Saravana Kumar

There's no doubt about it.

Initially, in 2013, when I decided to go to India, I was very clear that you cannot build a product company, especially a bootstrap company from London or anywhere from Europe.

So the price point, if you look at a good engineer, it will be roughly at the moment

We have one is to two and majority of them will be one is to four kind of ratio for the same amount.

It will be anywhere from one is to two to one is to four.

Instead of hiring one developer here, I can hire...

or four developers there, that's a ratio.

For some of the higher technical people, the ratio will be the one is to two roughly.

So the technical talent is there, but that doesn't mean like somebody can jump and go set up something in Bangalore or anywhere in India, because one thing they need to realize, moving into any country, there are cultural barriers to cross, right?

So you need to know how to work with that talent as well.

And how do you know?

It's not like a typical way.

You need to have the hurdles of crossing that.

But otherwise, it's good.

But having said that,

The technical side is good, but the other side of marketing, sales, and those things, you still need to cover it up.

That's where I feel it's working very well, having both London presence and then the India presence.

We offloaded our entire engineering, QA, support, and all those kinds of things to India, and then we keep sales, marketing, and the leadership team here in London, yeah.

Okay, I think in India the challenge is the quantity is there.

If you want, say, for example, tomorrow you want 1,000 developers, you can go to one of these TCS and Wipros and say, tomorrow I need a team of 1,000 developers.