stakeholders — The 20/20 Podcast

If you have something that can improve a patient’s well-being, wouldn’t you neglect them by not sharing it? Harbir Sian sits with Dhruvin Patel, an Optometrist & Founder at Ocushield®, who has tremendous entrepreneurship and eyecare experience. Dhruvin advises young entrepreneurs that if you have an idea that keeps you up at night or you can't stop thinking about, pursue it and start now. You don't need to wait for the whole industry to adopt something; you can be a changemaker. Join the conversation to learn more about Dhruvin's success story. If he did it, you can too!

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Entrepreneurship In Eyecare With Dhruvin Patel

Before we get started, I want to give a quick shout-out to my man, Randip Janda, and the DUDH SODA gang. You've probably seen me posting a little bit on social media. If you don't know what it is, check it out. It's a little drink that we used to have as kids, and we still talk about it all the time. Back to the topic at hand, I have another wonderful guest here to talk to us about optometry and entrepreneurship. He has built a fantastic brand that has gotten so much traction in the UK and, I'm sure, globally now. I'd love to welcome Dhruvin Patel, who is an Optometrist and Founder of Ocushield.

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Dhruvin, thank you so much for joining me on the show.

Thanks so much for having me. I'm excited to speak all things eyes and entrepreneurship.

I love the entrepreneurship side of the conversation. That's why I started the show in the first place. You're a legitimate entrepreneur and have done some cool things already. Why don't we start with you giving us a little introduction about yourself and the brand Ocushield?

I'll give a little bit of a snippet into my background. I studied Optometry at the City University of London back from 2011 to 2015. While I was studying, I was working on the weekends at Vision Express, which globally is known as GrandVision, getting my spare change to support my studies, my social and extracurricular activities, and a feel for the industry.

One weekend in 2013, the lead optometrist gathered the team and said, "We've got this new product innovation for people that wear spectacles." She mentioned it was something called BlueControl and explained that if patients have this coating on their glasses, they will be able to beat eyestrain. I was intrigued because I grew up with my mother telling me, "Stop looking at screens. Get farther away from the TV." She didn't have a reason for it. She just said, "Don't do it." I thought, "Is this the missing piece of the puzzle?" I ran back to the university and demanded from a faculty that I do research on the topic. Somehow, I got my way.

I did a research topic on how blue light affects the eyes' physiology and circadian rhythms. After twelve months of doing this research paper, I found that artificial blue light from screens can cause eyestrain and headaches, but it also can suppress melatonin, which makes it harder for us to sleep. At that point, my mind was pretty blown. I was like, "These are massive pain points." Screens are only getting bigger and brighter.

When I was doing research, it was the iPhone 3 or 4 era. It was the infancy of the smartphone as well. Selfishly, I said, "I want this product, but I don't wear glasses or spectacle." I thought, "There are going to be people like me out there who don't want spectacle. How can we take that technology and put it directly onto a screen itself?" That's where my journey began with Ocushield. Ocushield is effectively a company where we exist to let eyes thrive. We create products that limit harmful blue light exposure from screens, meaning consumers can now screen their eyes and improve their sleep.

When I had the idea, fortunately, my university had a sister university called Cass Business School, which they've now renamed Bayes, where they have an entrepreneurship competition. It was submitting an idea and winning an X amount of money after winning. I was like, "This is perfect timing. I've got this idea. Let me pitch up." Somehow after two stages, I was able to convince the public and these judges that I could make this idea happen. I got some grant funding from the university and started developing our prototypes.

After 24 months of hustling and speaking to people, I was gathering people's emails addresses, and I put up a website on Wix.com and got about 1,000 pre-orders when I was ready with our final prototype. With a bit of student loan, which I used a bit of that, and the grant funding, these orders allowed me to bootstrap and start this business and start serving customers that wanted the product. I pretty much had a product-market fit while I was developing this.

I was doing this while I was studying. I was still doing my final year exams, and then the following year, I had to do a pre-registration, which may be something that happens in Canada as well or the USA. In the UK, after you graduate, you've got to go into the work in the profession, do examinations as well as get a feel, and then you're officially qualified. I had to do that. I was doing all of this in the background during evenings and lunches.

Step out of your comfort zone and do something you can look back on.

It got to a point in 2018 where the business grew to such a point that I wasn't contractually tied to a Specsavers, who was my employer at the time. I couldn't leave them, but the business grew, and I thought to myself, "I can impact up to twenty patients a day by testing their eyes. With Ocushield, I have the ability to impact hundreds of thousands of people daily with what we do," so I took the leap of faith to go full-time in the business.

Since then, we've served customers in over 70 countries. Our biggest markets are the USA, UK, Canada, and Australia. We work with retailers like Best Buy and Verizon. We're launching in John Lewis in the UK. Ocushield has effectively become a business that has an ecosystem of products that limit blue light, whether it is screen filters, glasses, or lighting products. That's been my journey up until now. This is where we're at.

That is in a nutshell because I know there's a lot of other stuff that's been happening. I want to tap into a little bit of that, but what a cool journey you started in school while in university. You're pre-med, or whatever you call it. That's what we generally call our fourth year here, where we're doing clinical, and we're going to study for our exams. It can be a pretty stressful year, depending on your clinical situation. Anytime exams were coming up, that's amazing that you were able to do that. When you were younger as a kid, were you already a little bit entrepreneurial-minded? Were you doing stuff that was a bit down this road of selling things and making money?

It was a bit ingrained in me because I grew up with working-class parents and always saw them working. My parents are Gujarati. All they did was work, and they wouldn't spend a dime on themselves. It was all about saving and supporting the kids and taking us on holiday every odd year. I saw them working hard. I didn't feel like they were having much fun outside of what they did with us. I said, "How can I impact their lives?"

When I was younger, the penny dropped, and I said, "Through work, it might not be the best means to help support my parents." I read a book called The Millionaire Fastlane. This was when I was in my teenage years. It's a great book. It's written by MJ DeMarco. The title sounds crappy, but the content within this book is fantastic. To anyone that wants to go into entrepreneurship, it's a fantastic book that not a lot of people know about.

For me, it ingrained me to do something different. Via business, you can do that. One of the reasons why optometry as a profession appealed to me is because when I was doing work at Specs in optometry, you could open your own practice. I thought, "This is a profession where I can serve others through health care, but you can also do something commercial." That's one of the reasons why I went into optometry as well. You're right. From a younger age, I was doing the usual buying stuff and selling stuff in the playground. I set up a few websites when I was younger, doing random stuff, and hustling. It stems from the environment I grew up with my family.

I always find that interesting because for someone at a fairly young age in your twenties to have this idea and go down this entrepreneurial journey when you're already studying to become a professional and studying to have your career lined up, it's not enough because you feel like there's something more that you need to do. That's so cool that you got that from such a young age.

It's different for everybody. For example, when I was a kid, I was not like that at all. I was lazy for a good chunk of my life. I was living life the way it was in front of me, but I have that itch and need to do more now. I don't want people to think if you weren't like that as a kid, you can't develop it. It is interesting to know that.

I'm going to jump ahead a little bit because what reminds me is my icon, Richard Branson, particularly in this entrepreneurial space. When I read his book, that was the case with him too. He had always been of that mindset when he was younger. I'm jumping ahead a little bit. You worked with Virgin to some degree. How did that work? Can you tell me about what happened with Virgin? I know you have done something there. Did you get to meet Branson, or did he post about you? It was something along those lines.

In the UK, there's this organization called Virgin StartUp. It's an organization that the government funds. When I was setting up the business, I went to them because I wanted to get some capital and guidance. I put an application in. I didn't take their money, but what I did take was some mentorship from two of their mentors, which I'm still in touch with one to this day. I regularly communicate with them. What happened with the Richard Branson stuff was I went on to the Dragons' Den. It's the Shark Tank equivalent in the UK. I believe it is in Canada as well and in a few other countries. That went well.

The business had grown. I went back to the guys at Virgin and said, "You guys were the ones that effectively helped in this journey in the beginning. You helped me with the mentor and gave me some framework. I think it would be great for you to write something about it. You may be inspiring someone who has an idea, and they don't know what to do." Writing about this story so it could inspire them was effective. I've gone from an idea to working full-time in a business, having a team, and doing something unique, which isn't the traditional path.

They read about it on Virgin.com, which was fantastic. I was like, "This is great." The next thing I knew, my phone was blowing up. I was like, "What's happening here?" Richard Branson and Holly Branson, which is his daughter, both posted on their LinkedIn and Twitter. It said, "This is what an entrepreneur looks like," and they were talking about the Ocushield story. I was like, "This is cool." For them, it's great for them to vocalize how they also supported entrepreneurs. For me, it was extra validation. It was good to get a stamp of approval.

I couldn't remember which one it was, but I remember seeing that and being like, "This is amazing." To get a Richard Branson stamp of approval means something. It's coming from one of the biggest and most well-known entrepreneurs in the world. Having grown up in England myself in the '80s and '90s, he was the icon of entrepreneurship for us, trying to fly across the world in a hot air balloon and all this stuff he was trying to do back then. It's cool that he did that. You mentioned Dragon's Den. That was something I wanted to talk to you about.

Our Canadian version of Dragon's Den is pretty big here in Canada. In the US, it's Shark Tank. I don't usually watch the show that much, but I watched that clip and was on the edge of my seat. I was like, "I hope they get the funding," because a couple of dragons turned you down, and then it went this way. Tell me about the experience. What was that like being there and being in front of the dragons?

Dragon's Den was interesting. We went into the Den to pitch in 2020, and it aired ten months later, in July 2021. What happened was their team reached out to us via email. Dragon's Den was something I've watched as a kid. I've always wanted to go on there, but I thought, "Is this the right time? Are we going to get laughed out of there?" All these questions are going on in your mind. One of the research teams from the BBC, which coordinates the program reached out and said, "We think you and the business would be great for Dragon's Den. Do you want to apply?" I was like, "This might be the seal of approval we need."

I filled out the application form and then didn't hear anything for months because the pandemic kicked off. I then heard back from them in August 2020. They were like, "We're sorry. This will happen. We started re-filming now. Your application was great. We now need you to pitch to the producers." We were like, "That's cool." We pitched to the producer. Very soon after, they were like, "In three weeks' time, you're going to be pitching to the dragons." We were like, "Okay." It was super fast. I and Asad, who's my business partner, spent every other day pitching to each other and our families and getting ready for this pitch.

We had to drive up to Manchester in the UK at 8:00 AM and drive to the studio. You get there, and you're kept in your dressing room. They didn't pull us in until about 1:00 PM. There's a lift in the Dragon's Den in the UK version, but it's all a studio. It doesn't go anywhere. It's all fake. The money is fake on the table. It's all props. You go into the lift, and there's no word of life, but they keep you in a lift for ten minutes. They have a camera on you. They're saying they're taking shots. By the time the ten minutes is over, the adrenaline is already up. You're like, "What's happening?" Suddenly, the doors open, and then you're like, "I've got to pitch now."

I was nervous. It's something that I've never done before. It was something that could affect the baby I created with Ocushield. You're thinking about everything that could go wrong as we do with the negative biases in our minds. Fortunately, I got all my words out. Asad also got his words out. The pitch went well. Three dragons said no, but the ones we wanted said yes. They effectively fought over us. We were able to negotiate them down, except they're offering the den. It was a nerve-wracking experience, but one that I can look back on and say I stepped out of my comfort zone and did something.

It's about what you stand for and how you get across your messaging.

It was cool to watch. I was nervous on the edge of my seat. I was like, "I like this guy. I like what you've done." It's not even for the money. It's for the publicity and to look good. At the end of the day, even if they turned you down, there's still some publicity that comes from it. The two dragons that filmed you, saying, "These are the two dragons we'd like to have," are the two who not only accepted your offer but fought for it. That was cool. That's when you know the pitch was good. There were two people who were like, "I want it. Let's go in together." That was cool.

I know there are a lot of people who watch the show and have always pictured themselves being there one day. I've always wondered what it feels like when you're there. They do these things that drain your energy. You get there early, sitting around waiting, doing nothing, standing in that fake elevator for ten minutes, and then they're like, "Go." It brings all the energy back. You didn't look nervous. You and Asad both looked good. The clips that they showed of you presented everything well. That was fantastic. Great job on that.

Thank you. I appreciate it. We were in there for an hour and a half, and the one time of what they show is about ten minutes. You're completely drained of the experience. Also, the producers can make you look bad if they wanted to, but once we got the deal, they didn't want to put a negative narrative around it. They must have liked us.

You got the dragon to say, "We'll come wok with you." Do you work with them still? I hear that not all of these deals that happen on TV always come through. There is other stuff that happens behind the scenes.

What you do after the show is to negotiate a shareholders' agreement where you have heads of terms. What happened with Peter Jones and Tej Lalvani was they proposed what they wanted. They wanted a lot of control so much that they could overpower me or Asad, which as minority stakeholders, is pretty wrong. If you have anyone coming on your business, it should be there to support the people that have started it rather than the get-out-of-jail card for them as investors which didn't make sense. It didn't align.

We negotiated a lot with them on that point. It got to six months from getting that agreement. We looked back and said, "Our business has grown four times since we pitched." Although we were ready to sign and be like, "We've got the place where it's happening," it didn't make sense anymore. The valuation for the business doesn't make sense. We went back to them and said, "We need a better deal."

They said, "Unfortunately, we can't negotiate outside the den." That's why I emailed them and said, "We're going to have to say no. This is not going to work." At the time, I was sure of the decision, but it was also a bit like, "It would have been great to work with them." The right business thing was to do that. What came from that was like, "What do we do next?"

We went out to raise investment privately. In Dragon's Den, we raised £75,000 from them at 15% equity. What we did after, and we closed our investment in 2021, is we raised £1 million and gave away 13% of our business to investors like Jason Ellis, who founded Spring Mobile and Simply Mac in the USA, and James McArthur, who is President of Gucci and Balenciaga. He's retired now, but he was for 10 to 15 years. We've got people that are dragons in their own right. It worked out. That might've not worked out, but something went right in the way we were approaching things.

Thank you for sharing that inside, background and behind-the-scenes because not everybody would be comfortable talking about that. How crazy is that? By the time it came on TV, you had already canceled that whole negotiation, but we still got it for the entertainment value. For the branding and the publicity, I'm sure it was huge for you. That's incredible. I want to talk about that. We'll go back to Ocushield in a little bit, but in personal branding, marketing, and PR, you do a fantastic job at this.

I love the branding for Ocushield. Everything is on-point, the design, the aesthetic. For yourself, if somebody goes to your Instagram page, you do educational videos and nicely branded high-quality content. Where does that come from? Is that something that you naturally have an eye for? Have you learned this from somewhere? Why do you know to do these things? How do you know to do these things?

Even when you watch that Dragon's Den pitch, they talk about competition and similar products in the market, etc. There are products out there that do similar things to what we do. I very early on realized that. I had a conversation with the university. I said, "Do I patent the technology or go to market?" The advisor said to me, "You're going to have to pay thousands of pounds for the patent. If you need to defend it, you're going to have to have a big bank balance." I'm a small fish. I don't have anything. I just wanted to get started, so I got started.

From an early age in this journey, I set about making sure that the brand was the most important thing to the business and that it held its weight. When you look at the best companies in the world, it's that brand that resonates. You look at Apple and Nik. It's about what they stand for, how they get across their messaging, how they do their content or the feel or touch, or how consumers are made to feel once they've interacted with their product.

Marketing has been something that I've been able to naturally fit into and be an expert on because I've had to learn fast. I've had to learn what's going to work getting consumers and what's going to work to keep consumers. When you have that feedback, you can get a good handle on it. There's no better education than throwing yourself into the deep end. You can do an MBA in Marketing, which is great. You get the theory, but you still have to apply that and get that feedback.

For me, it was all about the brand. That's why we went down the route of, "We're a blue light blocking brand. We're led by optometrists," but how do we make sure consumers can sense that? We got FDA registered in January 2022 in the USA and got the equivalent in the UK called MHRA. We wanted to make sure that our brand was as strong as possible. Having things looking great as well is important. Sometimes, we try things that might not look great, but it's always the person trying to learn. I like clean-looking things and things that look good because as a consumer myself owning a lot of products, I know how important that is.

I couldn't agree more about everything you said about the importance and the strength of a brand that can carry a company to different levels. Patents and stuff like that can be very important, but when that's not applicable in certain areas, it's the branding, aesthetic, and functionality. All of that is so important.

I thought you had a little bit of a background in branding, but it all comes from doing it. I love that too. Personally, I started my own eCommerce brand a couple of years ago. I knew nothing about branding other than what I'd seen out there, so then it came down to like, "How do I get people to envision themselves wearing this eyewear? When they're opening the box, how do I get them to feel like they're doing something special, like opening an iPhone box?" All those things resonated with me. People will ask me that question about branding. It's because I had to learn it to get a brand out there. It's cool to know that. That's also how you get confidence. You do it, learn, do it again, get confidence, and do it better the next time.

We talked about blue light a lot in this conversation because that's what Ocushield is for. For years, there have been mixed conversations about blue light, whether good or bad. Whatever device is protecting your eyes is helpful, or it's not helpful. There are people on the opposite ends of the spectrum. Where does Ocushield fall in that, and how do you approach having this mixed information?

Within the profession, especially, there are a lot of mixed views and opinions on blue light as a whole. Does it affect the eyes? Does it affect sleep? Does it affect the skin? There are all these questions. The way we approach it is we say, "There are clinical papers on both sides of the fence." We know that there are some papers that say, "Using blue light filtering products will help mitigate eye strain and headaches and improve your sleep," and there are some papers that say, "We ran a study, and nothing happens to these people."

You don't need to wait for the whole industry to adopt something; you can be a changemaker.

I've been doing this for years. I've been from the grassroots when blue light wasn't as big as it is now, before the blue light filter software got installed into Apple or Android devices, and the Warby Parkers or the bigger brands brought that out into marketing. From the get-go, I've seen that early research which points to blue light being detrimental for us. What's happening is because there's more research happening in the space, the volume of studies, which is increasing.

Depending on the professional one, what research you look at, you make your mind up effectively. Us being healthcare professionals, everyone errs on the side of caution 9 times out of 10, so when they give their advice, they want it to be a bonafide piece of advice. For an optometrist here in the UK, I always challenge them to say, "If you have something that can improve a patient's wellbeing, aren't you neglecting them by not giving them a device to even try or interact with it? What if it can help them? That's the biggest change they're going to feel."

You don't need to wait for the whole industry to adopt something. You can be a change maker. With wellness now, people are open to trying things that are years ahead of clinical trials. Sometimes, you can't get clinical trials done. For example, we have macular degeneration. It's a disease that requires monitoring over a long period of time. I know there are vitreous studies of blue light and macular degeneration, but blue light from screens and macular degeneration research paper will never happen because it takes decades of following allow around to see if it's going to impact the macular degeneration.

From our perspective, the approach is we look at the research. We're very pro mitigating blue light. We have advisors that are ophthalmologists all around the world, psychologists, and also physicians that support us in different areas. I'd also say that we got a lot of testimonials from customers. We go over thousands of them. Reading those testimonials gives us the credibility that what we're doing makes an impact. People saying, "I suffer from headaches daily from looking at my screen. Now, I don't have any more migraines. I can work. My employer's not on my case because I'm not getting stuff done."

Stuff like that keeps us going, especially when there are naysayers around. Any professional has a holistic view. Look at all the different research out there. We've also created a white paper. We have Dr. Selby here in the UK, who's a neuroscientist. If anyone wants that white paper, we're happy to share it with you as well.

There are a lot of people who read that I know are into the nitty-gritty details and want to learn more. That would be fantastic. That's important that you take that holistic approach. The problem was blue light blocking became such a fad. Everybody was touting, "This blue-light-blocking glasses that you buy off Amazon for $20 are magically going to change your life and prevent cancer." People were saying that. When you get to that, that's when the problem arises. If you talk about it appropriately and see all sides of it and say, "Here's where it can help you," and give all the information, you're like, "It won't hurt you. It might help you." You have all the testimonials.

When I talk to my patients about it, I give them the full scope. We are very careful where we're making claims. That's where people are getting in trouble. It's nice to see that you're taking this more holistic approach. You have all the positive feedback from your clients and customers. That speaks volumes itself.

People might say it's a placebo. If somebody said to me, "The blue light blocking glasses you sold is just a placebo," I'd be like, "If it made the person happy, that's all that matters. Placebo or not, they're feeling better. I don't know what to tell you." Let's get back to entrepreneurship. What advice would you have for any young up-budding entrepreneurs or people who want to start but may be afraid to start? Do you have any words of advice for them?

If you have an idea that keeps you up at night or can't stop thinking about it, pursue it. Get started. Don't wait around for the perfect time. The perfect time doesn't present itself. For me, I started my journey whilst studying and working. Let's say you are a professional. You might have a family or dependence.

It might be difficult for you to start and put all your eggs into a business, but getting started while you're working or studying is the best way because even if you put all your eggs into one basket and start working, you're not going to be paying yourself from your business for a good minimum of two years. You've got to understand that in itself is difficult.

When you launch your business and might have bad days, you don't want to be worrying about your finances. Starting while you're employed or studying makes so much sense because you get that feedback. You can double down if things start growing. For me, that was my roots of entrepreneurship and what I'd recommend to any professionals who have been within the industry.

The second bit is trying to find your tribe or people within an entrepreneurship or like-minded individuals who like to think outside the box. Do something different if you want a go at it. You need people to foster those ideas and challenge you rightly, but also push you forward when you need them. Those are the two reasons.

That's amazing advice. Thank you. I love the idea of if it keeps you up at night, then it's probably something you should do. I've had that experience myself. It's good to know that from somebody who's followed that advice themselves and been successful at it. I want to end the episode with two questions. Before we get to those two questions, can you please share where people can find you? Where can people find Ocushield? What kind of contact information would you like to share with everybody?

You can find Ocushield on Ocushield.com. You can contact me through that Contact Us page, or you can reach out to me on my Instagram or LinkedIn. If you search Dhruvin Patel on either of those platforms, I should show up. I've been fortunate that I've got somewhat of a unique name, so you should be able to find me on there. I'd love to hear from people. Feel free to direct message me. If there's anything I can help with, I'll be happy to.

You can be the Richard Branson of the eyecare industry now mentoring the young budding entrepreneurs. There are two questions. The first one, I'm going to change. I went to the Vision Expo East, I was telling you. I went to this amazing meeting, the Vision Monday Leadership Summit. The first question I usually ask my guests is, if you could go back in time, what advice would you give yourself? If you could go to a point in your life when you were struggling, what advice would you give yourself at that time?

This lady who was doing this talk, and she was a successful entrepreneur, was like, "I hate that question. When people say, what would you tell yourself? Who cares? You are where you are now." I was like, "That's a good point, especially if you're happy with where you are." Some guests will say, "I don't want to give myself any advice because then it would change where I am," and I get that. She changed the question. What would your 9 or 10-year-old self tell or say to you about what you are now?

The 9 or 10-year-old me would probably say, "I'm proud of you." Back then, I had no idea what I wanted to do properly. I wanted to do football or whatever I imagined in my life. They'd say, "I'm proud of you. Keep being patient." In this journey, we always want things very quickly, and I've learned through this process that being patient is so important. Good things take a lot of time. For where I'm at personally, it is the perfect timing for me in my life. That's what the younger me would say.

I know it's a tough question because when she asked it, I was like, "I don't know what younger me would say, to be honest. There would be some good and bad things probably." The last question I like to ask all my guests is about everything you've accomplished, and you've accomplished a lot already in your young career. How much of it would you say is due to luck, and how much is due to hard work?

If you have an idea that keeps you up at night or you can't stop thinking about, pursue it and start now.

A lot of it is down to hard work, if I'm honest. Luck comes into it because you create those opportunities. As we were discussing personal brand and putting yourself out there and into uncomfortable places, that all creates opportunities which then creates your own luck. Nothing happens without hard work. You have to put that work in and build systems around that to amplify then what you're doing. Luck is a byproduct of hard work.

I love that. I would have to agree with that. Do you have any last words that you'd like to share before we wrap up?

It has been great speaking to you. It's great to see that there are people like yourself in the profession who want the profession to do more and give them ideas to do more. We're seeing that in the UK as well. We see that in the university and the coordinator for the whole course of optometry saying, "I want people to be thinking outside of testing because there are so many brilliant minds within the industry. They can innovate in so many ways. They have patients to test on." There's so much that can be done. It's fantastic with what you're doing, and you're encouraging more. It's exciting to see.

Thank you very much. I appreciate that. That's exactly what the purpose of the show is. It's to get people in our industry and our profession to see others doing big things, thinking outside of the box, taking risks, tackling challenging opportunities, and growing from there. I want people to see and extract that and do it in their own lives. Thank you for sharing that with us. Thank you for coming to the show too. I appreciate you being on here. I look forward to staying in touch with you and learning more from you. Thank you also to everybody who has read the episode. We will be back with another episode. Make sure you stay tuned.

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About Dhruvin Patel

Dhruvin Patel is the founder of Ocushield, a line of blue light blocking products. In this episode, Dhruvin discusses his journey in entrepreneurship including being featured on Dragon's Den, funded by Virgin Group, and build a company valued in the milllions