50k+ in 8 months |10M+impression | Copywriting Magician🧙I I work with founders and coaches to create leads building strategy for 5x Scaling their Business

Hey!!

Thank you for stopping by.  After 14 years of corporate Career and Learning from multiple Indian and International coaches about business branding and getting leads for business .
 
I provide  services  -

✅Linkedin & Twitter Growth
✅ Personal Branding for Founders, Coaches & Agency owners 
✅ Lead generation  for B2b business
✅ Ghostwriting a book
✅ Consultations/Trainings for working professionals

Here's what all I can help you with -

✅ Optimization of Linkedin or Twitter
✅ Social Media Content Creation
✅ Personal Branding: LinkedIn/Twitter 
✅Lead Generation for B2b
✅Guest Sessions at colleges/organizations 
✅ Viral Content Creation
✅ Ghostwriting LinkedIn Posts & Tweets
✅ Social Media Management
✅ Audit & Content Calendar Creation.


All set to skyrocket your growth? , shoot me with a DM or email.

📩 Email- polograd12@gmail.com 

Feel free to reach out to me!!

Dimpy Udhani

🚀 Helping Indian Manufacturers Win with U.S. Buyers
As a Sales & Growth Manager at India Index, I help Indian B2B manufacturers break into the U.S. market through smart sales strategy, export insights, and direct buyer matchmaking.

From auto parts to textiles, I work with suppliers across industries—helping them land contracts, streamline outreach, and build long-term export growth.

🛠️ What I do best:

- Identify and solve common gaps in export readiness
- Simplify complex B2B sales for better conversion
- Act as the bridge between Indian sellers and U.S. buyer expectations

💡 Whether it’s helping a manufacturer close their first international deal—or optimizing a high-value supply chain—I bring a mix of hands-on hustle and strategic clarity.

📩 Let’s connect if you’re:

An Indian manufacturer looking to grow exports
A U.S. buyer sourcing Indian suppliers
A company hiring for sales/growth roles in B2B or SaaS

Surabhi Kabra

Let’s be honest.
A “PIP” that begins with “work weekends” isn’t performance management.
It’s a system failure… wearing an HR template.

No SOPs. No training. No coaching.
But suddenly you’re “not meeting expectations.”

And recently, this pattern went public—employees posted about being put on a PIP for refusing weekend work / during approved leave, and it blew up across Indian media. 

Globally, the conversation is louder too:
PIPs are increasingly discussed as “quiet cutting / quiet firing,” especially in tech. 

A real PIP (even HBR says this) is supposed to be collaborative—specific gaps, clear deadlines, and support to close them. 

If your “PIP” has:

✅ Vague feedback
✅ Shifting targets
✅ No enablement plan
✅ Pressure tactics (“prove it by Sunday”)


…it’s not about growth.
 It’s about exit—without saying exit.

My simple question to leaders:
Are we building people… or building a file?

If you’ve been through a PIP, what was the biggest red flag you wish you caught earlier?

I Help Global Buyers Build Scalable Supply Chains by Sourcing from India | SaaS & B2B Sales Manager | Driving Global Growth Through Scalable Sales Systems | Expert in Export Strategy & Market Expansion

Your biggest competitor in 2026 should be the 2025 version of yourself

Your new self will cost you your old self

If you still believe “build aircraft in India” means partnering with the usual Indian name…

This Embraer move breaks that mental model.

Embraer has partnered with Adani to set up a commercial fixed-wing final assembly line in India 🇮🇳

And the headline isn’t “assembly vs manufacturing”.
The headline is strategy.

Embraer is effectively running India on two lanes:
commercial aviation with Adani, and defence collaboration with Mahindra.

That’s not confusion.
That’s segmentation.

Commercial is a volume, uptime, and network game.
So partnering with an airport-and-infra operator is a very intentional bet on scale, speed, and downstream services.

Here’s what excites me more than the press release:

A final assembly line forces an ecosystem to grow up.
Quality systems. Documentation culture. Supplier discipline. Repeatability.

This is where Indian SMEs stop being “vendors” and start becoming “trusted work-package owners”. 🚀

And it compounds talent.
Technicians and engineers learn aircraft-building the only way that matters: on the line, under audit, every day.

Now my question to you (and it’s personal):

What’s ONE direct flight you wish existed from your city—but today you’re forced to route via Delhi/Mumbai?

Comment: From → To 🤔
Because those routes are the demand signal that will decide how big this assembly line becomes.

Let’s be honest—most D2C founders aren’t stuck because “ads are expensive.”

They’re stuck because their ambition is local.

Yesterday I watched Ananth Narayanan (BRND.ME, formerly Mensa) and the clearest lesson was: go global from day zero—not for flex, for TAM.

Because India already has manufacturing + sourcing + design.
What we’ve historically missed is building brands on top of that muscle.

His playbook isn’t “build Amazon for India, then copy the West.”
It’s: find white spaces where competition is lazy… and execution is ruthless.

Example: MyFitness didn’t sell “healthy.”
They sold health + taste (India won’t compromise on taste), and it’s reported to hold 22% share in India’s peanut butter category.

Then they expand the market, not just the product—MyFitness recently entered the UAE, where the peanut butter market is pegged at around ₹2,000 Cr. 

Another case: Party Propz—a ₹200 Cr business, and he’s publicly said they’re ~50% of the category and have taken it global. 

And the “tech equaliser” piece was gold: tools like Amazon’s Search Query
Performance shows what customers are searching and converting on—so you can spot demand before it’s obvious.

Big takeaway for anyone building D2C:
Don’t design for a ₹100 Cr brand. Design for a ₹1,000 Cr brand—and let focus do the heavy lifting. 🇮🇳

If you had to pick one “least-competed” niche to own (and export) in 2026—what would it be?

And my personal startup lessons (learned the hard way):

If they match your salary only after you show an offer letter… that’s your sign.
(CEB/Gartner-backed stat: ~50% of people who accept counteroffers still leave within 12 months.) 

Put key decisions on email. Document everything.
Because “we discussed it” has a very short shelf life when things get political.

Define boundaries, and make extra work visible.
If you’re going above and beyond in a startup, don’t assume it’s “noticed.” Track it. Recap it. Send the note.

Don’t get emotionally attached to the logo. Get attached to your growth.

Also—role clarity isn’t “soft.” It’s protection. Research links clearer roles with lower burnout. (ResearchGate)

Not saying “don’t care.”
Just saying: care wisely.

What’s one “brutal truth” you wish someone told you in your first job?

If you think FTAs are only about diplomacy, you’re missing where the real action happens.

They also create temporary price advantages — and someone will always find them.

India–UAE CEPA did that with silver 🇮🇳

In FY23, India’s silver imports from the UAE were $29M.
In FY24, they jumped to $1.74B — up 5,853%. 

That isn’t a sudden cultural obsession with “UAE silver”.

It was a duty gap.
Importing via CEPA meant ~8% duty versus 15% through the normal route — so flows got rerouted fast. 

The UAE isn’t a silver mining economy.
It became a routing + processing hub — melt, convert, re-document, ship. And research groups flagged that the claimed “value addition” could be paper-thin. 

When that happens, manufacturers don’t just see “cheap input”.
They see noisy spot prices, uneven sourcing, and a hidden revenue + compliance risk.

The window began closing in two moves: duty was cut (making the CEPA route less attractive), and later DGFT tightened high-purity unwrought silver imports by moving them into “Restricted” channels (nominated agencies / IIBX route). 

Manufacturers: when an input gets hit by a sudden duty/policy change, what’s your FIRST move?

Buffer inventory, renegotiate price clause, switch supplier geography, redesign BOM — what’s worked for you? 🤔

If you grew up in an Indian home, you’ve already done sales.

You just didn’t call it that.

You called it:
“Please…”
“Just listen once…”
“Promise I’ll be back by 9…” 😅

Kunal Shah said something that felt painfully accurate:

Your first sales training ground is your own house.

Because every “no” from parents has a reason behind it:
safety, grades, reputation, trust.

And the day you stop arguing and start solving their reason…
you start learning persuasion for real.

Here’s the reframing I wish I had at 18:

✅ Convincing parents = sales bootcamp
Not conflict. Negotiation. Win-win.

✅ If you can’t ask for help, you can’t sell
Most people aren’t bad at sales.
They’re scared of looking “small.”

✅ Constraints build high-agency people
Strict rules, tight money, limited freedom…
they force creativity. That creativity becomes your edge.

✅ “Log kya kahenge” is the silent career killer
Great sellers get called “shameless” because they’ve made peace with judgment.

Sales isn’t manipulation.
It’s understanding what someone cares about… and helping them feel safe saying yes.

What’s the first thing you ever successfully “sold” to your parents? 👇

Hi folks,

I’m creating a Sales WhatsApp group for closers, leaders, and “hustlers.”
This group will not help you sell better.

No frameworks. No scripts. No enablement.

Instead, you’ll get:

✅ “Following up” at 6:59 AM
✅ Voice notes longer than discovery calls
✅ Screenshots of meetings that never happened
✅ Daily debates on whether cold calling is dead
✅ One guy who types “CFBR” like it’s a religion
✅ Motivational quotes stolen from LinkedIn (with typos)

Only rule: if you ask for a template, you have to post your last 3 losses too.
Comment “interested” to absolutely not be added.

(But be honest… You already have 3 groups like this, right?)

Unpopular truth: if a startup can’t run payroll on time, it can’t run “culture.”
I learnt this the weirdest way.

One month, my salary wasn’t “delayed”… it was forgotten.
And I had to do what I do best in sales:

Follow up.
Not on a prospect. On my own paycheck.

I’m not here to shame any company. Startups are messy. I get it.
But “ops chaos” becomes people chaos very quickly.

In India, wages are supposed to be paid within a set timeline (the Payment of Wages Act spells out 7 days for establishments under 1,000 employees and 10 days for larger ones).

And lately, this topic has been going public too — remember that viral email where delayed salaries were reframed as a “patience-building initiative”? 

People weren’t angry because of a delay. 
They were angry because of the normalisation. 

Also, payroll “mistakes” aren’t small: one survey found 64% felt financial stress due to paycheck errors/delays, and 53% would consider leaving if it kept happening. 

If you’re asking early employees to go “all hands”…
leadership has to get the basics right.

✅ pay on time
✅ set expectations
✅ train people
✅ don’t make them beg for what they’ve earned

Have you ever had to follow up for your own salary?

I’m not a founder.

But while listening to Arjun Vaidya… I felt like one.

Because the lesson wasn’t “how to build a startup.”
It was how to build judgment.

And sales is judgement, every single day.

I literally paused the podcast mid-way and just sat there for a minute.

Because he said:
“Right to Win.”

Founders use it to position a company.
But sellers? We need it to position ourselves.

Most reps say:
“I’m hardworking.” “I’m hungry.” “I’m good at communication.”

Cool… but so is everyone else.

The real question is:
What’s your unfair edge that can’t be copied?

Then came the PMF test that made me uncomfortable:

If you disappear for 24 hours… does the business still do ~80%?

As a founder, that’s product-market fit.
As a seller, that’s your system.

Because if your numbers crash the moment your energy dips…
you don’t have a craft.
You have effort.

Before: I treated sales like motivation.
After: I started treating it like an artist treats work.

✅  A clear “Right to Win” line
✅  A niche you understand better than most
✅  A repeatable routine that prints outcomes even on bad days

If you had to describe your “Right to Win” in 10 words… what would it be? 👇

taplio

The Battle

Dimpy Udhani

Surabhi Kabra

Followers

Posts

Engagements

Likes

Performance ScoreSurabhi Kabra's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Dimpy Udhani

Surabhi Kabra

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Surabhi Kabra's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreSurabhi Kabra's LinkedIn Performance