A story of two passionate travellers started at the campus of Parul University. While booking their flights, they found that a flight fare that reads 4,500 INR somehow ends up at 5,500 at the time of checkout. That irritation is the real reason that founded FlyAnyTrip. Anshuman Singh, then a third-year engineering student at Parul University, decided to build a company around fixing it. That company, AnyTrip India Private Limited, operating as FlyAnyTrip, is now a travel meta-search platform positioned on a single promise: that the fare shown is the fare charged, and it was built and scaled through Parul University’s PIERC incubation cell. Singh is the founder and CEO; the company’s fact sheet names Vibhu Panchal as co-founder. He pursued a diploma in Varanasi, UP, before joining the B.Tech CSE at Parul University. His passion for travelling became the real reason he wanted to fill the repetitive gaps in flight fares.
“That 1,000 more is the major problem that I face every time.”
The idea, and the professor who sharpened it
The decisive push came not from his own frustration but from a faculty member’s casual challenge: a professor asked him to find flight tickets that carried no convenience fee. He treated it as a problem, and that’s when he found out about a fee-free booking platform with a meta-search crawler. The crawler lists the rates from multiple sources and showcases the most transparent price rather than the heavily marketed one. What began as a comparison tool was scaled, and now they’re into hotels, holiday packages, lounges, visa services, and many more layers have been added.
Taking the first step, inside an institution
He registered the company in November 2023, while he was in his 3rd year. The initial development phase was led by the faculty of Parul University, Akash Sir & Maqsood Sir. What started with an idea became an obsession, and that’s when Anushuman started hiring. When the product needed more people and capital, PIERC came into the picture, and that’s when he got his real mentorship from Jay & Anup Sir. Hence, his product was funded, and faculty have helped him with hiring decisions as well. He also credits a 2024 Vadodara Startup Festival session, where he met entrepreneur Adil Qadri, as the moment that convinced him the university’s ecosystem was worth committing to.
The hardest part was people, not money.
Asked directly about the hardest part of the journey, Singh did not point to funding or customers. He pointed to talent.
“The main difficulty is the brain. Every startup needs a good brain to develop anything.”
He figured out one such pattern: a founder invests time and chooses a mentor; he trains that person for a longer period of time, and that’s when that person leaves the company, as he/she is offered a salary scale that the startup cannot afford. Hence, he invested time in amping up the hiring standards and process so the genuine ones stay with their worth intact!
Train your brain
Instead of chasing salaries, he built an internal pipeline named Train The Brain. A process wherein it enrols students, trains them inside the company, and gives them time to find the role where they feel more responsible, followed by giving them a job. It was one such leadership approach he built, and that’s when many students of Parul University joined him and helped him scale. He is careful to frame it as a solution born of necessity for a resource-constrained startup, not a universal formula. The company’s academic mentors function as an extended part of the team in this model, involved in real decisions rather than advising from the sidelines.
If traction comes first, what’s next?
PIERC incubated the startup in 2025, and that’s when they unlocked two major levels, SSIP (Student Startup and Innovation Policy for the State of Gujarat), worth 18.5 lakhs.
“Every person basically thinks that on day one they will get funds. That is one of the worst things you can think in a startup ecosystem.”
In his startup story, he treats ordering as the real lesson, considering it more important than any funding amount. Moving ahead, he received an offer from a globally revered company, which he declined and focused on the set of choices and decisions he made for his startup.
The product and the numbers at each stage
FlyAnyTrip is built around a meta-search crawler: rather than holding its own inventory, it searches across multiple sources to surface flight fares and, increasingly, hotel, package, and visa options, positioned on transparent pricing and zero hidden charges. The company’s materials describe hotel coverage across more than 500 destinations, alongside flight search, holiday packages, visa assistance, and round-the-clock support. Its competitive claim is not scale but honesty of pricing and positioning against larger meta-search incumbents on the promise that the fare shown is the fare charged.
The figures are best read by stage rather than as a single ledger, which is how the company itself presents them:
- At its PIERC presentation stage: more than 1.87 crore rupees in cumulative revenue and over 12,000 customers, the numbers that supported its case for further backing.
- On the current fact sheet: roughly 4.37 crore rupees in cumulative revenue across its last two financial years, and more than 13,700 customers served.
- Website reach: over 2.1 million active users via the website at the point of the interview, a traffic figure distinct from customers who have transacted.
- A separate reported figure: 8 crore rupees in revenue over two quarters.
These sit at different points in the company’s growth and are not drawn from the same moment, but together they describe a platform that has moved from a search tool into an active, monetising booking business. The team is now targeting one million US dollars in revenue for the current financial year, a stated target rather than a confirmed result.
Recognition, philosophy, and what he tells other founders
At Parul University’s 2025 convocation, Anshuman Singh was awarded a gold medal by the university president for Best Startup, the recognition he says mattered most to him personally, more than any funding milestone, because it was the institution that had backed him from the beginning, formally acknowledging the progress. His leadership philosophy is compact: build first, validate second, seek incubation third, and treat funding as something that follows traction. On people, invest in training rather than relying on out-paying competitors. On risk, the clearest signal is the Accenture decision. Running through all of it is one word he returns to repeatedly.
“Be consistent. If you are consistent, it helps you a lot.”
