In mid‑September I expanded on several themes: internal leadership growth, our 10 % profit allocation to Rainmatter, water‑stress data initiatives, regulatory risk monitoring, the upcoming Nudge v2 hard‑limit feature, and a concrete UPI MDR cost scenario.
Internal‑leadership promotion rate at Zerodha is ≈ 99 %.
Zerodha backs water‑data startups through Rainmatter to close the bore‑well metering gap.
Nudge v2 will let users set hard limits for disciplined trading.
A modeled UPI transfer scenario could cost the broker ₹2 crore per month with no trades.
In September 2026 I posted a series of updates on Zerodha’s internal culture, CSR approach, water‑stress initiatives, regulatory risk, product design, account‑closure policy, the upcoming Nudge v2, and UPI merchant‑discouragement rate considerations.
Mohammed Shoaib is a good example. He started as a support agent, went on to head account opening, and eventually became our head of HR.
At Zerodha, we've allocated ~10% of our profits towards what we call "investing for the future," mostly through the Rainmatter Foundation.
We (Zerodha) close around 15,000 to 20,000 accounts every month for reasons ranging from company policies and trading losses to moving to another broker.
The problem with broking is that there is no guarantee that money transferred to a broker will actually result in a transaction.
I think having an MDR is okay. It still doesn’t solve the problem of customers transferring money without transacting, but something like 0.02% with a cap of ₹5 or ₹10 per transaction seems much more reasonable for broking, instead of a cap as high as ₹300.
Key decisions from these posts include promoting internal leadership growth, allocating ~10% of profits to Rainmatter, keeping account‑closure easy, supporting water‑data startups, proposing a 0.02% MDR with a ₹5–₹10 cap, and building Nudge v2 with hard limits.