Friday, October 18, 2013
Wednesday, May 15, 2013
I feel that there are three things I could say that I could have done differently.
One is I feel that it took me a while to understand the value of really senior and experienced management. I should have focused on getting more senior and experienced management to be a part of the company a bit early on.
Two it took me rather long to learn – and I am still learning! – how important sales and marketing in a business. I feel I didn’t really fully internalize that sales is the lifeblood of any company. You don’t sell anything, you don’t have a business! Today I do truly put a much greater emphasis on sales and marketing than before.
Tuesday, April 16, 2013
TEOCO is a software company that focuses on building solutions for telecommunications carriers worldwide. We provide solutions in the areas of network cost management, network routing management, things like fault management systems, performance management systems, business analytics, and so on.
When you’re trying to provide these very complex solutions to carriers worldwide, and our clients are some of the largest carriers in this world, it’s a challenge to compete with companies that are extremely well funded.
TEOCO has always built on the profit generated from within. So we’ve had to compete against companies that were funded by venture capital; that had a lot of money to burn. And we’ve never had a rich uncle. We’ve always had to build our company from the ground up to make sure that everything we do can be supported by the revenue and profits that we generate.
In those days the company was still in its infancy, in the first five years of its life cycle. It was pretty tough to compete in an environment when nobody else was trying to live by the same set of constraints that you were. But I feel that the fact that we stuck to our guts and said that we’ll only grow as fast as profits would allow us to, actually enabled us to have a very strong platform, a very strong foundation, and succeed when many others around us crumbled.
Tuesday, March 26, 2013
One of the qualities that I feel really has helped me is courage. I feel that when you try to build a business on a set of values and principles, often you’re put in a position where you’re asked to compromise those values and principles.
And while courage is a very very important success criteria in business, in the context of a principled entrepreneur, it becomes even more important. And it’s very very important that a person trying to build a business on a set of values and principles have the courage to stand by them and to walk away from any profits and gains that would come by sacrificing those same values and principles.
This interview excerpt first appeared in India America Today.