Off to the Valley

Tara Sakhuja: Fundamentally,
I think putting users at the

forefront whilst building products
is the most important thing.

I think anyone building a tech company
anywhere, as long as be a B2B where

you're talking to your customers getting
their insights or B2C where you're

running AB tests looking at the data and
making sure that people are interacting

the way you want them to is crucial.

Hello and welcome back to Off To
The Valley, a podcast that brings

to light the incredible stories
of those who have ventured beyond

the familiar to seek new horizons.

I'm your host Prateek Panda and
today we are thrilled to have

a remarkable guest with us.

Joining us today is Tara Sakuja, the
Founder and CEO of Data Dumpling,

an innovative AI platform that
automates customer acquisition for

B2B SaaS companies by leveraging
existing employee networks.

Tara is a first time founder, yet she
brings nearly a decade of experience from

the world of big tech, having worked at
industry giants like Meta and Bumble.

As a full stack product manager
with deep expertise in core product

development, machine learning and
growth, Tara has built and scaled zero

to one products across B2B and B2C.

She's had her journey across the globe
from India to Singapore to California

and now in London, where she has
consistently demonstrated her ability

to build intuitive data driven products,
with a great understanding of the market.

Interestingly, she's also a founding
member of women in product and a

leader at the integrity Institute.

Tara, it's a pleasure to have you on
the show and we are excited to learn

more about your journey and experiences.

Thank you Prateek.

That was such a sweet introduction.

I'm really excited to be on the podcast.

Prateek Panda: Awesome.

l Let's go ahead and get started
with a little bit of your background.

Tell us what got you to London and maybe
a short glimpse of the journey in between.

Tara Sakhuja: The journey has been from
Bombay all the way to a bunch of places in

between, as you mentioned to now London.

My background is mostly in
marketing operations and product.

And I've spent majority of my career
at Meta, but started at an agency and

very quickly realized I wanted to build
the products I was using as a marketer.

So went over to Facebook and was working
on the ad side, spent about close to a

decade over there, working from Hyderabad
to Singapore to Menlo park in the Bay

area, and then moved to the UK with Bumble
where I was working on the safety team.

And then around that time, it was
when, really the entrepreneur inside

me woke up and said that, if you're
not going to take the leap now,

it's really never going to happen.

And that was when I decided to take
the leap, went through a startup

accelerator here, called Antler
and pulled on a few threads that I

had uncovered throughout my career.

And then from there
Data Dumpling was born.

So like you said, Data Dumpling is an AI
platform for SaaS marketers to basically

do their entire go to market on autopilot.

We help marketers with everything
from audience discovery to research,

to content creation and measurement.

We also, leverage your employee networks
to boost the content that you put out.

I'd love to get your thoughts
on this later on, since you're

a marketing expert yourself.

Prateek Panda: Yeah, I was going to
say that, the marketer in me is excited

to know more about the product and
I'm waiting to see the launch as well.

You mentioned a few things while
you were talking about your journey.

We can dive a little
bit deeper into those.

One interesting thing
I observed is you said,

you moved to London and then, there
was a spark of starting your own thing.

I'm surprised that you spent a fair amount
of time in the Bay Area being in Meta and

moved to London and subsequently notice
d that spark for you to start something.

You've spent a lot of time
In some of the best startup

ecosystems in the world, right?

India, Singapore as well,
the Bay Area and now London.

What do you think encouraged you to do
this now in London versus anywhere else?

Tara Sakhuja: That is a brilliant question
and this one I think would especially

resonate with a lot of people who are like
me and you know have the Indian passport

or have moved for work to different
places and it was really the optionality.

So in London I could start my own company.

I've always wanted to be a Founder.

And it was something that I thought,
even when I started in Facebook

in Hyderabad, I said, okay, I'll
probably be at the company for two

years and then do my own thing.

A year into the company, I got a great
opportunity to move to Singapore.

So I took that.

And then two and a half years into
my stint at Singapore, I got an

opportunity to move to the States.

And then in the States I was working
on really exciting problems and being

in headquarters is, a great experience.

it also is a little bit off.

I don't want to use the word golden
handcuffs, but in a way it does

also put you into that system.

And as an immigrant in the US,
the more entrenched you get.

The more dependent you get on your
H 1B, the less risks you can take.

The second you put a kid in school, you're
basically putting yourself in a position

where you're very dependent on not just
your tech salary, but also on your H1B.

So at that point in time I, knew
that, moving to the UK with the

global talent visa, I'm happy to talk
about that more later on as well.

You can do that compared to the
H1B visa that I was on in the

U S where I couldn't do that.

So really when I moved with Bumble, I

was moving on a skilled worker
visa and I'm going into the details

because I know it is relevant as well.

So what I found was as soon as
I got my global talent visa,

I got into Antler as well.

I felt like this was now,
how the tailwinds behind

you are pushing you forward.

So for me, it was like all the tailwinds
behind me were pushing me forward towards

taking that entrepreneurship journey.

On top of that AI, that is a big piece
where the Bay Area is obviously the

Mecca for all of this that's happening.

But also around the same time as I left
Bumble and started with Antler AI was

really taking off and the things that
we can do with LLMs and the advancements

that we're seeing through not just chat
GPT and open AI, but also with Anthropic.

Also with Gemini, with Lama is incredible.

So it really felt like now
is the time to build on AI.

It's like how it was about 10,
15 years ago with mobile, when

everybody knew that this was that
once in a generation opportunity.

So for me, it was all of these
things compounding together that

I felt like I had to take the
opportunity to, just go for it.

Prateek Panda: That's amazing.

And, a lot of the story that you
mentioned from your experience

resonates strongly, not just with
me, but so many other people.

Just last week I was in the Bay Area
and I was catching up with a friend

and, he mentioned the same thing, right?

Once

you've become and you use
the word golden handcuffs.

And that is true.

It's not that it's not a good experience.

It's a great experience.

You work on good problems.

And that's where I think a lot of
talented folks are stuck as well.

They want to do something of their
own, but interestingly, they are paid

exceptionally well at these companies and
also get to work on good quality stuff.

So when either of the two doesn't work
for you is when you get that it's too,

I need to get out and do something.

But when both of those things are
satisfied, you're getting well paid and

you have interesting problems to solve.

It gets more and more difficult
to get out of that cycle.

And kudos to you for, pushing through
and really chasing your dreams.

You talked a little bit about
the global talent visa in the UK.

Actually, just to take one step
back that was one of the reasons

I had moved to Canada because it
gave me more freedom to do things.

And I still do miss the energy
of the Bay Area or New York.

So I've done maybe over the last
year, seven, eight trips to the US.

Every time I feel like I need to
meet some more high energy folks.

It is fairly easy to get on a flight,
go to a couple of conferences or small

meetups and still have that energy, right?

So I feel like being in a place which
gives you more freedom to do things

without being constrained by paperwork.

is a great privilege to have.

And then, you have more
access to the markets.

The markets are a lot more
accessible to anyone around the

world today than it was ever before.

So coming back to the UK talent visa,
tell us a little bit more about that.

Who's eligible for it.

Do you think that's a good
option for founders in different

parts of the world to explore?

Tara Sakhuja: Yeah, so definitely, I
can't say enough things about the Global

Talent Visa, especially because of how
much it's personally unlocked for me.

One thing is something that
you can't really put a price

on and it is that mental piece.

So as someone who's, spent so many years
in the Bay and I've always had this sort

of looming sword over my head in terms
of timelines for going back to India

to get my visa stamped and making sure
that some paperwork is done properly.

This is there.

And all of these things need to align.

And I feel like even when you're applying
for jobs, it's, holding you back.

You can't leave your company,
you can't work in a role that,

you weren't eligible to work in.

There are, a lot of other problems
that you face as an entrepreneur.

I could go into all of those, but
one of them especially as somebody

on the global talent visa is worrying
about just staying where you are.

And I feel like that's something
that opens up so much of your brain

and bandwidth for other things.

It really lets you explore, like
shower thoughts, for your life.

You can explore divergent
parts with your career.

You don't necessarily have to,
just clock into work and go back,

you can try out other things.

You can work on, small
consulting projects.

You could explore a side hustle for
something that you're passionate about.

One, I would say definitely
the visa is a big unlock.

Now, two, who's eligible for it?

There are two tracks.

One is for people who've basically won
Nobel prizes and, famous actors, et

cetera who fall under that category.

Most tech people don't
fall under that category.

They fall under the tech
nation visa category.

There is this third party body
called Tech Nation, who basically

says that this person is eligible
for the global talent visa.

And the way they do it is they
have two categories, one which is

exceptional promise and the other
one is exceptional individual.

So the difference is that with exceptional
criteria, you just basically have a

three year visa, which converts to ILR.

That's your green card
equivalent for the UK.

And then the exceptional promise
is a five year visa, which

converts to ILR in five years.

Most people who've had, I think, over
10 years of experience qualify for that.

Roles specifically that qualify for it
are your technical roles engineering,

data science, design, product management.

I believe there are folks in business
adjacent roles who can qualify for this.

But again, I don't want to speak
towards that side of the house without,

doing some more due diligence on it.

One thing I know for sure is that
people who are consultants and do

advisory work, can't apply for this.

So if you're looking to become a
founder and were previously a product

manager or an engineer, and you want
to apply for this visa, you're in

a great position because you can.

You have to prove yourself as either
exceptional talent or exceptional promise,

and then there you go, you get it.

Prateek Panda: Got it.

So once you get this visa, you
did mention a few parts and the

real difference is whether you get
ILR in three years or five years.

Is there something you are expected
to do or achieve within those

three or five year timeframe?

Or is it just a matter of time
that you would eventually get

the green card equivalent?

Tara Sakhuja: So that's the
good thing about the UK compared

to the US in that regard.

Your visa is very straightforward in
terms of, your path towards citizenship

and towards green card or ILR is very
straightforward compared to the US.

So for example, even if I was
on my tier two visa within five

years, I would be eligible for ILR.

Once you get ILR, you have your green
card and then within, I think, one or

two years, you can get your citizenship.

So that's the good part.

Prateek Panda: Got it.

Sounds good.

Taking a few steps back into
the founder journey, you talked

a little bit about Antler.

Can you tell us a little
more about that program?

How was it useful for you?

Did you go into the program with
an idea in mind or Data Dumpling

came up during the exercises you
do within the Antler program?

Tara Sakhuja: Antler is a great program.

It's perfect for people who have the
desire to become an entrepreneur,

the sort of nascency of an idea
and are looking for a co founder.

I would say it's definitely a really great

place to go.

If you're someone who's, spent
majority of your career in big

tech and want to get a startup 101.

So for me, that was perfect because
like I said, most of my career was

on marketing ops and product side.

I'd spent about, 90 percent of that
time at Facebook or Meta as it is now.

But it was really when I went to Bumble
that the ideas for data dumplings

started coming together Facebook had
all of these amazing internal products

and, literally you could have this data

visualization tool.

You could have an amazing
internal calendar tool.

You had AB testing software.

You even had your own version of Uber
to take you from building A to B.

But the second you go out of that
world, you are in an environment

where, companies of Bumble size, buy
a lot of third party software and

that entire B2B marketing journey.

That buyer and seller relationship
was fascinating for me because it

was something that I hadn't really
spent a lot of time doing at Facebook.

But when I went to Bumble as a PM, I was
looking at third party products, build

versus buy decisions, and I also looked
at how inefficient and in a way broken

it was because I was wearing my, Facebook
ads and marketer hat and wondering,

wait, why is this not finding me?

Why am I finding this?

So at that point in time, I wanted to pull
on that thread and I was thinking about

my own time at Meta versus this entire new
ecosystem of SaaS buying that I was in.

And I realized that this
was what I wanted to build.

Going into Antler.

I explored a lot of different versions of
the idea and what Data Dumpling is today.

But by the end of the program, it
didn't hundred percent crystallize

into the company that it is today.

That really happened when I met my
co founder, whose background is in

Salesforce and Tableau and brought
that entire B2B side together with

the marketing side that I bring in.

So we connected both of our backgrounds.

That was where we realized that all of
these parts of, like that SaaS marketing

journey that are broken, we can connect
them through an end to end platform.

Prateek Panda: That's amazing.

You said you found your
Co-founder through the program.

Does Antler let you network
with the larger Antler ecosystem

to help you find a Co-founder?

or is it specific to the program?

Tara Sakhuja: No, actually I didn't
find my co founder through Antler.

I toyed around with a bunch of different
ideas in the cohort, but by the end

of it my co founder and I met through
the YC co-founder match platform.

Prateek Panda: That would'vee been
question around YC runs a very

popular co founder matching platform.

Can you tell a little more about that?

Sorry, I interrupted you.

Tara Sakhuja: Yes, definitely.

My co-founder and I met through the
YC platform and having done a lot

of the exercises through Antler in
terms of basically there's this one

questionnaire that New York Times had
at one point, which was like, I think,

30 or 50 questions to fall in love.

So Antler had basically made their
own version of it for founders.

And we went through an exercise
similarly in terms of seeing

where we're at in life together

and how we feel about the problem space,
the way we look at building a company.

And a lot of these core foundations
that you want to make sure are there

between you and your co-founder.

So we spent a lot of time doing that.

We spent some time working on sprints
and then we realized for me, I felt

like it was the most productive I had
been and it was brilliant in terms

of how additive each interaction was.

When I was in Antler, they had said
something around the lines of it should

feel like two plus two equals ten.

And this was it.

But this point in time, it was
like, yes, this is how it is.

We're moving fast.

We're getting through a lot of the
product and how we want it to be.

Prateek Panda: That's amazing.

So many people post frequently on channels
like Reddit about finding a co-founder.

So many cities hold these
co-founder dating workshops.

I know you talked about the question sort
of thing that Antler had a version of.

What are some other things that
gave you the confidence that,

yes, this is the person I want
to build my next company with?

Tara Sakhuja: Big part of that
really comes down to this someone

I want to spend as much time
with as I spend with my partner?

Am I having fun when
we're doing a long sprint?

Even when we're on zoom, working through
things, are we able to laugh about it?

Skills and capabilities aside, you
want strong people anyone who's worked

in a good tech company knows that you
want skilled people around you, but

you also want, especially when you're
building a company with somebody, you

also want someone who matches your
wavelength in terms of how you take

breaks, how you have fun, how you both
can handle each other at, low moments

because there'll be moments where a
client may not be happy with something

or an investor might disappoint you.

These different things need
to be handled together.

You both can't feel low at the same
time, you both need to know when you

want to step up for the other person.

And it comes down to, it's like a marriage
where you look out for the other person

and you want to feel like the other
person's looking out for you as well.

Prateek Panda: Now,
that sounds good, Tara.

Thanks for sharing that.

What are some other differences you've
noticed in your new life as a first

time founder versus somebody in, a
more, structured big tech environment?

Tara Sakhuja: Oh, I think the big
piece, especially when it came to the

180 change that happened in my life
was, parallelizing efforts really.

So you know when you are an employee
you can easily multitask all the

things that you're doing, because
its broadly, withing the same scope.

As a PM, I am multitasking
multiple different projects.

They are all of different levels
of importance, but they're within

my, you know, regular purview.

But as a founder, when you're multitasking
one minute you're living and dying in

a pixel, and then after that you're
looking at payroll or you're applying for

a government grant and you could spend
time, figuring out how you want to hire

or, what kind of roles you want to hire?

Where do you want your spend to go?

All of these things require
a lot of your attention.

One of my managers at Facebook used
to use this analogy of juggling

glass balls and rubber balls.

You can drop a rubber ball
and it'll bounce back up.

But if you drop a glass ball, it'll break.

So you can never drop a glass ball.

Try to categorize things that you're
juggling in terms of glass balls and

rubber balls and make sure you're on
the ball with all the glass balls.

When you're a founder, it feels
like you're only juggling glass

balls and you can't drop anything.

You also have way more balls in the air.

What's keeping me sane through this is
I've actually tried to reduce the number

of things I'm doing at the same time and
bring in that ruthless prioritization

to say, okay, it's actually hurting
me not to work on something right now.

But if I work on this, it's likely
if I drop the ball on it, I may

not be able to come back from that.

So I need to park it for later.

Prateek Panda: That's a beautiful analogy,
by the way I think it really puts a lot

of things in perspective because you
always have a lot going on as a founder

and there are some things that you
shouldn't drop the ball on in the moment,

it's often hard to decide because, like
you said, you're doing parallel things.

Thanks for sharing that I think it'll
help some of our listeners, even myself,

categorize certain things if I drop this
it's going to break and it's going to

hurt a lot more than choosing to drop
something else that you can come back to.

You are also building your MVP.

I know we were talking about
that a little while earlier.

How do you as a founder
think about the MVP?

I've met a lot of founders who struggle
to get their product out into the

market because as builders, we tend
to be so close to the product that

we are rarely ever happy with it.

There's always something more
to build on top of, which will

always be the case, right?

But how are you defining your MVP?

And how are you going about this
whole exercise of MVP to launch?

Tara Sakhuja: Yeah

I think I'm probably one of
those founders, to be honest.

There's this Reid Hoffman quote
that says, if you're not mortally

terrified or embarrassed, if you're
an MVP, then you've launched too late.

I don't know if I entirely agree with it.

I feel like you want to launch something
that is of a high quality, instantly

proving value to your customers,
right now, with the number of options

people have in terms of tools and with
AI, everything is changing so fast.

It's important that the experience
you give somebody right from day one

is of a high standard that they don't
churn right from using it or think

that it's unusable from day one.

It's been hard for us
to scope things down.

And it's also been a matter of picking
which pieces we want to prioritize.

So essentially we know what is giving
our customers the most value where Data

Dumpling stands out from other companies.

Those are the ones that
we're prioritizing.

There's some features where we know that,
this is definitely not something worth

doing for an MVP or even, until version
three of the product working on dark mode

or something wouldn't be high on our list.

For a long time, we would be focusing
on core features that, people

care about things that are giving
a user's exact and direct value.

And the piece that I feel is different
when you're building a startup and

launching a product from day zero
to working within a company and

making incremental launches on a
feature or a product or a small

part of the business that you might
be launching is that the MVP in a

startup should still be decent enough
for people to get some value out of.

You can constantly test and iterate
on a product that people are already

using because additional features
are doing that incremental value.

Prateek Panda: I think you started
off with that Reid Hoffman quote.

I think I'm on the same page with you.

A few years ago, probably that was true.

Today the market and buyers
are a lot more ruthless just

because of optionality, right?

There's so much available that
you rarely get a second chance.

You want to get the launch, right
I've seen a lot of people use a

different term, which I prefer
called the most usable product.

So it's really, a version of your
product that the end user can find very

useful and it is usable it gives some
value and then you can continue to do

iterative builds on top of that, right?

But right off the bat,
it is usable and useful.

It's hard to know when that point is,
are you able to have some indicators

that tell you that I know this is what
or this is the moment when my users will

get the most value and therefore we need
to hit that point before we go large.

Tara Sakhuja: Yeah definitely.

And I think one key aspect that
kept us sane at Data Dumpling is

staying in touch with our customers.

So we have a few design partners
that we've been building with.

As we go through the MVP, we prototype.

A lot of times, you want to be able to
try and understand, like, how are you

giving your customers value in a way
where they are being able to give you

feedback and also tell you what is, and
that's the beauty of B2B as well, right?

What they want is something that
they will directly tell you.

They will say, I need to
be able to do X, Y, Z.

So when we're speaking to a business
for the first time, we go through

a set of questions to try and
understand what their current tech

stack is, what their pain points are
and how are they really unsatisfied.

And then based off of that,
we try and understand if what

we're building makes sense.

A lot of times we've had conversations
with customers where we were, roaming

around in the dark with your phone
light trying to find something and then

you talk to your customer and they'll
explain it to you and say This is that

underlying thing that I have a problem
with and it's like shining, a hundred watt

light bulb over there and you're like,
okay, this is exactly what it is for us.

We were building a lot of the
solutions around the underlying data

layer without explicitly saying that.

And then when we had some conversations
with a few customers, it bubbled up

right to the top where we said, okay,
this is exactly what we need to do.

That is what it comes down to.

Talking to your customers especially in
the B2B lens, because you have access

to them, just keeping them updated on
how the product's progressing, giving

them a little bit of the
product before it's live.

And we do a lot of that,
do things that don't scale.

So the prototypes that we run with
our customers are very bespoke.

It's literally us spending a lot of time
down to the pixels, making sure that it's

customized to this specific company, even
though we know it's throwaway work for

later, we do It because we want them to
get an idea of what it'd be like on the

platform so that the feedback they give
us is something that's going to help us.

Especially reduce our
engineering time down the line.

So it's okay for us to spend time,
maybe, in like Figma, building

things out, getting feedback on
it when we know that they might

not like it, they might have other
pointers on it, or work through

a couple of exercises in terms of
prototyping, and then use those

insights as we build the final product.

So it's been a hybrid of taking a straw
man to our customers, getting their

feedback on it, and then working our
idea of the MVP to push it to launch.

Prateek Panda: That's great advice
you shared from your experience.

It seems like a very obvious
thing that you should talk

to your customers more often.

But I've seen it so many times
where, you know, as part of the

build part is exciting and you
keep going into that process.

You lose touch with a lot of your
design partners and you're not

getting the most value out of them.

So thanks for sharing that as a reminder.

Are there some processes like big tech
is known for a lot of, good process.

Is there something that you carried
from there into this journey as a

founder that you are using today
in your early startup career?

Tara Sakhuja: Yes.

And I think when it comes down to tactical
pieces of what we've brought in, both from

Meta and Salesforce where my co founder
worked, it is really the foundations of

what we know good effective companies do.

We have this guide in terms
of the standards that we

want to set for our company.

A lot of this comes down
to the instrumentation.

Even from day zero, we care about
making sure that we understand

how people are using the product.

Documentation, because we're a global
team, we really care about making sure

that the documentation and the async
work is super easy for everybody to do.

And easily, if somebody comes on board,
they can understand what's going on within

the company, what we've done before.

AB testing is very important for us as
well as investing in people's growth.

I think that's something that we'll
always prioritize because I know

it's something that we did really
well back at Meta and it's going to

be a big part of Data Dumpling too.

Fundamentally, I think putting users
at the forefront whilst building

products is the most important thing.

I think anyone building
a tech company anywhere.

As long as be a B2B where you're
talking to your customers getting their

insights or B2C where you're running
AB tests looking at the data and

making sure that people are interacting
the way you want them to is crucial.

I feel like that isn't something I
would even explicitly call out because

it's so ingrained in the way I work

Prateek Panda: That is amazing.

keeping your customers in mind as
you continue to build out stuff.

But I feel like in the early stage,
you mentioned one of the things

that's important to you is also the
well being of your early employees

the early building stage can be very
stressful, not just for founders,

but the entire early stage team.

When you say you want to do more for, or
invest more into employee wellbeing, what

do you think that means for you today?

Tara Sakhuja: So investing in people
isn't just investing in well being.

It's also in their growth.

So tomorrow if you have someone
who's coming in as a founding

engineer or you have somebody who's
coming in to lead go to market.

We're also helping them grow with the
company, because what you'll see in a

lot of companies that the early employees
who start out, sometimes they stagnate

and the company may have outgrown them.

They've gone to a mid level management
position, which, might not be the

full extent of their potential.

They've been layered by other
people from the industry.

And I feel that's a little
unfortunate when it happens.

I would say that it's important
to make sure that people feel like

they've grown with the company.

It increases their investment
within the company.

Putting in the right training,
the right programs for people

to get to that level is really
important because you can do that.

You can't say that everybody was
born to be head of marketing or COO,

but they learned it along the way.

They got those jobs and they grew.

So I feel like a lot of companies that
have done this well are companies that

have gone on to do really well themselves.

So that's why it's something we
care about a lot from day one.

Yeah, that's an incredible
mindset as a founder as well.

And kudos to you for, inculcating
that culture early on.

As we get to the, end of this
episode, I'll ask you 1 last question.

All of us make some
mistakes along the way.

As a first time founder, if you
look back the last 12 months, 18

months do you think that is if
there is one part of that entire

journey you could do all over again?

Is that something that you think
that there is, or this thing

that I could have done better?

I think a big part of it comes
down to narrowing down your ICP,

your ideal customer profile and
understanding who you're building for.

A big chunk of what we were doing when
we was working through Data Dumpling's

earliest version, we were building for
B2B SaaS companies, but the customers and

the people who we were getting insights
from were B2B SaaS marketing agencies.

So you see it's, people who are close
to the customer, people who are doing

a lot of the marketer's jobs day to
day, but they weren't our customer.

And I feel like it costed us some
time in terms of going after the wrong

audience because with Data Dumpling,
as we were showing them the product,

getting their feedback and everything,
it was getting very scoped down,

in terms of what the broader product and
the company and the vision could be along

with it was also you know, people who may
not have been the right end users for it.

And now in retrospect, when I frame
it like this, it makes complete sense.

Obviously Tara, why did you even bother?

At the time, it felt like this was
where a lot of the insights were people

who really understood the space, who
did it not just for one company, but

many were at the forefront of giving
us the right insights, telling us what

to do, were the best people to talk to.

It was also something that, the product
that we're building and the power of

Data Dumpling is essentially
automating their jobs as well.

So for them, it is a little bit of that
existential threat that's coming in that

either they use Data Dumpling and become
a stronger, partner for their clients

or they get replaced by it altogether.

So I feel like it was probably not
the best move to go down that path.

Initially, but it's a
learning that I'm glad I have.

I feel like we're better for it now,
but probably wouldn't have wanted

to spend that much time on it.

Prateek Panda: That is amazing Tara.

Thank you so much for sharing
your experiences and your journey.

I'm sure this episode will help a lot
of other founders that are listening on

a variety of different topics, right,
building your MVP, what you could do

better to, moving around the world and
finding a place where it gives you more

freedom to go do your journey, right?

Thank you so much for taking
out time and coming on the show.

It was great having you.

Tara Sakhuja: Thank you so much.

Pleasure being here.

Prateek Panda: And that
wraps up today's episode.

Before we sign off, I would like
to thank you for your support

and thanks for tuning in.

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Then don't forget to subscribe to this
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Be kind, be happy, challenge the norm.

I'll see you folks again for the next one.