All the social things the consumer has gotten used to are being applied to business.

You want to do a few things really well because you want to come out with a product that is fully baked, even though it may be lacking in a few features or whatever, rather than the one that's all-achieving but not doing anything too well.

I guess the most seminal moment going early way back was my father died when I was 3 years old. I was raised by my grandparents, and my mother went back and got a degree.

In the U.S.A., technical innovations come out of universities and the research produced by Ph.D. students. We don't have that happening in India.

I had an ethnic preference, if you will, for the warm weather, coming from Chennai. So I finally said, 'Look, can I move to California?' because every time I come here, it would be in the 70s or 80s, and there would be beautiful blue sky and warm.

I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.

There's almost too much venture capital in India - there are issues with seed capital, but for venture capital, there's a lot money chasing deals here.

You can't just tell your team, 'Think long term.' It doesn't work that way. When you are starting out, you have to always think about trying to build something of value for the customer: something they can use all the time, something of use.

Young Indians are energetic and ambitious, have lots of ideas. They work around the difficult situation they face here. But the big challenge is to market products and services to the West, because costs there aren't coming down.

Zoomin is a hybrid model. The management and founding team is the one with half.com.