I am a graduate in civil engineering and business management and a British Scholar in Economics and management with 40 years of corporate experience and completing 65 years. Has rich experience from MNCs at senior positions in construction, textiles, electrical engineering, and renewable energy sectors. Avid reader, researcher, and academic in economics, management, and behavioural science. As founder and CEO, I conceptualized the architecture of the application that will provide solutions to families and individuals in managing their family finance aimed at their sustained financial stability and economic well-being. Will be providing principle-centred leadership toward building a great-place-to-work culture where people will be wanting to work and inspired to innovate. I am building this business that will meet the needs and expectations of the stakeholders, consistently.

My first duty is to earn the trust of my people and then the trust of prospective stakeholders of the business. As a start-up, I need to express myself in a meaningful way that find takers. Researches show that people place high trust in the individual who conduct themselves in a trustworthy way before placing their trust in their capability and authority. What is the way forward to earn the trust? I firmly believe business success is as big as CEO’s dream and his ability to articulate meaning and direction with a clear vision and make it happen. With that said, our vision document is structured to explain the guiding principles that we stand for; describe what kind of business we want to build; who is our customer and how we are going to create and deliver value, and; finally how our values are going to guide us in our mission.

Building high-performing teams on our value system and inspired to do unexpected things; empowering teams to goal-setting and goal-focus; building a strong product that our target customers need with increased ease-of-use; constant innovation to expand product value proposition; harnessing the wisdom of the board. constantly seeking new funding sources, and; valuing and recognizing the contribution of everyone by rewarding efforts, not outcomes.

Constant innovation to improve current products and user experience; extending and adding new product features; foster out of box thinking to challenge status quo; creating new products for new uses and new customers, and; continual improvement in technology.

Creating operations infrastructure aligned with business strategy to deliver values to target customers. Constantly upgrading hardware and software technology to reduce cost and time and increase productivity. Upgrading people knowledge and skills with well-defined and structured learning programs.

Creating and leading a startup is like producing a movie. To make a magnum opus, the director of a movie needs to hunt for talent. Similarly, running a startup entails recruitment of top-notch talents. Of course, top-notch talents don’t come easy and at the same time startup can’t afford their market price. Somehow I need to do the balancing act. I need to inspire them with a kind of work environment and the challenge they would love. I need to present them the big picture and the long-term benefit as well as the short-term expectations and also the potential risk of onboarding. For the team, I will set broad directions, provide them with the resources they need and get out of their way. I will always available to them when they need me in the event of a dead end. My responsibility to the team is to make them great leaders, effective managers, high-performing team members, while at the time maximizing their individual potential. This mission will enable me to develop a team of leaders who will eventually become successors to the founding members of the business.

One of the most important of my responsibilities is anticipating risks and their management in the business. This involves identifying and profiling risks associated with the business and with every key decisions I make. This will be followed by articulating risk mitigation measures and then effective deployment of those measures to take the business forward.

A key to CEO success is how well he manages his relationships with the Board, investors and the state. This I am envisioning by building a periodic communication with flow of true and fair information from the company and soliciting their feedback to take the company to the next level that will benefit every stakeholder of the company.

In the end, I am accountable for producing consistent numbers with respect to business financials at the predetermined intervals – monthly, quarterly, half-yearly, and annually – to the expectations of the stakeholders. This task would be managed with well-defined goals and objectives, systems and processes, and checks and balances at individual and team levels. My effectiveness is measured in terms of how the cake turns out to be.

My vision for the company to prepare for the future is by doing the present job superbly well. I will with the contributions of the entire prepare a strategic plan with assumptions about business and the market and get it approved by the board. This strategic plan will be a dynamic one and divided into one year rolling annual plan by validating the assumptions about the strategic plan and make suitable amends to reflect the true market situations. I will make the preparation and implementation of the strategic plan transparent so that everyone would willingly own responsibility for making it a reality.