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Part 2: Girish Mathrubootham on Freshworks' trade secrets – and why he opened them up to competitors
Manage episode 408012113 series 3380762
Girish Mathrubootham – founder and CEO of Freshworks – feels strongly about having the authority to take one’s own decisions, from a young age.
He made a very apt example in our conversation with him earlier this month at his office in Chennai: a kid never gets to make his own decisions, even if it is to just order food of their liking. This in turn translates into their adulthood as an inability to make decisions.
Girish has been out there making most of his decisions for himself from a young age, including which school he would go to, which college he’ll enrol in and having a say in most of his major life decisions.
The biggest learning he got out of this: understanding the consequences of your actions and reflecting on them to see the untapped opportunities that lay ahead. And once he got good at that, he became adept at learning so that he could do something about the untapped opportunities.
Girish isn’t just the CEO of a NASDAQ-listed SaaS company, he’s also deeply involved in SaaSBoomi, a community that calls itself The World’s Largest Pay-it-forward Community of SaaS Founders.
As one of SaaSboomi’s founding members, Girish played a big role in shaping its culture of openness and paying it forward. He did it by sharing in detail the methods and tactics that got a young Freshworks to $1M in annual revenue.
Then, a few years later – as he explained – he took Freshworks from $1M to $5M.
How often do you see a company explain their growth playbook to a possible future competitor and enable them?
It’s rare.
Girish also doesn’t limit his wish to pay-it-back just within the SaaS universe. He’s also out there with a mission to build world class champions from the football academy he set up, FC Madras.
He’s infused 100 crores into his academy for the game he loves because he knows the talent is there and it needs to be nurtured properly and in the future we might have a shot at the world stage.
Welcome to part 2 of our conversation with Girish. This episode too, like the first part, is filled with colorful quotes and examples ranging from Steve Jobs to Rajnikanth movies!
This is episode 43 of First Principles–The Ken’s weekly leadership podcast. Let’s get started.
65 эпизодов
Part 2: Girish Mathrubootham on Freshworks' trade secrets – and why he opened them up to competitors
Manage episode 408012113 series 3380762
Girish Mathrubootham – founder and CEO of Freshworks – feels strongly about having the authority to take one’s own decisions, from a young age.
He made a very apt example in our conversation with him earlier this month at his office in Chennai: a kid never gets to make his own decisions, even if it is to just order food of their liking. This in turn translates into their adulthood as an inability to make decisions.
Girish has been out there making most of his decisions for himself from a young age, including which school he would go to, which college he’ll enrol in and having a say in most of his major life decisions.
The biggest learning he got out of this: understanding the consequences of your actions and reflecting on them to see the untapped opportunities that lay ahead. And once he got good at that, he became adept at learning so that he could do something about the untapped opportunities.
Girish isn’t just the CEO of a NASDAQ-listed SaaS company, he’s also deeply involved in SaaSBoomi, a community that calls itself The World’s Largest Pay-it-forward Community of SaaS Founders.
As one of SaaSboomi’s founding members, Girish played a big role in shaping its culture of openness and paying it forward. He did it by sharing in detail the methods and tactics that got a young Freshworks to $1M in annual revenue.
Then, a few years later – as he explained – he took Freshworks from $1M to $5M.
How often do you see a company explain their growth playbook to a possible future competitor and enable them?
It’s rare.
Girish also doesn’t limit his wish to pay-it-back just within the SaaS universe. He’s also out there with a mission to build world class champions from the football academy he set up, FC Madras.
He’s infused 100 crores into his academy for the game he loves because he knows the talent is there and it needs to be nurtured properly and in the future we might have a shot at the world stage.
Welcome to part 2 of our conversation with Girish. This episode too, like the first part, is filled with colorful quotes and examples ranging from Steve Jobs to Rajnikanth movies!
This is episode 43 of First Principles–The Ken’s weekly leadership podcast. Let’s get started.
65 эпизодов
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1 The Final Supercut Part 2: Founders 21-41 1:28:54
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1 The Final Supercut Part 1: Founders 1-20 1:24:41
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1 Five women founders speak about leading with empathy, ambition, and not being apologetic and just focusing on building 1:25:52
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1 Manav Garg sold his business and started TogetherFund with Girish Mathrubootham. Naturally, the $150M fund has a founder-operator bias. What does that mean? 1:06:56
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1 Part 2: Alok Mittal—teacher, angel investor, former VC—asserts Indifi is not a disruptive business. He also emphasises organisations should not fall into the trap of founder-worshipping 50:40
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1 Manav Garg started and ran Eka Software for 20 years before selling it. His #1 advise to founders? Budget 6 months to "manufacture" your co-founders 1:03:25
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1 Postcard Hotels' Kapil Chopra wants to build an iconic luxury hotel group in a hurry and from scratch, but without risking it all 1:49:52
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1 Part 2: Jaydeep Barman explains how internet restaurant Rebel Foods and luxury good giant LVMH have more in common than one can imagine 47:18
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1 Alok Mittal of Indifi on why org culture should not be defined but discovered 1:14:29
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1 Jaydeep Barman of Rebel Foods on why his business is 'misunderstood'—and why that's a good thing 1:29:22
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1 From succeeding in overcrowded markets to creating customer delight, five founders share their secrets 1:17:41
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1 Part 2: Harsh Mariwala of Marico on experimenting with learning, fitness and leadership at 72 40:36
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