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Hurry, we like to know more about your journey. So let me start with my childhood sweetheart. I grew up in a small Township called so Nevada this was where any chill Factory was located. My father used to work there. It was a very small town. The population was less than about 7,000 people, but I was fortunate enough to study in a kendriya vidyalaya there. It was run by the factory and I worked hard and made it to engineering IIT Madras. I studied mechanical engineering at IIT Madras back-to-back. I did an MBA from I am Calcutta. And then my first job was with Allah steel. I was passionate about engineering and my intention of doing an MBA was not really to move away from injuring but to get a holistic perspective of how a business is run and that's how I ended up at Dollar still as mechanical engineer having worked for about 11 years on the shop floor. We were at a point at a point of time. There was an existing to crisis at our steel because the CIS countries after liberalization were dumping steel at prices that were below our cause so we had Restructure in a big way right size and change the culture. So we engaged McKinsey to help us with this. I was part of the core team from Tata steel that worked with Mackenzie on this a large component of this was about people and HR and I was there for about three years at are still working in HR at some point I time I did feel that Tata steel is really not the place for me to make a very long-term career and people used to say, you know what that if you work for five years in a place like jamshedpur you can never get out. Out but after 14 years, I was fairly lucky to get out and found a job at the auction. I was interviewed by Sanjeev Agarwal. Sanji was the founder CEO of Duck. So for me moving from Tata steel to duck she was like moving from an oil tanker to a fighter jet and it was an interesting experience. I was there for about four years in those four years the company grew rapidly from about thousand people one city operations to about 25,000 people multiple cities multiple countries. In the process, we would also acquired by IBM. So we've built a great asset. It was one of the coolest BPO companies at that point of time IBM thought it worth while to acquire that company and run it after which I moved on and joined a midsize IT services company called what user Cruz Niche IT services provider more in the product development space rather than in the services space, although it is Services as well this company also we took public and listed on NASDAQ. So we had a good exit after which Gone to another startup called Amber research MBA research. I was there for about four and a half years. Amber was acquired by Moody's and Amber was in the business of providing investment Research Services to investment Banks and money managers and Moody's acquired this company after which I moved on to taxi for sure. Taxi first show was a very short stint because within a year of my joining taxi for sure was acquired by Ola after which I moved to Big Bus. Garrett and I am with big basket until now so broadly for me one large stint 14 years at a large Steel company multiple roles and the remaining 17 years with a string of startups. So you have been a lucky charm. I would say for all those companies they got either acquired all went public was this strategy, you know to to figure out the next unicorn and then join them or it was more by you would you will say circumstances coming and sitting on I think it's a bit of a mix of the two. Which is that I always loved working with interesting people so that the only thing I look for in a company are the people that I'm going to work with going to be interesting. So that's one criteria is the only important criteria for me and my strength also was in scaling companies. So I joined companies after a product Market fit was reasonably well established. I didn't join very early stage startups. So by the very fact that I joined a company after the product Market fit with established there is a good probability that they would be an exit. So it was not just a lucky charm, but the fact that I joined companies where the product Market fit was well established and I joined companies where I love to work. So among these companies of you have seen cultures you have built cultures in these not up and these companies you would like to know what are the challenges our startup phases and you are since mentoring a lot of startups being an angel investor when a start-up goes from two co-founders to 10 people. Ten to fifty and fifty two hundred what are the things that startup go wrong in building cultures in Hindi stages? Right? So in a start-up culture equals Founders period that's it. So it's the founders who build the culture and the founders determine the culture of the startup. So I think walking the talk is very crucial for building a culture. So for example, you can always say that doing business ethically is more important than delivering great out. It's very easy to say this very easy to put posters on the wall in the board rooms which states this but when it comes to the Crux when your top performing sales person does not do business. Ethically or does something unethical. What action do you take do you neglect it? Do you oversee that thing or do you let go of the salesperson? If you let go of the sales persons in the culture gets built geltz reinforced people understand that you mean What you say, but if you turn a blind eye to this, then people will realize culture does not matter and it's you're just talking you don't mean it. So ultimately building culture is about walking the talk. It's about taking those calls in tough situations. So if you do that consistently culture gets built and as a company grows big from let's say ten to hundred two thousand ten thousand. I seriously believe that if 10 people in the company 10 to 15 senior, most people in the company live the culture Day over a period of time the culture would get built if those 10 to 15 people do not live the culture if what they say is different from what they do, then the culture never gets built. So it's about walking the talk. It's about the top 10 to 15 people walking the talk every day hurry. What's your purpose in life? This interesting question. I think purpose in life keeps changing as you age. So when I was very young for instance my purpose in life was just to get better Financial Security than my parents had but at this point of time my purpose in life is to meet interesting people read about interesting ideas and solve interesting problems. So my purpose in life at this point of time is this and I don't think this is likely to change. So I think your purpose keeps changing with time it Evolving. And today my purpose is about meeting interesting people. I'm meeting you. For instance. I'm doing this podcast with you reading about very interesting ideas and solving interesting problems and going out of my comfort zone. I think that's also equally interesting for me at this point of time.