Thought Leader Interview: Abhishek Bhattacharya

In our latest Interview, we speak with Abhishek Bhattacharya about the Indian startup landscape, the value of lean building, and why the best teams are often forged outside of the spotlight.

Abhishek Bhattacharya’s path into venture isn’t the usual one. A Forbes 30 Under 30 honoree in Asia, he’s built across sectors (from blockchain to agritech) and cultures, having worked on startups in India, the UAE, and beyond. Today, he splits his time between investing and building, helping early-stage teams raise their first rounds and scale efficiently in noisy, competitive markets.

From Operator to Investor

You’ve had a broad career, from blockchain startups to investing. How do you describe your role now?

I’d say I straddle both sides. I’m still building and supporting companies hands-on, but I’ve been increasingly pulled into investor work, particularly helping early-stage founders get investor-ready. A lot of my time goes into mentoring, helping them avoid unnecessary dilution, or making sure they’re not pitching to the wrong stage or thesis. India has so much founder energy, but not always the infrastructure or capital at the earliest stages. So I often act as a bridge between founders and the right investors, or founders and more sustainable building practices.

What first pulled you into startups?

Curiosity. I’ve always wanted to figure out how things work and how they can be done better. I studied engineering but knew I didn’t want a typical corporate path. So I jumped into a startup right out of college. Then, I co-founded one; then another. Along the way, I got into blockchain, agriculture, and fintech, really just following problems that interested me. And now I get to help other people do the same.

Startup Cultures

You mentioned there’s a big cultural difference between Indian and U.S. startups. What do you see?

Indian founders tend to be incredibly resourceful, which I admire. They’re used to building lean, often out of necessity. But that sometimes comes with a fear of spending or delegating, even when it’s the right time. In the U.S., I see founders who are more aggressive in testing and spending to grow quickly, but sometimes without a clear plan or market fit. Both sides can learn from each other. The ideal is capital-efficient execution with strategic boldness.

Where do you think India is headed in terms of startup innovation?

We’re just getting started. There’s a huge wave coming, especially in Tier 2 and Tier 3 cities. We’re seeing founders from places that never had a startup ecosystem 5 years ago. It won’t look like Silicon Valley, and it shouldn’t. But the ambition is there. The tech is there. What we need now is more patient capital and more founder support systems. That’s what I’m trying to help build.

The Importance of the Founder

What does good leadership look like in the early days of a startup?

Self-awareness. The best founders I’ve worked with know what they’re good at and where they need help. They don’t wait too long to hire, and they bring in people who complement their weaknesses. I also think early founders need to understand trade-offs. Every choice, your GTM, your tech stack, your first hires, costs you time, money, or focus. You can’t optimize for everything, so you have to be clear on what matters most right now.

You’ve worked with founders on both bootstrapped and venture-backed models. What advice do you find yourself giving most often?

Don’t raise money just because you can. I’ve seen teams dilute too early or too fast because they didn’t realize how much leverage they had. Sometimes, just tightening your operations, improving margins, and decreasing your burn makes you more attractive to investors. And when you do raise, optimize for partners, not just check size. At the earliest stages, a misaligned investor can actually slow you down.

What founder behaviors tend to scare you off as an investor or advisor?

The biggest red flag is when someone’s over-indexing on vision but hasn’t talked to customers. I get it. Founders are dreamers. But you need to validate. You don’t need 100 customers, but you do need 10 who deeply feel the problem and believe in your solution. If you don’t have that, nothing else matters.

Find out more about Abhishek on his LinkedIn Profile!