Indian middle class ethos are pretty clear. There are constant exhortations: Beta Doctor Bano ( Son become a doctor); Beta engineer Bano (son become an engineer). No parent ever says “Beta entrepreneur Bano”. There is further advice to settle down, find a good job, time to get married, become responsible. Not to forget the advice to have discipline, meaning do what is expected of you. A job with a MNC and a marriage with a family picked girl are seen as smart things to do.

The problem is that these are things that steer you away from listening to your heart and do your own thing; like becoming an entrepreneur. Becoming an entrepreneur goes against every thing that is expected of you.

Further, it is a very lonely and hard journey if you chose to go down that path. You should not expect and will not get any sympathy anybody. People will laugh at you for being foolish. So why do people become entrepreneurs any way? Because they have to prove something, to themselves. You have to sustain that fire from inside. Nobody from outside should encourage you to put yourself through the hardship. Desire to make money is not enough to sustain it, as it will be a while before you get back to make a market salary.

It is for sure not for everybody.

Only one in fifty people in general population succeeds as an entrepreneur. Not very good odds, I must say. No wonder parents are not in favor of it. But if you take the first step of leaving your job and sustaing your dream for about a year, your odds improve 10 fold, That is because you are now a part of select few, about 10%, who have opted in. Your odds of success have gone from about 2% to 20%! Those odds are not so bad when a win could mean that you are set for life.

In any case, most entreprenurs succeed on second or a third try. I was lucky. I made it on my first try.

So, are entreprenurs gamblers? In a sense yes, but they are taking a calculated risk. Logic alone is not enough. One has to make a leap of faith. Entreprenurs combine primal and intellectual in a unique chutney; instead of finding 10 reasons why they can’t do it or shouldn’t do it, they find one reason to go for it.

Longer you wait, harder it is to do it. You start to become more sensible, more practical, more responsible and more set in your ways.

You still have to a bit foolish to do it.

I am often asked if experience is helpful? Simple answer is yes. I have worked with thousands of entreprenurs. I have been directly involved in almost 200 startup. But I am still surprized from time to time. I can never tell who is going to succeed but I can tell with great accuracy, who is not. This has served me well as an investor.

First time entreprenur is an even bet. One never knows who will transform and rise to the occasion. A once failed entreprenur is a great bet if he owns his failure. He has twice the fire in his belly, he has something to prove. The failed entreprenurs who blame others for the failures are likely to blame others again. I don’t want to be the one who gets blamed.

First time successful entreprenurs are a poor bet, genrally speaking. They think they have the magic. They don’t sweat the small things any more. They delegate rather than do. They want a much bigger success. They already are living a good life, the success will not transform their life in any meaningful way. Failure will not hurt as much either.

John Bosch was a board member at Excelan. He was rough and gruff character but he was very matter of fact in his approach.

After I started to get my sea legs as the CEO and started to feel good about things, I got very excited about business prospects at a board meeting. John with his usual straight face, cut me short in a mid sentence. Yadi, yadi yah, he said! Spare me the story, show me the numbers. It has been 35 years but I have never forgotten the incidence. Your numbers have to tell the story! Everything else is just fluff.

Entrepreneurs have to learn to run the business by numbers and various ratios. Reveue, gross margins, costs, expenses, head count, growth rates, are minimal basics to start with. Changing/improving ratios are the first level of derivative nymbers. One has to set numerical goals for himself and one’s team members.

One of my favorite ratio was the revenue per employee. It reflected the productivity. I fixated on that and worked to improve it as my primary goal.

A good entreprenur is on top of its numbers and the numbers of its competitors. He must benchmark against the best of them. As the business grows, the only good way to manage is by the numbers