Business

What they meant was, 'Do you have someone at work with whom you can discuss personal matters?' Only 30% of workers affirmed they had such a connection at work. However, this 30% demonstrated significantly higher job engagement, superior performance, and less likelihood to leave their job for a more enticing offer.

Director of Harvard Study of Adult Development & Psychiatrist

I find the analogy of a forest to be quite fitting. For a forest to thrive long-term, there needs to be stalwart oaks providing a robust structure. Amidst these towering trees, you witness a cycle of growth and decline, certain elements flourish while others fade, but the overarching solid framework remains intact. These enduring, long-term institutions form the backbone of our society.

One entrepreneur likened getting venture capital funding to strapping a rocket onto a car; if the car isn't stable, secure, and ready, it leads to a disaster. Similarly, hiring salespeople prematurely can indicate a probable failure because you're still figuring out your direction. Thus, the sustainability of the business gets compromised.

Interestingly, during my observation year at Eton, I asked a staff member if they ever intended to expand the institution. Their perplexed reaction was intriguing. They asked me, 'Why would we want to grow?' The question made me realize that once growth ceases to be the primary objective, it allows the spotlight to shift towards aspects like sustainability, longevity, nurturing a strong culture, and attracting top-notch talent.

To understand this better, let's travel back in time, focusing on the evolution of corporate America as an example. The initial major corporations were family businesses, constructed with the intent of longevity and continuity. They were built to be bequeathed, akin to the great establishments in India such as Tata, and even in Japan. The emphasis wasn't merely on scaling to sell, but on nurturing the business to be transferred across generations.

I found myself transitioning from an extremely short-term world into an environment where the focus was primarily long-term. The environment, based around colleges, was more relaxed and unhurried. The pace was different – no hourly targets here – with a collegiate atmosphere that placed greater importance on future implications.

What seemed like trash to this giant software company was akin to Aladdin's treasure for a 12-year-old. I recruited my older sister as my business partner, and we began to gather discarded floppy disks using my youngest sister's pram. As an added bonus, we offered same-day delivery, a feature that we cheekily called 'Amazon Now'.

We quickly adopt technologies we see potential in and dismiss those that don't seem promising. Over the last five years, we have heavily invested in Artificial Intelligence, which has immense benefits to us and our clients. Conversely, we didn't invest in the metaverse – or, as we call it, the 'metaworse' – due to its inherent lack of potential as a force multiplier and clunky user experience.

We didn't initiate this venture to merely establish another VC fund – India certainly doesn't need an additional one, given the abundance of capital already available. Our belief at Together Fund is that we can effect change through our current, first-hand experience, as operators who have scaled a company in this decade. Our knowledge is fresh and applicable, not outdated.

Founder and CEO of Freshworks, cloud-based software company

As we scaled up and prepared to go public, we realized that 'learning by doing' wouldn't always cut it. We needed to bring in individuals with expertise and experience, those who had 'been there, done that.' While we are immensely proud of starting out in Chennai, our aspiration has always been to establish a global presence.

Founder and CEO of Freshworks, cloud-based software company

I'm genuinely convinced that the upcoming decade will be the era of India as a product nation. This presents a tremendous opportunity for India, and you might wonder why now? Broadly, it's a confluence of a few factors. First, the global demand driven by digital transformation isn't limited to Fortune 500 companies. We're discussing the Fortune 5 million here – from a small-scale apparel retailer, a neighbourhood restaurant to a colossal multinational, they all need to adopt technology.

Founder and CEO of Freshworks, cloud-based software company

The wisdom I've gathered over the years taught me to seek out individuals who have a sense of reverence towards the job at hand. Rather than recruiting someone who assumes they've mastered it all, we seek those who regard their roles with awe. My experience has shown me the importance of hiring problem solvers and builders, not just those who impose pre-established templates.

Founder and CEO of Freshworks, cloud-based software company

Two major themes emerged: How quickly do they decide whether they want to invest? How fast do they decide if they like the entrepreneur? The answer to both is often within a matter of seconds. First impressions are key.

Co-founder of Waze, GPS navigation app acquired by Google

Out of all the startups that approach investors, less than one percent will secure funding. If you don't grasp this reality, you'll struggle to successfully raise capital. It's a critical point. Many first-time entrepreneurs don't comprehend this 1% ratio, but it's not about them—it's about the investors' selection process.

Co-founder of Waze, GPS navigation app acquired by Google

I'll start by emphasizing that this will be a long journey. Think of fundraising as refueling your car for the trip. It's essential – you can't undertake the journey without fuel. But that's all it is: fuel. It isn't the objective of your journey.

Co-founder of Waze, GPS navigation app acquired by Google

I would argue that it's essential to set growth aside and prioritise achieving product-market fit. The logic behind this is straightforward: if you manage to attain product-market fit, you'll thrive, but if you fail, your venture will falter. It's that simple.

Co-founder of Waze, GPS navigation app acquired by Google