Soumya Murthy

And systems integration, really strong R&D engineering roots.

Towards the end of the 70s, 52 of us were still engineers and remained that.

We wanted to keep it that way, right?

Roots in that stage of growth.

And culturally, introverts, critical thinkers, super independent, very approachable.

And our engineering base was in India.

And the founder and the roots of the company was also Indian descent in America.

I came in as a functional talent acquisition in US with enterprise, US enterprise experience.

And we brought in sales, marketing, and finance.

Our CFO was there as well.

In India, we continued to acquire.

We had the Indian average Bangalore average attrition rates about 29%.

percent or so.

Ours was, at its best, 11%.

And so we had a really good, strong way of acquiring and retaining talent.

And of course, we start off with a market decline right when we hit the ground running.

So the very first burn lesson that we learned was communicate change is actually medicine.

So how is it medicine?

Market turns, completely shifts the way it buys, shuts down in a very dramatic way.

Not just shuts down talking, it actually shuts down the budgets, right?