Neil Patel

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Kishor Patil has dedicated his career to building a lasting company that has gone through an IPO and is now worth over a billion dollars. His venture, KPIT, has attracted funding from top-tier investors like CX Partners, KPitalism, and Chrys Capital.

In this episode, you will learn:

  • Working through adversity to make your business stronger
  • Taking your company public
  • Investing the funds you’ve raised well


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About Kishor Patil:

Kishor Patil is the Co-founder, CEO, and MD of KPIT Technologies Limited – one of the largest Software Integration partners in the global automotive and Mobility industry. KPIT’s vision is to Reimagine Mobility in partnership with the industry, clients, and partners for creating a cleaner, smarter, and safer world.

He co-founded KPIT in 1990. In 2018, the company decided to undergo a comprehensive merger-demerger scheme to create a mobility-focused company, KPIT Technologies Ltd. In the span of 4 years, the company has crossed a market capitalization of more than USD 2Bn through organic growth and global acquisitions.

Kishor has been instrumental in building a sharp mobility focus for KPIT. In 2018, the company decided to undergo a very comprehensive and innovative merger-demerger scheme to create two Public listed companies. This has been regarded as one of the most profitable schemes for all stakeholders.

With significant investments – inorganic and through partnerships, Kishor is committed to providing more effective, efficient, and communalized solutions to clients. His vision is to create Industry Standard Solutions for the transformation of Software-Defined Vehicles.

Kishor is passionate about applying technology to solve business challenges and address larger problems of society. He is personally active in driving the development and proliferation of innovative solutions in the areas of transportation and clean energy.

He has presented at various national & international forums, including the World Economic Forum, on topics such as Entrepreneurship, Innovation, building high-performance organizations, and business transformation.

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Connect with Kishor Patil:

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty hello everyone and welcome to the deal maker show. So today. We have a really unbelievable guest. You know we have ah an unbelievable guest that has been building his business for listen to this for over 30 years you know his company. You know, right now is worth over three point six billion they went public. You know, absolutely remarkable journey super inspiring building scaling financing. They’ve done multiple acquisitions on the buy side to be able to grow much quicker and and again you know I think that. This is you know the um, an incredible remarkable story that I find that you know is’s going to be super inspiring as you’re all you know, building your own company so without furtherdo. Let’s welcome our guest today Kisho Patel welcome to the show. Thanks.

Kishor Patil: A pleasure Really excited to be here and yeah, so actually I mean I grew up in a small place and there was a.

Alejandro Cremades: I so originally born in India Ki sure so what lurofa walked through memory lane. How was life growing up.

Kishor Patil: Limited education facit is there so decided to move to a city and that’s how I came to the city where I live which is punne in India and that’s that’s when the you know I was fortunate to be in. Ah, yeah, fortunate to be. In a school which was basically giving a lot of exposure both in terms of leadership apart from the normal education and that was a time when India was actually changing which I may say again a very fortunate to be at the right time as you. May call and as I was growing up. There was some more liberalization coming in India and that help you know after I graduated ah became a chatter accountant and that is cpa and that.

Alejandro Cremades: And what got you? What got you into into accounting because I mean I know that in India there’s a lot of pressure. You know to ah to get the best education best universities and most people you know are either engineers or doctors. So I think that you’re one of a kind there becoming an accountant.

Kishor Patil: Yeah, yeah. Yeah, that is true I mean that time it was not as widely known or practice as it is today but you know as it happens that time you have some friends who have the common interest and then you do follow what they do and that’s how I actually became a chatter accountant and I may say that. Had more interest in a lot of other activities than the pure education I thought I will get a little more time than being a doctor or engineer that was one of the time at that moment of time. Yeah.

Alejandro Cremades: Do you think that they perhaps say becoming an accountant and really having being grounded when it comes to numbers. You know how helpful would you say that that has been to you as you’ve you know, built being building your company.

Kishor Patil: I May say it is very interesting but I may say actually ah naturally a I’m what you get educated in that you have a right right? Education. So I’m good with the numbers. But. I Really understood finance at the later part of my life. Yeah,, let me put it like.

Alejandro Cremades: I hear you when when when you put into practice right? like everything you know on the dogmatic side. You know when when you’re like in theory you get it. You know, but then when it comes to moment of action then you get to really educate yourself I Totally get that now.

Kishor Patil: Yet.

Alejandro Cremades: In your case, you know like everything started. You know when when you got you know, um, started with the company. It was you know pretty much you know on the consulting side. So So tell us about you know now you become an accountant and now you you enter the real world. The real world of um, becoming a professional. So how. Things led to the next you know to you you know, essentially you know, creating the company KKP I T for the people listening.

Kishor Patil: Yeah, yeah, so so but it was a practicing chatter account and we wanted to build as a professional right? If you don’t have ah you don’t have funds. You don’t have anything. Elsea background the best ways to become a professional and that’s how we started and join likeminded professionals but in some time you know sometimes being young. You are blind and and you are very ambitious too. So I wanted to do something which was very clearly global I mean somehow. Ah, if you ask me very why the reason is I just seen some very good successful global companies and you know and like that the kind of organization they had built so we wanted to become global. We wanted to become wanted to build a business off a scale. And feel that time it was not probably the best way that I could build a c a business of that scale. We could do so we looked at our choices and realized that not in India and India as you rightly said everybody is the engineer or not and. Things are changing but that’s how it was but outside ah you know in us or some other part. We could see some cps building id consulting business. So we thought that is what when we could build a business and more importantly service larger scale clients or global clients. That’s.

Kishor Patil: That’s what we thought and again went to school to some extent for some time came back and started bit by bit. But.

Alejandro Cremades: And now how was that the process of um, you know putting the initial team together.

Kishor Patil: So that was very interesting actually as it happens you know you go back to your squiggle and you find out you’re some friends who are who are in that field and then get them together and. Start building slowly and the key point was having a good client and we went back to our my cpa days figured out a couple of clients who could really use us um indian but we could use them they we could be ob service to them. But good names and then we started working with them and that actually allowed us to really hire people and we start building but 1 important part we did is all our initial team was very capable very well educated very capable. And that’s something we always kept you know as a principal.

Alejandro Cremades: So I guess for the people that are listening to to really get it. What ended up being the business model of the company. Yeah, so obviously you know like there’s been like several iterations. You know, many many years I mean obviously over 30 years of being in business I’m sure that.

Kishor Patil: The business model of the company. So.

Alejandro Cremades: The adjustments to the market has been you know incredible. You know throughout all the different cycles. But I guess how how would you say that that business model the way that you guys were have been and were monetizing how has that changed over time and what is the business model of kpi how that does translate into the. Final business model of kpi t 2 a first.

Kishor Patil: Um, yeah I mean see you know, ah like to be honest, ideally we would have liked it liked it to be a product company. Okay, but we realized very soon as we started doing it. It is not easy to be like that. Specifically from where we were Together. We had to be very close to the large Market. We need a lot of investment to be in that market and also you need an experience to be in that product Company. You know experience also to make that happen so we always. Went for a services business where what it means is you work with large clients and look at a native business year- on-year growth as these clients grow and you engage with them in certain key areas and keep on growing your business. Ah, that that was a business now how you differentiate in that is basically ah, create better domain domain knowledge of their business build a ah more accelerator if I have to say not a product but accelerators which can really build the services quickly. Build tools which will allow you to build a better technology bring Productivity. So These are some of the things we did and that’s how we kept on breathing now. The only difference is for initially when we started. It was a few hundred.

Kishor Patil: Thousand dollars per client which is now almost 100,000,000 with client for many some of our clients. So. That’s so so scaling going to the best of the client keep on doing it or the period consistently and that that has that has been the one part. Second part we did is initially we were not really focused on a particular vertical. We were trying to get an arbitrage of cost if I may say initially which was with the western world and in terms of the costs which buy for which we could service.

Kishor Patil: But so we realize very soon that that’s not the game. We want to play and that’s not what ah that was not only value proposition and it may not for long term it may sustain so we kept on focusing and we decided that our basically the business model will be. Creating a leadership though in a small segment in even in a niche segment. So initially we were I may say that the first important decision when we too. Um, banking was our um you know forty fifty percent of my clients were banking but we realized that in the world. Almost everybody had. The first focus vertical as the banking. So I thought clients will never give me I will never be the ah if I to the premium partner for them in servicing so we divested all that business and went to the manufacturing which was relatively under service. Business that point of time we we did it for a long time. We build a business to about a half billion and then at that point time again. We knew that. Ah we ah we we really had been watching this and we were very passionate about automotive as our leadership team. And we decided that automative software is the really the place where it is going to be if hard to say there is going to be disruption and we believe that the disruption gives more opportunity opportunity for a leader to imagine a new leader image and that’s why we were really staging it for some time and as soon as we thought that was the right time.

Kishor Patil: We divested 70% of the business which was non automotive just focus on 30% of the business and you know so this is how we kept on changing the business and so in spite of all the challenges. The world had last 7 years we could really increase our business by 4 times higher profitability and almost 10 times of value. So the focus creating a focus creating a leadership position even though in a niche. Ah, which we thought was our strategy evolved over the period.

Alejandro Cremades: So I mean that’s saying absolutely remarkable because you know divesting 70% of the business and just sticking with 30% and having I mean that’s quite a bold move and day you have you need to have that level of conviction. So I guess you know 1 thing that resonates here a lot is. The word focus. So what have you learned about focus when it comes to execution and and building a business.

Kishor Patil: So I think ah, um, there were 3 four things we we believe one is it is whatever I mean I may say I was personally surprised or our team was surprised what a focus actually can bring to you. And ah one of the thing we always have seen that is as we all know there are so many startups who come up right and with different business model and you always believe all the big companies could have done the same thing but the reason they cannot do it because that is the only thing where they do the small. That is the focus that there’s a leadership mindset every dollar they have they spent on this company. So I mean we know that in a theory but it is very hard to do it at the point of time. But once we did that I think the key point we realize is the passion. For example, there will clear. We have a vision statement or a mission statement which is very clear which is very very clear. We understood. It is not. You know it applies 50% to this 70% to this 20% to this is well very clear every every person in the company knows our business very well whether it is a hr person or it is a. Services this thing 13 is client relate to you very well because they know that we are a part of their business in the sense ecosystem. It is not a company For example, we are into basically tech company servicing. Ah.

Kishor Patil: You know, providing engineering premium services ah to automotive industry. Yeah, so for the disruption they are going through right? Ah, right now currently so they really understand that this is the company. They do only this nothing else. So they feel much more confidence because.

Kishor Patil: Ah, you know there stake are involved in this company like ah the other thing is the kind of relationship we can create were just focusing on prentify clients because if you look at automotive and that to audience that there are only a handful of them. You know of that nature and this so. It was so easy to engage with those clients and bring that focus into that it was unbelievably I mean if I had a 200 clients it would have would never have it possible but 25 clients I know that I can build a business if if I can build a 100000000 each. It will be 2000000000 plus right and I don’t need to go anywhere. They are spending and actually I can really bring a value to them. So I think that was the last but not is that talent I think ah I feel that we could get much better talent because ah, the new people. Mean the the the new employees we could get clearly knew what was our region and they knew what they were going to work on and we actually tried to attract the employees who were aligned with our vision and the business. So that really was very very helpful in case of this auto.

Alejandro Cremades: So not not now that you’re talking about I heard you say the word billion right? 2000000000 and then you guys went public in 2005 and today the company you know is three point six billion and how many employees Kishore.

Kishor Patil: Um, yeah, 12000

Alejandro Cremades: I mean did you ever think that they that you were going to build a company this big in 9090 when you got started.

Kishor Patil: Yeah, so naturally and the nor really I think we never thought that but as I said we knew that we will build a global Company. We did not know the scale. We were very committed to make it ah ah a company which will get counted. Even though it would have been in a niche now fortunately because we kept on continuing consistently and we kept on focusing the opportunity came to the scale and we were and last but not the least we were at the right time then the automotive is was going through the transformation. So.

Alejandro Cremades: Being at the right time in history. Nothing like that now going back to that. Let’s double click because you know you guys went public in 2005 in day and I heard you you know offline you know you you told me that perhaps you know, maybe it would ah it was a little bit too early. So.

Kishor Patil: Um.

Alejandro Cremades: How was that experience of going public and also you know talk to us about timing when taking your company public.

Kishor Patil: Um, yeah I mean I think ah naturally every entrepreneurs want to go as late as possible in that. Ah, but you know while I say that because now you look at our market cap right now and then which was. Miniscule at that point of time but the point was ah we needed funds that time if we had to invest into going outside India build our offices internationally that was required and at that point of time actually I’ll just take an example very quickly and um. Actually that was 9098 when we went public actually 9099 early partner. So what happened at that point of time is as I said at that time we were working in banking and all other areas also and not will be this Ah so what happened at that point of time is.

Kishor Patil: Our largest client he got acquired by another client and that we lost 40% of our business 60% of profit like this. But what happened is the money which we had raised and for the purpose for which we had raised. Were very committed to do that so we invested had invested all the money just in that year and we knew that we will that money will suffice us over to 3 years but only in the marketing building. Um, ah, presence outside India the invest in the market. And not into the real assets if I to say like campus you can see behind me or that it was all building a strong client ah relationship and in spite of what the way it helped is that point of time in spite of losing 40% of the revenue 60% of the profit. At the end of the year we could still grow by 25% because of we could leverage what we had invested and we could survive through the period which was very bad. 4001 2002 was not the greatest time for it industry so to your answer to your question. What is the right type. I think the right time I I would see if you are in you are raising money to invest I think then the right time is when you need the money and you cannot identify get the money if you’re ah going public to Div as then office you will.

Alejandro Cremades: And I hear you now now for you guys. You know you’ve gone through different cycles I mean you went through the dot com bust you went through Lehman Brothers you’ve gone through covid through the macro environment that we’re living in now I mean it’s.

Kishor Patil: Try to do as late as possible.

Alejandro Cremades: It’s remarkable. Not like that you’ve had the opportunity to experience all of this. So what have you learned about market cycles and also how to keep up the focus and the execution going and to avoid the destruction and to to really be prepared for for that.

Kishor Patil: I Personally always think any of the diversity is an opportunity to really reinvent. Ah the business and I may say that um it has been a ah Big. If I to say it has been a big lesson in that sense. Um, every time we face adversity we have ah we as as I said we have a very good team and very passionate team about and they do believe in our long term vision. Once you have that I think every time we have bounce back to work more. Strongly we have actually um, in some way if I to say we have cut on the resources which we were spending in the area which were not the most important every time you have that and really. Got the resources to focus on the right things and we have um, most of the time we have reinvented ourselves in each of this adversity and we became more Efficient. We became more focused in each of these things. Ah, naturally I mean there is you had to take care of your financials. You have to take your your liquidity. You have to really make sure that you know you will remain liquid and profitableable. But the rest other I felt ah was very important and you also can make out who who are the leaders.

Kishor Patil: Who have ah if I to say metal real metal and they are really committed and they can really prove themselves in the adverse adverse situation. So let me say that um each of the um.

Kishor Patil: Situation we went through in next two years where probably the most brokekiest for us in the company. So whatever we could change I mean I always say the adversary gives you an opportunity opportunity to make decisions. You would not argumentinaably make and get that acceptance from the team as well as from the outside word. And once we could do that probably we have grown multiple times very fast in the next couple of years as we come out.

Alejandro Cremades: And as you’re talking about growth there I know that you guys have fame used acquisitions. You know as a way to grow Inorganically, you know I know that.

Kishor Patil: Um, yeah.

Alejandro Cremades: You know you started initially you know with more acquisitions in the niche because you didn’t have the funds to really do big acquisitions but you started with niche you know type of companies acquiring them to grow and and definitely acquisitions has been. You know one of your guys’s strategy to um to really grow faster. So How do you guys think about acquisitions and most importantly, how have you thought about integrations because that’s the critical part of Anman a you know, obviously most acquisitions fail because of the integration. So how do you guys think about acquisitions and integrations for kpid.

Kishor Patil: Um, yeah, so I think the first thing ah we have never done acquisition just for the growth. Ah, we have always done acquisition where ah it was clearly accelerating on the strategy. We have never done an acquisition just to add numbers or to this that just because we could raise money or we had cash so just acquired so that was the first thing seconding whenever we acquire any company I always we always look at what is a 3 x proportion rate to grow. Now whether it is on a client axi and I will give you some example? Ah, ah or whether it is on an offering or a technology which we could get ah which can build another 3 x so we actually look at 2 or 3 um.

Kishor Patil: Access where we can really scale the business multiple the business that is the reason because to your point not everything goes smooth after the acquisition. But even if one of the things goes Well at least we are in a portion to get back our money. Um, and you know and ah. Generally if you can get to right? then? Yeah,. It’s very very Profitable. So I’ll just talk about 2 which as I would say landmark in our history of capi is we were um, ah you know we found a.

Kishor Patil: We were a seven eight million dollars component to your point we were going through a very outside organizations which was outside the world which was not growth friendly and we all going through tough time after September Eleven Dot Com burst you know. Y two k over so all that type and what we realize is we don’t need too many clients we need just um, you know we were just 7 8000000 we know that the companies invest hundreds of millions. So we just needed 10 clients to really build. Ah.

Kishor Patil: To get to our hundred million first hundred million and at that point of time we thought what is that we can do and as I mentioned mentioned earlier we wanted to focus on manufacturing and this and we thought if we can look at one of these climbmes and really um, take this as a. As a foundation to build ah that vertical and a reference that will be great and that time we were fortunate to find a very very I would say valuable and I would say still the path breaking for Kpi was the the commenc relationship we’ve we’ve formed a joint venture with comments. Actually there. Captiv unit in India merge into kpii and that one part we thought will give us a stage check to some extent because and the second thing is a bit scared and from 208000000 we went in 4 years during that time which was the.

Alejandro Cremades: Are.

Kishor Patil: Most difficult time and it was a client a but more importantly, we build a technologies and a domain which was very relevant for a manufacturing entities and that we could leverage going to the other client so that is 1 example for example. Second is we were building ah Europe was where once we decided to focus on automotive europe was very important market for us and we were looking at those you know companies who are in the cutting edge of technology because once you are on the cutting edge of technology. It’s easy to. Naturally take those offerings to others and then we acquired a small company which was again six seven million after so many years at that end we that company was six seven million we acquired them and then build ah a very very 10 times kind of a business with the you know. Company like Bmw which is you know, known for technological leadership and that then we could grow the client but we could take it there so it has been ah consciously that but to your question another question second part of that which is the integration. We believe that if it is very very um in line with your real strategy and the second more importantly is your organization structure if your organization structure is different.

Kishor Patil: And the company you acquire is different. It doesn’t fit into theed structure correctly I think the integration is very painful and most likely not successful. The third thing I feel is ah you need to make a very quick choice whether you are going to lead in the acquisition or the company you are acquiring has leaders who will. Lead that business along with your existing business there So people choice strategy choice and organizational I felt these three I think are the most important to make it successful.

Alejandro Cremades: And by the way we’ll just edit this piece I know that we are 3 minutes over the time that we had scheduled is it. Okay, if we use five more minutes to wrap it up all right? Wonderful! Thank you ki sure.

Kishor Patil: Um, yes, yes, absolutely.

Alejandro Cremades: So now I know that people are very important to you guys. You know with all those 12000 employees. You know it’s just incredible. You know the way that you guys have thought about culture and and really as you said you know like people are really excited about the future that you guys are living into now I know as well that you’ve mentioned to me. You know, previously offline that day that you’ve had you know people in your leadership. You know I mean the norm is that they’ve been around for over fifteen years I mean that’s remarkable. So how have you guys you know, been able to do that you know like what’s in it. You know in the culture or in the way that you know you guys go about. Team building camaraderie you know all that you know coming together so that you know excitement for the future that you’re living into that excitement that excitement to be present. How do you guys? go about that.

Kishor Patil: And absolutely. Yeah I think the key point is there are 2 3 parts of our our culture one is being more people into everything what we do um, the second part is the transparency what we create. And the third is what we share with them if we are successful. What we what we share with them. So I think I mean I’ll just take an example of last four or five years when I mentioned that ah you know we out. Divested 70% of the business and rebuild the business. Um, naturally then web concerns in the mind of the people that we are a smaller company and they are focused on this and this but we had involved them about ah few.

Kishor Patil: About ah six months before the leadership team. Ah, you’re know telling them. This is how we are thinking. This is what we think we believe that this will be the most exciting automotive is in terms of technology the business it is going to be most exciting autonomas electrification will drive the key this larger purpose data cleaners smarters say for. You know and if you connect with that I think that’s something you can contributing and especially if you become the leader in the us space then that becomes a something you have contributed. Um, we had taken the buyin of the people we were very clear in saying that we will have less funds.

Kishor Patil: So We will For example, Ah, you know we will all Demonstrate. We’ll have to cut on Costs. So The kind of footils I used to stay I went to step down and I had to demonstrate that personality and all that I think actually I feel. Many times this creates more excitement because you are doing something different for a purpose and ah we bet as a startup after building this business for a long time as almost like ah based did like a startup vision Mission. How what we will do and more importantly, what we will not do and then the how we will do it.

Kishor Patil: And then we decided that what are the things we need to unlearn from the past. What are the mistakes we made again very transparent. These are the mistakes we made what we we will not make at least those mistakes and more importantly, we identified 300 people in the company and ah. Invested into going through really what are the key tenets of our culture of the new company. What we will do and how we will actually put it in the practice and how it will be integrated with our actual operations of the company and how we will demonstrate it I think. These are the things which really help us in building that and last but not least so because ah the kind of isops stop option plans. We could give to them I mean we could never offer them anything. Specifically what the price prices will be but I’m very happy that we could build a lot of wealth for our employees.

Alejandro Cremades: And I’m sure that vision you know whats a big component there and you know talking about vision Imagine if you were to go to sleep tonight kisure and you wake up in a world. Imagine you go to sleep tonight and you wake up in a world where the vision of Kpa is fully realized.

Kishor Patil: Um, sorry.

Alejandro Cremades: What does that world look like.

Kishor Patil: I think we are really looking at as a company I mean like many companies who have done but we are really committed to sustainability. We are really looking at ah 0 emission and of a business. For us. But more importantly, contribute to our clients but we are not. We don’t want to keep it only in the business like that because I don’t think there. Ah, there can be 2 personalities what we are intending to do is how we can change it for our clients because as I said electrifications you know. Autonomer safety and all that we want to do it for our business. How we operate the business and last but not the least for all my employees and um colleagues who are ah, really living that in their day-to-day life how they can improve on that I think bring that conscious.

Kishor Patil: Which we want to live for the next generation which is much more Li and ah that will mean a lot and I think that’s what we think is something which gives us X right when we work and. Actually 93% of the people employees believe that they relate with the vision mission very closely and they think it is very bad labor for.

Alejandro Cremades: So they the last question that I want to ask you today. Ki sure is you know we were just talking about the future here with a vision but I want to talk about the past because it’s 33 years about the past but doing doing it with a lens of reflection. So imagine if I was to put you into a time machine.

Kishor Patil: Um, about the now.

Alejandro Cremades: And I bring you back in time I’m bringing you back in time to 9090 when you were you know, getting now figuring things out obviously executing without strategy all of that craziness and you’re able to sit down your younger self that younger kisure and you’re able to tell that younger self. 1 piece of advice before launching a business. What would that be and why given what you know now thirty three years later

Kishor Patil: Ah, yeah, that’s a very tough question I mean and in some one way I would say that I would like to really with because that’s what made it very special because if it was very easy but I may say if I really look back and that’s the 1 question I answer to you.

Kishor Patil: Is I think ah 2 3 things ah 2 things are very important in my view is we always worked on vision. We always mission. We always looked at growth I may say that having a superior. Um. Ah, profitability and liquidity in the business ah is extremely important and it is not an outcome. It is how you think because if you think about it. Ah you will change the business model to make it happen and I mean. I actually think if you would have done that we would have been maybe 2 or 3 times of the business which we would have been. We are here today. So it’s not a very exciting answer. But I realize the value of money and. Property type that even though I’m a chatter content a little late in life. That’s what I answered to you earlier.

Alejandro Cremades: That’s amazing. So for the people that are listening in Kihore that will like to reach out and say hi or get to learn more about kpi t what is the best way for them to do so.

Kishor Patil: So you can reach out to Linkedin or you can reach out to now. Ah you know at my email which which is there on the is ki short dot party at either

Alejandro Cremades: Amazing. Is he enough volki. Sure thank you so much for being on the deal maker show today. It has been an honor to have you with us. Okay.

Kishor Patil: Yeah, my pages. Thank you.

* * *
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Neil Patel

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