Earth Observation: A New Frontier of Resilience for European Entrepreneurs
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Our fast-changing climate is hitting businesses hard. Every three weeks, a billion-dollar extreme weather event hits, wreaking havoc on global supply chains and denting business for large and small companies alike. It's a risk that European business owners can't continue to ignore as Europe is the fastest-warming continent.
The devastating floods that hit Spain late last year also put a huge strain on its economy, costing the Spanish more than 10 billion euros. Over a year's worth of rain hit in eight hours, creating a nightmare situation for businesses and residents alike, whose properties were destroyed.
Entrepreneurs need to take a proactive approach to managing challenges like these. There's a clear business case for being prepared before disaster strikes: According to the U.S. Chamber of Commerce, every $1 invested in climate resilience saves businesses $13.
That's where Earth Observation (EO) data comes in. EO is the science of using sensors found in satellites and other devices to unveil vital information about our planet's surface, such as climate change patterns, land conditions, marine life, security, and more.
Governments around the world have been heavily investing in EO given its potential to solve a wide range of problems that plague us here on Earth. The EU's Copernicus is a globally leading EO programme, set to generate up to €131 billion for the European economy. The European Space Agency (ESA) has also made headway in its 'Space for Earth' initiative. Just last month, it launched its groundbreaking satellite, Biomass, to uncover new data on how much carbon is stored in our forests and to 3D map them for the first time.
Using Earth Observation data to stay ahead of the curve
Yet it's not just governments and big organizations that stand to benefit from the capabilities of EO. Entrepreneurs and smaller businesses can also leverage it to answer real-world challenges, like risks to operations and assets. In fact, platforms like Copernicus aren't off-limits for smaller businesses: It's freely accessible for commercial use, combining information from satellite and in-situ (non-space) sources alike.
These tools are made of high-quality imaging technology that analyse topography and weather patterns in unparalleled detail, capturing resolutions of 0.3m². What does this mean for entrepreneurs who access these data sources? They can tap into insights to take pre-emptive action for risk management, such as forecasting an otherwise unexpected flash of heavy rain which could cause flooding and destroy warehouses in that area.
"It's interesting to see the ways that AI is helping to support the development of Europe's space industry and how it plays a key role in underpinning the convenience and security of our lives on Earth," says Daniel Smith, founder of AstroAgency, a consultancy for the space sector. "Earth Observation data, which comes from sensors on satellites, provides insights to support our economies through business sectors like energy, finance, agriculture, maritime, forestry, and more, as well as broader environmental monitoring efforts."
Let's take a look at that in action. An entrepreneur with a small wine company, for instance, can tap into crop yield data at scale via EO data, allowing them to better forecast how much fertilizer and water they will need ahead of the planting season. The European wine industry, as well as the agriculture sectors, is being hit by continent-wide droughts; the use case of EO technology in these industries could be highly useful for business owners shuffling budgets, planning logistics, and trying to predict harvest yield.
A founder operating in construction can benefit from EO data, too. A small business owner specialising in recycled concrete for buildings relies on rail to transport materials between regions or even countries. However, a key challenge is keeping a pulse on transport progress and being notified immediately if there are any delays or disruptions so they can act accordingly. Here's where EO insights can improve business operations with satellite-powered radar technology to get instant updates on rail freight.
Tapping into those insights also benefits SMEs from a financial standpoint. It's no secret that European banks have some of the most stringent standards for risk management, including climate impact, when issuing funds and loans. Business owners need to prove that they're aligning activities with sustainability goals, but often struggle to uncover the insights needed to guide their steps in doing just that. According to a report from Morgan Stanley, 77% of investors are interested in sustainable investing.
That's where companies like D-CAT come in, providing monitoring, reporting, and verification (MRV) services via satellites and machine learning (ML)-powered platforms. They're helping businesses understand where they can make more sustainable choices and show investors how they're slashing risks like climate impact.
Be strategic with EO data use
While EO data is not an absolute necessity for all entrepreneurs—especially those just starting out—the insights it yields can give a significant competitive advantage. With that in mind, entrepreneurs should be intentional in terms of investing in and prioritising the use of such information. That means having a blueprint in place to guide how these tools are implemented' here's how to do that.
First, map out business goals and weaknesses in existing processes. This will enable entrepreneurs to gauge which challenges and opportunities EO data and relevant tools will answer.
Next, it's critical to get digital infrastructures ready. Too often, businesses are quick to adopt technologies like AI tools without addressing existing gaps in their digital ecosystem, whether that's poor data management or poor interoperability between existing applications. There's nothing more frustrating than investing time, money, and energy into implementing a new technology, only for it to cause more friction than benefits.
Assessing these aspects will also mean business owners can narrow down the EO data tools and solutions most relevant to their business needs—ensuring they bring tangible impact, whether that's fortifying resource availability, safeguarding facilities that are otherwise at risk of extreme weather events, or strengthening risk reporting for investors' assessments.
An economic opportunity orbiting overhead
EO data could pave the way for a $3.8 trillion economic opportunity, transforming how businesses propel growth while empowering their ESG efforts for stronger risk management.
What once was a field viewed as exclusively for astronauts and astronomers is now a frontline for tackling key challenges like climate change head-on.
Entrepreneurs who tap into this latest frontier aren't just going to be resilient to risk, but ahead of it, too.
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Miami Herald
6 minutes ago
- Miami Herald
These companies appear in secret documents of Cuba's largest military conglomerate
A Miami Herald investigation that revealed that a Cuban military conglomerate is holding billions in secret dollar reserves amid the ongoing collapse of the economy shows the island's armed services have created a network large of companies that tap into almost every string of foreign revenue entering the island.. Secret financial documents obtained by the Herald show that GAESA, the military's umbrella company that has a multitude of subsidiaries, had $18 billion in current assets as of March 2024, most of it deposited in unknown bank accounts. The Herald obtained more than 20 financial statements from GAESA's internal accounting system for March and August 2024. The Herald also obtained a PowerPoint presentation with financial information from Cimex's, the largest holding company under the umbrella. Financial statements for March and August last year, titled 'Balance de datos' (Data Balance) and 'Estado de Resultados por Conceptos '(roughly translated as income statement by concept), identify 25 companies in the conglomerate, grouped into three categories: state enterprises, 'international economic associations,' and mipymes, the Spanish acronym for micro, small, and medium enterprises. The Cuban government uses the 'international economic associations' category to authorize contracts with foreign firms to manage Cuban hotels, exploit natural resources and similar partnerships. It may involve the creation of new companies in a 'joint venture' or just a contract for services. Cimex's presentation mentioned six of its companies, though most were not named. Some of the companies named in the documents obtained by the Herald have not been previously identified as being part of GAESA. That includes Aries S.A., the company that operates the cruise terminal in Havana, which was used by several cruise companies taking U.S. travelers to the island between 2016 and 2019. Cimex is believed to be the island's largest commercial corporation, with businesses in several sectors including international trade, retail, tourism, banking, transportation, logistics and real estate among others. According to a 2020 research paper authored by a Cimex analyst, the holding had 41 enterprises at the time. It also operated 668 gas stations around the country in 2020, according to the declaration of its legal director, Mali Suris Valmaña, in a U.S. court case involving a lawsuit filed by Exxon against Cimex. In her declaration, Valmaña spilled the beans regarding Cimex's true ownership: the Cuban company is owned by Corporación CIMEX, S.A, registered in Panama. GAESA and many of its companies, including Cimex, are under U.S. sanctions, though several mentioned in the documents are not. Here is the list of the companies named in the documents obtained by the Herald: Monte Barreto, a real estate company that owns and operates the Miramar Trade Center, an office and retail building complex in Havana in a joint venture with Ceiba Investments Ltd, a company registered in the Isle of Guernsey, a tax haven. Azul Inmobiliaria, a real estate company that manages condominiums in partnership with an Italian company, BD International. Logística Hotelera del Caribe (LHC), a joint venture based at the special development zone in Mariel that sells food and supplies to hotels in Cuba. Complejo de Museos Históricos Militares, (Military History Museum Complex), an enterprise that manages the Museum of Revolution, the Morro Castle and the Cabaña fortress in de Aceite Ecasol (Ecasol Oil Marketing Company), a cooking oil commercialization company. Comercializadora de Aceite Ecasol (Ecasol Oil Marketing Company), a cooking oil commercialization de Servicios Generales de la Marina (Maritime General Services Company). The Herald could not find public information about this company. Empresa de Servicios Ingenieros Dirección Integrada de Proyectos Mariel (Mariel Integrated Project Management Engineering Services Company), a company handling port, logistics, infrastructure and building projects at the special development zone in Inmobiliaria Almest, a real estate company investing in Importadora Tecnotex, (Technical Products Importer and Exporter Company, also known as Tecnoimport), a company mired in an alleged corruption scandal in TRD-Caribe, one of the island's largest hard currency stores S.A., an airline flying Universales S.A., a logistics company that handles operations at the port of Antex S.A., (previously known as Corporación Antillana de Exportaciones, SA), a corporation contracting doctors and managing businesses in S.A. (also known as Empresa Comercializadora y Exportadora de Productos Agropecuarios y Agroindustriales, S.A.) is an importer and exporter of agricultural products, which functions as an intermediary for private enterprises importing food y Extracción de Petróleo y Gas S.A (Oil and Gas Exploration and Extraction S.A.). The Herald could not find public information about a company with this name. A similarly named company (Unión de Exploración, Perforación y Extracción de Petróleo) merged with Union del Combustible in 1992 to create CUPET, Cuba's main oil de Turismo Gaviota S.A., GAESA's flagship tourism companyInmobiliaria Caribe S.A., a real estate company providing 'rental services in prime areas of the capital,' according to its Facebook Marítimos S.A. (Maritime Services S.A.). The Herald could not find public data about a company with this name. Cuba's Communist Party newspaper Granma reported last year that a new Cuban company named Servicios Marítimos Mariel S.A. operating at the special development zone in Mariel, would offer customs services, processing of manifests and supplies to ships and crews at the port of Automotores S.A., a company importing and selling cars and car de Auditoría S.A., a company providing auditing services with its main office in Miramar, in a company that operates the cruise terminal in the port of Havana. It was previously believed to be affiliated with GEMAR, a holding company part of the Ministry of Importadora y Exportadora de Productos Técnicos (Technical Products Importer and Exporter Company, also known as Tecnoimport), a company sued by Russian truckmaker Ural for Moncada, a new cement factory built last year in Santiago de Cuba. The administration of the plant was offered as an investment project in 2021, according to a document by the Ministry of Foreign Trade and Foreign Investment. Agencia Importadora Caribe Surl, an importer Grafo Caribe Surl, an advertising company. Both are linked to TRD Caribe, the store chain, the documents show. Cimex Mariel, a company based in the Mariel Special Development Zone that produces and sells coffee under the brands Cubita and Financiera CIMEX, a company handling remittances and credit cards transactions in Cimex S.A., a real estate S.A. ( Zona Especializada de Logística y Comercio, ZELCOM S.A), a free trade zone near Tarará S.A., a lodging and rentals S.A., an information technology company offering 'applications, technology and network solutions,' according to its profile on Facebook.
USA Today
36 minutes ago
- USA Today
What if AMC Motors had survived? How it could've changed the auto industry
American Motors Corporation was an absolute mess by the mid-1980s, and its financial problems in the U.S. market were compounded by infighting at its European corporate parent, Renault, where executives went back and forth about how much money they were willing to pour into their trans-Atlantic subsidiary. The assassination of Renault's chairman in 1986 by French terrorists caused AMC to lose its most powerful supporter, and a hasty sale to Chrysler ultimately condemned it to the dustbin of automotive history. Chrysler hoovered up the tastiest bits of the American Motors portfolio — namely, Jeep — and slowly phased out the rest of the AMC's offerings over the course of the next decade. In retrospect, however, AMC was holding not one, not two, but three aces up its sleeve that could have seen it weather the financial storm throughout the '80s. It's entirely possible that had a few key moments in the company's timeline gone a different way, it would have been American Motors and not Chrysler enjoying the fruits of Jeep's mainstream renaissance in the early 1990s — a rebirth that AMC in fact already had in development when it was scooped up by the suits in Auburn Hills. Our favorite iconic vehicle eras: The most significant cars of the 2000s How different would the car industry have looked at the turn of the millennium if AMC had never changed hands? It turns out that this ripple in the chronological pond had the potential to upset big chunks of established history, not just in America, but in nearly every corner of the established automotive hegemony. Here's our alternative timeline in which AMC not only survives but thrives — and what the resulting fallout would have likely meant for one of Detroit's longtime stalwarts. After intense lobbying by American Motors, the U.S. government carves out an exception to a law forbidding foreign ownership of defense contractors, contingent on Renault spinning off AM General (the builder of the Humvee owned at the time by AMC) as an independently managed concern under the AMC umbrella. The continued, steady flow of government contracts acts as a lifeline for American Motors, and it cancels plans to take out a significant loan from its corporate parent to fund operations. The Renault Espace arrives in AMC showrooms, where it is rebadged as the 'Space Van,' an Americanized take on the literal translation of the French vehicle's European identity. Surprisingly, the funky badge helps give the people-mover some personality, which, combined with its genuine practicality and roomier interior versus rivals from Ford (the Aerostar) and Chevrolet (the Astro), helps put it alongside the Dodge Caravan and Plymouth Voyager as a popular and affordable family ride. In case you missed it: Jeep dealer offers 99-cent lease on Wagoneer EV Following the introduction of the redesigned Jeep Cherokee the year before, this gives AMC a presence in two of the highest-growth segments in the American auto industry, and for the first time in years the company is cash-flow positive. This convinces American Motors to accelerate investment in a larger sport utility vehicle that would complement the Cherokee, called the Grand Cherokee, the design of which is already well underway. Renault chairman Georges Besse's chauffeur is surprised to see two armed women in front of the home of his boss while driving back from the office on a cold November evening. He immediately hits the gas, slamming the rear door shut before Besse can exit the vehicle, and the pair escapes with just a few bullet holes in the rear quarter panel. After surviving the assassination attempt, Besse is given carte blanche at Renault to move forward with his plans for focusing on Jeep as the automaker's piggybank to fund not only AMC, but to also further the expansion of the French brand onto American shores. Chrysler, on a brash spending spree that includes buying a controlling stake in Lamborghini and an expansion of its partnership with Mitsubishi to form Diamond Star Motors, sees exactly the same potential in Jeep as Georges Besse. An offer is made to Renault not just for the off-road brand but for all of AMC, with Chrysler trying to cloak its true intentions about what it considers the real prize of the transaction. Besse won't be bought, however, and Chrysler returns hat-in-hand to Auburn Hills. Ambitious planning begins for the upcoming decade in the American market. With Jeep as its crown jewel, both Eagle and AMC are slated for repositioning beneath Renault. The French badge is no longer interested in its role as an entry-level brand hawking low-spec Le Cars and lays the groundwork for leveraging existing dealerships to form a stronger toehold for the revitalized company. The Jeep Grand Cherokee breaks cover as a 'concept' at the North American International Auto Show in Detroit. The response from both the media and show attendees is overwhelmingly positive, leading to a brief spike in compact Cherokee sales from customers too impatient for what they assume will be a lengthy wait for the production version. No one realizes that Besse's pressure to keep pumping cash into Jeep has dramatically accelerated the Grand Cherokee's timeline. The Grand Cherokee makes its debut in showrooms to universal acclaim. On top of offering a choice of either AMC's old faithful inline six-cylinder engine or a newly developed, 5.9-liter fuel-injected V-8, it also provides a turbodiesel option borrowed from the Renault parts bin. The latter choice positions the Jeep in its higher trim levels as something more than an off-roader, pushing it onto the radar of Europhiles who have become used to parking Range Rovers in their driveways. This opens a second front of European sales for Jeep in the luxury sphere. The Ford Explorer joins the midsize SUV scene, splitting the difference between the Grand Cherokee's off-road chops and the practical character prized by family buyers now tempted to abandon their minivans. SUV sales are soaring, leaving General Motors and Chrysler playing catch-up. Chevrolet and GMC are at least able to soak up some sales thanks to the four-door compact Blazer/Jimmy and full-size four-door Suburbans sitting on full-size truck platforms, but the two-door Dodge Ramcharger remains in a distant fourth place as it plays out the string on a dated pickup chassis. Buoyed by strong Jeep sales, Renault launches the initial phase of its ambitious American strategy. First, it spins off AMC as a value-focused brand selling cars on a 'no-haggle' model: What you see advertised is what you pay at the dealership. Along with a redesigned Espace, an entirely new lineup of hatchbacks, small wagons, sedans and budget coupes are gradually deployed over the course of the next few years, some sharing components with Renault's European offerings while others benefit from AMC's next-generation four-cylinder engine program. This puts AMC in direct competition with GM's Saturn brand, which arrived on the scene in mid-1990. Next, a revitalized Eagle steps out of the AMC shadow and becomes its own brand. The focus remains on what are now being called 'crossovers,' automobiles that sit between a wagon and a sport utility vehicle. Eagle also benefits from Renault's technical prowess in the form of unibody models that feature sophisticated all-wheel-drive systems in place of their earlier, low-range four-wheel drive setups. The new Eagles are an immediate hit in regions like Colorado and New England. Chrysler, facing considerable financial strain as sales of the Grand Caravan and Voyager slow in the face of the SUV onslaught, are forced to sell Lamborghini to MegaTech, an Indonesian company owned by Tommy Suharto, the son of that country's president-for-life. The automaker takes a loss on the deal, but it helps stem some of the financial bleeding that's beginning to concern both executives and Wall Street alike. Dodge introduces a new Ram pickup that instantly makes it a player in the full-size segment after years of disappointing sales. Unfortunately, that same success doesn't translate to its revised version of the SUV, which updates the two-door Ramcharger with the new pickup's underpinnings. As the market continues to move toward family-friendly four-door haulers, many of them taking their cues from Eagle's crossovers, the Ramcharger is out of step with what customers are actually looking for in a sport utility. Renault implements the next stage of its U.S. transformation by introducing the second generation of what had originally been planned as the Eagle Premier sedan. Originally kept exclusive to the European market, where it was sold as the Medallion, the new Renault Premier pushes the automaker into a higher class than it had previously enjoyed among American buyers, leading some to compare the car to offerings from Oldsmobile and even Audi. After a fraught development process, the Dodge Viper concept car makes a late debut at the Detroit auto show. Although it was originally hoped that Lamborghini's engineers could be more involved in the design of the vehicle's drivetrain, the early sale forced Dodge to move on from its planned V-10 and instead supercharge the company's long-standing 5.9-liter V-8. Heart-stopping styling doesn't make up for the lack of an exotic engine, making it harder for the public to stomach the no windows/no roof inconveniences of its cabin. Production plans for the Viper are quietly scuttled. The Viper team is diverted to focus on the Dodge Durango, a four-door, Grand Cherokee–sized SUV that the company hopes will turn its fortunes around. Subaru, in the face of strong sales from Eagle eating into its core customer base, makes a product cancellation of its own. The Outback, a tall-riding version of its Legacy wagon, is deemed too derivative of the Eagle lineup to make a dent in the market, and its development is halted. Facing dwindling revenues, and unable to finance new product development, Subaru's leadership initiates back-channel talks with Toyota about a possible merger. Renault, emboldened by the money pouring into its coffers from the success of AMC, Jeep and Eagle, makes the surprise move of purchasing Volvo, scooping Ford who had planned on making overtures for the Swedish brand to join its nascent Premier Automotive Group. After decades of working together on various shared projects, Renault hopes to leverage Volvo's dealer network and customer base to continue its colonization of the near-luxury space in the United States. Talks also begin with Nissan about a potential alliance. Two new premium models emerge on American roads bearing the Renault badge: the Megane sport hatch and the Laguna hatchback sedan, with the latter praised for its near-crossover utility and excellent handling. Concerned by Renault's burgeoning acquisition portfolio, Toyota signs a deal to bring Subaru in-house. At the same time, executives announce a new subbrand called Scion that's intended to take on both AMC and Saturn, which have split much of the entry-level market between them in the United States. Chrysler, looking for a savior of its own, begins talks with Daimler about a potential 'merger of equals.' The German automaker's boardroom doesn't see much of value in Chrysler's mishmash of cheap cars, fading minivans and almost-luxury sedans, and while the Dodge Ram is appealing, it's too far outside the Daimler playbook to integrate properly into its American operations. Discussions never advance past the initial stages. Emboldened by its newfound partnership with Nissan (which involved a stock share and co-investment in each other's companies), Renault has the cash to add the missing piece to its U.S. portfolio: Dodge, which it plucks from a flailing Chrysler as part of a general takeover bid. While the Ram pickup fills an important void, the Ramcharger is quietly put out of its misery, along with any plans to bring the stillborn Durango to market. The Chrysler brand is relegated to special trim levels on several Renault models, specifically those sold to livery companies for use as limousines. The Walter P. Chrysler package becomes a popular choice in the black car business over the course of the next decade. Photos by Getty Images, MotorTrend Archive, Ryan Lugo
Entrepreneur
36 minutes ago
- Entrepreneur
Walmart Employee's 'Magic' Side Hustle Surpasses $1 Million
This Side Hustle Spotlight Q&A features 35-year-old New York City-based entrepreneur Mehek Khera. Khera is the founder and CEO of Niramaya Foods, a snack brand "rooted in wellness and inspired by Indian heritage." At the age of 24, Khera left New Delhi, India and immigrated to the U.S., where she landed a job at Walmart. Then burnout and health issues motivated her to start a health-forward side hustle. Niramaya is hitting $1 million in revenue for the first time in 2025. Learn how Khera transformed Niramaya into the successful business behind Naan pretzels and dips, here. Responses have been edited for length and clarity. Image Credit: Niramaya Foods. Mehek Khera. Want to read more stories like this? Subscribe to Money Makers, our free newsletter packed with creative side hustle ideas and successful strategies. Sign up here. What was your day job or primary occupation when you started your side hustle? I was working in retail at Walmart ecommerce, managing the category and supply chain for beauty and apparel. It was fast-paced, high-pressure and fulfilling in many ways — but over time, the long hours, lack of real food and stress began to take a toll on my body and mind. Related: This 26-Year-Old's Side Hustle Turned Full-Time Business Led to $100,000 in 2.5 Months and Is On Track for $2.5 Million in 2025 When did you start your side hustle, and where did you find the inspiration for it? Niramaya began to form in 2020, during a season of burnout and health struggles. I was dealing with chronic, undiagnosed autoimmune conditions and couldn't find answers. I left my job and turned to nutrition school — and through that, rediscovered the healing power of the foods I grew up with: vibrant dals, functional spices, sabzis made from fresh vegetables. I realized those recipes, passed down through generations, were medicine in themselves, and yet, I couldn't find them on any shelf in a way that felt clean, convenient or modern. That gap between culture and convenience, tradition and today, became the foundation for Niramaya. What were some of the first steps you took to get your side hustle off the ground? How much money/investment did it take to launch? I started in my kitchen, playing with recipes, taking feedback seriously and testing early versions at local markets. I knew I couldn't do this casually, so I saved up about $50,000 over two years to afford the minimum order quantities for our first co-manufacturer. I researched tirelessly, made hundreds of phone calls and eventually found a partner that aligned with our mission. We developed early packaging, launched a small website and put real products into people's hands. That's when the magic started. Related: This 29-Year-Old's Side Hustle Brought People 'to the Dark Green Side.' It Made $10,000 Within 2 Days and Sees 6 Figures a Month. Image Credit: Courtesy of Niramaya Foods Are there any free or paid resources that were especially helpful? Founder networks like Startup CPG, Naturally Network and SKU Accelerator made a world of difference. Slack groups for CPG founders were fast, brutally honest and incredibly supportive. On the tools side: Notion for tracking everything, Canva for design, QuickBooks for finances. But the most valuable resource by far? Talking to consumers face-to-face during demos. No software can replace that. If you could go back and change one process or approach, what would it be? I wouldn't change the path — every challenge taught me something I needed. But I would better prepare for the sheer resource drain. Budget twice the money and give yourself twice the time. Everything takes longer and costs more than you think — and that's not a flaw: It's just the nature of the game. Related: They Started a Side Hustle Producing an 'Obvious' Food Item. It Hit $300,000 Monthly Revenue Fast — On Track for Over $20 Million in 2025. What's something about this side hustle turned business that surprised or challenged you the most? How capital-intensive retail really is. Getting onto shelves is just the start — then comes the real work of driving velocity, educating the shopper and staying top-of-mind. Another challenge was re-educating people about Indian food. So many assume it's just "heavy curry." But our cuisine is so much more: vibrant, clean, gut-friendly, plant-forward. Translating that truth through packaging, product and language has been both a challenge and a privilege. Can you recall a specific moment when something went wrong — how did you handle it? At one of our early retail partners, our dips were priced too high and placed on the very top shelf — almost invisible to the consumer. Rather than panic, I calmly reached out to the buyer with sales data and shelf psychology insights and offered to support with demos and social posts if they would consider revisiting price and placement. They agreed. That moment reminded me that being proactive, respectful and solutions-oriented goes a long way in retail. Image Credit: Courtesy of Niramaya Foods How long did it take to see consistent revenue? We started seeing steady traction around nine months in. We began with smaller independents, a few regional stores and a lot of in-person events. It was grassroots, but it taught me how to listen, adapt and scale responsibly. What does growth and revenue look like today? Today, Niramaya is available in over 1,200 retail doors across the country, including Sprouts, Albertsons and a strong base of New York City independents. This will be our first year in seven figures. We're launching new SKUs and doubling down on retailers who believe in what we're building. What do you enjoy most about running this business? The deep creative satisfaction of building something that feels true and seeing it touch people. When someone says, "I've never tasted anything so clean and bold at once," I know we're doing something meaningful. We're not just selling food: We're shifting the perception of Indian flavors and bringing more people into the fold. Related: Tired of 'Culturally Obtuse' Products, This 27-Year-Old Took His Side Hustle From $1,000 a Month to 7-Figure Revenue: 'Pick the Right Opportunity to Pursue' What's your best piece of specific, actionable business advice? Start before you feel "ready." But don't build in a bubble. Get feedback constantly, especially from your customers. Stay lean. Build trust with your partners. Don't be afraid to ask dumb questions. And remember — relationships will carry you farther than any marketing campaign. Be generous, be honest and follow through. Ready to break through your revenue ceiling? Join us at Level Up, a conference for ambitious business leaders to unlock new growth opportunities.
