00:24 - I’m the CEO of Paymerang, a company specializing in finance automation to streamline accounts payable. We’ve grown from 25 to 300 employees in six years, serving diverse industries with a focus on efficiency and security. My background includes investment banking and corporate development at Brink’s, where I helped launch a successful payments business. As CEO, I emphasize serving others, fostering a strong company culture, and balancing humility with competitiveness. My approach is rooted in creating a supportive, values-driven environment where people feel secure, connected, and hopeful about their future.

04:52 - After a decade in consulting at PricewaterhouseCoopers, I wanted more than just advising—I sought to build and own a business. Transitioning to corporate leadership at Brink’s, I embraced the challenge of leading and growing a business unit. A mentor’s advice highlighted the exhilaration of ownership and the need for accountability, which ultimately drove my decision to pursue a leadership role where I could make a long-term impact.

06:31 - At Paymerang, we focus on implementing AI incrementally by addressing specific, impactful tasks rather than pursuing broad, sweeping changes. By integrating AI into targeted areas—such as identifying fraudulent payments—we enhance our product experience step-by-step. This iterative approach allows us to build valuable features while avoiding the pitfalls of overextending. AI serves as a "co-pilot," improving functionality progressively rather than replacing existing solutions entirely.

09:06 - We use a co-pilot approach, combining human oversight with AI to ensure iterative development and mitigate risks. Instead of deploying fully automated solutions from the start, we work closely with AI to understand and address its limitations, avoiding the pitfalls of black-box systems that may produce unreliable results without human intervention.

10:19 - Maintaining culture during rapid growth requires deliberate efforts. Start with clear values and ensure they guide behavior and decisions. Regular communication, such as weekly all-hands meetings, quarterly town halls, and daily stand-ups, helps reinforce culture. Address deviations promptly to prevent cultural drift and keep the company aligned with its core values.

13:30 - Assess cultural fit before merging and ensure alignment post-merger. Integrate new teams into one cohesive platform and culture. To identify leaders, evaluate their ability to align with the unified culture and drive the company's objectives.

14:27 - Cultural fit is crucial; poor integration can lead to inefficiency and conflict. Balance financials with cultural alignment by valuing new skills and ideas from acquired teams. Avoid ego-driven decisions; foster an inclusive approach that values contributions from all parties to maintain a positive culture.

16:33 - With capital becoming scarcer, Paymerang focuses on profitability and strong EBITDA rather than just revenue. We maintain capital efficiency, prioritize high ROI activities, and prepare for increased regulation. Our strategy involves careful resource allocation and adapting to a more regulated and competitive environment.

18:36 - Understand the stage of your company and its evolving needs. Early-stage companies require innovation and flexibility, while scaling companies need structured processes. Leaders must be honest about their adaptability to these different mindsets and be prepared for significant changes as the company grows.

20:08 - Growing Paymerang's sales team from one person to over 40 involved substantial changes. We had to develop and adapt various sales pillars, such as inside sales and trade show teams, while continuously evolving processes and structures to match the company’s growth. This required constant adjustments and shifts in the team to meet new challenges.

21:15 - Trust the value of your mentor's experience and wisdom. Even if their feedback is tough to digest, it can offer crucial insights. Be ready to listen openly and view all feedback as an opportunity for growth. Set aside ego, and recognize that even harsh feedback can provide valuable, actionable advice.

23:16 - My parents, who experienced the hardships of partition in India, came to the US with little money. My father, once a lawyer, worked in retail to support us, and we faced many struggles, including high interest rates and unemployment. I started working from a young age, delivering newspapers and later working at McDonald’s to support myself and my family. This experience taught me the value of hard work, financial responsibility, and gratitude. I believe that hard work, more than talent or intelligence, is key to success. It’s crucial to find something you love and dedicate yourself to it. My background has been a driving force, and I encourage others to leverage their circumstances and work diligently to reach their goals.

27:20 - : I appreciate the opportunity to speak and congratulate you on your success. Even with achievements, like our recent launch, it's essential to stay involved with your team and offer support. Remember, it's not about the money but the journey and being together through challenges. Money doesn’t buy happiness; it provides comfort but not fulfillment. Many wealthy people remain unhappy despite their success. Thanks again for having me.