THE KEN PREMIUM

Listen to full episodes 1-4 weeks before others

$4.99/month

First Principles

First Principles is a weekly interview podcast comprising authentic, candid, and insightful conversations between some of India’s most accomplished founders and business leaders, and Rohin Dharmakumar, The Ken’s CEO & co-founder. From personal philosophies, mental models and decision making frameworks, to reading habits, parenting styles or personal interests, each episode will delve into what makes each of these leaders unique.

  1. Part 1: Impresario's Riyaaz Amlani on Mocha, "Handmade," four near-deaths and 25 years of building places to be

    6h ago

    Part 1: Impresario's Riyaaz Amlani on Mocha, "Handmade," four near-deaths and 25 years of building places to be

    Check out our corporate subscription plan: https://the-ken.com/corporate-teams/?utm_source=podcast&utm_medium=podcast&utm_campaign=corporate-subscriptions Part 1 of Rohin Dharmakumar's conversation with Riyaaz Amlani is the origin story: why a returning UCLA grad decided Bombay was missing "places to be," how Mocha became Social, and what it actually takes to keep a restaurant group alive for 25 years in the highest-mortality business there is. The shisha ban, the private-equity money that never arrived, COVID, the marble hustle at age six, and the real engine underneath it all: people. CHAPTERS 00:00  Intro: 95% fail by year two — and the man who didn't01:46  Why Mocha in 2001: a city missing "places to be"03:23  Bombay the "coolest cousin"; South Bombay snobbery moves to Bandra05:05  The MTV / Gen X generation and a West-facing India07:47  UCLA, entertainment management, and learning to live culture11:29  What "Handmade" and "Impresario" mean14:13  The business today: 80 restaurants, 900 cr, 5,500 people15:29  Why restaurants die; learning from the community18:02  People vs processes — and why he keeps returning to people19:32  Social: the millennial third space and the shisha ban25:41  The Gen Z puzzle; Saltwater to Bandra Bourn; evolution vs revolution30:46  Real estate: location vs locality and India's "80 pockets"32:32  The metric that matters: AOV x covers x table turnaround35:33  COVID and surviving "mass-extinction events"39:17  The town hall: the team takes 40% pay to save the company40:51  What losing a restaurant feels like; the discipline to quit42:44  Mental model: 4-5 engines to ride economic cycles46:42  The marble business and hustling from age 1251:20  Bowling alleys & Phoenix Mills: people buy time together53:44  Self-rating: 7.5 as a parent, 5 as a CEO55:15  Building a restaurant vs building an organization56:15  The HR crisis: severe attrition, talent going abroad58:44  The one thing he can't delegate: layouts and property selection1:00:49 Becoming a "boardroom warrior" against his will KEY COMPANIES & BRANDS Impresario Handmade Restaurants; Mocha; Social; Saltwater Cafe/Grill; Bandra Born; Cafe Coffee Day; Phoenix Mills "Bowling Company"; Amoeba; UCLA.   KEY CONCEPTS Third spaces; "handmade" at scale; West-aspirational MTV-generation culture; people vs processes; AOV x covers x table turnaround; frequency as a metric; location vs locality / "80 pockets"; evolution vs revolution; mass-extinction events & resilience; working-capital-negative business; building a restaurant vs building an organization; restaurant-industry attrition; the layouts/property selection he won't delegate.

    1h 4m
  2. Impresario's Riyaaz Amlani on 25 years of selling time, not food, and surviving four near-deaths

    12h ago • The Ken Premium Only

    Impresario's Riyaaz Amlani on 25 years of selling time, not food, and surviving four near-deaths

    In a business with the highest mortality rate of any, Riyaaz Amlani has spent 25 years building Impresario into 80+ restaurants across 20 cities — Social, Smokehouse Delhi, Antisocial, Bandra Born, Mocha — serving 8 million guests a year. He sits down with Rohin Dharmakumar for the full two hours: the philosophy of "handmade" at scale, the economics that actually decide a restaurant's life or death, the generational taste shifts from Gen X to Gen Alpha, his fights and truces with the aggregators, and the personal operating system behind it all. CHAPTERS 00:00 Cold open: 25 years, one craft, an 8-million-guest business 02:25 Why Mocha in 2001: Bombay's missing "places to be" 06:24 The MTV generation and a West-aspirational India 08:18 UCLA, entertainment management, and learning to "live" culture 12:08 What "Handmade" and "Impresario" actually mean 14:51 The business today: 80 restaurants, 900 cr, 5,500 people, 20 cities 15:31 Why restaurants die — and the people-vs-process debate 20:05 Social, the millennial third space, and the shisha ban 26:21 Decoding Gen Z; Saltwater to Bandra Born; evolution vs revolution 31:10 Real estate is the game: location vs locality, India's "80 pockets" 32:53 The only metric that matters: AOV x covers x table turnaround 35:57 Mass-extinction events: shisha ban, vanishing PE money, COVID 39:55 The COVID town hall: how the team carried the company 41:25 What losing a restaurant feels like; the discipline to quit 43:22 A resilient restaurant group needs 4-5 engines for every cycle 47:21 Childhood hustle: the fake-Chinese-marble business 53:28 Bowling alleys & Phoenix Mills: people buy time together 54:11 Self-rating: 7.5 as a parent, 5 as a CEO 55:46 Building a restaurant vs building an organization 56:43 The HR crisis: replacing half the staff in a year 59:21 The one thing he can't delegate: layouts and property 1:04:11 Zomato & Swiggy: the "digital landlords," then and now 1:08:52 The Booking.com parallel: stop sending guests to the aggregator 1:12:34 Delivery vs dine-in: two completely different businesses 1:15:32 Lessons from VC/PE; why restaurants need patient capital 1:20:05 What motivates him: reading a city and its community 1:21:18 Curiosity, echo chambers, and planning for serendipity 1:26:51 Hiring "doers and divas" and the largesse of hospitality 1:32:46 Social as social infrastructure: coworking from day one 1:36:47 First principles: people + process, soul, belongingness 1:39:30 Harvesting feedback: ORM, AI, and the guest-experience officer 1:41:40 His kids and the Gen Alpha worldview 1:45:26 Weekends, FIFA, meditation, and protecting solitude 1:52:09 The 25-year view and "no plan beyond 3 weeks" 1:53:17 The 10,000 cr ambition: Impresario as a platform (the invisible 85%) 2:01:21 Anti-loyalty vs frequency: cafes are loyalty, restaurants are experience 2:03:50 Final question: 9.9 out of 10, and the missing 0.1 KEY COMPANIES & BRANDS Impresario Handmade Restaurants; Mocha; Social; Smokehouse Delhi; Antisocial; Bandra Born; Saltwater Cafe/Grill; Prithvi Cafe; Zomato; Swiggy; ONDC; Booking.com; Hotels.com; Rebel Foods; Haldiram's; Rameshwaram Cafe; Cafe Coffee Day; Starbucks; Phoenix Mills "Bowling Company"; NRAI (National Restaurant Association of India); UCLA. KEY CONCEPTS Third spaces; "handmade" at scale; people vs processes; the AOV x covers x table-turnaround equation; frequency as the north-star metric; location vs locality and India's "80 pockets"; evolution vs revolution in brand-building; working-capital-negative cash-flow business; mass-extinction events & resilience through diversification; aggregators as "digital landlords" & deep discounting; owning the customer relationship; delivery vs dine-in as separate businesses; patient capital, IRR & late-stage growth math; full-service-restaurant platform; store-level vs corporate EBITDA; the "doers and divas" team; largesse of hospitality; Gen X to Millennial to Gen Z to Gen Alpha taste transitions;

    2h 6m
  3. Part 2: Kuku’s Lal Chand Bisu on the Bathoth-to-Bandra arc, learning from iterations not books, and why nos beat yeses

    May 4

    Part 2: Kuku’s Lal Chand Bisu on the Bathoth-to-Bandra arc, learning from iterations not books, and why nos beat yeses

    Check out our corporate subscription plan: https://the-ken.com/corporate-teams/?utm_source=podcast&utm_medium=podcast&utm_campaign=corporate-subscriptions Part 2 picks up exactly where I left Bisu — on why a 7-year-old audio platform is releasing a theatrical film on May 8. From there, we go everywhere. Bisu's actual journey from a small village in Shekhawati to Bandra. The "full equation" view of metrics. Why saying no requires more work than saying yes. Why most of his learning comes from iterations, not books. And, in his closing answer, a quietly devastating line about the startup ecosystem itself. If you haven't heard Part 1 yet, please go back and start there first. Chapter list 01:02 — Indian Institute of Zombies: why theatrical, why in-house, why AI in the pipeline. The decision-making cadence behind it01:08 — "Your vision grows with you." How the original vision changed from "premium storytelling for Bharat" to something larger01:10 — Bathoth → Shekhawati → IIT Jodhpur → Bandra. Studying in Hindi until Class 10, then +2 in Hindi, then English at IIT01:18 — The discipline of saying no. Why nos require more work than yeses, and why nos are usually the better answer01:19 — "The full equation." Why CAC alone is meaningless; why he tracks revenue, CAC, LTV and cohort profit together. The two real metrics: equation health and engagement01:21 — Numbers beyond a limit give you an illusion. "Don't go deeper in the data — keep your life simple."01:21 — Co-founders, span of control, how the four-way role split actually got sorted01:22 — How Bisu learns: most of it from doing and iterations; books help him articulate what the iterations have already taught him01:25 — Pet phrases at work — "build it like a business, not a startup" — and what management style his colleagues would say he has01:28 — Biggest value add as Bisu, not as CEO. The Uber-power-user analogy01:29 — When did he change his mind about managing people? Going from technical-first to people-first01:34 — Hiring: the open-ended questions Bisu actually asks when he meets potential leaders01:36 — What motivates and drives him on a daily basis01:42 — Family, parenting, and the village memory of his grandmother telling stories by oil lamp in the evenings — the original storyteller in his life01:45 — The personal questions: which morning of the week, how he spends weekends, what a productive day looks like, sleep01:46 — On a scale of 1 to 10, how Bisu rates himself as a CEO01:51 — The closing thought. Would the average Kuku FM subscriber actually want to listen to a two-hour interview with the CEO of Kuku FM? "We live in a bubble. The startup ecosystem feels that the world thinks what we think. It doesn't."01:53 — GoodbyeThings mentioned in Part 2 People: Vinod Kumar Meena, Vikas Goyal (co-founders); Kunj Sanghvi (Kuku's Content Head, previously on Two by Two and Zero Shot); the Dalal brothers (script of Indian Institute of Zombies — Hussain and Abbas Dalal of Brahmāstra / Farzi); Gaganjeet Singh and Alok Dwivedi (directors); Bisu's grandmotherPlaces: Bathoth (village in Shekhawati, Rajasthan); IIT Jodhpur; BandraConcepts: the full equation — Bisu's name for treating CAC, revenue, LTV and cohort profit as one calculation, not separate metrics; content is the only product; vision grows with you  To listen to all of First Principles If you'd like to listen to all 54 First Principles episodes — that's close to 110 hours of conversations with founders and leaders building India's most interesting companies — please subscribe to The Ken directly, or to our premium channel on Apple Podcasts.

    1h 15m
  4. Part 1: Kuku's Lal Chand Bisu on killing three products, ditching the free tier and charging Bharat ₹399 a year

    Apr 27

    Part 1: Kuku's Lal Chand Bisu on killing three products, ditching the free tier and charging Bharat ₹399 a year

    Check out our corporate subscription plan: https://the-ken.com/corporate-teams/?utm_source=podcast&utm_medium=podcast&utm_campaign=corporate-subscriptions Lal Chand Bisu started Kuku in audio in 2018. Almost everyone in the press wrote them off — the louder competitor was getting the headlines, the VCs didn't believe vernacular India would pay, and the assumption was that short-video would flatten audio. None of that aged well. Kuku FM did ₹242 Cr in FY25 at 175% YoY growth, with roughly 10 million paying subscribers. This is the conversation Bisu, who is just not the kind of founder who walks around telling you these numbers, finally agreed to do. In Part 1, we get into the company history, the pivots, the contrarian decision to cut the free tier, and what 40 million Hindi listens to Rich Dad Poor Dad really mean. Chapter list 00:00 — How old is Kuku FM, and what Bisu was doing before (Easy Prep, two and a half years at Toppr)00:02 — June birthdays, coincidence, and Bisu's definition of luck — "most things are out of control"00:04 — The three pivots: podcast aggregator → UGC → PUGC. What killed each one and what was kept constant00:09 — Why vernacular audio IP didn't exist, and why Kuku had to become a studio rather than an aggregator00:14 — January 2021: cutting the free tier and charging ₹399 a year. The investor pushback. Why no ads, ever00:23 — Rich Dad Poor Dad in Hindi: 40 million listens. What that number tells you about the listener that English-first publishers have been missing00:27 — How Kuku's content mix has shifted from entertainment to educational and inspirational00:30 — Audio first, then video. Why audio is roughly 50x cheaper to produce and 50x cheaper to stream00:33 — AI in the marketing pipeline: 500 ads/month → 5,000 ads/month, same cost00:42 — The competitor we don't name. What being the also-ran in the press for years cost — in hires, partnerships, and inside Bisu's own head00:45 — The fundraising history: ~$156M raised, the Granite Asia round, and how much of the last cheque is actually still untouched00:50 — Biggest learnings from unsuccessful fundraising. Why nos are usually the harder, better answer00:55 — Kuku TV: from launch to #1 on India's App Store in four months. Microdrama, the ReelShort wave, MS Dhoni01:01 — Cliffhanger: the Indian Institute of Zombies theatrical bet — and why an audio platform wrote, produced and AI-assisted its own film instead of licensing one. Bisu's answer to this is in Part 2.Things mentioned in Part 1 People: Vinod Kumar Meena and Vikas Goyal (co-founders, IIT Jodhpur batchmates); Hansa Bisu (Bisu's wife); MS Dhoni (Kuku FM brand ambassador); Nandan Nilekani / FundamentumCompanies & investors: Mebigo Labs, Toppr, Easy Prep, Pocket FM (the unnamed competitor), Granite Asia, Vertex Ventures, Krafton, Bitkraft, IFC, 3one4 Capital, Shunwei, India QuotientContent & references: Rich Dad Poor Dad (Hindi); Ankur Warikoo's Hindi book; ReelShort; Kuku TV  To listen to all of First Principles If you'd like to listen to all 54 First Principles episodes — that's close to 110 hours of conversations with founders and leaders building India's most interesting companies — please subscribe to The Ken directly, or to our premium channel on Apple Podcasts. Correction: During the conversation, Bisu mentions that the total amount of venture capital raised by Kuku is $170 million. The company has subsequently clarified that the correct figure is $120 million.

    1h 4m
  5. Kuku's Lal Chand Bisu on charging Bharat ₹399 a year, the Bathoth-to-Bandra arc, and why nos beat yeses

    Apr 26 • The Ken Premium Only

    Kuku's Lal Chand Bisu on charging Bharat ₹399 a year, the Bathoth-to-Bandra arc, and why nos beat yeses

    Lal Chand Bisu and three batchmates from IIT Jodhpur started Kuku FM in audio in June 2018. Almost everyone wrote them off — the louder competitor was getting the press, the VCs didn't believe vernacular India would pay for content, and the assumption was that short-video would flatten audio. None of that aged well. Kuku FM did ₹242 Cr in FY25 at 175% YoY growth, with roughly 10 million paying subscribers. Kuku TV — its microdrama app — was the #1 app on India's App Store for 30 straight days. And on May 8, Kuku is releasing its first theatrical film, Indian Institute of Zombies. MS Dhoni is the brand ambassador. Bisu is also just not the kind of founder who walks around telling you any of this. He grew up in Bathoth, a village in Rajasthan; studied in Shekhawati until Class 10; did his +2 in Hindi; only switched to English at IIT. He thinks in Hindi. He's deeply uncomfortable performing. This is the full, uncut conversation. Two hours, no edits, no breaks. Concepts that come up more than once • the full equation — Bisu's name for treating CAC, revenue, LTV and cohort profit as one calculation, not separate metrics • build it like a business, not a startup — the operating principle that shows up in almost every chapter • content is the only product • vision grows with you • most of my learning comes from iterations, not books Correction: During the conversation, Bisu mentions that the total amount of venture capital raised by Kuku is $170 million. The company has subsequently clarified that the correct figure is $120 million.

    2h 17m
  6. Curefoods' Ankit Nagori on building India's "House of (food) Brands" and talent density at Flipkart

    Mar 22 • The Ken Premium Only

    Curefoods' Ankit Nagori on building India's "House of (food) Brands" and talent density at Flipkart

    "I can't tell you what those years feel like. It was just a breeze. The camaraderie, the talent density. To be able to assemble that team at one place during a short period was the reason why Flipkart got to the success that it got to." This is Ankit Nagori, who joined Flipkart as the 22nd employee, after cold emailing its founders at a book fair. He had almost no relevant experience but they hired him anyway, and within six years he was Chief Business Officer. He then co-founded Cult with Mukesh Bansal, built it into one of India's most recognised fitness brands, and walked away to start Curefoods in the middle of a pandemic when the business was down to 2 crores a month. Rohin and Ankit get into what talent density really means and whether it can be engineered. Ankit explains healthy food will always lose to biryani on a Friday night, and what it actually takes to build a brand people come back to not because of a deal but because they genuinely love it. Listen in for all this and more, including what a Unilever of foods means to him, why he reset his ambition every time he hit a milestone, and why he takes job interviews on walks. ________ This episode was produced by Uddantika Kashyap and mixed and mastered by Rajiv CN. Write to us at fp@the-ken.com with your feedback, suggestions, and guests you would want to see on First Principles. If you enjoyed this episode, please help us spread the word by sharing and gifting it to your friends and family.

    1h 55m

Shows with Subscription Benefits

THE KEN PREMIUM

Listen to full episodes 1-4 weeks before others

$4.99/month

Ratings & Reviews

4.7
out of 5
12 Ratings

About

First Principles is a weekly interview podcast comprising authentic, candid, and insightful conversations between some of India’s most accomplished founders and business leaders, and Rohin Dharmakumar, The Ken’s CEO & co-founder. From personal philosophies, mental models and decision making frameworks, to reading habits, parenting styles or personal interests, each episode will delve into what makes each of these leaders unique.

More From The Ken

You Might Also Like