motion picture confirmations), Indians are immensely underserved as motion picture watchers. India has seven film screens for each million, contrasted with 125 in the US and 13 in China. Computerized media has an enormous chance to achieve the majority.

7) Foodtech still remains underinvested with immense upside potential

Sustenance is a colossal channel on the Indian buyer’s wallet, with 43% of the pay for the urban shopper and 53% for the rustic purchaser spent on nourishment. The numbers are much more prominent if cooking fuel is considered. In the course of the most recent two years, 221 new companies focusing on the nourishment part have gotten near $500 million in subsidizing. The biggest ventures are in shopping for food and conveyance. Different classifications, for example, web based requesting and nourishment planning have additionally gotten subsidizing.

8) Mass urbanization and extended urban foundation will keep on being a noteworthy speculation opportunity

In 2010, about 66% of India was country. By 2050, the greater part of India will be urban. This mass urbanization is putting a great deal of weight on urban framework, particularly observable in transportation, wellbeing, lodging, and air and water quality. Driving occasions in the top metros keep on expanding as the framework can’t keep pace with the expanding populace and the quantity of vehicles sold each year increments (1.88 million of every 2014). In 2015 India had the questionable respect of having 13 of the best 20 most contaminated urban communities on the planet. The interest for moderate lodging in urban zones is additionally going up.

9) A “made in India application” will have >100M downloads in the following 2 years

With expansion of advanced mobile phones, versatile applications are on the ascent in online business, computerized media, urban transportation, nourishment, wellbeing, money, and so on. India is the fourth biggest portable application advertise as far as downloads after the US, China and Indonesia. The day when India has a “made in India application” that has over 100M downloads is not too far off.

10) Startups are drawing in top ability

Private interests in beginning time organizations (VC) just as late stage organizations (PE) have been rising relentlessly both in number and speculation sum. India has a lot of unicorns (to date seven unicorns) in the top worldwide 100 with middle age of their originators at 32. These unicorns and their organizers fill in as good examples for business people and youthful experts. New companies in training, diversion, account, sustenance, medicinal services, coordinations, retail, transportation and the travel industry are pulling in top building and the executives ability. The legislature is additionally finding a way to expand the effect of business on the Indian economy by decreasing administration and extricating control.

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Aniruddha nazre education and Experience 

Aniruddha Nazre Education
1997 – 1998 HARVARD UNIVERSITY Boston, MA
MBA, June 1998. Created and organized WesTrek as an active member of the Venture Capital Principal Investment Club. Captain of the Harvard cricket team. Vice President, Corporate Communications for the Health Industry Club.
1988 – 1991 TECHNICAL UNIVERSITY OF HANOVER Hanover, Germany
Ph.D. in Biomechanics. Thesis topic: “Optimization of a prosthesis for above-knee amputees”. Exchange scholar (similar to Fulbright scholar) of the German Academic Exchange Service 1988-1990. GPA 4.0
1987 -1988 MICHIGAN TECHNOLOGICAL UNIVERSITY Houghton, MI
Master of Science in Mechanical Engineering. GPA 3.9.
1982 – 1986 College of Engineering Pune Pune, India
Bachelor of Engineering in Mechanical Engineering and Bachelor of Arts in German literature. Received gold medal in 1986. National Merit Scholar 1982-86. Ranked first in the University.

Aniruddha Nazre Experience 
2012 – CSO & EVP Digital Media Services, Reliance Industries Ltd., Palo Alto & Mumbai
 Working with Mukesh Ambani, Chairman and CEO or Reliance Industries Ltd. (India’s largest private sector company and F100 company globally) on building “Jio”. Jio is the Reliance venture to build pan India 4G mobile broadband and fiber to home networks (a $14B investment). Jio has 3 businesses: i) Network infrastructure, ii) Digital Media Services, iii) Sales & Distribution
 Created Jio Digital Media Services business that offers live TV, catch up TV, VOD, music, news, and gaming apps to Jio customers on LTE and FTTH. Built and managed a team of 100+ FTEs that developed media services including international and domestic content acquisition.
 Created the Jio Advertising Business that serves video and display ads to Jio media services customers. Built and managed a team of 22 FTEs to launch a targeted video and display ad network
 Led and negotiated partnerships with Google, Facebook, Yahoo and amazon for content, advertising and technology
 Crafted a strategic alliance with Deutsche Telekom in the areas of the network (LTE and FTTX), planning, deployment, operations, device management and technology.
 Set up the Jio Innovations Lab in Palo Alto: made 2 investments to date and incubated 2 ventures
2003 – 2011 Senior Partner, Kleiner Perkins Caufield Byers (KPCB) Menlo Park, CA

  •  Invested $172M in 19 companies in the fields of enterprise software, semiconductors, energy, and consumer digital media in the US, India and Germany

 11 exits with a realized IRR of 171%: 8 trade sales and 1 IPO. 2 investments ($18.5M) were written off.
 Of the 8 active investments, 3 are >10X in value of original investment, 1 is >30X as of December 31, 2013.
 Led KPCB investments in India. Between 2006 and 2012, invested $30M in 9 companies.
 Led KPCB investments in Germany and made 4 investments between 2008 and 2012.
 Created a deep relationship network with CXOs from large companies for business development and financing of portfolio companies in Enterprise software, Semiconductors, Consumer Internet and Energy sectors
 Organized the CIO Strategy Exchange at KPCB, a group of 22 CIOs from F50 companies from 2003 – 2009.
1998 – 2003 SAP Palo Alto, CA and Walldorf, Germany
2002 – 2003 SAP AG – Senior Vice President
 Reporting to the CEO of SAP AG, led the creation of SAP Inspire, the new venture unit of SAP AG. SAP Inspire was responsible for all new business-building efforts inside SAP
 Hired Vishal Sikka (now CTO of SAP AG) and managed a pool of 130 engineers to start various internal ventures, primarily new businesses adjacent to existing business units of SAP
 Also worked with external early stage startups that were identified as strategic for SAP and needed operational assistance to accelerate execution (e.g., HANA, SAP Change management.)
1999 – 2002 SAPMARKETS, Inc – Managing Director, Americas Palo Alto, CA
(SAPMarkets, Inc. was the e-Commerce software company and was acquired by SAP AG in 2001)
 Reporting to CEO of SAPMarkets, Hasso Plattner, had P&L responsibility for $650 million annually
 Grew revenues for SAPMarkets in the Americas from 0 to $100M in 5 quarters from launch
 Signed partnership agreements with several alliance partners: Systems Integrators (CGEY, PWC, Accenture, D&T) in addition to hardware and channel partners (Sun, Compaq, HP, GXS, etc.)
 Recruited 60+ employees from outside to build a field organization capable of solution selling
 Managed the Commerce One Strategic Alliance from a field operations perspective
1998 – 1999 SAP, AG – Technical Assistant to the Cofounder, CEO and Chairman, Hasso Plattner
 Orchestrated CEO’s communication on strategic topics – key customers and strategic partners
 Led the charge to set up and implement a SAP wide product portfolio planning methodology for development resource allocation
 Organized and led two annual strategy summits of the SAP, AG Executive Board
 Co-created mySAP.com and was in charge of all major alliance partners – IBM, TIBCO, HP, Accenture, PWC, CGEY
 Created the blueprint for marketplace.mySAP.com and led the execution efforts
 Co-founded SAPMarkets, Inc. a wholly owned subsidiary of SAP dedicated to e-commerce applications
 Led the effort of spinning out Tealeaf, a development unit of SAP, AG in the area of auditing software which has now been acquired by IBM
 Co-managed a project to test the applicability of SAP software in the small business segment
1995 –1996 SYNTHES, AG (Mathys) Berne, Switzerland
Group Manager, Business Development: In charge of business development group (25 FTEs) of the orthopedic trauma business that accounted for 75% of total company sales of $260 million
 Identified and assessed new technologies in areas of computer assisted surgery, minimal invasive surgery and bioabsorbable materials and devices
 Managed the LISS project from concept to market (Less Invasive Stabilization System reduced conventional surgical time for long bone trauma by 50%)
 Led the effort of managing marketing activities with distributors and subsidiaries in Western Europe and the Pacific Rim. Managed strategic client (surgeons, hospitals, and academic institutions) relations worldwide.
1991 – 1995 ZIMMER, Inc. (A BRISTOL MYERS SQUIBB CO.) Warsaw, IN
1994 – 1995 Senior Research Engineer, Advanced Technology
 Developed and implemented a new process for compression molding acetabular cups and knee components resulting in $2 million annual savings and improved quality. Received President’s award
 Published and presented over 10 articles in peer reviewed journals and major conferences
1991 – 1994 Development Engineer
 Launched 3 new trauma products in 2.5 years, increasing Zimmer’s trauma market share by 5%
 Co-managed clinical and pre-clinical studies and dealings with the FDA for all three product introductions
 Developed industry wide standards for testing bioabsorbable products by leading an ASTM task force
 Received 4 U.S. and 3 European patents on medical devices and related instrumentation
Other
 On the board of Shakti, a non-profit organization created by the Hewlett Foundation to focus on Energy Policy in India
 U.S. and Indian Citizen
 Hobbies: 5k running, biking, squash, travel and learning languages
 Fluent in 5 languages (English, German, Hindi, Sanskrit, Marathi)
 Married with 2 children
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Aniruddha nazre:20th Annual Venture Capital Investing Conference

For 20 years, this conference has served as the premier industry gathering for over 400 venture capitalists and limited partners.

Advisory Board Chairman: 

Gary Morgenthaler
General Partner
Morgenthaler Ventures

Founding Advisory Board Members include: Richard Kramlich, Co-Founder & General Partner, New Enterprise Associates; Jim Swartz, General Partner, Accel; Brook Byers, General Partner, Kleiner Perkins Caufield & Byers; Irwin Federman, General Partner, U.S. Venture Partners; Paul Denning, Founder & CEO, Denning & Co.; Sandford Robertson, General Partner, Francisco Partners; Alan Patricof, General Partner, Greycroft Partners

Additional Advisory Board Members: ; Lip-Bu Tan, Chairman, Walden International; Todd Chaffee, General Partner, Institutional Venture Partners; Aniruddha Nazre, General Partner, Kleiner Perkins Caufield & Byers; Bob Grady, Managing Director, The Carlyle Group; Susan Mason, General Partner, Onset Ventures; Paul Denning, Founding Partner, Denning and Company; Mark Heesen, President, NVCA; Richard Hayes, Managing Partner, Oak Hill Investment Management; Craig Dauchy, Partner & Chair, Venture Capital Group, Cooley Godward Kronish; Rob Coneybeer, Managing Director, Shasta Ventures; Ira Ehrenpreis, General Partner, Technology Partners; Tracy T. Lefteroff, Global Managing Partner, Private Equity, PricewaterhouseCoopers; Jeff Kuhn, Managing Partner, FLG Partners, LLC Ajit Nazre

“Congratulations IBF on your 20th Annual VC conference!  NVCA has consistently supported IBF’s venture conferences because IBF understands the venture community: we want thought provoking sessions which are efficiently run and moderated combined with networking opportunities with our peers in a quality location.  Many groups have tried, and none have succeeded, in emulating IBF’s strategy for engaging the venture capital community.  NVCA is happy to have been, and will continue to be, a major supporter of IBF.”  -Mark Heesen, President, National Venture Capital Association*NVCA -Ajit Nazre

IBF organized the first Venture Capital Investing Conference back in 1989 and it has continued to unite venture capitalists and limited partners each June.  Set in San Francisco, this event is consistently regarded as the most important gathering of its kind, uniting hundreds of venture firms which paved the way for the expanded path of the industry.   IBF is privileged to celebrate the 20th year for the community as a whole, as now more than ever, VC investors and limited partners need to address the changed landscape for investing due to global and economic conditions.

Audience Profile: Venture capitalists, institutional investors, corporate investors, limited partners, pension funds, endowments and foundations, fund of funds, family offices, investment bankers, and other private equity investors

Aniruddha Nazre Patents

Patent number: 5591164
Abstract: The invention is directed to an apparatus for external fixation and stabilization of a fracture in a bone including a one-piece fixation rod, at least two fixation pins attachable to the bone, and at least two clamp assemblies. Each clamp assembly interconnects at least one fixation pin and the fixation rod, The fixation rod is compressible in an axial direction upon occurrence of axial loads typical to those experienced at the fracture, thereby allowing an axial compression loading to be placed on the bone at the fracture when the apparatus is in use. The fixation rod consists essentially of a non-homogeneous, i.e., composite, material.
Type: Grant
Filed: December 22, 1994
Issued: January 7, 1997
Assignee: Zimmer, Inc.
Inventors: Aniruddha Nazre, Elson B. Fish
Patent number: 5573548
Abstract: A suture anchor comprises a shaft having a proximal and a distal end. A screw thread extends from the shaft and spirals from the proximal to the distal end. A cross-hole is formed through the shaft and the screw thread near the proximal end. The cross-hole receives a suture which provides a double end of suture to facilitate attachment of soft tissue. In a preferred embodiment, the shaft is tapered from a larger diameter proximally to a smaller diameter distally while the major diameter of the screw thread remains constant over most of its length. The suture anchor contains a driven portion which preferably contains a groove to conduct the suture from the cross-hole to the free end of the driven portion. A driver for the suture anchor having an engagement portion for engaging the driven portion likewise contains a groove so that when the engagement portion engages the driven portion the two grooves align to form an enclosed passageway for conducting the suture as the suture traverses the driven portion.
Type: Grant
Filed: June 9, 1994
Issued: November 12, 1996
Assignee: Zimmer, Inc.
Inventors: Aniruddha Nazre, Steven L. Krebs, S. Kyle Hayes
Patent number: 5405347
Abstract: This invention provides for the angular and lateral adjustment of a pair of fixator rods in an infinite number of planes. The angular adjustment member may be rotated about a center axis of the connector such that the connected fixator rods may be angled relative to one another in any plane called for. Similarly, the lateral adjustment may be rotated about the center axis of the connector such that the two fixator rods may be shifted laterally relative to one another in any direction. The adjustable connector provides for the adjustment of the fixator rods after the rods have been connected to the bone pins. Therefore, after a surgeon has reduced and stabilized the fracture, minor adjustments can be carried out to fully align the bone fragments without disconnecting the fixator rods or the bone pins. After all adjustments have been made, a series of locking bolts or pins can be engaged to hold the adjustable connector in a fixed position.
Type: Grant
Filed: February 12, 1993
Issued: April 11, 1995
Assignee: Zimmer, Inc.
Inventors: Harry E. Lee, Thomas Russell, Aniruddha Nazre
Patent number: D354810
Type: Grant
Filed: August 17, 1993
Issued: January 24, 1995
Assignee: Zimmer, Inc.
Inventor:  Aniruddha Nazar

Aniruddha Nazre:Is the winter chill in VCPE coming to India? 10 Secular Trends suggest otherwise

Aniruddha Nazre .
Special contributions from Rahul Garg and Sameer Naringrekar

According to the Organization for Economic Co-operation and Development (OECD), India is at number 15 in the world in terms of total venture capital/private equity (VCPE) investments received in 2015, with the US in the top spot. There is a ton of media about why investments are slowing down and it is a blood bath reminiscent of the nuclear winter of 2000. Here are 10 secular trends that support the argument that investments will increase and will propel India to be in the top 10 within the next five years:

1) Investments in 4G LTE will have at least 2X returns as compared to those in 2G/3G
The $87 billion invested between 2000 and 2014 in 2G and 3G has led to increase of the Telecom sector from $14 billion (1.9% of India’s GDP) in 2005 to $118 billion (6.1% of India’s GDP) in 2014.

$35 billion has been invested in 4G LTE. NASCOM is forecasting that Telecom and new age industries (such as e-commerce) will create 7.7 million new jobs by 2020. According to McKinsey Global Institute, the broadband investment could increase the Indian economy by three to six times by 2022.
2) 4G smartphones will outsell feature phones in 1 year
As costs of 4G smartphones keep dropping (more than 50% of smartphones shipped in 2015 cost less than $100) and demand keeps rising, smartphones will outsell feature phones.

3) Smartphones will change the telecom business model
Mobile data plans are predominantly post-paid in contrast to voice plans which are mostly pre-paid. 1GB of mobile data is ₹250 versus ₹50 for 1GB of fixed broadband and prices are falling fast. Switching from prepaid to postpaid models means that telecom companies have to know their customers and treat them better. Data revenue will overtake voice and SMS revenue in three years and mobile advertising related revenue will become significant with the rise in the app economy.

4) Young and literate India will force digitization of financial services.
Of 1.2 billion Indians, two thirds are under 35 years old and mobile first. With better connectivity financial inclusion has increased to 571 million bank account holders in 2015 compared to 235 million in 2011. The electronic payment infrastructure (ATMs and POS terminals) has doubled in size since 2011. Mobile wallets have clocked 255 million transactions in FY15 compared to 107 million in FY14 and 33 million in FY13. Cashless transactions are enabling e-commerce and m-commerce. Consumer spending is on the rise as easy consumer credit has grown. Most of the loans outstanding have doubled in past 5 years with highest increases seen in the housing, personal and vehicle loans respectively.

5) Ecommerce will level the playing field between urban and rural shopping
There are an estimated 79 million e-commerce users spending roughly $2 billion. The retail industry is undergoing a sea change as more of its unorganized retailers start using e-commerce to reach their customers online. Approximately 65% of the customers placing orders online come from tier 2 and 3 cities and towns. Plus, it is estimated that 35 to 40% of the sellers are today from tier 2 and tier 3 cities and towns. Everything from apparel and footwear to groceries and consumer durables are sold online.

6) Digital distribution of movie and TV content will explode over the next decade
In 2015, an average Indian spent 169 minutes on his/her smartphone and 118 minutes watching TV to get news and entertainment. Despite India being the largest producer (1700 movies in 2014) and consumer of movies (52 billion movie admissions), Indians are vastly underserved as movie watchers. India has seven movie screens per million, compared to 125 in the US and 13 in China. Digital media has a huge opportunity to reach the masses.

) Foodtech still remains underinvested with huge upside potential
Food is a huge drain on the Indian consumer’s wallet, with 43% of the income for the urban consumer and 53% for the rural consumer spent on food. The numbers are even greater if cooking fuel is taken into account. Over the last 24 months, 221 startups targeting the food sector have received close to $500 million in funding. The largest investments are in grocery shopping and delivery. Other categories such as online ordering and food preparation have also received funding.

8) Mass urbanization and stretched urban infrastructure will continue to be a major investment opportunity
In 2010, roughly two-thirds of India was rural. By 2050, more than half of India will be urban. This mass urbanization is putting a lot of pressure on urban infrastructure, especially noticeable in transportation, health, housing, and air and water quality. Commuting times in the top metros continue to increase as the infrastructure cannot keep pace with the increasing population and the number of cars sold every year increases (1.88 million in 2014). In 2015 India had the dubious honour of having 13 of the top 20 most polluted cities in the world. The demand for affordable housing in urban areas is also going up.

Entrepreneurs-guide Aniruddha Nazre

Entrepreneurs-guide Aniruddha Nazre

2017 saw another year in the increase of corporate investing in startups across the globe.

$31.2B was invested across 1791 deals in 2017. The secular trend is an increasing appetite for risk among corporates as they make bets across a number of strategic areas, whether it is e-commerce for retail, autonomous navigation for car manufacturers, fintech for the traditional financial services companies or artificial intelligence and machine learning for the overall tech sector.

The two by two matrix: “strategic fit” or “financial returns” on the y-axis and “eyes and ears” or “leveraged R&D” on the x-axis still holds good for most CVCs. A few CVCs such as Sapphire ventures (formerly SAP ventures) have changed their model to focus entirely on financial returns and have even diversified their LP base from the corporate balance sheet to external LPs.

However, key differences still remain compared to institutional venture capital, where financial returns is the one and only goal and compensation is highly aligned with that goal. CVCs have had a tough time attracting the top talent because of the compensation challenges they face compared to traditional VCs.

Nevertheless, the decision to choose to take money from either CVCs or institutional VCs has some nuances for an entrepreneur. There are four considerations:
1. Talent: As much as CVCs tout their ability to company building, they would rather hire the top talent themselves than let their portfolio companies. Also, most CVCs just don’t have the same panoply of professionals that help their portfolio companies in recruiting top talent.

2. Top line: CVCs can open doors to their internal business groups which can be helpful for startups to secure OEM or revenue sharing contracts. Nothing like having a channel sales deal that leverages a large existing sales force to sell products.

3. Technology: a CVC can bring major resources from its parent company to perform technology due diligence which a normal VC cannot. A validation of such sort can be very comforting to other investors which may lead to securing capital in fund raising, especially when the startup does not have a large revenue base.

4. Timing: CVCs are notorious in taking their sweet time to get approvals from their countless committees and checks and balances from their organizational labyrinth. So unless it is the last resort, as in the case of most hardware startups, it is easier for startups to raise money faster from traditional VCs. 5. T’s & C’s: if the strategic fit with the startup is right, then the T’s and C’s are very important when it comes to ROFR (right of first refusal), ROFO (right of first offer), ROFI (right of first information), not to mention the veto rights, and dragging rights, depending on how much capital CVCs invest. Most corporates want explicit or implicit exclusivity and it is the entrepreneurs responsibility to stay clear of all tie ups that limit their upside.

Having said this, CVCs offer a genuine alternative to VCs in certain sectors and it would be foolhardy of an entrepreneur not to consider taking money from CVCs.

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Aniruddha Nazre’s Experience

Following are the expertise post’s handled by Aniruddha Nazre.

Present: CSO & EVP Digital Media Services, Reliance Industries Ltd., Palo Alto & Mumbai

2003 – 2011 Senior Partner, Kleiner Perkins Caufield Byers (KPCB) Menlo Park, CA

2002 – 2003 SAP AG – Senior Vice President

1999 – 2002 SAPMARKETS,Inc –Managing Director,Americas Palo Alto,CA (SAPMarkets,Inc.was the e-Commerce software company and was acquired by SAP AG in 2001)

1998 – 1999 SAP, AG – Technical Assistant to the Cofounder, CEO and Chairman, Hasso Plattner

1995 –1996 SYNTHES, AG (Mathys) Berne, Switzerland, Group Manager, Business Development

1991 – 1995 ZIMMER, Inc. (A BRISTOL MYERS SQUIBB CO.) Warsaw, IN

1994 – 1995 Senior Research Engineer, Advanced Technology

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