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21 August 2024 at 10:20:16 am

Fee Signal

The government’s decision to create a legal framework for levying charges on UPI transactions has understandably triggered concern, even though it insists that ordinary users and small merchants will continue to enjoy free payments. The proposed amendment does not impose a fee on UPI today. But it removes the statutory barrier to one being imposed in the future, making the government’s reassurance less than the final word. The government argues that this is a measure for UPI’s long-term...

Fee Signal

The government’s decision to create a legal framework for levying charges on UPI transactions has understandably triggered concern, even though it insists that ordinary users and small merchants will continue to enjoy free payments. The proposed amendment does not impose a fee on UPI today. But it removes the statutory barrier to one being imposed in the future, making the government’s reassurance less than the final word. The government argues that this is a measure for UPI’s long-term sustainability. The world’s largest real-time payments system, which processed 2,366 crore transactions worth Rs. 29.9 lakh crore in July alone, cannot indefinitely depend on subsidies as transaction volumes, cybersecurity requirements and infrastructure costs rise. A nominal Merchant Discount Rate on larger merchant transactions, it says, would help create a more sustainable ecosystem without burdening ordinary users. That argument has merit. But so does the concern that a payment system which became a national habit precisely because it was cheap and frictionless should not slowly acquire a price tag. Once the legal machinery for charging exists, there is no guarantee that the boundary between large merchants and small ones, or between merchants and consumers, will remain permanently fixed. The Finance Minister has clarified that any Merchant Discount Rate will apply only to a limited set of merchant transactions above a threshold and will be nominal, well below card-payment rates. The details will eventually be decided by the UPI and Services Steering Committee headed by the National Payments Corporation of India. In other words, there is no charge on the table for the ordinary UPI user today. But there is now a legal mechanism for charges to be introduced tomorrow. That is precisely why any alarm, though exaggerated, cannot simply be dismissed. The government, through its clarification, has reassured that UPI’s free-to-consumer model remains intact. The important issue is whether its financing model can evolve without undermining the habits that made it revolutionary. UPI succeeded partly because it made digital payments cheaper and simpler than alternatives. There is also a larger principle at stake. UPI is not merely another commercial payments platform. It is the product of public investment, regulatory architecture and private innovation. The state should therefore be wary of treating its sustainability as an ordinary market problem. The sensible answer lies between free-for-all subsidies and indiscriminate fees: transparent thresholds, genuinely low MDRs, strong protection for small merchants and an absolute firewall around ordinary consumers. The government should publish the economic case for any future charge, including its effect on merchants and consumers. UPI was built on trust as much as technology. The government is right to protect its remarkable achievement. It should remember that keeping UPI free is not merely a political promise. It is part of the product.

From Mumbai to Meta

Kunal Shah’s rise from city entrepreneur to global head of WhatsApp signals that India is producing genuine architects of the digital age.

For much of the internet era, the world’s defining digital products were imagined in California. The next chapter looks markedly different. Artificial intelligence, digital finance and ubiquitous connectivity have flattened the distance between Silicon Valley and the rest of the world. Increasingly, the most interesting ideas are emerging not merely from American technology giants but other countries.


Few people embody that transition better than Kunal Shah. His recent appointment as the global head of WhatsApp, following Meta’s $900 million investment in CRED, represents the arrival of an Indian entrepreneur at the helm of one of the world’s most consequential digital platforms.


Unlike many celebrated founders whose credentials begin with engineering degrees, Shah’s intellectual roots lie elsewhere. A graduate in philosophy from Mumbai’s Wilson College, he briefly enrolled for an MBA. However, rather than collecting qualifications, he accumulated ideas, ranging effortlessly across economics, psychology, incentives and consumer behaviour. His social-media essays and public lectures have acquired an almost cult following among entrepreneurs because they treat business less as accounting than as applied anthropology.


His entrepreneurial journey mirrors India’s own digital awakening. Long before smartphones transformed everyday commerce, Shah recognised that friction was the enemy of adoption. His first venture, FreeCharge, helped familiarise millions of Indians with digital payments during a period when cash remained king. Its success made him one of the pioneers of India’s fintech revolution.


Following its sale, Shah resisted the temptation to launch another fashionable startup immediately. Instead, he spent years investing in young companies, observing founders and dissecting consumer behaviour with the patience of an academic. That unusually reflective interlude shaped CRED, the company he founded in 2018 around a deceptively simple proposition that trust should carry economic value.


Many regarded the idea as eccentric. Why reward consumers merely for paying their credit-card bills on time? But Shah saw something deeper. Modern economies increasingly depend upon trust and reputation. CRED transformed disciplined financial behaviour into a platform that eventually expanded into lending, commerce, insurance, wealth management and payments. Today the company serves around 17 million monthly active members, and has attracted more than $900 million from global investors. It generates annual revenues of roughly $325 million. Importantly, these figures signify that patient product thinking can triumph over fashionable exuberance.


Shah’s influence extends well beyond the companies he has founded. He has become perhaps India’s most prolific angel investor, backing more than 250 startups while mentoring hundreds of entrepreneurs. His counsel has shaped businesses across sectors, while advisory roles with Peak XV Partners, Pine Labs and industry bodies have given him an outsized influence over the direction of India’s startup ecosystem. Shah has consistently argued that enduring businesses are built not on funding rounds but on understanding incentives, habits and human psychology. Those qualities explain why Meta came calling.


Mark Zuckerberg praised Shah’s “builder mentality” while Meta’s Chief Product Officer, Chris Cox, highlighted his grasp of how WhatsApp fits into people’s everyday lives. That endorsement recognises that the future of messaging lies increasingly beyond messaging itself. Artificial intelligence, digital payments, commerce and business communication are converging into a single ecosystem. Few executives possess practical experience across all four domains.


India offers perhaps the clearest glimpse of that future. It is WhatsApp’s largest market, its most sophisticated laboratory for business messaging and an increasingly important arena for digital payments. Shah understands this ecosystem instinctively because he helped build it. His career has unfolded alongside India’s digital public infrastructure, the smartphone revolution and the emergence of one of the world's most dynamic entrepreneurial cultures.


There is something symbolically satisfying about the appointment. While technology has long celebrated engineers who solve computational problems, Shah belongs to a different tradition of the entrepreneur who begins by asking why people behave as they do. His greatest strength lies in understanding incentives, trust and networks.


History suggests that the most transformative technology leaders are rarely prisoners of technology alone. They are students of people. In elevating Kunal Shah to lead WhatsApp, Meta is betting that the next era of the internet will be shaped less by algorithms than by a deeper understanding of the billions of human beings who use them. Judging by Shah’s career so far, that is a wager with every chance of paying handsome dividends.

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