Becoming an entrepreneur isn’t about a job title, it’s about a relentless pursuit of ambition, purpose, and problem-solving. For some, the journey launchs in a corporate office; for others, it starts from the humblest of launchnings. Take, for example, the story of a founder who launched as a car cleaner and went on to create a venture capital model that serves rural India, an initiative called “VC for Villages.” Driven by a mission to empower farmers, shopkeepers, and compact businesses often overviewed by traditional VCs, this journey reveals that entrepreneurship is not about glamour or social media clout—it’s about solving real problems, building resilient teams, and considering creatively about access to resources. Indiatoday.in spoke to Tarun Poddar, Foxhog, CEO, on how to build a startup.
What experiences or challenges in your early career shaped your decision to enter the world of startups and funding?
To go for any startup, we necessary to be ambitious becautilize it is a mission, it is not a job, it is a full-time ambition-chasing process one should go once you are testng to solve any problem of society. When I found that Big VCs have no interest in entertaining the business in rural India, I stepped in into the VC business and started a project called “ VC FOR VILLAGES “, a service to provide interest-free loans to the farmers, shopkeepers, and every rural population who is suffering from the interest rate of Microfinance and Private lconcludeers.
When you view back at your own journey, what were the toughest lessons you learned about building something from scratch that most first-time founders overview?
Looking back, it’s remarkable to see how far I’ve come—starting my career as a car cleaner and now running one of the finest venture capital firms. Life has been a tremconcludeous teacher, and along the way, I’ve learned some invaluable lessons:
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Keep your personal ego aside while doing business.
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Stop micromanaging; trust your team to execute.
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Listen to your critics—sometimes words aren’t enough, action speaks louder.
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Never give up; there’s always a solution if you’re willing to find it.
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Give credit where it’s due—acknowledge your team and everyone who supports your journey.
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Keep family separate from business to maintain balance and clarity.
Many startups fail within the first three years. What mindset or practices do you believe support founders survive those initial turbulent years?
Many founders start a company just to flaunt “CEO” on social media. But here’s the reality: money runs a business, not social media, and burning cash is not business—building profit is. Every aspiring entrepreneur should keep these in mind:
- Your product may be the best, but never underestimate your competitors.
- You are not superior—always be open to learning from others.
- There’s nothing personal in business; decisions are about growth, not grudges.
- Glamour is part of business, but it is not the business itself.
- This is your business, not a 9-to-5 job—commit fully.
- You have a family to provide for, not a society to impress.
What would you state to a young professional in a Tier-2 or Tier-3 city who wants to start a business but feels resources and networks are out of reach?
The best part is that today’s youngsters, even in Tier-2 and Tier-3 cities, have access to the best resources and technology in 2025. The challenge is not the lack of opportunities—it’s about knowing how to reach them.
First, have the zeal to start and solve a problem. Focus on building your team first; funding will often follow once you have a solid idea and a committed team.
Both the Indian government and private finance companies are actively supporting startups, and initiatives like Foxhog provide interest-free debt and equity funding. So for young entrepreneurs, this isn’t a barrier—it’s a huge opportunity waiting to be seized.
Your “VC for Villages” model is very different from traditional venture capital. What gaps in the rural economy are you testing to solve through this, and how scalable do you consider such a model really is?
The challenge is often invisible simply becautilize no one has considered of it. If a VC can provide funding on an equity basis, why not on a revenue-sharing basis?
We’re not just talking—we’re doing it in over 150 villages. Through our CSP Centres, we provide financing utilizing a revenue-sharing model, reaching farmers, shopkeepers, and rural entrepreneurs directly. While governance in this space is still developing, we believe that as more players enter, this approach could become a game-modifyr for rural India, significantly boosting the rural economy and complementing government efforts.
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