Kissflow CEO Suresh Sambandam on what time in tech has taught him so far.
What would you describe as your most memorable achievement?
In May 2013, our team consisted of approximately 30-40 people. Due to some internal challenges, we were compelled to downsize to just 18 of us. Amidst the turmoil a key member left – expressing his concerns to our investors.
This was the challenging situation I encountered when I assumed Kissflow full-time leadership, overseeing technology, marketing and sales. It felt like steering a sinking ship through a storm. Within a year, the team’s collective hard work paid off and we achieved a significant milestone: securing our first hundred customers!
This success also marked the beginning of a new phase for our company. We started to grow more and our team expanded – reaching 30-35 team members within a year.
That year was a turning point, transforming a critical challenge into a foundation for our success.
What first made you think of a career in technology?
I didn’t consciously choose a career in technology; honestly, it chose me. My journey began when I started programming at a very young age. Much like how someone who plays with mechanics as a child might naturally become a mechanic, my early fascination with computers and programming set the course for my future.
I began programming seriously around the age of 17, and it quickly became a central part of my life. Unlike many whose career paths are directed by advice or circumstances during college, my journey was driven purely by passion. No one guided me towards a career in software; I discovered my love for it independently.
For me, programming wasn’t just a subject to study or a job to land; it was an organic process that seamlessly integrated into my life. My passion for coding naturally evolved into my profession. For me, unlike those who view their job and passion as separate entities, they are one and the same. My work is a direct extension of what I love to do and this has made all the difference.
What style of management philosophy do you employ with your current position?
I believe in the efficacy of self-managed teams. There’s a significant difference between management and leadership. Leaders define the vision and strategy while managers transform that vision into operational activities, executing and monitoring progress.
While I handle both management and leadership roles, I do enjoy and excel more in leadership. When it comes to management and working with self-managed teams, I will provide the overall direction and let the team take it from there, without micromanaging. This approach relies on team members having the necessary skills, commitment, perseverance and motivation to succeed on their own.
I truly believe that self-motivation and self-management are key. It’s important for individuals to be proactive and not need constant oversight. This way, everyone is empowered to perform at their best independently.
What do you think is the current hot technology talking point?
Gen AI is a hot topic in technology, particularly for us. It’s fascinating because it reminds me of a story from ten years ago. Back then, someone asked me if it was possible to build software directly from a requirements document. At the time, it seemed like a joke and the thought was dismissed immediately!
Now, with Gen AI, that idea is becoming a reality. This technology is transforming the low-code and no-code categories, making it possible to generate software with minimal manual coding. We’re incredibly excited about the potential and impact of Gen AI in our field.
How do you deal with stress and unwind outside the office?
Stress, to me, is a mismatch between demands placed on a person and their ability to meet those demands – both psychologically and physiologically.
I believe that it is crucial to set clear expectations for team members to ensure they leverage their strengths effectively. This way not only provides the right guidance but also minimises stress by making the best use of their talents.
I do not usually feel stressed as it’s all about perspective and managing demands effectively. To unwind, my favourite pastime is watching Netflix. I enjoy shows that are fun, light and funny, but I also appreciate a good historical series. Recently, I’ve been captivated by Marco Polo and Yellowstone.
What do you currently identify as the major areas of investment in your industry?
Investment in AI continues to be a main focus for many forward-thinking organisations. We can see AI’s transformative potential in enhancing efficiency, predictive capabilities and customer experiences is attracting organisations to allocate their resources to develop and embrace AI-driven solutions. The industry must prepare itself to adapt as AI evolves, hence, prudent investment strategies are essential for harnessing its fullest potential.
What are the region-specific challenges when implementing new technologies in APAC?
The Southeast Asian market is a mini-Europe because each country has its own language, which makes market penetration very difficult. The markets are small, and we need to establish a base infrastructure in each country and hire local staff. Many customers and prospects don’t speak English, which complicates connecting with them.
What advice would you offer somebody aspiring to obtain a C-level position in your industry?
Here’s my advice to fellow SaaS companies based on my experience: In the very early days, determine if your product is intended for the mass market. If so, prioritise a product-led growth strategy. Invest heavily in digital marketing and establish a business model driven by self-service purchases. It is crucial to align your approach with customers’ preferences regarding purchasing behaviour. If customers prefer a hands-off, self-service approach, your strategy should be tailored accordingly.
However, if your product requires a more personalised sales approach, you need to treat it as an enterprise-level offering. In this case, aim for larger contracts, typically starting at $25,000 or more.
I would advise against entering multiple markets simultaneously. Instead, focus on a single market, preferably the U.S., and target enterprise clients with ticket sizes around $50,000. Winning in one country first will make it easier to expand later on.
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