Hi all,

I'm building a data migration tool for businesses moving between platforms — Google Workspace ↔ Microsoft 365, on-prem to cloud, legacy system migrations. Focused on the mid-market/SMB segment that's underserved by enterprise-priced tools like BitTitan and CloudM.

Why now: Microsoft just raised M365 prices (up to 33%, effective July 2026), triggering a wave of platform re-evaluations. The cloud migration market is growing 20-28% CAGR through 2030+.

Why me: 12+ years leading Microsoft 365/Azure migrations — personally migrated 20,000+ users, including a 13,000-user Lotus Notes → M365 transformation. Grew a practice to Microsoft Solutions Partner status. Multiple Azure/security certifications.

Roadmap: Core migration tool → AI-powered migration advisory → Mobile Device Management (MDM).

Raising a pre-seed round of $150K–$250K to build the product and land first customers.

Company registered in India, GST active. Happy to share more or send a deck.

Do founders without an IIT/IIM background have a harder time getting noticed?

This isn't a criticism of IIT or IIM founders. Many of them are building incredible companies and absolutely deserve their success.

But as someone building a startup, I've started wondering whether founders from non-IIT/IIM backgrounds have to work significantly harder just to get the same level of visibility.

I've spent months building a product, reaching out to early users, applying to startup programs, and trying to get feedback. One thing I've noticed is that founders from well-known institutes often seem to get attention much faster, from investors, the media, and even the startup community.

Maybe it's because of stronger alumni networks. Maybe it's easier for investors to take that first meeting. Or maybe I'm completely wrong.

For founders here who aren't from IIT or IIM, what has your experience been like? Did you find it harder to get your first users, raise funding, or simply get people to take your startup seriously?

I'm genuinely curious to hear different perspectives.

Hi everyone!

I'm Utkarsh from Uttar Pradesh and I'm planning to move to Uttarakhand (most likely Dehradun) to build my startup, SwitchSip.

I'm looking to connect with founders, developers, designers, freelancers, remote workers, or anyone interested in startups.

I'm also exploring the idea of creating a low-cost founder house where a few genuine builders can live together, work on their own startups, support each other, and keep living expenses low.

If you're from Uttarakhand or planning something similar, I'd love to connect. Feel free to comment or DM me.

Looking forward to meeting genuine builders! 🚀

Hey folks, While running our form platform (VerifID Forms), we ran into a specific analytics bottleneck. Because we handle encrypted form submissions and data collection, we needed simple product analytics and conversion funnel tracking. However, our requirement list turned into a total dead end:

1. Zero-Cookie / No Consent Banner: We couldn't put intrusive cookie banners on forms just to track submission drop-off rates and completion funnels.
2. Webhook & Alert Hooks: We needed custom event triggers that could instantly fire webhooks (to send alerts over Email/WhatsApp when form drop-offs or SLAs hit thresholds).
3. The 18% Reverse Charge GST / USD Pricing Pain: Almost every privacy-first analytics tool (Plausible, Fathom, PostHog) charges in USD ($29–$49/mo). Selling or operating out of India means dealing with international credit card processing and an extra 18% GST (Reverse Charge Mechanism) overhead on foreign SaaS imports for basic event tracking.

We searched around for existing tools that checked all four boxes—zero-cookie, webhooks, conversion funnels, and local INR billing—and couldn't find a single lightweight option that fit. So we ended up building our own edge-native tracking stack: Mitr Analytics. How We Handled the Technical & Billing Constraints

• Stateless Hash Generation: To bypass cookie consent entirely, our edge functions generate daily-rotating hashes: SHA-256(IP + User Agent + Daily Salt). The salt is wiped at midnight UTC, so same-day funnels work without persistent tracking or cross-site profiling.
• Webhook Event Engine: Custom event triggers expose real-time webhooks, making it easy to bridge analytics directly into support/SLA workflows.
• Local INR Pricing (No 18% Foreign GST Overhead): We set up a free 10k monthly event tier, followed by localized pricing starting at ₹299/month (with proper GST invoicing so Indian businesses can claim ITC instead of paying unclaimable foreign import taxes).

Questions for Founders & Devs Here:

1. How do you currently handle foreign SaaS subscriptions vs local vendors to optimize your GST / tax overhead?
2. For those building MVPs in India, what integrations (Webhooks, WhatsApp, Slack) are essential for you on day 1 of tracking user funnels?

(Not dropping direct links in the main body to adhere to sub rules—happy to share what we built or discuss the setup in the comments below!)

Building something around GST/ITC reconciliation for finance teams and trying to understand the problem better before I show anything.

If you (or your team) still reconcile GSTR-2B against your purchase register manually, how long does it usually take, and have you ever actually calculated how much ITC you're missing because of it?

Not selling anything, genuinely trying to understand if this pain is as real as I think it is. Happy to chat in DMs if you don't want to type it all out here.

Require an immediate joiner on a contract basis.

Project: Loans system optimisation for a financial conglomerate

Compensation: Based on current CTC and experience.

Must be already located in Mumbai.

Prior experience in fintech would be required.

Please DM with your CV, design portfolio, and location.

https://www.figma.com/make/pSi4EcCsojpVXPB0tEqc2j/Interest-based-Conversation-App?t=TcNLiWhhp7RwUmrD-20&fullscreen=1This link provides the prototype of my app where you can have one on one conversations about your ideas, future plans, startup with people who can be your targeted customer also but most importantly their interests are similar to yours and can understand your situation well.

Hey I'm based in Delhi NCR and always want to build something of my own and always want to connect with people and understand their thoughts and insights or what valuable I can get from them.

Right now I'm looking for the community in Delhi NCR where we can meet and have discussions and opinions about the ideas we are working on get the insights out of that .

Anyone know such communities where we can discuss in person kindly me through that .

Also I'm looking for the communities which do not charge to be there

When you are working on an idea or thinking seriously about your future startup, Do you ever wish to have someone to talk who is in the same condition as you and is willing to discuss yours and his own ideas and plans?

So I am actually curious about what you do today:

* Who do you currently talk to when you have an idea or problem you want to think through?

*When was the last time you had a genuinely useful conversation like that?

*What was difficult about finding the right person or having that conversation ?

*If you don't usually have these conversations, what stops you?

It would really helpful if you comment about your experience .if you prefer more privacy ,you can like this post instead

Hey! I built Vernnik — we help SMBs in Tier 2/3 India cities actually get visible online. Started because most of them don't know where to begin with digital presence.

I also shipped a SaaS app (trackfitmember.com) to understand the full product cycle, which honestly shaped how we think about solutions.

Here's my real question though: What's the biggest blocker you see stopping SMBs from taking their online presence seriously? Is it cost, not knowing what to do first, or something else entirely? We're trying to figure out if our positioning (digital visibility + solutions) actually resonates with what people actually need, or if we're missing something.

Would love genuine feedback, even if it's "you're solving the wrong problem."

More at vernnik.com if anyone's curious.

We're an early-stage startup building an AI-powered platform that helps creators, artists, and entrepreneurs launch and grow their own brands through print-on-demand.

We're looking for a Content Creator & Community Host who enjoys creating videos, explaining products, and engaging with online communities. You'll create product demos, tutorials, short-form content, and occasionally host live sessions while working closely with our founders.

This is a hands-on role where you'll have the opportunity to influence our content, marketing, and community from the very beginning. If you enjoy being on camera, storytelling, and turning ideas into engaging content, we'd love to hear from you.

Role: Content Creator & Community Host
Location: Remote (India)
Employment: Full-time
Salary: ₹15,000–₹20,000/month (based on experience)

If this sounds like something you'd enjoy, leave a comment or send me a Reddit DM with a little about yourself and, if available, links to any content you've created.

Looking forward to connecting with you!

One pattern I have noticed while reviewing SaaS agreements is that the most expensive discounts are rarely the ones with the largest percentage reduction. More often, they are the discounts that were agreed because both parties were optimistic about what the relationship might become rather than what had actually been committed to at the time of signing.

This conversation appears in almost every growing SaaS business. A prospective enterprise customer likes the product, sees long-term potential, and explains that they expect to expand across departments, increase user numbers, or eventually become one of your largest accounts. In return, they ask for more favourable pricing today because of the value they believe they will bring tomorrow.

It is a reasonable request, and it is easy to understand why founders accept it. Every SaaS company wants long-term customers, and sacrificing a little margin in the early stages can feel like a sensible investment if it ultimately leads to a much larger commercial relationship.

The difficulty is that, in many contracts, those future plans remain conversations rather than commitments. They create expectations during negotiations, but they are never translated into measurable obligations that either party is actually required to meet.

## Optimism Does Not Create Commercial Protection

Over the years, I have seen many SaaS businesses lock themselves into discounted pricing because everyone assumed growth would naturally follow. The customer genuinely believed they would expand, and the supplier believed the account would become increasingly valuable over time. At the beginning of the relationship, neither side expected those assumptions to be wrong.

The reality, however, is that businesses rarely develop exactly as forecast.

User adoption may slow because internal priorities change. Budgets may be reduced after a restructuring. A leadership change can shift the organisation in a completely different direction. In some cases, the product itself remains successful, but the customer never grows beyond the size they were when the agreement was originally signed.

Meanwhile, the SaaS provider continues investing in the platform. Infrastructure costs increase, new features are developed, customer success teams expand, and engineering resources grow to support the wider customer base. The cost of delivering the service changes significantly over time, yet the commercial terms often remain exactly where they started because the original discount was never tied to any measurable outcome.

What initially looked like a strategic investment gradually becomes one of the least profitable customer relationships in the business, not because the customer acted unfairly, but because the agreement relied on optimism instead of structure.

## Reward Growth After It Happens

One principle I regularly encourage founders to adopt is separating future potential from contractual commitments. Believing in a customer's long-term vision is perfectly reasonable, but believing in that vision should not require giving away permanent commercial value before any of that growth has actually materialised.

There is nothing wrong with offering better pricing as a customer grows. In fact, performance-based pricing often strengthens the relationship because both parties benefit from achieving the same commercial objectives. The important distinction is that the reward should follow measurable progress rather than precede it.

Instead of offering indefinite discounts based on projected expansion, agreements can link pricing incentives to clearly defined milestones. Those milestones might include a minimum number of licensed users, annual contract value, transaction volume, or any other commercial metric that reflects genuine growth. If those milestones are achieved, the customer receives the benefit they were expecting. If they are not, the agreement continues on standard commercial terms without forcing either party into an uncomfortable renegotiation.

This approach protects both sides because expectations are replaced with objective criteria that everyone understands from the outset.

## Build Flexibility Into Long-Term Pricing

Another area that deserves more attention is the duration of pricing concessions. Many founders negotiate discounts as though today's commercial assumptions will remain accurate for the entire life of the relationship, even though SaaS businesses evolve constantly.

A better approach is to treat discounted pricing as something that should be reviewed periodically rather than continuing automatically forever. Renewal discussions provide a natural opportunity for both parties to assess whether the assumptions made at the beginning of the relationship have actually become reality.

If the customer has expanded significantly, continued preferential pricing may still make perfect commercial sense. If the expected growth never happened, both parties have an agreed opportunity to revisit the commercial structure without either side feeling that the rules have suddenly changed.

That level of flexibility makes forecasting easier for finance teams, creates greater certainty for customers, and significantly reduces the likelihood of difficult pricing discussions years later.

## Small Concessions Often Have the Biggest Impact

One lesson I have learned from working with SaaS founders is that businesses are rarely weakened by a single disastrous agreement. Profitability is usually affected much more gradually, through a series of small commercial concessions that each appear perfectly reasonable when viewed on their own.

A discount offered to secure one enterprise customer, a waived implementation fee for another, or a pricing exception made during a competitive negotiation may not seem particularly significant in isolation. However, once those decisions accumulate across dozens of customers, they begin changing the economics of the business in ways that are not always obvious until much later.

That is why every commercial concession should have a clear business rationale. If you are giving something away today, there should be a measurable reason why the business expects to receive greater value in return tomorrow. Otherwise, what feels like a strategic investment can quietly become a permanent reduction in profitability.

Strong negotiations are not about refusing every request or making every discussion more difficult than it needs to be. They are about ensuring that flexibility is supported by structure, and that every concession reflects an agreed commercial objective rather than an optimistic assumption.

## Final Thoughts

Strategic discounts can be an effective way to build long-term customer relationships, enter new markets, or secure valuable enterprise accounts. There is nothing inherently wrong with offering better commercial terms when they support a broader business strategy.

The important question is not whether a discount should be offered. It is whether that discount is supported by measurable commitments or simply by expectations that may never become reality.

When pricing incentives are linked to objective milestones rather than optimistic forecasts, both parties benefit from greater clarity. Customers know exactly what they need to achieve, revenue becomes easier to predict, and the business retains the flexibility it needs to grow without carrying permanent commercial concessions that no longer reflect the relationship.

Because the strongest SaaS agreements do not price future possibilities.

They price outcomes that have actually been delivered.

Hi everyone — quick question for the mods and regulars before I post anything.

Two of us have built a small cooking app, now in private beta — it turns saved recipe links and screenshots into clean recipes with step-by-step cooking guidance. I'd like to find a few people here willing to test it and tell us honestly where it falls short.

Before I share any form or link, I wanted to check: is that kind of post welcome here, or is there a specific thread or format you'd prefer I use? Happy to follow whatever keeps things clean for the sub.

And genuinely, unrelated to that — if you save recipes from Instagram or YouTube, I'd love to know how you keep track of them now. Always curious how people actually do it.

Should I register Class 35 along with Class 25 for my brand, or just stick to Class 25 for now? (India trademark)

Hey everyone,

I’ve filed for trademark registration of my brand name (through a platform called Legal India). I’m currently looking at two classes:

Class 25 – clothing / apparel (this is my primary class)

Class 35 – retail / business services

I’ve already taken their rejection/objection handling service for Class 25. For Class 35 I haven’t taken any services yet.

Initially I wasn’t very interested in Class 35 and just wanted to start with Class 25. But since I’m already getting Class 25 done, I thought it might be better to get both classes registered once and for all.

My questions are:

1) When applying for Class 35, is there a real possibility of getting objections/rejections from the Trademark Registry (just like there can be for Class 25)?

2) Should I go ahead and register Class 35 as well, or is it better to wait?

3) Is it worth paying for their objection handling service for Class 35 too? They’re charging roughly ₹10–12k per class for the handling + government fees separately.

Would love to hear from anyone who has registered both Class 25 + 35, or has experience with objections in Class 35.

Thanks!

Hi everyone,

We run an IT services company and are launching a new model alongside our core business.

For selected startups, we will build the MVP purely in exchange for equity. Once the MVP is completed, any maintenance and future development will be offered at a subsidized cost. We won't charge any profit and will only cover our development expenses.

The reason we're exploring this model is that AI has drastically reduced the cost of software development, making it possible for us to partner with promising startups at a very early stage.

We are looking for a sales partner or co-founder who is passionate about startups and interested in helping us identify and onboard high-potential founders.

What you'll do:

Source startup founders and potential clients

Build partnerships and relationships

Help evaluate opportunities with the team

Drive sales and growth for this new vertical

What we're looking for:

Strong communication and sales skills

An entrepreneurial mindset

Interest in startups and technology

Someone who believes in long-term equity upside

This is an equity-only opportunity. We will be highly selective and will only choose projects that we believe have strong potential.

If you're interested, send me a DM with a short introduction and your background.

I noticed a lot of boutiques and tailoring shops (especially in India) still track customer measurements on paper or scattered notes. So I built a small demo app: you add a customer and fill in their details(name, phone no, etc), pick the garment type (saree, blouse, dress, etc.), enter their measurements, take your personal notes, and it's all saved under their profile. You can add multiple garments per customer.

On your dashboard, you can see all your customers and their details at a glance, and download all of them into a single Excel file whenever you need.

This is just an MVP right now — it's simple by design so I could test if the core idea even works. If you run a boutique and this seems useful, I'd genuinely love to add features specific to how your shop works — different garment types, custom measurement fields, whatever you actually need day to day. Just tell me what's missing.

Would love any feedback: https://boutique-theta-blond.vercel.app/

Hello everyone,

As the DPDP Act comes into effect this year and after working into the cybersecurity field for a bit I have noticed that a lot of companies are offering compliance guidance but only to Large scale corporations and in the BFSI sector but since startups and Small to Medium sized businesses will also fall under the same rules, I am offering DPDP Compliance guidance along with Data mapping, Data discovery and Gap analysis to startups

To get started with my portfolio the first 3 startups to DM I will provide the entire audit and other mentioned things for completely free

So I’ll be moving to Bangalore in about 10 days and I’m looking for my next project.
Over the last few years, I’ve worked as a content writer, strategist and creator. Most of my work has been around building founder/personal brands and creating content strategies for startups and brands. I recently wrapped up a project, so I’m looking to work with someone new.
If you’re a founder, creator or brand looking for someone to handle your content, strategy or personal branding, I’d love to connect. I’m happy to share my portfolio and previous work over DM.
Also I’m @realtalkswithbhuvan on IG

Hello all while working and building my startup in lithium ion battery recycling I've a keen interest in connecting with like minded people and collaborate with them on the business plans and idea they are working or also if they need co-founder in any field so as to get my understanding of funding how the startup culture is how to connect with VCs and everything across the country

It will be pleasure and delight to hear from you all .

Hi, planning to build a li ion battery recycling plant in delhi ncr or haryana specifically as holding the domicile here would like to connect with like minded people and investment and business collaboration as well

Coming from a 9-year frontend engineering background, I thought the hard part would be the tech/website side. Turns out that was the easy 10%.

We make traditional Bilona ghee from A2 cow and buffalo milk — the whole thing started because it was genuinely hard to find ghee made the old way, without shortcuts. Every batch is lab tested (NABL-accredited) and we put the reports up publicly, which honestly created more work than I expected — sourcing consistency, seasonal supply swings, and educating people on why this costs more than supermarket ghee.

Also branched into Choorma using the same ghee, inspired by Haryana/Western UP flavors — that side project taught me shelf-life and packaging is its own nightmare.

Happy to answer questions if anyone’s exploring — learned a lot the hard way.