From Enthusiastic Engineer To TV Tech Innovator w/ Rahul Patil | Tellygence

Rahul Patil: 0:00It was a very personal problem that us spending too much time just thinking what I'm going to watch tonight and scrolling, scrolling, scrolling. And then I realized like hey, there are recommendations, but a recommendation are useful enough. My thinking has always been, like any problem that you need to fix, you need to feel connected with that problem. Last time I was watching TV I used to go behind the TV and see like who is coming.

‍Rahul Patil: 0:23

How is the picture being played there? Someone coming from the media doesn't descend. This is a different piece of technology. We just don't want to improve the recommendations. We want to go to the next stage of recommendations.

Amardeep Parmar: 0:38

Today on the podcast we have Rahul Patil, who's the CEO and founder of Tellygence. Rahul actually exited a company much earlier on in his career, which he started whilst at university. He scaled it significantly, had a massive exit and then decided to go into the corporate world to understand that industry too. Here he did very well, but he decided it wasn't right for him and he got the itch to go and start his own company again. He's done multiple different things, including a hardware company, before finding Tellygence, which is like the Spotify for TV, and the idea is that TV is changing. The way we're consuming content is changing and Tellygence is looking to be at the forefront of that. I hope you enjoyed today's episode. I'm Amar from the BAE HQ and this podcast is powered by HSBC Innovation Banking. So great to have you here today and talk about the exciting things you're doing. But if we rewind when you were a kid growing up, what were your ambitions? What did you want to be?

Rahul Patil: 1:30

Thank you, thanks for having me on the podcast today. When I was growing up, I mean, entrepreneurship as such wasn't the thing, but building business was always on my mind. So when I was studying my engineering, that was building the business was always on my mind. So when I was studying my engineering, that was building, the business was always the plan. I wasn't sure like what business I'm going to build, but that was one thing that was always on my mind.

Amardeep Parmar: 1:55

What made that on your mind? What attracted you to it?

Rahul Patil: 1:57

Probably my upbringing. So I grew up my father was a managing director of a factory and I think he played a major role in terms of my entrepreneurial thinking. So I grew up seeing how the sugar is made, manufactured, and I used to get massively fascinated by. Imagine, right as a kid, you're going in a sugar factory and seeing, and you're allowed to eat as much sugar as you like, right? So that was basically fascinating in terms of, like the whole machinery, the whole machines, how things are made. So somehow back of my mind that was always like imprinted, like I'm going to be an engineer. So that thing essentially shaped massively in terms of my future journey as well.

Rahul Patil: 2:47

Interestingly, it has always happened with me twice or thrice I learned first practically and then I studied theory. So I studied practical first and then learned the theory part. Same with engineering as well. Most of the engineering I first studied when I was either working on shop floor, understanding how the actual manufacturing is done, and then went into engineering and then studied the theory part. Similarly with startup as well, like when I first built the business and then went and studied the science behind it.

Amardeep Parmar: 3:21

So what was that first business you built? What was the idea there?

Rahul Patil: 3:23

So I was thinking two or three different things in terms of was that first business you built? What was the idea there? So I was thinking two or three different things in terms of starting my first business. So, uh, first company I built was an erp system and again, when I was building I had no idea it is called an erp. You know, like imagine a young engineer.

Amardeep Parmar: 3:39

U uh, what is an erp? For the people who don't know.

Rahul Patil: 3:42

O kay, so ERP is like enterprise resource planning, so into a manufacturing business. So like your resources are, like your inventory, your people, capital, everything falls under resources. So that needs to be planned. So one of the thing that kind of like initiated that whole journey was the problems I saw. So I was working on shop floor and every now and then I used to see like one department is not talking to other department or there are blockages on the production line because inventory did not arrive on a specific day, or the shop floor manager did not do enough planning in advance that whatever like you know stuff they needed. And I thought like why it wasn't done in this particular way, or finance had no idea in terms of the real time balance sheet, like what is my profit and loss? And those are like small, small problems I was seeing and either let me go and, kind of like, solve those problems. I knew the domain but I did not know how to begin. So that's how it all started.

Amardeep Parmar: 4:47

How did that business do? How did that first company go?

Rahul Patil: 4:51

That went pretty well. So that was like midsize company I grew up. That business ran for around four years that got acquired. I had a good exit at very early stage but in terms of the product and innovation, it was pretty phenomenal, Like very early days, what we managed to achieve. So we had a team of around 50 people and we have gone through the full product and sales lifecycle. I was a solo founder at that time. I was a CTO, CEO myself, so that was a pretty interesting, phenomenal journey.

Amardeep Parmar: 5:26

Obviously at that point you were so young and you were growing a company to that kind of scale, had an exit. How were you feeling on that journey? Was it exciting or was it just overwhelming? What was the how do you feel about it?

Rahul Patil: 5:37

Like mixed emotions uh, pretty exciting uh, but huge, huge learnings, as like as a young entrepreneur, you, you're like 200%, 300%, fully onto it. So I mean it was pretty successful in terms of commercially successful business. So it feels very satisfying when I look back saying, hey, I built up from scratch, I grew the company, build the product, uh, sold the company, uh, it feel it feels nice.

Amardeep Parmar: 6:10

When it came time to sell it? How was that? Because obviously it was your baby, right, you built it yourself. Yeah, you've grown it so quickly. And then, when you let go of it, was it was it, did it feel good? Was it like now it's the next stage, or was it? What do I do next?

Rahul Patil: 6:22

Well again. I mean, mean, if I look back, I mean the exit wasn't planned in a way that one day someone gonna acquire my company. And even now as well, when I build the business, I always think acquisition do happen. But you cannot build a business with the mindset of one day you're gonna sell that company. I mean you need to be open if acquisition happens, but you cannot build something otherwise. You cannot pour your kind of like, your love, emotion, sweat, tears, everything into it, like you know. Um, so similarly, it just happened more like organically that I was uh, I mean we were doing pretty good as business wise, but where we reached to the, uh, the tier where we were operating and I was trying to like break through that tier, come into slightly the bigger boys club, and we tried a few things but somehow it wasn't happening. And although we were making good amount of money, like after four years that's the question back of my mind was like, is this something next, 10, 15 years? I wanted to continue doing exactly the same thing or I want to do it slightly different, bigger, better, and I wasn't able to find the answer. So just moneymaking wasn't the idea when I started building the business. So it happened, organically, it got exited. I mean one of the competitors, they sort of had an eye on us and they, they gave us a good offer and I thought, okay, let's, let's do, let's, it's a good time to exit.

Amardeep Parmar: 7:51

But what happened next then? So you've just exited a company so young. What do you do next? It's good question.

Rahul Patil: 7:56

So I was totally blank in the sense. What I'm gonna do next, uh, no idea. So good amount of money, but then what's the next plan in terms of what next company I wanted to build? I had no clue that point in time. But one thing was clear that I want to build another company soon. Uh, but I don't know which problem that you know I'm gonna fix it. So I thought I had two options either just to take a break, just just go around, and this was happening in India. So one option was just travel around, man and see and. And the other option then back up my mind was I did not have job experience by that time. I did everything as my own business.

Rahul Patil: 8:37

But you know, sometimes, like something which you haven't done it, always you feel excited about it. So if you're doing job doing business, you feel excited about it. If you, if you're doing job doing business, you feel excited about it. If you build up your startup, I said it's like big companies and how do they do business. So then I look for a job and I got into like a proper corporate job.

Rahul Patil: 8:58

But it was interesting as well because finding a job was challenging, not because I was not qualified. Most of the time I was overqualified and they said well, we can give you the salary, but with four years experience, do not expect us to be putting you at a CEO position for a large, multimillion dollar company. And so I took some time in terms of finding which is the right company for me and so on. But it was an interesting journey. So immediately after my first exit I got into a job, so that as well helped me. Now, when I look back, that I can bring the best of both worlds and I have bigger thinking in terms of like large enterprises. At the same time, I started my journey as a founder, so I bring that mindset as well, uh, into into the business.

Amardeep Parmar: 9:47

So you went to get a job because you thought it'd be exciting. How was the experience? Was it? Was it fun when you were at your job?

Rahul Patil: 9:53

it was fun, however, as as employee, my mindset and thinking was way different than a typical employee would have been, and reason for reason for that? Because I exit. I came from my own business. So when I entered into the job, I always used to think like, okay, what's the business model? How's company making business? Okay, you know all those business sort of things. That helped me sometimes. It was useful to have that thinking behind at the sometime. Otherwise, sometimes it's also a struggle, because you struggle in a way that you have larger vision and it feels like you're trapped because you are somewhere like in middle management. And then whom are you going to talk? Like, you know, like your immediate bosses, and they say well, what you're thinking is way bigger than even my paycheck, so we cannot influence the whole company. So it's interesting company. Uh, so it's interesting, but sometimes it's as well.

Amardeep Parmar: 10:49

S so it took a bit of time to come with the next idea. Right, and were you while you're at your job? Were you constantly thinking of like different ideas and testing things out? Or yes, how did that next idea come about?

Rahul Patil: 11:02

So, next idea. Uh, again, I mean that was of my mind like I wanted to start the next business soon. But my thinking has always been, like any problem that you need to fix, you need to feel connected with that problem. I mean there are like millions of problems on the planet that you can go and fix it, but unless you feel massively motivated, it has to be personal. Massively motivated, there has to and it has to be personal. In the first startup it was personal for me because I grew up in that industry. I saw that firsthand, like you know how they, what were the problems there? So I always kept like my eyes and ears open in terms of so now as well, even if I walk on the street, I just see problems. And that feels kind of like exciting for me. Uh, so when I uh was working uh into consulting business, uh, that point in time like there were a few things happening uh and that laid kind of like a road towards Tellygence. That uh one was like smart tv TVs were coming into the market and and I got massively excited when, when I first time, when I heard like smart TV, I thought like wow, it must be really smart. And and literally I bought like new smart TV at home and I started exploring and I quickly realized that it's not really smart and so I was like playing as as if, like you know, a kid would would play with the toy.

Rahul Patil: 12:28

Uh, so I started exploring a lot, and not just as a device but as tv on its own always fascinated me, even as a child. Uh, always it used to feel like kind of like very interesting device where something is happening. Even as a kid, you know, when first time I was watching tv, I used to go like kind of like very interesting device where something is happening. Even as a kid, you know, when first time I was watching TV I used to go behind the TV and see, like who is coming.

Rahul Patil: 12:50

How's the pictures being played there? So that's how kind of like it started. So there are multiple things happening at the same time. So that's how it shaped the next startup. When I was working for my second startup, that one was I was seeing like okay, this is device wise, it looks good but it's not really smart enough. I was facing a lot of time in terms of searching content and that, as well, was frustrating. Remote control was hugely frustrating, even though there was voice search. I felt like why we are mimicking like manual function that you do on the web. Again, there.

Rahul Patil: 13:29

Another interesting event happened was when I was watching TV. I quickly realized like, okay, in mobile that device knows you, but this television device doesn't know you, right? So if you think in this way, you're sitting in the living room, does that device know you? No, so there's a lot of things happening and that was shaping kind of like the idea for so I was looking into like very quickly I quickly realized what the problem here is, right. One bigger problem I identified was the smart TV has become like a giant tablet and I felt like what's the value add if you try to convert every single device into a computer or a mobile Computer has its own place. Obviously it adds value to our day-to-day functioning, same as your mobile. But because they are great and useful, if you start thinking I need to convert every single device just like them, then what's the value why we are doing it? And that's where I was like struggling to see like why we are trying to convert smart TV into just a giant tablet. And again, the interface is pretty awful. You have that remote control which you know. You all know the thing, how painful it is. So that was that's how I started the second startup, which was in the hardware space. So problem that I'm trying to solve.

Rahul Patil: 14:52

So there were two problems. One was obviously content discovery that you're not finding the content enough, what you want to watch. And the other element was there were a lot of apps being built for smart TVs, even today as well, but except the video streaming applications, none of the apps are being used. So I mean, why do you use smart TV apps? Either you watch like YouTube, netflix or anything that has to do with content, but people are building apps. I mean, I've seen like Twitter and Facebook apps as well on smart TV and I was thinking like who's going to use it there, right. But if you think in this way, developers are spending their efforts, so someone is spending time and money on building that application, right, and no one is using it. Why? So one of the reason was like again, we're trying to mimic like mobile on smart TV and that is not working out. So the apps are very similar to mobile apps, which has very poor user interface, which is like your remote and you can't do anything with that. So, as a result, consumers have just stopped using that. We only use video streaming app. Apart from that, that device is not being used.

Rahul Patil: 15:58

I took it to the stage where I quickly started realizing how big that problem is going to be. And to fix that problem you need to build an ecosystem around and as a startup, it's very, very hard to fix the problem. At the same time, build an ecosystem around you and think of every single thing. Then I realized the problem is real, needs to be fixed, but maybe the timing is not right or probably I'm not the right person to fix all single problem in the whole ecosystem, and then I sort of like parked that product for time being and then I thought, okay, let me work on that in the background and can bring that back hardware project again when the time is right. So that's how the like one digital happened.

Amardeep Parmar: 16:50

That was now a few years ago, right? And so is that still something which you're working on in the background, or is it now?

Rahul Patil: 16:57

No, it sort of like I parked that at a specific time where I mean, I even reached to the place where we were close to start manufacturing. So I reached out even to Broadcom in terms of, like these are design, can you help us manufacturing? And they say, yeah, we can, we can do that for you. We can put our assembly line. You give us the design, we'll, we'll put your sticker on it, you can ship it uh, I started talking to them to the, the, the supply chain. Uh, you know the different entities within that whole supply chain, but the challenges were as a small. If you think like you need to manufacture, you need to distribute, you need to sell, it's like tons of problem in that whole thing. So for the moment it's parked. So it did not kind of like progress to the stage where it would be fully commercialized. However, the IP is still with me and at some point that will. I will bring that into Telly intelligence at future time, but that's still a futuristic in terms of what is what is required to be done into the whole ecosystem.

Amardeep Parmar: 18:02

S so was Telly intelligence the next thing, or is there a gap in between starting Telly intelligence?

Rahul Patil: 18:06

Yeah, so T ellygence again, I mean the the. The problem was was there in terms of again, again was a very personal problem that I was spending too much time just thinking what I'm going to watch tonight and scrolling, scrolling, scrolling. And then I realized like, hey, there are recommendations, but a recommendation are useful enough. Secondly, even though there are recommendations, still I'm spending at least 25, 30, 30 minutes, sometime 40 minutes, just scrolling through, because it's too much to choose from. That problem was initially my personal problem, then I, because I was hugely annoyed then. Then I started asking other friends around like you know, do you face the same problem? Uh, they say, yeah, we also face the same problem. Then I asked the next question, like what are you doing about it to fix that problem? They say, well, we cannot do anything, we're just waiting someone going to fix it.

Rahul Patil: 18:56

I was also in the same ship where I thought this is not my field, someone else needs to fix this problem and I'm going to be the beneficiary of that problem solution. But it wasn't happening. And then, in the background, I was doing a lot of research in terms of A how big the problem solution, but wasn't happening. And then, in the background, I was doing a lot of research in terms of a how big the problem is, who else is trying to fix this problem and, essentially, why the problem is not being fixed. So that's very interesting kind of like information that that that came out of that whole research. That one thing is look, there are no lack of resources with any single organization across the world. So it's not a question like do we have enough talent or not, or if there is enough information and knowledge around. No, there are many smart people there. But it is the lack of direction that's the reason it is not getting sold. And why the direction is not what you want to give is because, again, it goes back to more that commercial question that when one use case or one business becomes popular, everyone tries and see, can I replicate that use case? And most of the time it doesn't work that way.

Rahul Patil: 20:07

So a classic use case is, if I give the Apple's example. So obviously we know the iPhone is very popular. It kind of like the company Apple has become. You know what Steve Jobs did with iPhone. Every single company in the television space thought like okay, can we replicate the iPhone story into television film? Even Apple tried themselves. So they thought like, okay, can we replicate the same story somewhere else and can we rewrite that story? But it's very, very hard and we know now if you look back it's very amazing, beautiful product but it's not capturing the people's imagination as iPhone has right. So that is kind of like challenging thing where, unless you give a new direction where you are, you're not able to go to the next stage. So that's where the whole intelligence thinking came in, that we just don't want to improve the recommendations, we want to go to the next stage of recommendations.

Amardeep Parmar: 21:08

We hope you're enjoying the episode so far. We just want to give a quick shout out to our headline partners, HSBC Innovation Banking. One of the biggest challenges for so many startups is finding the right bank to support them, because you might start off and try to use a traditional bank, but they don't understand what you're doing. You're just talking to an AI assistant or you're talking to somebody who doesn't really understand what it is you've been trying to do. HSBC have got the team they've built out over years to make sure they understand what you're doing. They've got the deep sector expertise and they can help connect you with the right people to make your dreams come true. So if you want to learn more, check out hsbcinnovationbanking. com. Like you said there before that, you're thinking that somebody else's problem to solve, so obviously you're now running intelligence and it's going very well. What skills did you bring to the table? How have you been able to build? You've been able to build, and could you give people an update on what you've done so far, like what's the biggest wins?

Rahul Patil: 22:02

Yeah, yeah, yeah. So I mean one thing in in all these startups was always I. I focused first on the problem side. Solution, automatically it follows through, and even with Telly intelligence as well. When I started I fully focused on the problem, even didn't worry, like what technology I'm gonna use, what product it gonna come up, come out of it, no idea. I said, okay, let's go and fix this problem and then work backwards from that problem. So that's how it all started. So initial design, everything I did it myself. I mean, I come from technical background and so I did a lot of initial coding and the framework Previous like hardware experience I also. So we were doing a lot of things with Raspberry Pi as well. So I got a kit. I started playing around with that Another skill set which I have from my last two startups where I'm good at assembling like amazing team around me. So that happened just naturally. So now as well with Telly intelligence, we have some of the best kind of like rock stars into the media space where you can think of. So obviously they, so every single member of a team. It's a small team but very domain focused team, so we know what we're trying in terms of the whole streaming experience. So, in terms of what we've achieved so far, we built a product, we launched a product. We launched a product, we made plenty of commercial deals. So we have so many kind of like content partners around the world. So we are now into kind of like acquiring new consumers. Every single day, people are downloading our app. So, from like someone who is not from the industry, who came into industry, we made our space and we are now expanding. So, in terms of the next stages, where intelligence is heading towards is we are in the space. What we call it as a fast like, free ads, streaming television. We are creating a space for ourself.

Amardeep Parmar: 24:19

And let's say people are listening right now, thinking about downloading the app. What's that experience like? What do they get if they download the app?

Rahul Patil: 24:26

So it's a free streaming app. So there's no cost. There's no subscription for using the application. So it's a direct-to-consumer streaming app. You open the app and literally start watching. So that's the idea behind. Instead of asking people or spending too much time in thinking we're saying you open the app, you want to watch comedy, you press the button I want to watch comedy and we will serve you comedy. Uh, so we have a lot of content around 100 plus channels right now, including like drama, entertainment, action, sports movies, uh, you name it, we have it. Uh. So yeah, it's, it's interesting, uh, kind of like early, early wins.

Amardeep Parmar: 25:09

How do you get content onto the platform? Because obviously you're a new platform, you've got to convince people to give you their content. How do those conversations go about? How are you able to convince people about your vision?

Rahul Patil: 25:19

This is like a marketplace problem and and this problem is as as a, as a content streaming business, we have it, but every other similar kind of like marketplace, we call it marketplace problem where you have two sides of the equation. So in our case, like content providers they are like our vendors and other side, you have your consumers. So unless you have consumers, you will not have like content providers, and unless you have like, unless you have content, you will not have your consumers right? So we were required. So we ran huge campaigns around the world. So it wasn't easy for us. Like, we just entered in the market and someone said, hey, take this for you, you know. So we heard a lot of no's in the early days, so, but then worked again and again and again. So in that whole process we managed to like, create or reach out to the most of the players across the world. So that was happening. Secondly, a lot of big players also. They are watching us in the sense like, okay, this is a small company, they reached out to us few months ago. Now they are, even though we said no, they're still kind of like going on their way, so early days. So a lot of new vendors are coming up who initially either said no or they didn't say no. Interestingly, in our business people don't say no, but they don't say yes either. So that is a no. So the typical kind of like sugar-coated no would be it looks interesting, we'll come back to you later, you know or they will not answer you and when they kind of like they see the traction, they come back. Hey, you know we've missed, and then let's circle back, kind of thing. But it was just a relentless sort of like sales campaign reaching out to people, different producers, explain them what you're trying to do and just go through different questions saying what's your trying to do, and just go through different questions saying what's your plan. How are you going to build? The good thing for T ellygence was VR. The space where we are in. It's a free ad support streaming. It's slightly newer field. So just to give you the context, as the whole ecosystem, there are like two sectors when it comes to television. One is your on-demand, where your traditional Netflix, A amazons and like all the applications are there, and you have your traditional broadcasters and, as well, cable TV providers, cable service providers. So this fast proposition sits right in the middle. So technology-wise, we are an ODD application but we stream linear content. So this sector is overtaking the traditional cable and linear television. So we are anyway what we are doing. It's very new, like, technology-wise, the ecosystem is just getting developed. It's very new, like, technology-wise, the ecosystem is just getting developed. So we are one of the kind of like early adopters in this new proposition and because of our domain expertise, we already built the state-of-the-art infrastructure.

Rahul Patil: 28:32

What everyone were thinking in the industry, we already went ahead and implemented, not because anyone was asking us just as a natural thing. For example, gdpr, how do you kind of inform people that what you know, what information about them you're going to use it or not? And we just implemented day one as a good practice, saying we need to inform people first about the information and so on. And if they're not comfortable we will not use that information. And we tell them again and again and again. So a lot of best practices we already implemented. And now other companies in the industry they're looking at us and they're saying, okay, can we use that similar approach? So that helped us. So when people look at intelligence, it looks different, not just from the user experience standpoint. But someone coming from the media doesn't understand. This is a different piece of technology.

Amardeep Parmar: 29:32

So when you started T intelligence, you'd already started. Two companies had a corporate career as well, so you'd learned so much before you even started this. Yes, but what do you think is the biggest lesson that you've learned so far from intelligence itself? That when you started it, you didn't think it'd be as hard as it was.

Rahul Patil: 29:46

See, every few things at least I knew that, and that is again because you're doing for the third time. It's not like it gets easier. What it does essentially is you're prepared for that pain. So pain doesn't go less or more, it's just you'll be prepared for it, right. So it's like, if I give another example, if you're giving, let's say, birth to a child, right, so mean, uh, there's a less pain every second, every delivery for a second, what it changes essentially is you're prepared for it, right. So you know that, okay, this is the pain you have to go through and you don't get panic that that that only uh, uh changes. So that way, I was prepared that, uh, this is not, uh, this is going to be a marathon, so I should be prepared for that and I kind of like put some foundation stones accordingly.

Rahul Patil: 30:46

The good part, what I did I mean one of the good practices, what I've done early on is I got a good set of like advisors from the industry who, even today as well some of them they are industry subject matter expert, some of them are my mentors and they help us as well. I'm surrounded by some of the best entrepreneurs around the world and I learn from them every single day and I do the same as well. Like, if someone is starting new, I help them Because I as well learned at some point from someone right. So in terms of like learnings, some of the learnings is like launch your product as soon as possible, don't worry too much whether it is ugly bad. You want to make it too polished because there is no end to that. So as soon as possible you think it is ready, just go into the market and launch it.

Amardeep Parmar: 31:39

We're going to get to quickfire questions in a second, but before we do that, what are you most excited about now for Tellygence's future?

Rahul Patil: 31:45

Timing of it. So A obviously we're solving one of the pain point for end consumer. But what excites me is this amazing timing, what we're trying to do, because it's think of this right. I mean until now. If intelligence would have been, let's say, even two or three years before what it is today, it would have been way harder for us. Right now we're going through sort of inflation. We haven't even touched the kind of like you know, the inflation we're going in that direction.

Rahul Patil: 32:14

Cost of living is going high, not only in the UK but the most of the western part of the world, and our proposition is a free streaming proposition, right, so it exactly fits into this sort of like, the timeline where people don't want to pay because of the cost of living.

Rahul Patil: 32:33

They don't have money to pay their mortgages and rents and so on. So people the audience who were not ready first to watch ad supported content are saying, okay, you know what? I want to cancel my paid subscription. If you are giving me a decent entertainment experience, I'm happy to see some ads. So timing is amazing and I always seen that, like, no matter how beautiful product you build, if it is not launched at the right time, chances of it becoming like successful are pretty slim. So timing is and that like is exciting part of it and what we have achieved so far. So we've done pretty quickly in terms of like who our end consumer is going to be, how the application gonna going to be used, what's the future vision, that all the initial risk elements we have already uncovered, Perfect.

Amardeep Parmar: 33:27

So quickfire question time now. So the first one is who are three British Asian entrepreneurs you think are doing incredible work and you'd love to shout them out?

Rahul Patil: 33:36

It's going to be difficult to pick three names. I'm going to pick three, so Pahini was, as well, with me at Stanford, so she's working on another breakthrough problem in the cancer research, so she's doing pretty great. Another entrepreneur is Anish. Anish, as well, was with me at Stanford. Anish is working into crypto space, so he's building a new protocol and he's doing amazing work. So definitely a big shout out to Anish. Third entrepreneur, He hina Husain. So Hena is a very young entrepreneur and I'm pretty impressed with the work she's doing into the space. But she's very young and doing pretty good in her space.

Amardeep Parmar: 34:30

So all great people there. So if people want to find out more about you, more about T ellygence, where should they go to?

Rahul Patil: 34:35

Tellygence. tv. So yeah, people can go on this website and download our application there.

Amardeep Parmar: 34:41

Perfect, and is there anything that you need help with right now that the audience could reach out to you and help you with?

Rahul Patil: 34:46

Right now we are looking at two areas, like acquiring more consumers. It's a free application, so if people can download the application and use it and tell us their feedback, that will be useful. Secondly, we're also raising our second round, seed round, so we're looking for capital. So any help raising our capital would be useful and we are SEIS Advanced Assurance Compliant Company, so it will be a great help.

Amardeep Parmar: 35:18

Thanks so much for coming on today. Have you got any final words to the audience?

Rahul Patil: 35:21

Thank you, it was a really really exciting talk.

Amardeep Parmar: 35:24

Thank you for watching, enjoy our conversation. See you next time. Thank you.

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