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Sumesh Nair
Building the #1 career transitions platform | Board Infinity
Sumesh Nair is a dedicated problem solver with a passion for tackling challenging issues.
Currently, Sumesh is focused on revolutionizing the employability sector through a career tech platform.
He manages two customer-centric brands, Board Infinity catering to 0-3 years work experience segment, and Leadup Universe serving the 8 to 20 years work experience segment.
The ultimate goal is to facilitate 1 million career transitions through a unified platform.
With a background in management consulting, Sumesh has a rich history of delivering impactful business outcomes for top clients such as Dell, Google, Walmart, and HP.
His academic journey includes a PGDM in Marketing and Strategy from SPJIMR SP Jain Institute of Management & Research.
Previously, Sumesh held key roles at renowned organizations like Board Infinity, Village Capital, Transcend Network, PwC, and Mu Sigma Inc.
Highlights
The Best Partnerships Can’t Be Forward-Predicted
Sometimes, the most rewarding partnerships are the ones you never see coming.
Like the time a trip to Chennai deviated to Coimbatore, where a friend at a leading global ed-tech company introduced us to an ambitious institution. What began as a simple meeting evolved into one of our largest partnerships within 8 months and a 3 year contract.
Or the time we spent with a university for 6 months, engaging with its multiple campuses individually across the country. Then, something shifted internally where they took a decision to form a L&D partner, and within 3 months, all three campuses signed up for a full year partnership.
I recall cold outreach to a client with four branches: we secured two branches in the first year and three out of four in the second year, all thanks to a champion within the organization who advocated for us.
In Pune, a friend who couldn’t partner with us at her current institution introduced us to her previous employer—a university. Six months later, another significant partnership was formed.
Then there were these five trips from Mumbai to Pune over six months enjoying the solo ghat rides to visit one university, where stakeholders changed two times. We didn’t give up. By the end, we had become the internal voice on how L&D could be reimagined within the university. Six months later it evolved into a solid partnership
And finally in another university, where after three rounds of proposals, three physical visits, and countless meetings, nothing moved. But 8 months later, things clicked, and we ended up training over 1200 students in a single engagement.
These stories are countless.
For every business development person working with young brands who is thinking of folding and giving up, remember: going one more round every day makes all the difference.
The best partnerships are built on the ability to visualize a big picture from zero, the curiosity to delve deep, the drive to build genuine relationships, and the commitment to solve real customer problems.
The only way to get better at this is to consistently measure your inputs and the quality of these inputs.
Be it the number of right stakeholder meetings, quality demos , # of decision makers whom you know, how you structure the first message, the tone, structured communication, the humour, the local references, conversation vs pitch, the consistency in you keeping in touch, celebrating their small achievements, every single thing you can think of.
Do you agree ?
#Partnerships #BusinessDevelopment #Sales #entrepreneurship
We did not have a single role model in the ed-tech industry to look up to 7 years back.
Very early on in 2017 and 2018, we understood that most of the models and companies in our space were in some race with no velocity but just speed. The most pertinent problem that we saw is a lot of lip service with no real intent to provide educational outcomes. I had one soonicorn founder who told me during an event - “you sound like a purist”. Most of them got started with vision statements to change the low quality of existing systems, rebel against the system, and then provide outcomes, but they just added to the whole problem, noise and clutter that already existed.
If you thought all bubbles in ed-tech have burst, no it hasn’t. There is one more coming up where high-end technology degrees are being peddled with high-end outcomes and that too has reached 4-digit enrollment figures driven by 20+ players and will reach 5 digits, but again we do not have so many high-end technology jobs available and there are enough data points to prove that we are creating supply again which will find it very difficult to find high-quality technical jobs. I do not know when this will burst, but I am afraid it will end up in that direction.
Very early on I realised that the intellectual and personal independence you get when you are largely bootstrapped (we have raised 18 crores - a big chunk went into technology, content, sales and marketing) is very different from the journey you take when you are told what to do and do things which can kill your business and add zero customer value in the name of growth and customer acquisition.
We came into this industry to shake up and add value, and over the last 7 years matured to be better operators and founders and still learning. But at the heart of it, we wanted change to happen and outcomes to happen. Yes, we are growth-oriented, we are pushing towards better numbers daily, monthly, quarterly, and yearly, but when customers are not happy; we aren’t happy. If we make a mistake, we do try to rectify it rather than to cover up and window dress. Outcomes should happen.
The best independence stance for me is to act on your terms, call a spade a spade and not succumb to popular narratives and keep building by cutting all the noise.
Happy Independence Day folks!
