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Conscious Business Leadership : Dr. Julian Hosp, Co-Founder and President, TenX



This is one in a series of articles and interviews about conscious business leadership, which is about leaders creating and promoting workplaces of understanding, honesty, and compassion, for the betterment of their employees, their community, their organization and world.

Dr Julian Hosp co-founded the Singapore based FinTech company TenX, the only company worldwide that makes multiple digital currencies instantly spendable anytime anywhere by offering a debit card payment system to its users. He was named one of the top Blockchain and Cryptocurrency experts to follow in 2017. I met him at Slush Singapore and Women in Tech where he was passionate to educate the audience on a new world in finance.

To be a disrupter one has to have a philosophy of another world. What is your ideal world in terms of finance?

I am a scientist and I use the past trends to deduce ideas for the future. I look for an adaption of what can be possible. Statistically, everyone cannot be equal. There will always be a small proportion who will outperform the rest; in all aspects of life. Financially, my hope is for the ones who can’t or don’t perform to those standards, are not left behind.

My world-view changed around two and a half years ago. Initially, I was of the opinion that people who didn’t do what was the task at hand or seemed productive, shouldn’t get monetary compensation. I saw people who were involved in pursuits I didn’t see as productive, like meditating or sitting by the beach day dreaming as non-valuable. However now I am more aware, that for everyone doing something is that something they are to do. I now support the need for a minimal base income.

Are they living to the standards I set for myself? No. However, their basic living should be met if they can do basic tasks and essentially there should be no cause of suffering, where possible.

That being said, TenX is not merely an attempt to save the world, again as a scientist and business person, the business case was clear. If we are not doing it – someone else will. The future of finance is a decentralized marketplace full of financial services, that provide the lowest cost, highest security and best performance to its users. At TenX it is our mission to bring the entire financial system right to their fingertips.

In the past, there was control and regulation of people now there is less and maybe soon no control. Some people will want to be controlled and told what to do. They may want to use regulated and centralized authorities to lead and depend on. I suspect 5-10% of a population would want guidance and control. How about the rest of us? The Internet has flourished. We already see less friction of talent explosion and exchange. Peer to peer economies.

Once the access to money becomes easy and we have competition spurring results. More people will and can step up in all industries. This will lead to my world-view of a more inclusive monetary system and therefore world.

As a leader, I try to build the ideal world in my own leadership and the company I co-founded. I see myself as leader than manager. I am not as good as managing people who may need it. I tend to lead by inspiration and “wow” acts of behaviour. This inspires best in me and this allows them to express the best in them. Optimal leadership means leading by example and getting the best out of the team. My example is not the example they have to become. I need only be the best version of myself.

When did you doubt your vision and implementation? 

I hardly ever doubt the big picture but yes I did doubt the approach, many times. I had some arguments with my co-founder. I often had to contemplate that maybe other approaches are right and mine, wrong.

A dark hour of soul searching was when China banned Bitcoin. I wasn’t as upset by the ban but by the rationale behind it. Now after some insight, I see that their fear could be more around Blockchain and the decentralization track transition history. Cryptocurrency doesn’t need a centralized authority so if you take it to the fullest extent of that idea, it may have made the Chinese government rein that freedom in.

Eventually we can communities that are decentralized for passports, other forms of identification, ownership of large things like homes; as long as I have the cryptography running, no one can shut me down. Industry now leads and influences the government’s ability to act. I believe the Chinese government feels that strongly.

How did you have this vision of TenX?

I trained as a doctor and then after a year of practice, I quit. My friends advised me to go into personal development instead. I went to Hong Kong and tried many things and coached. But was always looking for a bigger project to be immersed in. I was almost lost because I found nothing. My personal lowest point was right before I met my co-founder of TenX, Toby, by coincidence in 2014 on the beaches of Thailand. It wasn’t an immediate partnership, I always have had a curious mind so I spent some time to learn more. If you look at my first Youtube for TenX in June 2015 you can see my hesitancy as I entered this industry. Do I still have doubts very now and then, yes. However now I understand better how this works and we are learning and improving every day. Even Mark Zuckerberg at the beginning of Facebook spent months if not years re-thinking if Facebook would be the idea to run with.

If you can advise an entrepreneur, what is the next big thing in this space?

Decentralization is the problem to solve. As mentioned, passports, cross-country transfers, purchasing large items if you want to get into that space and solve the problems which arise with decentralization. I love science so I am always looking at Space tech and AI too.


Women on Top in Tech – Vidya Vellala, Founder and CEO of Faasthelp



(Women on Top in Tech is a series about Women Founders, CEOs, and Leaders in technology. It aims to amplify and bring to the fore diversity in leadership in technology.)

Vidya Vellala is the Founder and CEO of Faasthelp, a 24/7 (round the clock) customer support on any business application through Artificial intelligence powered products. It analyzes what the customer is asking using natural language processing, machine learning and processes that to give the accurate responses to the customers instantly. Vidya is an Entrepreneur with a passion for innovation and latest technologies, having 17 years of Technology Experience. She won the India’s Best Startup CTO by Dell EMC.

What makes you do what you do?
I believe technology can solve any problem. Innovations in technology can improve the quality of life and the quality of work people does.
I am grown with a mindset which says self-sympathy is the enemy of self and hard work consistently without expecting a result will open bigger pathways. What I am doing is the combination of all.
Being an entrepreneur is an eternal learning which I love and I enjoy playing with technology and challenges that is the reason why I am doing what I am doing today.

How did you rise in the industry you are in?
Updating myself with the latest technologies is a must. Having said that, that alone is not sufficient. Always thinking positively, fighting against the fears, perseverance, and working hard helps.
I am lucky to have a big support from my family. My sisters who are also into technology field, make my life more beautiful and meaningful, to share not only the personal but also technical matters with them.

Why did you take on this role/start this startup especially since this is perhaps a stretch or challenge for you (or viewed as one since you are not the usual leadership demographics)?
With the bigger goal of supporting the future generations, this is the beginning. It had to start somewhere. In the very long journey this is the first step that I took.
My current startup is Faasthelp. We build artificial intelligence products.

Do you have a mentor that you look up to in your industries or did you look for one or how did that work?How did you make a match if you did, and how did you end up being mentored by him?
There have been many mentors at all stages of my startup. A startup eco system has brought me too many friends and mentors who have been very helpful at every stage of my startup and I am thankful to all of them.
My primary mentors in my life are my parents. The spirit of entrepreneurship was ignited when I was a kid and my mother was managing her small industry. The strong value system, sense of service, and responsibility towards the society is instilled in me by my dad. The strong urge to do something by myself was driven by my parents. They are the role models and driving factors.

Now as a leader how do you spot, develop, keep, grow and support your talent?
I take personal interest in grooming and nurturing talent. I have established processes that identify the potential talent and to groom. I play to the best of their strengths and encourage them to take risks. My business needs also drive me to develop new skills and grow them. I value emotional intelligence and so is the strength of my team.

Do you consciously or subconsciously support diversity and why?
I consciously and subconsciously support diversity, this again I can say got from my parents, my dad always wanted all women to be empowered and my mother had more women in her work force.
I have mentored women entrepreneurs, especially in their technical initiatives as I come with a vast technical expertise. I have extended my entrepreneurial connections to other women entrepreneurs. Our organization has more women representation.

What is your take on what it takes to be a great leader in your industry and as a general rule of thumb?
To be a great leader, you have to be a good leader, for that you must be a good human being, driven by high values, honesty, and ethics with great empathy for the people around.
Motivating the team, being a good listener with persistent hard work is a general thumb rule. Now there might be several ways to implement these and depending on the industry the implementation might differ but the ground principles remain same.
Entrepreneurship is continuous learning and I encourage others to do the same. Aim high and work towards the set goals is a way to go. I believe mindset to do service is also a way to become a good leader.

Advice for others?
Always be positive and create a positive impact on everyone. Have your values defined and do not compromise on them at any cost. Each small step taken towards the big thing is important, value them and go ahead, you will succeed surely. Success is something which we define our self and it can be achieved from any field and anywhere, on the way keep helping others.
The present focus is to develop the startup which I have taken up and my next idea is to continue to innovate and create technology products which will improvise human life.

If you’d like to get in touch with Vidya Vellala, please feel free to reach out to her on LinkedIn:

To learn more about Faasthelp, please click here.

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Lessons Learnt from The Lean Startup



The Lean Startup book authored by Eric Ries has been sitting on my shelf for quite sometime now, so since I am currently contributing to the making of a startup I figured I’ll take a look into it.

The book is divided into 3 parts, after reading the first two I had my mind blown with the pragmatic and scientific approach to building startups that is described in the book.

In this post, I would like to share some important insights that I gained regarding building highly innovative businesses.

Validating Value Proposition And Growth Strategy Is The Priority

Usually, a highly innovative startup company is working in its most early stage at building a product or a service that will create a new market.

Consumers or businesses have not been yet exposed to something similar to what is going to be built by the startup. Therefore the absolute priority for startups in early stage is to validated their value proposition i.e. to get real data about eventual customers interest regarding their product/service.

The other priority is to validate that the growth strategy that is going to be executed is, in fact, effective.

The growth strategy of a startup is its plan to acquire more and more customers in the long term and in a sustainable fashion.

Three kinds of growth strategies are described in the book:

  • paid growth in which you rely on the fact that the customers are going to be charged for the product or service, the cash earned from early users is reinvested in acquiring new users via advertising for example
  • viral growth in which you rely on the fact that customers are going to bring customers as a side effect of using the product/service
  • sticky growth in which you rely on the fact that the customers are going to use the service in some regular fashion, paying for the service each time (via subscription for example).

These growth strategies are sustainable in the sense that they do not require continuous large capital investments or publicity stunts.

It is important to know as soon as possible which strategy or combination of strategies is the most effective at driving growth.

Applying The Scientific Method

The scientific method is a set of techniques that helps us figure out correct stuff. After making some observations regarding a phenomenon, you formulate a hypothesis about that phenomenon.

The hypothesis is an assumption that needs to be proven correct or incorrect. You then design experimentations that are going to challenge the assumption.

The results of the experimentations makes the correctness or incorrectness of the hypothesisclear allowing us to make judgments about its validity.

In the lean startup methodology, your job as an entrepreneur is to formulate two hypothesis:

  • hypothesis of value (assumptions about your value proposition)
  • hypothesis of growth (assumptions about the effectiveness of the growth strategy)

These hypothesis are then validated/invalidated through experimentation. Following the precepts of lean manufacturing, the lean startup methodology prescribes to make experimentations while minimizing/eliminating waste.

In other words, you have to burn minimum cash, effort and time when running experiments.

An experimentation in the lean startup sense is usually an actual product/service and helps startups in early stage learn invaluable things about their eventual future market.

Sometimes startups learn that nobody wants their product/service, imagine spending 8 months worth of engineering, design and promotion work (not to mention cash) in a product/service only to discover that it does not provide value to anyone.

Minimum Viable Products And Feedback

As we pointed out earlier, an experimentation can be an actual product or service and is called the minimum viable product(MVP).

The MVP is built to contain just enough features to validate the value and growth hypotheses, effectively requiring minimum time, effort and cash.

By getting the MVP launched and in front of real users, entrepreneurs can get concrete feedback from them either directly by asking them (in focus groups for example) or via usage analytics.

Analytics scales better then directly talking to customers but the latter is nonetheless used to cross validate results from the former.

It is crucial to focus on metrics that creates fine grained visibility about the performance of the business when building(or using) a usage analytics system. These metrics are called actionable metrics because they can link causes and effects clearly allowing entrepreneurs to understand the consequences of ideally each action executed. Cohort analysis is an example of a analytics strategy that focuses on actionable metrics.

The bad kind of metrics are called vanity metrics, these tend to hide how the business is performing, gross numbers like total users count are an example of vanity metrics.

The author cites several examples of different startups that managed to validate or debunk their early assumption by building stripped down and non scalable MVPs and even sometimes by not building software at all.

You would be surprised to hear for example how the Dropbox folks in their early stage managed to created a ~4 minute video demonstrating their product while it was still in development. The video allowed them to get more people signed up in their beta waiting list and raise capital more easily.

Closing Thoughts

In the first two parts of the book, the author talks also about how employees inside big companies working on highly innovative products and services can benefit greatly from the lean startup approach, although very interesting this is not very useful for me right now.

The third part, talks about the challenges that arises when the startup gets big and starts to stabilize and how to address them. Basically it revolves around not loosing the innovative spirit of the early days, again, this is not very useful for me so maybe for good future reading.


About the Author

This article was produced by Tech Dominator. see more.

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