Raja K @RitScriptPickU

“Sachin got angry at me and said, ‘Agar aapko run banana hai, toh subah jaldi running karna shuru karo.’” ~Sourav Ganguly 😂🔥 Sourav Ganguly: “It was the first time I saw Sachin crying in the dressing room. We had lost a match against the West Indies that we should have won. We got out on a good wicket, so all his anger came out on me, and he said, ‘Agar aapko run banana hai, toh subah jaldi running karna shuru karo.’ I was his roommate at that time, and I used to see him walking around at midnightt. I thought he had just gone to the washroom, so I ignored it. But the same thing happened for a few days. Finally, I told him, ‘You’re scaring me. What is this?’ He then told me that he had a habit of walking in his sleep.” 😭😂

@Boom_093 Gauti need a medical counseling

Natco Pharma , they have held shares in Laurus Labs and Neuland Labs for almost a decade now , and that is why they are enjoying the fruits of those today , Rajeev Nannapaneni is one of the best investors in the Pharma space , thats why I say NATCO balance sheet is more interesting then their own business 1st image is the annual report of this year 2nd is annual report of 2018 , and you can see their investments Many of us including myself got into Laurus and CDMO early in 2023 , but NATCO was there when very few were , in fact many of the early shareholders in Laurus tell me this is where they had gotten the idea as well from originally Always will respect him for being a great investor disc: this is not investment reco/advice , biased here from much lower levels in Laurus from 3 years now , no reco at all

keyboard_arrow_left Previous keyboard_arrow_right Next

GOODBYE, ASTROLOGERS. CHATGPT HAS MADE IT EASY AND FREE. YOU JUST HAVE TO ENTER YOUR BIRTH DATE. NO HOROSCOPES, NO TAROT. COPY THESE 6 PROMPTS TO GET RESULTS THAT WILL LEAVE YOU SPEECHLESS 👇🏽

45 வயசுல வேலையை விட்டுட்டு ஜாலியா இருக்கலாம்னு பிளான் பண்றீங்களா? அப்போ இந்த போஸ்ட் உங்களுக்குத்தான். பொதுவா இந்த 4% rule பத்தி கேள்விப்பட்டிருப்பீங்க. அதாவது உங்க மொத்த சேமிப்புல இருந்து வருஷம் 4% மட்டும் எடுத்து செலவு செஞ்சா, பணம் தீர்ந்து போகாதுன்னு ஒரு கணக்கு இருக்கு. ஆனா, இது இந்தியாவோட பணவீக்கத்துக்கும், நம்ம ஊர் ரிடையர்மென்ட் வாழ்க்கைக்கும் செட் ஆகாதுன்னு நிபுணர்கள் சொல்றாங்க. நீங்க 45 வயசுல வேலைய நிறுத்தறீங்கன்னா, அடுத்த 40 வருஷத்துக்கு அந்தப் பணத்தை வச்சே வாழணும். இதுல முக்கியமா நீங்க கவனிக்க வேண்டியது sequence-of-returns risk. நீங்க ரிடையர் ஆன புதுசுல மார்க்கெட் பயங்கரமா சரிஞ்சா, உங்க செலவுக்காக கம்மியான விலையில mutual fund யூனிட்களை விக்க வேண்டியிருக்கும். இது உங்க போர்ட்ஃபோலியோவை மொத்தமா காலி பண்ணிடும். இதத் தவிர்க்க, நீங்க செய்ய வேண்டியது ஒரு debt runway உருவாக்குறதுதான். உங்க அத்தியாவசியத் தேவைகளுக்காக 5 முதல் 7 வருஷத்துக்குத் தேவையான பணத்தை மட்டும் liquid அல்லது debt fund-ல தனியா வச்சுக்கோங்க. மார்க்கெட் ரொம்ப மோசமா இருக்கும்போது, ஈக்விட்டி பக்கம் போகாம இந்தத் தொகையில இருந்து செலவு பண்ணலாம். மார்க்கெட் நல்லா லாபம் தரும்போது, அந்தப் பணத்தை எடுத்து மறுபடியும் இந்த debt பக்கெட்ல போட்டு நிரப்பணும். 4% வீதத்தை விட 3-3.5% என குறைவான தொகையை மட்டும் ஆரம்பத்துல எடுக்குறது உங்க பணத்தை ரொம்ப நாள் தாக்குப் பிடிக்க வைக்கும். முக்கியமா உங்க லைஃப்ஸ்டைல் செலவுகளும், ஹெல்த்கேர் செலவுகளும் வருஷத்துக்கு வருஷம் அதிகமாகும்ங்கறத மறந்துடாதீங்க. ரிடையர்மென்ட்ங்கறது வெறும் ஒரு பெரிய கார்பஸ் உருவாக்குறது மட்டும் இல்ல, அதை எப்படி வித்திடாம காப்பாத்துறீங்கங்கறதுலதான் இருக்கு. #RetirementPlanning #EarlyRetirement #MutualFunds

There is no subscription fee to access Convexia.in. It is a free-to-roam website, and some articles are already available to read freely. Not everyone can afford a paid subscription, and I wanted at least part of the work to remain accessible to everyone. That said, not every article on Convexia.in will necessarily be free. The website itself, however, has no subscription requirement. My Twitter bio also includes links to my Substack subscription. Next week begins with my current view on Ather Energy.

வெறும் 10 நிமிடங்களில் 8 மணிநேர தூக்கம் கிடைக்க...!

How an ATM works…..

A goldmine for Microcap Investor!! Bookmark it!!

#syngene The Illusion of the Perfect Bet: Why Syngene’s Growth Flywheel Stalled (2021–2027) Imagine playing an immaculate game of poker. You accurately read the macro environment, size your bets perfectly, protect your downside with long-term contracts, and build elite biological capabilities. You do everything by the book—and you still walk away from the table with empty pockets. In her book Thinking in Bets, Annie Duke warns against "Resulting": the dangerous human bias of judging the quality of a past business decision solely by its visible outcome. Entering 2021, Syngene International looked like an absolute winner. Benefiting from the post-pandemic global rush toward outsourced biotech manufacturing and armed with top-tier scientific credentials, it promised exponential scaling. Yet, looking at the performance data through 2027, the consensus is clear: Syngene did not deliver on its structural promise. While generic-heavy Indian contract manufacturing peers captured high-volume commercial cash flows, Syngene stalled. 1. The 2021 Setup: The "Can't Lose" Macro Illusion By 2021, the macro landscape for a Contract Development and Manufacturing Organisation (CDMO) looked entirely stacked in Syngene's favor. The global pandemic triggered massive pharmaceutical supply chain realignments. Global biotechnology funding was at an all-time high, and Western pharma felt an urgent necessity to de-risk away from geopolitical hotspots. Syngene placed an aggressive, capital-intensive bet. It doubled down on heavy Capital Expenditure (Capex)—such as integrating its Unit 3 biologics facility acquired from Stelis Biopharma (gross value of ₹617 crore)—to cement its Complex Biologics Capabilities. In a bets framework, the executive team calculated high Expected Value (EV) by assuming that structural macro tailwinds would absorb their massive, expanded fixed-asset footprint. 2. The Trap of "Resulting": Where the Playbook Broke Down The primary flaw in Syngene’s strategy was not a lack of scientific capability, but an optimization model that exposed it to catastrophic system shocks. While other Indian manufacturers focused on high-volume, low-complexity chemical generics, Syngene went down the high-prestige, asset-heavy road of advanced biology. When the macroeconomic tides turned, three blind spots turned their calculated bets into heavy liabilities: The Concentrated Client Trap Syngene championed a dedicated, integrated partnership model. While highly profitable when operational, it created a massive portfolio concentration risk. When a retail investor looks at the financials, this concentration manifested painfully: the business was severely derailed by a sharp drop in demand from animal health titan Zoetis, tied to weak demand for its Librela product. In a game of probabilities, when your business health depends on the budgets of just a few massive entities, you haven’t built a diversified business; you’ve built a high-risk dependency. Operating Leverage Working in Reverse Operating leverage is a magnificent double-edged sword. When facilities run at 90% utilization, profits expand exponentially. But when a global Biotech Funding Winter hit between 2023 and 2025, early-stage drug discovery projects dried up across the globe. Because Syngene was carrying massive, specialized fixed costs—including its expansive workforce of scientists and capital-heavy sterile plants—the drop in capacity utilization triggered severe financial deleverage. Profits did not just drop; they evaporated. 3. Financial Realities: The Drag of Complex Science Unlike simple small molecules that can be cranked out like industrial commodities, complex biologics feature tedious, fragile, and volatile validation timelines. Syngene continuously poured money into infrastructure, technology platforms like its automated Syn.AI platform, and new geographies like Baltimore, USA. Yet, this constant asset expansion did not scale revenue linearly. Compounding these operational issues were severe macro execution missteps, such as booking a painful ₹50 crore foreign exchange hedge loss in Q1 FY27, which deeply compressed the operating EBITDA margin to 12%. For investors, the thesis shattered: the business proved too asset-heavy, its client base was too concentrated, and its capital efficiency was too low to survive market downturns. 4. Ground Zero: The Q1 FY27 Reality Check & Turnaround Roadmap The release of the Q1 FY27 financial results on July 30, 2026, confirmed investors' worst fears. Revenue plummeted 16% YoY to ₹736 crore, EBITDA margins halved to 12%, and the company swung into a ₹9 crore consolidated net loss. According to the management commentary from the Q1 FY27 conference call, the company is treating this painful bottoming-out as a "year of transition and strategic renewal"—a phrase explicitly highlighted by Executive Chairperson Kiran Mazumdar-Shaw: The Leadership Reset: Siddharth Mittal officially took over as Managing Director and CEO on July 1, 2026, succeeding Peter Bains. His immediate mandate is restructuring costs and aggressively moving away from client concentration risk. Defending the Bottom Line: The ₹9 crore net loss includes an intentional ₹10 crore exceptional hit for employee termination benefits as the company rationalizes operations. The H2 Recovery Thesis: Management has cut full-year guidance to a single-digit revenue decline. However, they project a sharp recovery in H2 FY27, with EBITDA margins bouncing back into the mid-20% range as new capacity at Bayview and Mangalore operationalizes. Pivoting to High-Value AI: To escape commoditized discovery chemistry, Syngene is scaling its Syn.AI platform to gigascale virtual screening capabilities to make discovery services faster and structurally higher margin. Will the Turnaround Succeed? Kiran Mazumdar-Shaw has explicitly expressed strong confidence that the company will achieve a comprehensive turnaround by end of FY27-FY28. From a structural perspective, the baseline for recovery is present: the company maintains a strong balance sheet with substantial net cash reserves and near zero debt panic. However, the turnaround is entirely contingent on their ability to find new long-term commercial clients to fill the gaping hole left by Zoetis. Until capacity utilization returns to optimal thresholds, the business will remain a prisoner of its own fixed operating costs. 5. The Ultimate Business Lesson: Winning vs. Surviving For any investor studying corporate trajectories, the modern era of Syngene offers an invaluable lesson in risk management: Scientific excellence does not automatically equal investor returns. Having the most elite capabilities is useless if the underlying business architecture cannot handle cyclical demand shocks. Mitigating downside on paper is not the same as managing true tail risk. Long-term contracts feel secure, but they do not fully insulate an asset-heavy business from sudden client attrition or industry-wide funding droughts. Syngene's failure to take off on its grand promise wasn't because they had a bad strategy. It was because they played in a high-prestige, high-variance scientific arena where the downside risks—when they do hit—are catastrophic. They optimized their business to win big on a high-probability future. However, they failed to make their business antifragile enough to survive the low-probability economic storm that actually arrived. In the grand casino of global markets, placing a smart bet means very little if you don't have the chips to outlast a cold streak of cards. [Not investment advice, DYOR] [The idea of the article is to understand business outcomes from a certain perspective, allowing investors to apply these insights to other businesses]

Phenomenal clarity of thoughts from Dr.Satyanarayana Chava from Laurus Labs from IDMA pharma Leadership Conclave 2026 , this is what differentiates him as a quality leader youtube.com/watch?v=7PmrTY…

Narayana Health does heart surgery for $2,000 that costs $100,000 in the US with comparable outcomes FY26 revenue grew 44% and they did 727 robotic cardiac surgeries last year, The tacit knowledge of how to run 25 to 35 open heart operations per day at those costs is not in any textbook. It lives in the process, If Narayana encodes that into a model it controls, no hospital chain in the world can replicate it A firm real sovereignty is its ability to embed tacit knowledge into weights it controls. Narayana Health is a living example. Devi Shetty built a system where surgeons move between operating tables with assembly line precision, in house doctors work on fixed salaries instead of per case commissions, and supplies are negotiated directly with manufacturers. That operating method took 25 years to build, No amount of money buys you 15,000 surgeries worth of institutional memory Many models as firms in the world makes more sense when you look at Narayana Health than any tech company. Their Cayman Islands hospital charges American patients a fraction of US costs and still runs 21.7% EBITDA margins That gap is not technology alone. It is the compounded knowledge of how to buy supplies cheaper, schedule surgeries tighter, and train teams faster across 40 facilities and 5,800 beds Silo AI give an edge, every business company people will have their own Silo AI, Agents, Super bot, Schedule tasker

Precision engineering + Deep tech cos across aerospace, auto ancs, semicon, defence & other tough to crack sectors which require approval cycles is a place where Indian companies which can scale will be a part of the index in the future. Best part is- most of these businesses are outside the index and winners of the new age manufacturing eco system

Antifragile Thinking @unseenvalue

3 months ago

India's engineering and deep-science manufacturing ecosystem is emerging as a multi-decade opportunity. It is likely to produce several 10–20 baggers among mid-caps and potentially exceptional returns from the most successful micro-cap companies. Focus on the right asset. Then,

13 24 480 135K 182

If You need only ₹ 1 lakh p.m., may be it makes sense to invest ₹ 1.50 Crores in RBI Bond @ 8.05 % p.a. interest and earn a tax free income of ₹ 12 Lakhs per annum ! Hassles free ! Why take risk, face uncertainity & pay more taxes ? Any counter views welcome !

Instead of watching a 2-hour movie, watch this Claude FULL COURSE (Build & Automate Anything):

🚨Bajaj Housing Finance-Is it a value buy?🤔🤔 After a spectacular listing, Bajaj Housing Finance is now down 50% from its listing price!🤯🤯 Is it time to buy Bajaj Housing Finance? A thread🧵on the business of Bajaj housing and what lies ahead? Lets go👇

This monthly #SahasrarInsights, discuss opportunities from Iran war under defense insights, Bioplastics and Carbon Capture under Advanced Materials and the largest private tech deal, Data Encryption under CyberTech. Join the journey of Knowledge compounding Opportunities for Indian Defense - linkedin.com/pulse/sahasrar… Carbon Capture & Utilisation - linkedin.com/pulse/sahasrar… AI, and Data Encryption - linkedin.com/pulse/sahasrar…

A deep dive on a business in the Generic CMO space in Domestic Pharma Blog covers the 1. Value chain 2. Difference between CMOs vs CDMOs 3. Generic Drugs 4. About the business model 5. Different business segments 6. Growth triggers 7. Valuations & Risks soic.substack.com/p/windlas-biot… Disclaimer: no recommendation to buy or sell.

🚨 GOLDEN RULE OF THE INVESTMENT: NEVER MISS TO BUY THE STOCKS WHICH NETWORTH IS MORE THAN THE COMPANIES MARKET CAP. CURRENTLY KARNATKA BANK NETWORTH IS MUCH MORE THAM THE MARKET CAP OF THE COMPANY. MARKET CAP : 8020 CR NETWORTH: 12085 CR REVENUE : 10085 CR REVENUE ITSELF IS MUCH MORE THAN BANKS TOTAL MARKET CAP. PE RATIO : 7 much below than industry pe valuation , very cheap valuation Nevee miss to buy . THIS IS MOST UNDERVALUED STOCK CURRENTLY IN BANKS . BUY IT FOR SHORT -MID - LONG TERM #karanatakabank #KTKBANK

World of Finance and Associates 🌎 @manerhushi123

10 months ago

Long term pick to Buy : Buy karnataka bank (KTKBANK) at 210-215 range Target:- 275-400-650-1000+ Timeframe:- 2-3 yrs Stocks is at a great valuation currently

0 20 260 75K 102

Pharma CDMO: which player is doing what? 1. Neuland Lab: peptide chemistry with focus on GLP1 & Hormonal therapeutic areas 2. Suven Pharma: chiral intermediates & heterocyclic scaffolds with focus on Central Nervous System (brain & spine) therapeutic areas 3. Syngene: ADC linkers (anti-body drug conjugates) with focus on oncology