When his wife joined the global investment bank, Sachin Yha did not expect him to force him to leave Zerodha. But the order of compliance with the regulations was brutal and non -regotitable:
“Close all Zerodha accounts. It is not a” trusted broker. “
Problem? Zerodha did not have a physical bank brand, and it was enough to start inner red flags.
Jha, a product manager in Bengalur, was not ready to go quietly. He fired an e-mail with the last ditch to the CEO Zerodha Nithin Kamath-Verku out of curiosity than hope. Ten minutes later Kamath replied.
What followed was not just a reaction. It was a crash in what the customer's obsession looks like.
“I loved their smooth user interface as a pmm nerd,” Jha wrote on LinkedIn. However, corporate mandates do not leave room for personal preferences. So he sent an e-mail kamath, a half-superior silence.
Instead, Kamath answered almost immediately – and his team emerged into the action.
- Immediately acknowledged the gap in compliance, “We correct it with banks.”
- They asked for help to join the employer of his wife for the partnership compliance with the regulations.
- They shared a plan that would build institutional trust – something Zerodha actively works on.
“I still closed my account,” Jha admitted. “But they gained my confidence in life.”
Zerodha's status without banks has always been a double edge sword. Her model only for digital, which helped him quickly reduce and remain slim, but the absence of physical infrastructure causes problems with confidence in traditional circles. Kamath himself publicly acknowledged this gap.
While digital is effective for trading and services of low value, “physical presence is essential” for wider financial advice, loans and institutional credibility.
Zerodha soon does not take into account a banking license. Kamath quoted a regulatory risk as a major deterrent. Meanwhile, brokerage has been expanding through a partnership – like platforms such as Smallcase – and maintains a focus on operational efficiency.
