People change. People grow and develop. Or people become entitled and complacent. But often, we make the huge mistake of evaluating them from the same frame of reference that we had when we first met them.

I am asking for your help to make my passion project successful! - We worked for 9 months devotedly and obsessively on launching a National Level Talent Search Test for law students so that they could get internships in top law firms irrespective of where they are studying,

Heard this afternoon and has left an impact: "You can either be competent or be liked".

Many people will treat you with disbelief irrespective of whatever you are doing. The most important thing is not to allow their disbelief to translate to self-doubt for yourself.

Want to make your mark with businesses? Either bring investment or bring business. In that order of importance.

People hate bureaucracy. Even cost would have been a sufficient reason why DeFi will take over. But bureaucracy is another huge one.

Often individuals who aren't exactly the best people to work for end up getting sincere and reliable employees and those who are in fact good employers end up getting narcissists who expect far beyond what they're actually worth.

While you're tearing your hair up or banging your head about how foolish someone is, that "fool" is probably putting their feet up and relaxing or out chilling. Who's the loser?

If you get kicked daily, after some time someone out to kick you will probably get their leg fractured and nothing will happen to you (obviously not meant literally).

Time and investors wait for none.

You need original intelligence to know and understand how to deploy artificial intelligence.

A client of mine runs a 40-person IT services company in Pune. They landed a contract with a European bank last year. Dream deal. 18-month engagement. Everyone celebrated. 3 months in, the bank's project manager asked for "a small addition." Then another. Then a full module

A client of mine runs an about 20-person software company in Gujarat. They landed a development contract with a US-based SaaS firm about 18 months back. It was a big international deal for them. The team was ecstatic. They didn't have enough bandwidth internally. So they hired

One of my clients is an NRI based in the US. Two years ago, he signed up with a US-based service provider. Everything went smoothly. Then his team figured out a way to achieve the same objective internally. No issues with the vendor. They simply didn't need the service anymore.

A services company in Noida faced significant financial issues and almost came on the verge of closing down. Not because they lost a client. Because they won one. They signed a contract with a large US client. Rs.40 lakhs a month. Their biggest engagement ever. 12 people

An about 25-person services company in Gurgaon was negotiating an MSA with a large corporate a couple of years back. Contract value was over Rs. 3 crores a year. Good margin. Solid client. As often happens in such cases, the large corporate was to share a significant database

A procurement team at a large manufacturing conglomerate sends your company a 52-page MSA. You build supply chain analytics solutions. AI-powered. Your platform sits on top of foundation models. The deal is worth Rs 3.5 crore a year. You get to page 28. Clause 19.3. "Service

The #1 mistake I see startup founders make - and one which they almost always have to undo (and its messy to undo this): Giving away equity in one shot to someone who isn't equally running the company. Here are 4 real patterns I can note. Every single one had to be painfully