Shubham Bhapkar - Strong Business Development Professional With a Strong Connections (Founder & CEO Glamnex )

 

As the founder of an IT service-providing company, my journey has been an exciting and challenging one. When I first started the company, I had a vision of providing high-quality IT services to businesses of all sizes, with a focus on reliability, security, and innovation.

1. Tell us more about your journey.

Over the years, we have grown our team of skilled IT professionals, expanded our range of services, and built a reputation for delivering exceptional results for our clients. We have worked with businesses across various industries, from small startups to large corporations, and have helped them achieve their technology goals.

One of the biggest challenges we faced early on was keeping up with the rapidly evolving technology landscape. We made a conscious effort to stay ahead of the curve by investing in ongoing training and development for our team, as well as by partnering with industry leaders and staying up-to-date with the latest trends and advancements.

Another challenge we faced was competing with other IT service providers in the market. We overcame this by differentiating ourselves through our commitment to customer service, our ability to provide customized solutions tailored to each client's unique needs, and our focus on building long-term partnerships with our clients.

Looking ahead, we are excited to continue on our journey of growth and innovation in the IT industry and to continue helping businesses of all sizes achieve their technology goals with confidence and ease.

2. What is a typical role of a Founder person in any organization?

As the founder of a company, my role is to provide the vision, direction, and leadership needed to build and grow the organization. Some of the typical responsibilities I follow, Defining the company's mission and vision: As the visionary behind the company, my first responsibility is to define the company's mission and vision. This involves identifying the company's purpose, target market, and long-term goals.

Building a team: Founders are responsible for assembling and leading a team of talented professionals who can help bring the company's vision to life. This includes hiring, training, and mentoring employees to ensure that they are equipped with the skills and resources needed to succeed.
Developing the product or service: Founders are responsible for developing the company's core product or service, ensuring that it meets the needs of the target market and is of the highest quality.

Setting the culture: Founders play a critical role in setting the culture of the organization. This involves establishing the company's values, creating a positive and productive work environment, and fostering a culture of innovation, creativity, and collaboration.

Overall, the role of a founder is to set the direction and tone for the organization, build a strong team, and create a culture of excellence that drives growth and success.

3. What’s your biggest challenge when it comes to people management

As a founder of a company, one of the biggest challenges when it comes to people management is ensuring that every member of the team is aligned with the company's vision and mission. This involves not only hiring people who share the same values and goals as the company but also keeping everyone motivated and engaged in achieving those goals.

Other challenges of people management that I have faced include:
Communication: Communication is key in any organization, and ensuring that everyone is on the same page can be challenging, especially as the company grows. It's important to have clear communication channels in place and to encourage open and transparent communication at all levels.

Managing different personalities: Every team member has a unique personality and set of skills, and managing these differences can be challenging. As a founder, I have learned to embrace these differences and find ways to leverage them to the benefit of the company.

Training and development: Investing in the training and development of team members is crucial to their success and the success of the company. However, finding the time and resources to provide this training can be a challenge.
Retention: Retaining talented team members can be a challenge, especially in a competitive job market. It's important to create a positive work environment and provide opportunities for growth and development to keep team members engaged and motivated.

Overall, people management is an ongoing challenge for any founder. However, by prioritizing clear communication, investing in training and development, and creating a positive work environment, it's possible to build a strong and cohesive team that can drive the success of the company.

4. Describe a time you had to make a tough decision (e.g. budget cuts, organizational restructuring, market withdrawal, etc.). What did you do and what was the result?

As a Founder of an IT service-providing company, there may be tough decisions to make, such as budget cuts or organizational restructuring. One such tough decision I can describe is when the company experienced a sudden loss of a major client, resulting in a significant decrease in revenue.

To address the situation, I analyzed the company's financials and evaluated the options available. After careful consideration, I made the tough decision to implement budget cuts and restructure the organization to streamline operations and improve efficiency.

This involved reducing the workforce by a small percentage, consolidating some departments, and reallocating resources to focus on the most profitable services. I also implemented cost-saving measures such as renegotiating contracts and reducing discretionary spending.

The result of this tough decision was a more efficient and leaner organization, which allowed us to weather the loss of the major client and continue to serve our remaining clients effectively. The budget cuts and organizational restructuring enabled us to focus on our core services and generate revenue from new clients, resulting in improved financial stability over time.

Additionally, the changes led to a more agile and responsive organization, which could adapt quickly to changing market conditions and respond to customer needs more effectively. Overall, while it was a difficult decision to make, it proved to be the right one for the long-term success of the company.

5. How can one know if they have a knack for Founder and will enjoy the role?

Passion: Founding a company requires a significant amount of time and energy. It is essential to have a genuine passion for the industry and the product/service you are building. Without that passion, it can be difficult to stay motivated and overcome the challenges that come with founding a company.

Risk-taking: Founding a company involves a certain amount of risk, such as financial risk, reputational risk, and personal risk. If you are someone who enjoys taking risks, you may be well-suited for the role of a founder.

Adaptability: Founding a company involves a great deal of uncertainty and ambiguity. You must be able to adapt quickly to changing circumstances and pivot when necessary.

Resilience: The path to success as a founder is rarely a smooth one. There will be setbacks, failures, and disappointments along the way. It is crucial to have the resilience to bounce back from these challenges and keep moving forward.
Leadership skills: As a founder, you will need to lead and inspire a team of people to work towards a common goal. If you have natural leadership skills or have experience leading teams in the past, this may be a sign that you have the knack for being a founder.

Ultimately, founding a company is a highly personal decision, and what works for one person may not work for another. It is essential to consider your own unique strengths, weaknesses, and goals when determining whether you have the knack for being a founder and whether you would enjoy the role.

6. Which is your favorite book and why?

I love "Crossing the Chasm", The book "Crossing the Chasm" by Geoffrey Moore teaches several important lessons for companies looking to market and sell disruptive technologies to mainstream customers. Some of the key lessons include:

The importance of understanding the unique needs and expectations of different customer segments. Moore argues that successful companies must be able to identify the specific market segments where their technology has the greatest potential, and tailor their marketing and sales strategies accordingly.
The challenges of crossing the "chasm" that separates early adopters from mainstream customers. Moore identifies this as the most difficult step in the adoption lifecycle and provides strategies for overcoming this challenge, such as targeting specific niche markets or "bowling alleys" where your technology has a clear and compelling value proposition.

The need for continuous learning and adaptation. Moore stresses that successful companies must be willing to make changes to their product, pricing, and marketing strategies as they move into larger and more mainstream markets. He also emphasizes the importance of listening to feedback from clients and using this feedback to refine and improve your approach.

The importance of building a strong brand and reputation. Moore argues that successful companies must be able to establish a clear and compelling brand identity that resonates with customers, and must be able to deliver on their promises in order to build trust and credibility.

Overall, "Crossing the Chasm" provides a roadmap for successfully navigating the challenges of marketing and selling disruptive technologies, and emphasizes the importance of understanding client needs, adapting to changing market conditions, and building a strong brand and reputation.

Interviewd By - Aarya Gode