The story of my ex-employer
.....first story in the series about by startup experiences.....
I've consciously avoided blogs on my startup. So that I can for once distract myself from what I think all the time.   However now I'm thinking, whats wrong with that? Anyway my startup is like 80% of my life and I love that part of my life. Also I've lot of stories to tell about startup experience.  So inspired from Julie of movie Julie & Julia that I saw yesterday,  I've decided to tell one story each week related to my startup.
As the title suggests, the first story is about my ex-employer,  Minda Industries.  After graduating from engineering college I joined an automobile components company:  Minda horn division.  They manufacture automobile horns,  which has a big market in India since we Indians are so horny when it comes to horns.  In-fact India has kind of emerged as a global hub for horn manufacturing since quality of Indian horns is bound to be good.  So it was an interesting product and an interesting market.  I worked there for a year & a half.  It was my first job,  and I learned a lot about industry during that time.  My job profile was to introduce R&D activities in the company.  It was a job profile given to me since I came from elite IIT university and the CEO of that company Mr. J.K. Menon was also from IIT.  To some level I was seen at par with CEO.  Expectations were high from me.  I liked the respect I got from everyone there,  also it gave me lot of freedom to do things the way I want to do.  Due to this freedom,  I had reasonable success in my role as R&D head.  I developed a rather complicated mathematical model for working of horn.  Also innovated 2 new kind of horns and filed patent for them.  This was the first time I had applied my study to some sort of practical application.  I also realized that "simulation" is the key technology that can be used for industrial R&D.  So the vague idea of starting a startup around the concept of simulation came to my head.  My startup's business plan and ideas have refined alot in last five years but basic concept of simulation has remained as the core.
 I also met lot of interesting people during my stint.  Mr. JK Menon, became my idol with regard to business ethics and professional mannerism.  He appreciated my Idea of startup and infact Minda became my startup's first client.  While leaving Minda I was able to maintain a very nice professional relationship with everyone in the company and that has helped me alot.  Also two of the first employees in my startup are also from Minda. Ranjan and Jatin are two clearheaded nice guys,  I met in Minda.  They were not able to work to their potential due to Dilbert kind pointed haired mid-management bullshit.  They joined me in my startup,  and have been great support in my startup journey.  They say,  the success of startup depends on first 10 employees.  Minda provided three for my startup Ranjan,  Jatin & me,  so it was a big contribution without doubt.
In hindsight if I see,  it was a pure co-incidence that I was working in Minda. But it helped me alot in my startup.  Like:
1.  It provided me with an understanding of industry, so that I can market my startup to this kind of industry later.
2.  It provided me with the business idea.
3.  It became my first client and continues to be one after five years.
4.  It introduced me to two of my team mates and good friends in my startup Journey.
5.  My colleagues from Minda have joined various companies since that time and have also provided business for my startup from other companies.
6.  It introduced me to mid-management problems in big companies.
7.  It helped me learn the importance of freedom and decentralization of responsibility.  Which are the key guiding principles for the work culture in my startup.
I would also give some credit to myself to be able to extract required help from them and that situation.  Its been five years since my association with Minda.  Initially they were our star client.  Slowly and steadily they have become our fringe client.  The amount of business they give has become insignificant.  Its obviously ethical for us to have good relationship with them even if the business proportion is less.  But I'll have to say that it is becoming increasingly difficult.  I'm not sure how to deal with this situation.  In terms of pure business,  it makes sense for us to move ahead from Minda.  However the emotional attachment makes it harder.
.....first story in the series about by startup experiences.....
I've consciously avoided blogs on my startup. So that I can for once distract myself from what I think all the time.   However now I'm thinking, whats wrong with that? Anyway my startup is like 80% of my life and I love that part of my life. Also I've lot of stories to tell about startup experience.  So inspired from Julie of movie Julie & Julia that I saw yesterday,  I've decided to tell one story each week related to my startup.
As the title suggests, the first story is about my ex-employer,  Minda Industries.  After graduating from engineering college I joined an automobile components company:  Minda horn division.  They manufacture automobile horns,  which has a big market in India since we Indians are so horny when it comes to horns.  In-fact India has kind of emerged as a global hub for horn manufacturing since quality of Indian horns is bound to be good.  So it was an interesting product and an interesting market.  I worked there for a year & a half.  It was my first job,  and I learned a lot about industry during that time.  My job profile was to introduce R&D activities in the company.  It was a job profile given to me since I came from elite IIT university and the CEO of that company Mr. J.K. Menon was also from IIT.  To some level I was seen at par with CEO.  Expectations were high from me.  I liked the respect I got from everyone there,  also it gave me lot of freedom to do things the way I want to do.  Due to this freedom,  I had reasonable success in my role as R&D head.  I developed a rather complicated mathematical model for working of horn.  Also innovated 2 new kind of horns and filed patent for them.  This was the first time I had applied my study to some sort of practical application.  I also realized that "simulation" is the key technology that can be used for industrial R&D.  So the vague idea of starting a startup around the concept of simulation came to my head.  My startup's business plan and ideas have refined alot in last five years but basic concept of simulation has remained as the core.
 I also met lot of interesting people during my stint.  Mr. JK Menon, became my idol with regard to business ethics and professional mannerism.  He appreciated my Idea of startup and infact Minda became my startup's first client.  While leaving Minda I was able to maintain a very nice professional relationship with everyone in the company and that has helped me alot.  Also two of the first employees in my startup are also from Minda. Ranjan and Jatin are two clearheaded nice guys,  I met in Minda.  They were not able to work to their potential due to Dilbert kind pointed haired mid-management bullshit.  They joined me in my startup,  and have been great support in my startup journey.  They say,  the success of startup depends on first 10 employees.  Minda provided three for my startup Ranjan,  Jatin & me,  so it was a big contribution without doubt.
In hindsight if I see,  it was a pure co-incidence that I was working in Minda. But it helped me alot in my startup.  Like:
1.  It provided me with an understanding of industry, so that I can market my startup to this kind of industry later.
2.  It provided me with the business idea.
3.  It became my first client and continues to be one after five years.
4.  It introduced me to two of my team mates and good friends in my startup Journey.
5.  My colleagues from Minda have joined various companies since that time and have also provided business for my startup from other companies.
6.  It introduced me to mid-management problems in big companies.
7.  It helped me learn the importance of freedom and decentralization of responsibility.  Which are the key guiding principles for the work culture in my startup.
I would also give some credit to myself to be able to extract required help from them and that situation.  Its been five years since my association with Minda.  Initially they were our star client.  Slowly and steadily they have become our fringe client.  The amount of business they give has become insignificant.  Its obviously ethical for us to have good relationship with them even if the business proportion is less.  But I'll have to say that it is becoming increasingly difficult.  I'm not sure how to deal with this situation.  In terms of pure business,  it makes sense for us to move ahead from Minda.  However the emotional attachment makes it harder.

