Director, Operations Finance – Asia

Am I getting arrogant or thinking right?

So after building my venture for over six years, in January,22 I decided to move on and in Sept,22 I joined an early stage startup led by ex-CXO of a small vertical of Indian IT giant. i joined as early employee to lead product, but over time I have been moved across multiple things without my consent, but I continued doing in and out across as pre-sales, customer success and blah blah. Over the last 1 and half year, the company just got few clients with around total revenue of 15 Lakhs annual. On the sides, I started building my venture as well and built a small team of 4 people, launcjed the product and is doing good in terms of revenue. With the limited time I am able to give after spending 10+ hours doing nothing at my job, at my startup we have scaled well and are doong decent enough monthly revenue of around 6.5 Lakhs and are growing as well. Now, at the place where I work, few people including founder come and give me some gyaan but I don’t like it. Not because I don’t want to learns but because I feel these gyaans are one-sides and comes with limited view. IRL, I have executed better than what they are doing with a better capital efficiency and with very small team. I don’t like what they say. Am I getting arrigant or am I being selective to who do I want to learn from and what? I don’t want to turn arrogant and someone who miss staying grounded. In my venture I listen to my team, my people, my users and stay as much humble as possible, but when it come to my job place, I don’t like them. PS: I am not leaving the job because for the next 2-3 months, I don’t want to burden my company with my salary expense and also my marriage is scheduled so don’t want to eat my savings.

Generalists to specialists

MBA grads(3+ years of exp) who are yet to find their role/vertical/industry... What is your plan? When should one develop the 'expertise'?

Strange decision making at Pocket FM-layoffs coming!!!

Breaking (and honestly, heartbreaking): Pocket TV — the same charter that hit $20M ARR in just 6 months and was on the verge of profitability — has been shut down How do you even make sense of that? A vertical that scaled faster than anything else in the company, found amazing product-market fit, and was finally on the path to self-sustenance… gone overnight. People are saying it’s because of “focus” or “funding conditions.” But let’s be real — macro funding hasn’t changed in the last 6 months. What has changed is the internal dynamic at the top. Somewhere between chasing valuations and fighting over credit, the bigger picture seems to have completely disappeared. It’s wild to see how ego and dissonance between founders can burn down something that was actually working. The company once talked about being the “Netflix of audio,” but now it’s shutting every experiment that shows real potential — except one random vertical that no one internally even believes in. At this point, it’s not even about strategy. It’s about fragile egos, politics, and people forgetting why they started in the first place. Maybe that’s the real reason Pocket can’t become the Netflix of audio. Because as Reed Hastings said — Culture eats strategy for breakfast. And let’s be honest — there’s no culture left to eat anything