.svg)
.svg)
%203.svg)
.png)
.svg)
Lesson from my journey
.svg)
Simran Khurana
I track consumer tech at Kalaari because I believe it is where technology most directly meets real human behaviour, the decisions people make every day about how they spend, learn, communicate, and aspire. That intersection is where I want to spend my time. I think about consumer businesses the way an anthropologist might, starting with the person, not the product. What does this user actually want? Not what they say, not what the survey shows, but what the behaviour reveals. AI is making it possible to answer that question at scale and act on it in real time. The consumer companies that will matter in India over the next decade will be the ones that use that capability not to optimise engagement, but to genuinely improve how people live, earn, and make decisions.
My path to VC cuts across finance, policy, and operations. I started with the CFA, moved into advisory at EY, and then spent time at Invest India working at the intersection of policy and capital formation, which gave me a real appreciation for the structural forces that shape how businesses grow in this country. Before joining Kalaari, I worked in my family's distribution business, which grounded me in what building actually looks like from the inside: margins, supply chains, and the unglamorous work of reaching customers at scale. That experience sits with me every time I evaluate a consumer business. At Kalaari, I focus on consumer tech and look at the full investments process.
Spending time in an operating business before VC changed how I evaluate consumer companies. I pay close attention to distribution, not as a line item, but as the actual strategy. In India, how you reach your customer often matters more than what you are selling. I also think a lot about the gap between what looks good in a model and what holds up when the business is running. The teams that close that gap early are usually the ones worth backing.
.svg)
.svg)
.svg)
.png)
.svg)
