Ruins remind us of the past. Each has its own story and reasons for existence. Some were built to showcase strength, prosperity while others to safeguard from intruders. From being the wonders of the world to reminding ill-fated past, we see them in the present.

Get some time out of your busy life, read, visit them. They will all disappear in no time.


I have stopped seeing disagreement as rejection. Every day of our life is about negotiations. Taking things personally is irrational.

In my 20’s rejection meant war, be it in business on a personal relationship. As I am growing old, I am starting to make peace with it. I don’t see failing negotiations as rejections but a learning experience.

Is anyone preferred before you at an entertainment, or in a compliment, or in being admitted to a consultation? If these things are good, you ought to be glad that he has gotten them; and if they are evil, don’t be grieved that you have not gotten them. And remember that you cannot, without using the same means [which others do] to acquire things not in our own control, expect to be thought worthy of an equal share of them. For how can he who does not frequent the door of any [great] man, does not attend him, does not praise him, have an equal share with him who does? You are unjust, then, and insatiable, if you are unwilling to pay the price for which these things are sold, and would have them for nothing. For how much is lettuce sold? Fifty cents, for instance. If another, then, paying fifty cents, takes the lettuce, and you, not paying it, go without them, don’t imagine that he has gained any advantage over you. For as he has the lettuce, so you have the fifty cents which you did not give. So, in the present case, you have not been invited to such a person’s entertainment, because you have not paid him the price for which a supper is sold. It is sold for praise; it is sold for attendance. Give him then the value, if it is for your advantage. But if you would, at the same time, not pay the one and yet receive the other, you are insatiable, and a blockhead. Have you nothing, then, instead of the supper? Yes, indeed, you have: the not praising him, whom you don’t like to praise; the not bearing with his behavior at coming in.

Enchiridion of Epictetus

Buyers Side

In the book “the transparency sale” author talks about what moves buyers towards your product:

  1. Trust in your product. How much can your product be trusted in solving the pain points?
  2. Is your product going to avoid buyer’s confusion? The buyer gets pitched every day. Is your product the needle in the haystack? 
  3.  Buyers preference. Is your product providing everything a buyer is looking for?
  4. Is the buyer willing to pay the price you are quoting?

In sales all these work in equilibrium. 

pricing levers

While reading the transparency sales, the book I learned about pricing levers. 

What he means by levers is what drives the pricing of your product. He uses the example with Enterprise B2B SaaS. 

The 4 levers:

  1. The number of seats: How many licenses the team is willing to buy.
  2. Upfront: How quickly is the customer willing to pay. Will it be at one go, every month or quarterly. 
  3. Length of commitment: How long he is committing to use the product for a minimum of one, two or three years. 
  4. Closer: How many days from the first conversation the client pays.

Enterprise Sales are long commitments. Everything starts with trust. But at the same time sales cycle, volume, commitment from customers define the path of your company.

I found it worth sharing. 


Why is it so difficult not to move beyond transactional relationships in our life? We are all humans and deserve some love, empathy, and respect. Why is class, race or money has to take preference over humanity?

A taxi driver, waiter or your co-worker is as human as you are. How difficult it is to treat them all with respect? Are they all not trying to make a living?

Treat others as you would like to be treated.


Similarity and likeability play a vital role in any relationship.
Does it also foster a limited thinking mindset?

Do we end up creating a zone that is built on limited ideology, knowledge, and belief?

Would it not be great to go out, explore meet people with a different ideology, expertise, and skills?

Why do we have to live like a cocoon in its little world and limited knowledge?

little things

When was the last time you made a surprise visit to your parents?

When was the last time you joined your best friend for dinner unannounced?

When was the last time you took the entire team for an excursion, a day trip on Monday morning?

Little things, surprises matter. People cherish it for life. Time is the most valuable asset for us. Give some of it to your loved ones.


When you are working in a team, the first thing you have to do is to let youngsters be independent. There should not be a blocker or a god-like figure under the shadow of whom they are living.

This hierarchy and living under the shadow of someone is a big blocker for the growth of youngsters and the organization.

It should be told to the youngsters that they are part of a team and not under the shadow of anyone. They are independent to question, give their feedback.

This whole culture of designation is screwing up the independence and free-thinking for the organization.

Moonshot Game

I liked reading the moonshot game by Rahul Chandra. It is his journey, a collection of entries through his days of starting Helion Ventures to closing it.

I have my personal 5 takeaways:

  1. Decisions: A lot many decisions in the VC world are collectively taken and still work on the guts instinct.
  2. Pedigree: In getting funded, your college plays a huge role. A simple filter. That is being one reason why they passed on investing OYO.
  3. Capital: Rahul talks about why taxi4sure had to be acquired by Ola. Why letsbuy had to be sold to Flipkart. When Tiger invests in your competitor, you have to be very worried{circa 2011}
  4. Camps: In the book, Rahul talks about how early days there were a group of VC funds investing together. 
  5. Growth: There is no time for building a company if there is no growth. One reason why Redbus was sold.  

You will have to read the book for more. This book while being a personal journey of Rahul, has many learnings for us all.  


Our human mind dislikes letting it go. A lot of it has to do with sunk cost. Our capital, emotional attachment to the cause, relationship et all.

I keep reading and motivational speakers and social media marketers championing: Don’t Quit. What they don’t tell you is the opportunity cost.

Our sunk cost takes over our opportunity cost. We get blinded by we can do it, it will work. Our rationality goes for the toss, we are only getting closer to death and trying to work on a product, relationship which has no future.

Smart folks know when to leave and let go things. The only permanence in our life is the very nature of impermanence.