Our Net Worth Is ₹50 Crores. We Live at a Farm

Business/strategy & what they’re building

Founder background → business pivot

After health issues from stress/anxiety in Bangalore, they stepped away from the “digital world” briefly, then returned to build businesses again:

• NXG World (group of companies)

  • Leo Digital: end-to-end digital marketing (websites, campaigns, marketing collaterals) for:

    • media houses
    • B2B enterprises
    • Fortune 500 companies
    • banks/NBFCs
    • universities Usha leads.

  • NXG Consulting: experience design, branding, brand consulting, business consulting, digital transformation, and AI/emerging tech. The speaker leads.

Farming as a monetizable asset + future hospitality runway

Farm investment is planned so that if/when they convert to hospitality, it should be ready to generate ₹5–10 lakh/month recurring revenue (target).

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Farm operations as an income engine (current vs future)

Crops & yield mix

• Coffee: “bread and butter” and the largest acreage
• Pepper (black pepper) mixed with coffee
• Other crops planted but not yet at full yield:
  • Coconut (~600 trees) with a longer ramp (~3–4 more years to meaningfully yield)
  • Arecanut (first yield not yet)
  • Some fruits/exotics (e.g., avocados; small amounts of apple/mangosteen)

Break-even milestone

They said this year they broke even and made money (via coffee + current coffee pricing).

Coffee revenue example (explicit metric)

• “Largest output of coffee last year” → ₹40–50 lakh revenue (coffee)

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Concrete financial scale (assets, capital invested, valuation)

Farm scale

• Expanded to ~30 acres total
• Development began around 2017, with major expansion during the pandemic

Capex breakdown (explicit numbers)

• Total invested ~₹10 crore
  • Land acquisition: ~₹5.5–6 crore
  • Development/construction & facilities: ~₹4 crore
    • 2 A-frame villas
    • Guest house (4 bedrooms + gym)
    • Large kitchen setup convertible into a restaurant

Current/near-term valuation (explicit numbers)

• They reference a valuation of ~₹30 crore (“last valuation easily valued at 30 CR”; previously ₹25 CR)
• They attribute land price appreciation to regulatory change during the pandemic (outsiders allowed to buy more farm land), increasing demand

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KPIs / targets mentioned

• Hospitality conversion target: ₹5–10 lakh monthly recurring revenue
• Net worth growth target:
  • Current: “₹50 crore” net worth
  • Goal: ₹500 crore within ~10 years
• Coffee pricing as a variable KPI (commodity exposure):
  • Coffee price example: ₹27–28 early in the year → ₹23 at the time of speaking
  • Need to sell at the right time to manage commodity fluctuation

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Processes & playbooks (actionable advice / frameworks)

1) “Land investment playbook” (rules of thumb)

• Buy where your roots are (emotional + community fit)
• Avoid paying “square feet” / run from micro-scaled agricultural pitches
  • Agricultural land should be at least ~1–2 acres to matter
  • Use local units (e.g., guntas/cents depending on region)
• Avoid managed farm sellers
  • Value-add opportunity disappears if buying a “managed farm from a corporate” because it’s allegedly oversold at 4x
• Pricing guardrails to protect ROI
  • For empty/agri plots: don’t pay more than ~₹40 lakh/acre, and ideally bargain to ₹20–25 lakh (stated heuristic)
  • For “decent farm with some infrastructure/trees”: up to ~₹40 lakh
  • Beyond these levels: they believe ROI becomes hard because land growth slows after a threshold
• Location rule
  • No need for highway frontage; for privacy, go ~10 km inside towns/villages

2) Risk management via diversification (business + investments)

• Income diversification strategy
  • Digital marketing remains the core cash-flow engine
  • Consulting is higher margin but more niche and can fluctuate
  • Client diversification across industries/countries (UAE, US, Egypt, Sri Lanka, Southeast Asia)
  • Framed as downside protection: when real estate slows, corporates still need marketing/website work; when some sectors cut spend, others may hold
• Investment diversification
  • Learned from liquidity issues (too much real estate earlier)
  • Use disciplined short-term instruments (e.g., equity mutual funds month-on-month) plus gold

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Ops/maintenance economics (farm cost structure)

They compare maintenance costs with apartments:

• Apartment (4–5 CR) → ₹35–40k/month maintenance
• Farm → maintenance likened to labor + electricity, stating ~₹8–10k minimum for a 4–5 BHK equivalent (also depends on rural cost advantage)

They argue rural utilities are cheaper:

• Example premise: charging EVs/electricity for a 30-acre farm with multiple ACs costs less than Delhi/Mumbai (no exact KPI given, but the cost premise is emphasized)

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Concrete financing/trajectory (how they built wealth)

Timeline

• Company started: 2010 (final year of engineering)
• First 7 years: no salary drawn; money reinvested into the company (salaries, maintenance, client acquisition)
• Major real assets begin in 2017: first commercial property + first farm
• Serious investing ramps around when their kid was 2–3 years old

First “crore” milestones

• Top-line: ₹1 crore turnover by 2015–16
• Cash/investments/land portfolio: ₹1 crore around 2017–18 (top-line vs net worth milestone distinction)

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Example of business evolution (productization of skills)

• 2010: web/app development company
• By 2015: transitioned to digital marketing end-to-end
• Now: expanded into consulting (digital transformation, branding, AI/emerging tech) while keeping digital marketing active and core

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Hiring/organization tactics (implied)

• Team model: “working from home as a team” later, plus deliberate “slow life” emphasis to avoid rushed execution
• Warning against “meeting-to-meeting” mental overhead—impacting decision quality and focus on long-term goals

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Presenter/source(s)

• Shogun (host/interviewer)
• Usha (leads Leo Digital)
• Senior consultant / speaker (NXG Consulting; co-founder voice)