India GameChanger was fortunate to speak with Praveen Grover, the VP and Managing Director in India for AHEAD. AHEAD builds and manages digital platforms that accelerates digital transformation for their partners to create significant and sustainable business impact.

Some of the topics that Praveen discussed in detail included:

  • Challenges as stepping stones to success
  • Risk-taking and risk mitigation as a calculated strategy
  • Strategic expansion into India requires a blend of risk-taking and pragmatism
  • Building AHEAD in India and what its future looks like
  • Companies must see India as a strategic long-term destination
  • The importance of fulfillment in one’s career and life

Some other titles we considered for this episode:

  1. Risk Often Leads to Reward
  2. Most Entrepreneurs Are Not Risk Takers
  3. I Was Missing the Action
  4. There Is No Upper Limit to Wisdom, Beauty, and Wealth
  5. Failure Is an Inevitable Step to Your Success
  6. Young People Don’t Make Good Mercenaries

Read the best-effort transcript below (This technology is still not as good as they say it is…):

Michael Waitze 0:05
Hi, this is Michael Waitze. And we are back on India GameChanger. Today we have Praveen Grover, VP and Managing Director for India at Ahead. Praveen, thank you so much for coming on the show. How are you doing?

Praveen Grover 0:19
I’m doing very well, Michael, thank you for inviting me. Pleasure to be here.

Michael Waitze 0:23
It is my complete pleasure. Before we get into the main part of this conversation. Let’s give our listeners a little bit of your background for some context, please.

Praveen Grover 0:33
Absolutely. My name is Praveen Grover. As you mentioned, I am VP and Managing Director for Ahead in India. I possess over 20 years of experience in enterprise technology and best touring with expertise in establishing India paid services center. For us it companies to achieve strategic cost optimization, and also improve customer experience. I have a proven track record in general management, p&l management strategy, MMA, financial planning people development in it. I also serve as an advisory board member for portfolio companies of select Private equity firms. On the side, I serve as the chairman of association of technology entrepreneurs, which is a nonprofit organization that I had found. And it’s aimed at providing learning and networking opportunities to aspiring entrepreneurs. Michael, I’m also a history buff and an avid reader of biographies. I currently reside in Gurugram, which is a suburb of the capital, New Delhi, with my wife of 20 years people and my two kids, Ryan and Sophia.

Michael Waitze 2:05
Awesome. I used to say I was born in 1965. Right. And I used to say that like I was born at the exact right time, for the way like the economic cycles in my life went and for the way the industry in which I chose to operate, right, global financial services, they globalized, I was a foreign language speaker, they sent me overseas, and it changed my life forever. And I think if I had been born like five years earlier, or like five or six years later, that I wouldn’t have been able to do the stuff that I did. Do you feel similarly about the career you’ve had in India that like you were born at, like, just the right time to take advantage of all these things, all these confluence of events that came together to do the stuff that you do?

Praveen Grover 2:45
So Michael, if this is a pretext to find out how old I am.

Michael Waitze 2:52
It’s not that well, that was.

Praveen Grover 2:56
So again, you know, I am happy to share with you that I was born in November 1974.

Michael Waitze 3:04
So you’re much younger than I am. So,

Praveen Grover 3:07
good question. See, I first moved to the US as a 20 year old graduate student in 1995. After graduating from business school in 1997, from Clark University in Massachusetts, I stayed over and lived and worked in the US for about eight years. Okay. So that was in terms of timing. I mean, I would put it slightly differently. I would say that I have experienced all of the disadvantages for success.

Michael Waitze 3:49
How so? Is it just because you had to spend eight years in Boston putting up snow in that terrible weather?

Praveen Grover 3:56
Exactly, anything beans out of again, exactly. The in terms of timing in terms of timing, so I decided to move to you know, India back in 2003. Right. And that is when offshoring to India was in its infancy, there was sufficient momentum gathering around it. This may be a good time to also share with listeners about my professional journey and achievements. I built the first India operations in India for try core solutions, Boston based leading provider of enterprise application management systems. That was back in 2003. When very few small and midsize companies were doing it, it was mostly the larger essays that were coming to India. So because, you know, I was one of the founders of the company, I joined them as employee number four. I was able to come convinced the management to open in India center. And we grew that center to about 400 employees. And then in 2007 teen we were acquired by Rackspace technology. You may be familiar with the company very. With that acquisition, we became Rackspace technology. At that time, Rackspace technology had about 7000 employees, Michael, and all of them were based in the US or UK. So we were Rackspace, his initial employees at the India center. So that worked out perfectly for us. Because we were one of the reasons that Rackspace acquired tricore was because they wanted to build a India delivery center. So we were critical, you know, to that acquisition, so I was the only tricore founding member who stayed with the company. And then over the next few years, I expanded Rackspace is in the HGH Services Center to more than 2500 employees.

Michael Waitze 6:10
Okay. So I have to interrupt for a second because you said everything you did was set up for failure or got in the way. But it sounds like and I mean, this seriously, like, it sounds like it’s just the opposite, right? Because in a way, it would have been much more difficult for you to do for you to do what you did to set up this service delivery center. If you hadn’t gone to Boston, right. You had if you hadn’t gone there and started your own company, brought it home and said, I think there’s an opportunity there. And this is all around risk taking. You should talk about that a little bit too, right? Because none of this was guaranteed. You said at the time that this offshoring was at its infancy, infancy, so there was no guarantee this was going to work. But the POC, right, the proof of concept was in 2017. And probably before that, when Rackspace came in and said, We need to have this as the seed that we plant to build a bigger service center and a bigger delivery center in India just feels like along the way. I don’t want to say you’re in the right place at the right time. But you made the right choices. I mean, life is just a series of choices. Right? You made the right choices to be in the right place at the right time, I interrupted you go ahead.

Praveen Grover 7:13
So I couldn’t agree more, Michael, that our lives are the sum of our choices. Yeah. The way I look at it is that, first of all, I think it’s not just me, I think every entrepreneur has the appetite for risk taking Absolutely. The way I look at risk taking. I mean, you could make the argument that no risk, no reward. That’s the simple one. But the lesson that I have learned in my life is that risk often leads to reward Exactly. So I decided to move back to India in 2003, without having a plan. And after that convinced the leadership of my company, to open an India delivery center, and my presence here, enabled us to do that as a group. Now, Rackspace, technology acquired tricore solutions, it could easily have been IBM or censure. Now we can make that argument today that we were in the right place at the right time. But at the same time, Rackspace had no prior experience best shore into India. And Rackspace had been around since 1999. Right? They may have tried to do this before, but here was a company which has zero prior experience best shore into India. So imagine working with that leadership, and moving the needle of India center headshot head count from zero to 50%. Yeah,

Michael Waitze 8:45
wow. Wow. Can you just talk a little bit more about this, because it is kind of trade right to say no risk, no reward, no pain, no gain. These are very simple phrases that in a way don’t mean anything. And I like to tell people that like taking risks doesn’t mean jumping out of an airplane without a parachute. And, excuse me, hoping you survive. Like risk taking, again, it’s just choice making at scale, and making the right choices, but also having an understanding about what the landscape looks like and all these things and then taking the making a decision that other people may not make, with maybe a little bit more insight. Is that fair?

Praveen Grover 9:25
So I think what you’re trying to say and I have first hand experience with this, working closely with entrepreneurs over a number of years, that most entrepreneurs are actually not risk takers. They are what I would classify as risk mitigators enough. So I mean, their job is to understand what the risk is, and then alleviate that risk. So with that said, with that said, I mean my personal experience, like I said, has been there Risk often leads to reward. What I have learned in my career is that there are three key ingredients to being successful. For better or for worse, we live in a world Michael that rewards hard work, creativity, and risk taking. And you take any one of those three away, and then you are less likely to be successful, is what I have learned through my journey so far. And, you know, personally, I mentioned briefly I that, you know, I’m a history buff, I also like to read philosophy from time to time. You know, my favorite philosopher is Frederick Nietzsche, you know, who’s written books about risk taking, you know, he’s some of his coattails are thrown around loosely may not be attributed to him. Such as you know, live dangerously build your cities on the slopes of this OVS. And your ships out onto uncharted seas. And I’ve been a firm believer in all of that. So not so much about risk taking, but you know, what Mitch is saying, you know, is pushing you to get out of your comfort zone, and try new things. So, you know, when I was at Rackspace technology, when I left the company, this is in 2002, in August. At that time, you know, we’d already built the India centered about 2500 employees, things were humming along just fine. But, you know, I was missing the accent, I figured, you know, this is, this is I’m 48 years alo old, if I want to try something new, now is the time, right. And that’s when you know, I decided to leave Rackspace technology and then take a break for six months, and then find the next thing.

Michael Waitze 11:57
There is a certain joy that goes along with that early stage risk, I’m just gonna stay with that word. In going from zero to something much bigger. It there’s just a pure joy from it. If you’re in a job at because I’ve been there as well, right, where you just doing the same thing over and over again, it’s humming really nicely, the revenues growing, there’s nothing really wrong, except it’s just not exciting anymore. And you know, you can do more, you want to go back to the beginning and see if you can replicate that success in another way. I’m presuming after your six month break, you said yourself, I need to find that right opportunity to kind of see if I can do that again. And maybe even do it a little bit bigger. Yeah.

Praveen Grover 12:40
Absolutely. Absolutely. So I mean, Joy is one word, I would use the word fulfilling. Yeah. The other day, me having a conversation with my 16 year old son, to getting ready to apply for colleges. And the advice that I want to give him as he starts this next journey of his life is that, you know, don’t aspire to be happy, don’t aspire to have a happy life. Instead aspire to have a more meaningful and fulfilling life. That’s why I left Rackspace. And then I wanted to look for the next venture. Except in my case, I mean, if you combine Michael, so my journey has been interesting, or is singular, rather, because if you combine my tenure at Rackspace and tricore, before that, I had a combined tenure of 22 years with a single company, wow. So forth, someone in my position. I figured that the for me to start the next thing I did, as Cortez did when he reached the New World, burn my steps. And just get out of Rackspace technology as a step one. And that is what is going to motivate me to make those significant efforts to look for the next bigger, better, more meaning for opportunity.

Michael Waitze 14:14
So if you burn your ships, right, what do you think the biggest risk is you have to mitigate? When you start from scratch. You’re not starting from scratch per se, right? Because you have all this embedded knowledge. It’s different than when you start something from scratch when you’re 25. Because you don’t have all the experience to lean on. But to be fair, I did this a couple of times. You’re having a great career at Morgan Stanley. I could pick up the phone and call anybody in London or New York and get anything done that I wanted. And then I went to Goldman Sachs, not directly but I went to Goldman Sachs, right? And I didn’t know anybody. And I had this vision of just like, I’ll just keep doing the same thing and call the guy in New York or call the guy in London, but it doesn’t work like that. Right, but you are completely switching everything so you really burn your ships. So what did you think was the biggest risk You had to mitigate after that. And then I want to talk about ahead. Sure,

Praveen Grover 15:03
sure. So at that time, at that time, after I made the move, the biggest risk before I landed ahead for me was whether I will be able to find the right opportunity. Yeah. So I was less, less concerned about making the opportunity a success, because compared to when I started tricorder, in 2003, I now had over two decades of experience behind me, yeah. So at that time, I figured, okay, the greatest risk is not finding the right opportunity, which I want it to be bigger and better than my current one. However, I will, again, go back to about how risk leads to reward. And I was speaking with a friend of mine, this is during the transition phase before I joined ahead. I said the same thing to her, Michael, I said, you know, what, if I don’t find the right opportunity, and he told me something that resonates true now, that a person with your capabilities will create the right opportunity?

Michael Waitze 16:15
That’s a very good friend. But the risk really is though, the risk really is you make a choice, right? Because you with basically the same company or entity for 22 years. Right? So there’s a lot of discomfort, potentially, of moving. And because it was so successful, if you make the wrong choice, which is possible, right? Then you have to not try even harder, you know, I mean, but it’s much more complicated than to create the right opportunity inside of something where maybe there wasn’t like a cultural fit or the right fit or whatever. So it’s a very different choice. And when you said you were one of the founders of tricore. So when you talk when you said to them, I’m going to go back to India, I don’t know what I’m going to do. And then you convince them to do something. They trusted you in her in inherently because you would already always been there. Right. But now you’ve got to rebuild that again. So yeah, I understand like, you’ll create the right opportunity. But still, there was risk there. I think anyway, let’s talk about ahead. Now now, what are you doing?

Praveen Grover 17:10
Yeah. So on a related note, I get this asked very often, Michael, and I think this would be of interest to our listeners, as to what has what have been my greatest learnings. The lessons that I have learned through this transition from Rackspace technology to ahead. And I want to share this with listeners that to motivate other people who may be in a similar position. And there is no way I could have learned this lessons without going through the pain and suffering isn’t the Sydney time mentioned, the number one lesson that I learned how to share with listeners is the value of work in your life. People do work for a paycheck, it is important, but in addition to that work itself gives meaning to our life, regardless of how much money a person has already made. That’s one. The second lesson that I learned is that it’s not the journey. It’s not the destination, but it’s the company that you keep. So the number one thing that I missed was the company of my fellow colleagues, who some of whom, you know, worked with me for 1520 years. And lesson number three that I learned, which was mentioned to me by the same friend I referred earlier, is that, Michael, there is no upper limit to three things in life. Wisdom, beauty, and well, you can always do better. There is always a next level. Yeah.

Michael Waitze 18:58
Yeah, these things are actually really important. Can I just start with the second one, if you don’t mind, it’s the company that you keep, I think this is actually really important. And this kind of gets back to what I was telling you before. It wasn’t just the idea that I knew who to call in London in New York, right? Because that was part of my job. It was that when work was over the guys and gals that I had left behind. Were just out to dinner with somebody else. Right? It was very strange. And that takes that really does matter like the company that you keep, because in a way, it’s way more important than the company at which you work.

Praveen Grover 19:30
Yeah, absolutely. That’s your work family. Yes. It just just turns off like that. And that has a profound impact on you and on the others,

Michael Waitze 19:39
for sure. Because you’re not there either, right? And they’re missing you at the same level. But also your life experience becomes really different. And I want to touch this if you don’t mind. Because I think I know what you mean here, there’s no upper limit to wisdom, beauty and wealth. And you can spend a ton of time trying to chase a little bit more of this and a little bit more of that and a little bit more of wealth. But at the end of the day your life is not going to be marginally better. If you just continue. There’s no upper limit. So there’s no way to stop. There’s no way to know when to stop. So it’s just a really important lesson to learn when you cheat, you have to start chasing the right things. And I think gets back to this thing you were telling your son, you’re not even chasing happiness, you’re chasing meaning you’re chasing fulfillment. And that’s exactly.

Praveen Grover 20:18
So all of that is true, Michael, but I think the context in which my friend referenced this, is that, regardless of where you come from, you can do better.

Michael Waitze 20:32
Both of those things are true. Yeah, yeah. Both of those things are true. Yeah, I completely understand that. Completely. The way I live now resembles nothing about the way that I grew up at all. There

Praveen Grover 20:46
you go. Yeah, there you go. So coming to a head, yes. So I was introduced to the executive leadership team of I had in August of 2022. I left Rackspace in July. So I was introduced to this company, by a mutual friend in the private equity space. And I was fascinated when I read about the company. So a head was formed in 2007. Okay, that year, the company did in excess of $3 billion in revenue in year one, no, it’s not a small company 2022 in 2022, and I, when I was introduced to the company, the company has about 24 locations across the US. And what particularly pulled me towards the company is that the founder, is the CEO of the company. Today, still so similar to how my journey was with tracker solutions, I think there is something very special about founder owned and operated companies. So I had a series of meetings with the executively district team, that was the end of 2022. And then some very good promising meetings. And then in 2022, October, they invited me to come out to Chicago meet with them in person. So I traveled to Chicago, my first visit to that beautiful city. Absolutely love it almost like a larger. It’s like, right, like midway between Boston and New York,

Michael Waitze 22:41
it should have felt very familiar.

Praveen Grover 22:45
Yeah, absolutely, very provincial, in that way, similar to Boston, right. And I was already used to the weather like I travel for a couple of days, you know, I had two days a series of meetings with the executive leadership team, I was fortunate enough to have a meeting with Daniel Adam, Annie, who is the founder and CEO of the company, he and I spent a couple of hours together. So the message that I took from there is that they have been wanting to do this. And now that, you know, the company is ready to go to the next level, they want to invest in a world class service delivery center in India. But we don’t know how to do it, because we haven’t done that before. So the logical next step was that we prepare a business plan for the data center for the next three years. And I was very happy with the outcome of that first visit, because I figured that they are serious about it, and they want to do it the right way. So through the end of 2022, I worked closely with their executive leadership team, we played in India central plan for the next few years. And we took it through a series of approvals. And my officially joined them in January as MD vice president heading the India centers. So in summary, ahead, India, it’s one of the strategic investments that we made in 2023. Our aim is to scale our service delivery capacity and expand and diversity diversify our recruiting pipeline. So in terms of progress to date, we formalized ahead India as a legal entity, we hired a core team. We also build out our real estate, we’ve successfully done functional integration, and we actually started our hiring of service delivery personnel in September of last year. So so far, so good. What is important to me is that the leadership better head is and I we are fully aligned in terms of our India strategy. And I would like to share that with our listeners, for other companies that have aspiration to build a service delivery center in India, which is, you know, from the start, I was clear about this that if we are to be successful in India, because, you know, it can go either way, yeah, I have known it to be a very, very successful and I’ve also wanted to be a complete disaster is that companies must see India as a long term and strategic destination for our core services, that I ultimately improve customer value and drive profits. As a result, the company is also able to offer cutting edge technology work and make the career of the India Center employees meaningful, impactful. Yeah, I think the number one mistake that companies make when entering India, is that they see India as a short term staffing destination or they outsource knowing automated type of tasks, interesting, they are not able to add any value.

Michael Waitze 26:19
What do you think was the biggest insight that you gave to Daniel, when you met with him and the rest of the senior management team that maybe they hadn’t expected you to give to them the thing that they were like, Oh, I get it now, because of this. And this is different than what you said just now. Right? Because you said you have to have a long term strategic vision for it, you have to look at it as like a long term strategic way to deliver the best highest quality services. And, obviously, to make the employees feel engaged and fulfilled. That’s fair, but like you said, sometimes it can go pear shaped. So when you were sitting there talking to them over that three to four month period initially, what were some of the insights you offered to them and they were like, Okay, now, I get it. Now, we definitely have to do this and we have to look at it in the way that you explained.

Praveen Grover 27:00
So, so, I clearly remember that eureka moment, muscle which was that I explained to them the now the operating model or to work at India, as we proceed in India, we will do so, with the following guiding principles. Number one, the ahead India employees are fully badged ahead yet as in permanent full time employees of the company, we do not outsource to third party service providers, nor do we bring in contractors, which is how we maintain high quality of service that kept ahead India employees are organized around us practices, and they operate as one team and drive a cohesive culture and client experience. So, as far as the customer is concerned, they are getting service from a head as opposed to a head in India or head in the US, right. In fact, I don’t even like the phrase a head India, I refer to it as a head in India. And then number three is that, you know, starting out, we are primarily targeting hiring for delivery services personnel in our managed services and digital solutions groups, because they had some prior experience outsourcing to third party service providers offshore. Okay. And then we are, you know, slowly building practices for other groups as well at the India center. Overall, so far, we have been extremely successful. We are super excited for ahead in India. And we believe that this will allow us to better meet our client needs for larger service engagements, flexible cost structures and follow the sun support.

Michael Waitze 29:10
So how big do you think ahead gets in the next like three to five years and like what type of people are you planning on hiring?

Praveen Grover 29:18
Like I mentioned right now, our focus is around managed services and Digital Solutions Group. And our three year plan involves hiring upwards of 1000 people in India with possible expansions in Southern India we’re looking at either Hyderabad or Bangalore. So that’s

Michael Waitze 29:40
what I was gonna ask you as well. Right now you are concentrated in Gurgaon? Yes, but you’re going to expand it I mean, just a gigantic country did this also surprised the guys and gals in New York on the management team, just how vast India was. But also did you have to explain to them how different it was in different states and like It’s always been explained to me that you could literally go 100 miles in one direction and 100 miles in another direction and just feel like you’re in a completely different place. Was that necessary to explain to them as well?

Praveen Grover 30:11
Well, I think at this point in time, most leaders in the IT space are well informed about India. However, you know, when people think about outsourcing to India, they think about cities like Bangalore and Hyderabad that have traditionally been more popular you know, book I strongly recommended that we’ve opened our flagship facility in Google for several reasons, the close proximity to the capital New Delhi, there is abundant IT talent pool available here also the workforce is largely English speaking, there is also less demand pressure as compared to cities like Bangalore, okay and also the salary cost is moderate. In fact, you know, I would tell an interesting statistic with our listeners that Gurugram has very quickly. So, when we say Delhi NCR Delhi national capital region that includes New Delhi, Noida and Gurugram, this region has quickly become home to the largest number of IT companies in India and is among the leader when it comes to foreign direct investment recipient in India,

Michael Waitze 31:34
so strategically really important.

Praveen Grover 31:37
Absolutely. And then, you know, it is easier to sell India as the primary destination for outsourcing. I also think that India is the most natural business partner for the United States, as both companies are English speaking, free market and dedicated to the rule of law. Yeah,

Michael Waitze 32:03
it feels like there’s a real symbiosis there. Do you want to talk a little bit more about like what has given rise to digital solutions, and then maybe talk about where cybersecurity fits into that as well?

Praveen Grover 32:15
Absolutely, absolutely. So, the increasing demand for digital solutions across enterprises is a response to the evolving business landscape. And we get ahead recognize this shift and we are poised to deliver tailor programs addressing specific it needs, our approach in your delivery of services directly relevant to business objectives, making ahead a customer centric extension aligning with the culture of ahead in the US. Now, as far as the, you know, rise of digital transformation, I think there are several reasons behind it. Several enablers, one is you know, increasingly organizations are trying to do process improvement, they want to reduce it, complexity, there has been an increasing digitization of all aspects of life, not just the enterprise world. Also, future proofing, which is a term often heard in business consulting parlance, is the future proofing my business, then, you know, changing the culture of the company adopting new technologies, also changing external forces and competitive May. And then organizations around the globe are taking a new direction as far as customer engagement is concerned. In our digital transformation being our key business, I just want to take a minute and mention about how ahead abroad is different to manage the IT services from our competitors. So you know, our approach to manage diabetes services sets us apart as in we operate a captive center in India. Our India employees are fully best, Hadrian’s fostering a unified team and culture for a seamless client experience. And our commitment extends to not outsourcing to third party service providers, providing stability and reliability in our operations. Yeah,

Michael Waitze 34:29
I think this concept they mentioned earlier, that being the managing director in India, like words have meaning. Right, and they also have subtlety, and this idea that you’re not the MD and the VP at a head for India, it’s in India. And this creates a hopefully what you’re trying to do is create this culture of like you said, connectivity. We’re not a team like that just as India. We’re the part of the entire team and we happen to be located in India. And I think that if you’re talking about also not hiring contractors and not outsourcing to third parties, it’s it makes a big difference to people, I think to feel like they’re, it’s like hiring a contractor to come into your house and do some work. And then when they’re done, they leave. It’s not like being part of your family. And I think if you have people being full fledged to headwinds, if that’s what you’re calling them, it just feels like it’s more connected. And I think it’s a great strategy. And if your competitors aren’t necessarily doing that they’re missing out, because it may be a little less expensive on the margins. But at the end of the day becomes more expensive from a training perspective, from a stability perspective, and all the things that you’re trying to disintermediate and get back, get back to what you’re talking about this risk mitigation feels like it’s a better strategy to me.

Praveen Grover 35:41
Absolutely. Absolutely. And, you know, I will take the liberty of quoting our CEO, Daniel, Adam Na, who’s mentioned a couple of times that, you know, he has a strong preference for engaging permanent full time employees. Because he says he regards contractors as mercenaries. Yeah, yeah. I think what he what he means is, you know, in terms of the commitment to the organization. Yeah, absolutely, absolutely. And when in when Dan visited the India center, and we did a major kickoff event, and we had about 100 employees at the event, and I asked him, Dan, what is it that strikes to you? Or when you look at your India workforce, what is first thing comes, that comes to mind? And he said that Praveen the first thing that strikes me is how young are the workforces? Which is the case for India in general, that, you know, most people are in their 20s or early 30s. And I said, there you go, there you go. And just so you know, that young people don’t make good marsinah.

Michael Waitze 36:53
They don’t know what to do.

Praveen Grover 36:58
because, because young people need a cause to fight. Yeah, but just aligns perfectly with how the demographics is at India. I’ll quickly touch upon cyber security, as you mentioned. So you know, cyber security. You know, that’s a critical concern in today’s digital landscape. Ahead is committed to addressing this challenge by providing robust cybersecurity solutions. Our approach includes personalized Solutions for Business, ensuring the delivery of services directly aligned with clients security objectives. Our solutions encompass automated asset discovery, File Integrity Monitoring, intrusion detection, event correlation, vulnerability assessment, log management, dark web monitoring, user activity monitoring, and security orchestration, Amanda,

Michael Waitze 37:58
we’re digital products exist, and cybersecurity is an issue protection of those products, and those digital assets or even just your digital infrastructure becomes necessary. And there are breaches that are just going to happen naturally, no matter how much work you do, right? It’s an arms race, the more cybersecurity you put in, the more the hackers try to get in. Like, what role do you think insurance and insurance partnerships play? to, again, mitigate some of that risk? In other words, is there an opportunity that may feel like unrelated, but can be super related to also supply insurance products to some of the partners with whom you work?

Praveen Grover 38:35
I’m certainly certainly. So I mean, again, you know, this comes down to, you know, risk mitigation, I think, organization around the world, you know, be making investments in our cybersecurity efforts. And having cyber live bility insurance or cybersecurity insurance, as it’s called, is good part of that risk mitigation. And we are seeing increasingly, you know, more and more companies investing in insurance for cyber security. I mean, it typically includes first party coverage of losses uncovered through data destruction, hacking, data, extortion, and data theft. And I think we will continue to see that in the future.

Michael Waitze 39:23
Okay. And before I let you go, I want to come back to the beginning of the conversation, you mentioned that, I don’t know if you’re a founder or the chairman of the tech entrepreneur Association. Why is this important to you? And again, just getting back to this concept of like living a meaningful life, where do you get the meaning out of this as well?

Praveen Grover 39:44
So, you know, this is something that is very close to my heart, in addition to all of the work that I do up ahead, you know, there are two nonprofits that I’m involved in. One is the The Association of technology entrepreneurs. This is in Google. I am the chairman and one of the founders, where we meet with young, aspiring entrepreneurs. We try to do it once a month, and help them give them coaching and guidance from our experience on how to become a successful entrepreneurs. And this is something that had helped me tremendously when I started my journey. I mentioned that I, you know, at the start of my career and joined a company is employee number four. You know, what, what drew me to that company at the time was the founder of the company, Bob foreman, he and I are still very good friends. So, what mattered to me at that time, Michael was like, go work for Bob, because there was so much I could learn from it. So that’s one. And I think the greatest lesson that I learned through that journey, and which I embarked upon these younger aspiring entrepreneurs, is that there will be failures, they will be setbacks, they will be difficult days, you should not see that as an ad, you should see them as an inevitable step towards your eventual success is the mindset you need to be a successful entrepreneur. Style quickly mentioned the second nonprofit that I am passionate about yoga in inner city youth development program, where we help students in disadvantaged urban communities to reach their full potential.

Speaker 1 41:44
That’s the perfect way to end. Thank you Praveen Grover, VP and Managing Director of India at Ahead. That was awesome. I didn’t expect anything less. Really, I really appreciate your time.

Praveen Grover 41:55
Thank you for inviting Michael. Great talking to you

 

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