285: Sudhanshu Tewari – Scaling a startup in Singapore

285: Sudhanshu Tewari – Scaling a startup in Singapore

 

Podcast highlights:

  • [14:45] Recruiting and keeping talent in sales is very hard especially when you get beyond the entry level. Why would a company owner want to reward sales guys with iPads and things like that rather than just hard cash?
  • [24:15] When startup founders expand, they spend their time educating markets whether that be merchant partners or consumers, which is a huge risk - that's a huge hidden cost that can sink a business. How does Rewardz do it?
  • [28:00] Often, the best salespeople aren't very good at managing and the once who are good at managing aren't very good salespeople. When Sudhanshu recruits and builds his company around that, what does he look for?

Podcast notes:

  • [00:05] Welcome Sudhanshu Tewari to Asia Tech Podcast Stories
  • [00:25] What has happened with Rewardz? Did it continue to grow directly as Sudhanshu thought back then three years ago?
  • [05:55] As an entrepreneur, did Sudhanshu find dealing with large organisations like a hospital frustrating or did he change his mindset about it?
  • [08:50] When Sudhanshu was building his sales team, does he recruit salespeople on the basis of them already having connections within the industries he's trying to get into?
  • [10:00] When going to these organisations, does he target the HR departments? Who would be buying Rewardz?
  • [14:45] Recruiting and keeping talent in sales is very hard especially when you get beyond the entry level. Why would a company owner want to reward sales guys with iPads and things like that rather than just hard cash?
  • [17:00] How did Sudhanshu work with the eyewear company? Did he build a relationship with the founder, the retail store owners or the head of sales? Also, what would be the problem the eyewear company has that Rewardz is solving for it? Why would the eyewear company need a solution like Rewardz?
  • [19:20] Sudhanshu talks about the growth of Rewardz in 11 countries
  • [21:50] What is the most effective use of Sudhanshu`s time to scope up partnerships in new markets? How does he go about in markets like Indonesia?
  • [24:15] When startup founders expand, they spend their time educating markets whether that be merchant partners or consumers, which is a huge risk - that's a huge hidden cost that can sink a business. How does Rewardz do it?
  • [25:25] How does Sudhanshu manage the 11 markets that Rewardz is in? Does he consciously ring fence his time?
  • [28:00] Often, the best salespeople aren't very good at managing and the once who are good at managing aren't very good salespeople. When Sudhanshu recruits and builds his company around that, what does he look for?
  • [33:30] How many people does Sudhanshu have now at Rewardz?
  • [34:30] In Graham's telecoms business, he spent too much time managing all the people in the business when he should have been getting out there evangelizing, marketing and selling. How does Sudhanshu consciously author himself to do these things to grow the business rather than get caught in the weeds of growing a business?
  • [37:50] Does Sudhanshu find it a challenge being honest when going to social media and talk about where he went wrong?
  • [39:45] The branding side was something that did not come naturally to Sudhanshu and his cofounders
  • [40:35] Does Sudhanshu plan to continue to go on this growth trajectory? Is he popping the corks or is he a bit more low-key when it comes to his daily wins?