Tag: 👨‍💻StartupTalkers

When you hear the name Kiran Deshpande, you may only think of his popular son, Shantanu. But Kiran’s own story in India’s technology world is no less inspiring and filled with innovation and bold leadership.

From the study of engineering at BITS Pilani and IIT Bombay, he developed a career that combined both technical prowess and strategy. He revolutionized companies like Tata Consultancy Services, Tech Mahindra, and Mojo Networks, making an impact in the industry.

What’s really unique is that he’s someone who does it from a people-first perspective and balances growth with empathy and ethical leadership. Through mentoring startups and guiding young entrepreneurs, Kiran has been shaping the next generation of Indian tech leaders in a very subtle way.

In this profile, we explore his early life, career journey, leadership style, and lasting impact.

Kiran Deshpande – Biography 

Kiran Deshpande – Early Life and Education
Kiran Deshpande – Career Beginnings
Kiran Deshpande – Leadership Style
Kiran Deshpande – Recent Statement (2022 Work-Culture Post)
Kiran Deshpande – Real-World Example

Kiran Deshpande – Early Life and Education

Kiran Deshpande is an accomplished engineer with strong ties to India’s premier institutions. He earned his B.E. (Honours) in Electronics from BITS Pilani and went on to complete an M.Tech in Electrical Engineering at the Indian Institute of Technology, Bombay (IIT Bombay) (class of 1978).

Although his exact birthplace is not publicly documented, Deshpande has roots in a Maharashtrian family and eventually made Pune his home. He remains a Pune resident, where he lives with his wife Rajani (a yoga instructor and classical musician). 

From his very start, Deshpande’s education was firmly technical; he did not take an MBA, instead building on his engineering degrees. This solid technical foundation set the stage for a four-decade career in India’s technology and telecom sectors.

Kiran Deshpande – Career Beginnings

Deshpande entered the IT industry at Tata Consultancy Services (TCS) in 1978 and quickly took on significant responsibilities. In fact, early in his tenure, he was hand-picked by legendary leaders (including F.C. Kohli) for overseas assignments: he helped establish TCS’s U.S. presence by setting up the Dallas office in 1985 and the Boston office in 1987.

By the late 1980s, he returned to India to lead TCS’s Object Technology Group (building the MasterCraft suite of software tools) and the AI group, as well as to drive important CASE-tool initiatives. 

In October 1992, Deshpande left TCS to become Vice President of R&D at Interactive Multimedia Resources (IMR) in the U.S. (a role he held until May 1996). 

In June 1996, he stepped into the public limelight as Managing Director & CEO of Tech Mahindra (then Mahindra British Telecom). Over the next five years, he built the company from a small startup into a major telecom-services player 

Under his leadership, Tech Mahindra’s revenue grew from INR 32 crores (≈INR 320 million) in FY 1996 to over INR 450 crores by FY 2001, a period in which he also navigated the company through IPO preparation (later postponed due to market turbulence) and laid the groundwork for future expansion. 

These early roles, at TCS, IMR, and Tech Mahindra, established Deshpande as a rising leader in India’s tech industry, blending deep technical work with general management responsibilities.

Kiran Deshpande – Leadership Style

Colleagues and observers describe Deshpande as a pragmatic, people-oriented leader with strong ethics. He is known for setting bold growth targets while stressing team empowerment and integrity. 

For instance, in his later years, he has publicly advised business leaders to build capable teams: during a TiE masterclass, he urged entrepreneurs to “hire people who are smarter than you” and to cultivate a “strong ethical culture” within the company. 

His focus on ethics and mentorship is echoed by his long tenure in the startup community: as President of TiE Pune (2016–2019), he personally mentored over 30 startups, and he regularly gives talks and university lectures on entrepreneurship. During the tech industry downturn of 2022–23, Deshpande warned CEOs about over-hiring and urged a more humane, practical approach to management. 

Kiran Deshpande – Recent Statement (2022 Work-Culture Post)

In August 2022, Deshpande’s son Shantanu (CEO of Bombay Shaving Co.) sparked controversy with a LinkedIn post urging young professionals to work “18-hour days” early in their careers. While Kiran Deshpande did not publicly issue a direct rebuttal to his son’s specific remarks, his own communications during that period underscore his thoughtful tone on work culture. 

Notably, in January 2023, Deshpande wrote on LinkedIn about the tech-sector layoff wave. In that post, he urged greater empathy from corporate leaders, advising, “Don’t give any notice period but speak with the people before walking them out. Minimum courtesy, please!”. 

He also warned CEOs to remain frugal and judicious so that the industry doesn’t face a “nasty fall”. The tone of these remarks is calm but firm; he calls for professionalism and civility even when difficult decisions are needed. While not mentioning Shantanu or the 18-hour post, Deshpande’s message implicitly champions a balanced and humane workplace culture. 

Kiran Deshpande – Real-World Example

Deshpande’s career is marked by high-impact projects that reshaped companies and industries. One striking example was his turnaround of Tech Mahindra in the late 1990s. 

When he became CEO in 1996, TechM was a INR 32 crore (320 million) startup; by 2001, he had driven growth to over INR 4.2 billion in revenue (about a 63% compound annual growth rate). 

Under his guidance, profits kept pace (growing ~110% CAGR) and the company prepared for a public offering. This dramatic expansion, over an order of magnitude in five years, illustrates his strategic vision and execution. 

Another example is Mojo Networks (formerly AirTight Networks), the Wi-Fi security company he co-founded in 2001 after leaving Tech Mahindra. Deshpande helped develop Mojo’s wireless intrusion prevention systems (WIPS) and later cloud-managed secure Wi-Fi products 

Under his 18-year leadership as CEO, Mojo became a pioneer in Wi-Fi security: his team filed more than 35 international patents and even executed “the world’s largest Wi-Fi customer creation and deployment” from India. 

The company’s innovative technology attracted global attention and funding, culminating in an acquisition by Arista Networks (a Nasdaq-listed networking firm) in 2019. 

Conclusion

Kiran Deshpande’s legacy is that of a builder and mentor in the Indian tech ecosystem. Over 40+ years, he helped transform organizations, from scaling up Tech Mahindra’s revenues to creating world-class networking products at Mojo, and then turned his attention to helping others succeed. He remains an angel investor, board advisor, and TiE leader, sharing his experience with the next generation (e.g., teaching entrepreneurship to IIT students). He is well-known and revered by many startups and CEOs in Pune and elsewhere; according to one profile, his example of “building big companies from scratch” strongly inspired his son, Shantanu.

Shantanu Deshpande: Founder of Bombay Shaving Company | Education | Investments | Family | Biography

Discover the extraordinary journey of the Bombay Shaving company founder, Shantanu Deshpande. Learn about his education, family, career, and more. Shantanu Deshpande wiki.

StartupTalky- Business News, Insights and StoriesKanimozhi Sivakumar

FAQs

Who is Kiran Deshpande?

Kiran Deshpande is an Indian technology leader and entrepreneur known for his transformative leadership in companies like Tech Mahindra and Mojo Networks.

What is Kiran Deshpande’s educational background?

Kiran Deshpande holds a B.E. (Honours) in Electronics from BITS Pilani and an M.Tech in Electrical Engineering from IIT Bombay (Class of 1978). His strong technical foundation has guided his 40+ year career in technology and telecom.

How is Kiran Deshpande connected to Shantanu Deshpande?

Kiran Deshpande is the father of Shantanu Deshpande, founder and CEO of Bombay Shaving Company.

The story of Dadasaheb Bhagat is a classic example of entrepreneurial folklore. A tenth-grade dropout who comes from a village hit by drought. A person who came up with DooGraphics, India’s indigenous alternative to Canva.

Bhagat was born in Sangvi Patan in Beed district of Maharashtra. He was brought up in a family that did not place much importance on schooling. He passed his tenth examination and attended only one year of the Industrial Training Institute course. 

And then accepted a job in a factory with a salary of INR 4500 per month. Living from hand to mouth, he moved to Pune and got a job at Infosys as an office boy earning between INR 8,000 and INR 9,000 per month.

At Infosys, Dadasaheb’s life changed. While cleaning offices and fetching tea for guests, he watched employees “working on laptops, earning comfortably,” and realized that using one’s mind could lead to a better life. 

Curious, he asked for advice and was directed to creative fields. This experience was profound. His childhood was characterized by his fascination with a temple painter living in the neighborhood. 

Bhagat transformed himself in a year. He used to study animation and design courses at night and work by day. From an aspiring young artist, he became a professional graphic designer, trading in his non-mechanical tools for a digital tablet.

Dadasaheb Bhagat : Biography

Dadasaheb Bhagat : Early Life and Education
Dadasaheb Bhagat : Career Beginnings
Birth of DooGraphics, India’s Canva
Dadasaheb Bhagat : Leadership Style
Dadasaheb Bhagat : Recent Statement
A Real-World Example: Shark Tank Success

Dadasaheb Bhagat : Early Life and Education

Limited educational opportunities marked Bhagat’s early life in Sangvi Patan. He completed only his tenth grade and then a year at the Industrial Training Institute. He had a strong interest in art when he was a child. 

During his time at a boarding school, a local temple painter taught him to draw. This planted the seeds of creativity and persistence. After finishing his schooling, he left the village and looked for better opportunities in Pune.

Dadasaheb Bhagat : Career Beginnings

Rather than chase a corporate job, Bhagat started freelancing and then built his own company. In 2015, he was even in a serious bike accident, but while resting at home, he created fiery smoke-and-fire animation clips and sold them online.  The success was swift: he earned more from these designs than his INR 28,000 salary, and left his job in 2016 to launch his first venture, Ninth Motion. Ninth Motion, specializing in animated design, grew steadily. By 2018, it had a Pune office and a team of 10 to 15 designers working on innovative visual effects for clients like BBC Studios and 9XM.

Throughout this period, Bhagat’s routine exemplified grit and lifelong learning. He balanced jobs with schooling, for example, working midnight shifts at Infosys, then attending daytime diploma classes in multimedia. 

His father’s anecdote of wandering from village to village for farm work and doing “many things to earn a living” resonated with Bhagat’s own attitude. 

“I have always been keen on learning new things,” Bhagat later explained. “Doing the same thing repeatedly bores me, so I try to bring uniqueness to my work”. This drive helped Ninth Motion reach a turnover of nearly INR 1.8 crore by 2023.

Birth of DooGraphics, India’s Canva

When the COVID-19 pandemic hit, Bhagat’s Pune office had to shut down. Rather than give up, he saw an opportunity. He returned to his village, where living costs were low, and focused on developing an online design product aligned with India’s needs. 

From April to November 2020, he and a small team camped out on a hillock near his home, working under tents above a cowshed where the mobile signal was strongest. In those makeshift conditions, Bhagat built an AI-driven graphic design platform called DooGraphics (also known in the media as “Design Template”). 

This India-made platform offers a rich library of ready-to-use templates, especially for social media, that users can customize by dragging and dropping elements. 

Its interface is made to be extremely user-friendly: from festival greeting cards to business banners, even non-designers can tweak layouts, add images or text, and download their creations for free.

Key features of the DooGraphics/Design Template platform include:

• Hundreds of Design Templates: These are tailored for Indian users, e.g., YouTube thumbnails, celebration greeting cards, banners, and portrait creators.
• Easy Customization: Click-and-drag editing of backgrounds, fonts, colors, and graphics. 
• AI-Powered Tools: Smart suggestions and local motifs give each design an Indian flavor. Bhagat specifically built the platform to help small businesses and creators “produce professional-looking graphics, enhancing their brand visibility and driving sales”.

By late 2020, this hustle paid off: DooGraphics had attracted over 1 lakh users globally. One upbeat write-up even claims 94,000+ businesses rely on it for marketing designs.

Local creators and SMEs especially benefited, for instance, a Delhi cafe owner could quickly design a festive menu poster, or a wedding planner could use the Indian wedding templates to make invitations. 

Bhagat’s platform thus fills a niche: it reduces India’s dependence on foreign tools by giving Indians world-class design resources on par with Canva.

Dadasaheb Bhagat : Leadership Style

Bhagat leads by example, driven by curiosity and resilience. He credits much of his success to constantly pushing beyond his comfort zone. As he says, “I have always been keen on learning new things. Doing the same thing repeatedly bores me…”  an attitude that keeps him and his team focused on innovation rather than routine.  At the same time, Bhagat remains community-minded even while building a tech startup from a rural base, he began training local youth in graphic design to help them acquire digital skills. 

These traits, creativity, grit, and empathy, define his hands-on leadership style, showing that an entrepreneur from any background can thrive with vision and hard work.

Dadasaheb Bhagat : Recent Statement

Dadasaheb summed up his ethos in a recent interview: “I have always been keen on learning new things. Doing the same thing repeatedly bores me, so I try to bring uniqueness to my work.”. 

This statement highlights his constant drive to innovate and push boundaries, qualities that have taken him from an Infosys office boy to the CEO of a growing tech company.

A Real-World Example: Shark Tank Success

Bhagat’s journey began to grab headlines. Media stories highlighted how a former guesthouse attendant in Pune was now creating “India’s Canva.” This resonated at the highest levels. Prime Minister Narendra Modi praised DooGraphics as a symbol of the Make in India spirit. 

In September 2023, YourStory reported that even Modi acknowledged Bhagat’s achievement as “icing on the cake” of his rags-to-riches tale.

DooGraphics also caught the eye of Shark Tank India. When Bhagat pitched on the show, he won a deal from boAt co-founder Aman Gupta, INR 1 crore for 10% equity in the company. The moment summed up his journey: stepping onto a national stage as a self-taught villager-entrepreneur. Recalling the pitch, Bhagat said it was “very exciting” even though he got nervous at first. 

One juror gave him water and another advised, “don’t pitch like a formal presentation”,  and soon his confidence returned.

Final Words

Today, DooGraphics/Design Template competes globally with Canva by focusing on Indian needs. Its impact can be seen in numbers and testimonials: small shop owners, teachers, students, and bloggers across the country use the platform for their content.  By offering free templates and an intuitive editor, Bhagat’s platform has empowered users who might otherwise hire expensive designers or rely on generic Western templates. 

As one report notes, his goal is “to make India self-reliant in digital design by helping local creators, students, and small businesses grow in the digital economy.” This homegrown tool also speaks Indian: it’s packed with cultural elements that foreign products lack, helping users create more authentic communication.

In Bhagat’s own words, “passion, hard work, and creativity” meant that “no dream is too big, and no starting point is too small.”  From an Infosys guesthouse to running India’s Canva-like platform, his journey embodies the new wave of Indian entrepreneurs,  driven by vision, not by pedigree, and ready to build world-class products on home soil.

FAQs

Who is Dadasaheb Bhagat?

Dadasaheb Bhagat is an Indian entrepreneur, designer, and founder of DooGraphics, a Made-in-India alternative to Canva.

What is DooGraphics (Design Template)?

DooGraphics, also known as Design Template, is an AI-powered graphic design platform developed by Dadasaheb Bhagat. It allows users to create posters, social media creatives, banners, and invitations using drag-and-drop templates tailored for Indian festivals, brands, and businesses.

What is Dadasaheb Bhagat’s educational background?

Dadasaheb Bhagat completed only his 10th grade and attended one year of an Industrial Training Institute (ITI) course. Despite limited formal education, his self-taught design skills and passion for learning helped him transform from an Infosys office boy into a successful tech founder.

Piyush Pandey, a name synonymous with Indian advertising, changed how brands spoke to a nation. From the heart of Jaipur to leading Ogilvy India, Pandey transformed creativity with ads for Fevicol, Cadbury, and political campaigns like “Ab ki baar Modi sarkar,” reflecting real people, everyday emotions, and India’s unique voice. He passed away in October 2025 at the age of 70, leaving behind a lasting legacy in authentic brand storytelling and the power of connecting culture with commerce.

Piyush Pandey’s Early Life and Journey into Indian Advertising
The Man Who Gave Indian Brands Their Own Voice
Global Recognition and Industry Impact
Remembering Piyush Pandey: Tributes from Leaders and Peer
What His Legacy Means for Business and Branding

Piyush Pandey’s Early Life and Journey into Indian Advertising

Born in Jaipur in 1955, Piyush Pandey had a rather unconventional path into advertising. Before the world knew him for memorable campaigns, he played first-class cricket for Rajasthan, worked as a tea-taster and even did construction-site jobs.

In 1982, he joined Ogilvy India (then Ogilvy & Mather India) as a client-services executive. Within a few years, he shifted into creative, and by the mid-1990s, he was helping transform the agency into one of India’s creative powerhouses.

The Man Who Gave Indian Brands Their Own Voice

Pandey’s big contribution to advertising was how he made brands speak India’s language, culturally rooted, emotionally real, and widely relatable. Some of his campaigns became part of everyday memory:

• For adhesive brand Fevicol, his ads, like the bus-stuck or fishing-net ones, turned into pop-culture catch-phrases.
• For the chocolate brand Cadbury– “Kuch Khaas Hai”.
• For the paint company Asian Paints– “Har Khushi Mein Rang Laye”. He also worked with several other big names such as Ponds, Bajaj and Vodafone.

He was also credited with making the 2014 campaign slogan “Ab ki baar Modi sarkar”, showcasing how advertising and politics sometimes intersect.

Global Recognition and Industry Impact

His work didn’t just win local praise; it drew global recognition too. He was honoured with the national civilian award, Padma Shri in 2016. In 2018, he and his brother became the first Asians to receive the Lion of St. Mark at the Cannes Lions International Festival of Creativity Academy.

Under his leadership, Ogilvy India was repeatedly ranked number one in agency surveys. He became a mentor to countless professionals, and his philosophy emphasised that the best ideas are born from “ordinary people’s lives”, not just boardroom brainstorming.

Remembering Piyush Pandey: Tributes from Leaders and Peer

On 24 October 2025, the advertising world lost Piyush Pandey. He passed away in Mumbai at the age of 70 after suffering from a serious infection. His funeral was scheduled for 25 October at Shivaji Park, Mumbai.

Tributes poured in from across the industry and beyond. Prime Minister Narendra Modi called Pandey’s contribution “monumental”. Industrialist Anand Mahindra described him as a friend whose “irrepressible zest for life” was memorable.

What His Legacy Means for Business and Branding

Pandey’s legacy is especially relevant for business media and marketing professionals today. He re-imagined how Indian consumers could be addressed, not as market segments, but as real people with culture, humour and emotion.

In an era where digital metrics, data-driven ads and global templates often dominate, his work serves as a reminder: authenticity matters. Brands that tap into local language, place and emotion create much stronger bonds than those chasing flashiness.

For business leaders, marketers and startups, three lessons stand out:

• Understand your audience’s language: Whether regional dialect or cultural reference, he showed that speaking their voice wins.
• Simplicity wins: The best ads weren’t overloaded; they were memorable and anchored in everyday life.
• Build brands that last: His campaigns didn’t just sell a product, they became part of cultural memory.

Final Thoughts

Piyush Pandey was more than an ad-maker; he was a storyteller who helped Indian brands speak with authenticity and scale. His passing marks the end of an era, but his influence remains deeply embedded in how Indians consume, remember and talk about brands.

For business media and for anyone in the world of branding or marketing, his career offers both inspiration and challenge: how do you today create a brand voice that people remember, as Pandey’s work proves, not just as an ad, but as a part of their lives?

FAQs

Who was Piyush Pandey?

Piyush Pandey was a legendary Indian advertising professional known for transforming how brands communicate with audiences. Born in Jaipur in 1955, he led Ogilvy India and created iconic campaigns for brands like Fevicol, Cadbury, and Asian Paints.

When did Piyush Pandey pass away?

Piyush Pandey passed away on 24 October 2025 in Mumbai at the age of 70. His funeral was held at Shivaji Park, Mumbai, on 25 October 2025.

How did Piyush Pandey start his career in advertising?

He joined Ogilvy India in 1982 as a client-services executive. Soon after, he moved into creative roles and played a key role in transforming Ogilvy India into a creative powerhouse by the mid-1990s.

When Thomas Kurian stepped into Google Cloud’s corner office in early 2019, some people expected the quiet executive from Oracle to spark such a turnaround. Drawing on more than two decades at Oracle, Kurian brought structure to a division once known more for its potential than its profits. 

Under his mentorship, Google Cloud has grown into one of Alphabet’s strongest pillars, which posted $13.6 billion in revenue in the second quarter of 2025, up 32% from the previous year, building a $106 billion sales pipeline that clearly signifies growing trust from global enterprises. 

What makes Kurian stand out isn’t a flair for headlines; it’s his ability to perfectly integrate strategy, engineering depth, and customer empathy to turn quiet progress into lasting momentum.

Thomas Kurian – Biography

Thomas Kurian – Early Life and Education
Thomas Kurian – Career Beginnings
Thomas Kurian – Career at Oracle
Thomas Kurian – The Turnaround and Transformation of Google Cloud
Thomas Kurian – Leadership Style
Thomas Kurian’s Recent Statement – “AI is here to amplify human capability, not replace jobs”
Customer Engagement Suite – A Real-World Example

Thomas Kurian – Early Life and Education

Thomas Kurian was born in Kerala to a chemical engineer father and a teacher mother who had migrated from Sri Lanka. His parents, pioneers in their own right, instilled in him and his twin brother, George (now CEO of NetApp), a strong sense of ambition and the value of education.

Even as a child, Kurian showed a keen curiosity about the world. A simple anecdote, walking into an American sandwich shop and discovering multiple bread options, symbolizes the adaptability and cultural openness that would later define his leadership style.

He earned a Bachelor of Science in Electrical Engineering and Computer Science from Princeton University (1986–1990), graduating with highest honors (Summa Cum Laude) and being inducted into Phi Beta Kappa, one of the nation’s most prestigious academic honor societies.

Eager to combine technical expertise with business acumen, Kurian went on to pursue an MBA at Stanford University Graduate School of Business (1992–1994), where he was recognized as an Arjay Miller Scholar for outstanding academic performance. 

This combination of rigorous technical training and advanced business education equipped him with the skills to navigate complex enterprise technology landscapes and lead global teams with strategic vision.

Thomas Kurian – Career Beginnings

Thomas Kurian began his professional journey at McKinsey & Company, where he spent several formative years shaping his strategic and analytical skills. He began as a Business Analyst (1990–1992), working in San Francisco and New York, where he gained exposure to complex business problems across multiple industries.

He then progressed to Engagement Manager (1994–1996), leading consulting teams in Financial Services, Telecommunications, and High Technology. In this role, Kurian worked directly with CEOs on strategy and innovation initiatives, honing his leadership, problem-solving, and client management skills. 

Thomas Kurian – Career at Oracle

His 22-year tenure at Oracle was where he honed his leadership and sales acumen. Rising to the position of President of Product, he led Oracle’s cloud computing efforts and aimed to compete with giants like AWS, Microsoft Azure, and Google Cloud.

Thomas Kurian, who is best known for his intense, results-driven approach, demanded high performance from his teams. He clashed with co-founder Larry Ellison over cloud strategy, advocating collaboration over isolation, a vision that he would later carry into Google Cloud. While Oracle didn’t fully realize its cloud ambitions, the experience set the stage for Kurian’s next big challenge.

Thomas Kurian – The Turnaround and Transformation of Google Cloud

Under Thomas Kurian’s leadership, Google Cloud has experienced unprecedented growth, with revenue more than doubling and outpacing the overall growth of its parent company, Alphabet Inc. While other divisions at Google faced hiring freezes or struggled to secure resources, Kurian expanded his team from 25,000 to 37,000 employees, nearly a 50% increase. He strategically recruited top talent not only from established competitors but also from innovative startups, strengthening the division’s capabilities.

Kurian shifted Google Cloud away from its previous engineering-centric approach, where clients used the platform mainly for niche needs like AI and machine learning. Instead, he emphasized client-centric, strategic partnerships, moving away from transactional, project-based deals. This included bundling products and offering holistic solutions that helped enterprise clients grow their businesses more effectively.

He also focused on areas where Google Cloud had previously lagged, such as database and analytics, traditionally dominated by Oracle. For example, Kurian introduced procedures that allowed banks to store sensitive data on Google Cloud while ensuring regulatory compliance, addressing a long-standing industry challenge. Despite the division posting losses; $5.6 billion in 2020 and $974 million in Q1 FY2021, Google Cloud’s market share grew from 7% to 9%, steadily gaining ground on Microsoft Azure (20%) and Amazon Web Services (33%). 

Analysts suggest that if Google Cloud continues this trajectory and climbs to second or first place, Kurian’s prospects of becoming Google’s CEO could be cemented.

Thomas Kurian – Leadership Style

Once known at Oracle for a tough, no-nonsense approach, Kurian has adapted to Google’s collaborative culture, replacing public reprimands with mentorship, humor, and storytelling. Colleagues often hear him share playful anecdotes, including impersonations with his twin brother, reflecting a more personable side.

Today, he takes lessons from past business battles with a customer-focused, empathetic approach, turning challenges into opportunities and shaping Google Cloud into a formidable force in the global cloud market.

Thomas Kurian’s Recent Statement – “AI is here to amplify human capability, not replace jobs”

In a 9 October interview with tech newsletter Big Technology, Alex Kantrowitz reported Thomas Kurian’s perspective on AI in the workplace. Kurian stressed that AI’s purpose is to enhance employee productivity, not reduce headcount. 

He pointed to Google’s Customer Engagement Suite, an AI-driven suite of customer service tools launched last year, as an example. Despite initial concerns from clients that AI might replace human agents, Kurian noted that “almost none of our clients have let anyone go.”

The technology, he explained, has mainly taken over tasks that were previously overlooked, such as addressing minor customer queries that didn’t require a service agent. “I think there is definitely a middle ground,” Kurian added, countering predictions of widespread job automation.

Google Cloud CEO Thomas Kurian: AI Won’t Take Your Jobs

Google Cloud CEO Thomas Kurian says AI won’t replace tech jobs but transform them, boosting human creativity and productivity across the industry

StartupTalky- Business News, Insights and StoriesNitin Konde

Customer Engagement Suite – A Real-World Example

Thomas Kurian highlighted Google’s Customer Engagement Suite, a set of AI-powered tools for customer service, as proof that AI expands human potential. Initially, some clients worried that these tools might make customer service agents redundant. 

However, AI has been taking over minor, repetitive queries, allowing employees to focus on higher-value tasks. As Kurian noted, “Almost none of our clients have let anyone go.”

Boosting Productivity, Not Cutting Jobs

His perspective aligns closely with Google CEO Sundar Pichai. During a June appearance on the Lex Fridman Podcast, Pichai revealed that Google’s engineers experienced a 10% productivity increase thanks to AI assistance, measured through additional engineering capacity created by AI. 

Rather than reducing headcount, Google plans to hire more engineers, enabling them to focus on creative and strategic projects instead of repetitive work.

Data-Backed Optimism

The numbers reinforce this positive outlook. During Alphabet’s most recent earnings call, Pichai shared that over 30% of Google’s new code is now generated by AI, up from 25% six months earlier. This demonstrates that AI is enhancing efficiency and collaboration, empowering humans and machines to innovate together, without shrinking the workforce.

FAQs

Who is Thomas Kurian?

Thomas Kurian is the Chief Executive Officer (CEO) of Google Cloud, known for transforming the division into one of Alphabet’s strongest growth engines.

Where was Thomas Kurian born and educated?

Thomas Kurian earned a Bachelor’s degree in Electrical Engineering and Computer Science from Princeton University (Summa Cum Laude) and an MBA from Stanford University.

What did Thomas Kurian do before joining Google Cloud?

Before leading Google Cloud, Thomas Kurian spent 22 years at Oracle, where he rose to become President of Product Development. He also worked at McKinsey & Company as a Business Analyst and Engagement Manager, developing strategic and leadership skills early in his career.

Mehli Mistry has long stayed away from the media glare, yet his name carries quiet significance in India’s corporate world. A first cousin of the late Cyrus Mistry, Mehli has been a trusted associate of the late Ratan Tata for years. When the Tata Group faced one of its toughest boardroom battles, the removal of Cyrus Mistry as chairman of Tata Sons, Mehli stood firmly by Ratan Tata’s side. 

He became part of the inner circle that helped steady the ship during a turbulent chapter in Tata history, which is often known for his discretion and loyalty. In October 2022, Mehli Mistry’s association deepened when he was appointed a trustee of the Sir Dorabji Tata Trust and the Sir Ratan Tata Trust, the two key entities that together hold a majority stake in Tata Sons. Since then, his quiet rise within the Tata ecosystem has turned him into one of the most closely watched figures in India’s business landscape.

Mehli Mistry – Biography

Mehli Mistry – Biography
Mehli Mistry – The Power Shift Within Tata Trusts
Mehli Mistry – Leadership Style
Mehli Mistry – At the Centre of a Legacy Dispute
The Boardroom Divide
What’s Next for Mehli Mistry?
What Lies Ahead for Tata Trusts?

Mehli Mistry – The Power Shift Within Tata Trusts

It’s been a year since the passing of Ratan Tata on October 9, 2024, and the once-unshakeable structure of the Tata Trusts is showing its first signs of internal strain. Unlike the much-publicized Tata–Cyrus Mistry clash years ago, this time the spotlight quietly turns to Mehli Mistry, Ratan Tata’s long-time confidant and the late Cyrus Mistry’s cousin, who is now playing a pivotal role in shaping the group’s future direction.

The rift has so far stayed confined to boardrooms, yet its ripples have reached New Delhi. On October 7, 2025, Tata Trusts Chairman Noel Tata, along with two trustees and Tata Sons Chairman N. Chandrasekaran, met Union Home Minister Amit Shah and Finance Minister Nirmala Sitharaman. The government’s involvement signals how seriously it views the growing discord inside one of India’s most respected corporate houses.

The 133-year-old Tata Trusts control about 66% of Tata Sons, the holding company of the INR 15 lakh crore Tata Group. Within the Trusts, two distinct factions have emerged: the Noel Tata camp, reportedly backed by Venu Srinivasan of TVS Group and Vijay Singh, the former Defence Secretary; and the Mehli Mistry camp, supported by Pramit Jhaveri (former Citibank CEO), Jehangir H.C. Jehangir (Chairman of Jehangir Hospital, Pune), and Darius Khambata, the senior lawyer.

Mehli Mistry – Leadership Style

Mehli Mistry’s leadership style appears to be both strategic and influential, particularly within the boardroom dynamics of the Tata Trusts. The article highlights his ability to shape outcomes and hold sway over key decisions, suggesting a leader who is decisive and comfortable navigating complex governance structures. His interventions have brought critical differences among trustees to the forefront, indicating that he does not shy away from challenging prevailing views when he believes it is necessary.

At the same time, Mistry demonstrates a form of independent thinking. By dissenting on certain appointments and emphasizing adherence to age-related precedents for leadership roles, he showcases a methodical approach grounded in principles and established norms. This reflects a governance-focused mindset, one that balances respect for tradition with the practicalities of modern corporate oversight.

Moreover, his influence seems to be exercised primarily behind the scenes, relying on boardroom strategy rather than public confrontation. This suggests a nuanced, consensus-sensitive leadership style that is subtle yet powerful, allowing him to assert authority while managing the sensitivities of a historically prestigious and complex organization like the Tata Trusts.

Mehli Mistry – At the Centre of a Legacy Dispute

At the heart of the disagreement lies the question of governance and transparency. One key issue is whether Tata Sons should be publicly listed. The Reserve Bank of India (RBI) had classified Tata Sons as an upper-layer non-banking financial company (NBFC), a designation that requires it to go public.

This classification triggered unease among several trustees. Some fear that an IPO could dilute their veto powers and expose the company to takeover risks, while others believe a public listing would ensure stronger accountability.

Adding to the pressure, the Shapoorji Pallonji (SP) Group, which holds 18.37% of Tata Sons, reiterated its call for listing on October 10, 2025. In a formal statement, the SP Group said that a transparent, publicly accountable Tata Sons would “uphold the spirit of transparency envisioned by Jamsetji Tata” and “strengthen trust among all stakeholders.” The group argued that such a move would also benefit Tata Trusts, helping ensure steady inflows for philanthropic activities aligned with the Tata vision.

The Boardroom Divide

Both sides within the Tata Trusts claim to be upholding Ratan Tata’s legacy. However, the divide deepened when Vijay Singh publicly remarked that the very idea of voting on issues within the Trusts was “unprecedented.” According to him, Ratan Tata believed decisions should always be taken by consensus rather than through votes, a sentiment not shared by Mehli Mistry’s faction, which insists that new times call for new norms.

The latest disagreement arose when four trustees, including Mehli Mistry, blocked Singh’s reappointment to the Tata Sons board, arguing that he had crossed the age of 75. While there’s no official retirement age for Tata Trusts trustees, with figures like J.R.D. Tata, Ratan Tata, and R.K. Krishna Kumar, serving until their passing, Ratan Tata himself had set a precedent by stepping down from Tata Sons’ executive role at 75 in 2012.

What’s Next for Mehli Mistry?

In the ongoing boardroom tussles, Mehli Mistry, along with four other directors, is reportedly challenging Noel Tata, who was appointed chairman following Ratan Tata’s passing on October 11. Mistry’s group is reportedly frustrated at being sidelined in key decision-making and is pushing for greater transparency and corporate governance reforms. The trustees are scheduled to meet again on Thursday to discuss the matter.

What Lies Ahead for Tata Trusts?

Amidst the mounting tension, the Tata Trusts board reconvened on October 10, 2025. Officially, the meeting’s agenda centered around reviewing proposed funding by Tata Sons to group companies. Yet insiders suggest that reconciliation was also on the table, largely prompted by the government’s quiet intervention.

If the discussions turn conciliatory, both factions may agree to soften their stance. But should Mehli Mistry’s supporters persist in nominating him to the Tata Sons board, a proposal gaining momentum, the internal conflict could stretch further.

For now, the battle remains behind closed doors, but it represents a defining moment for Tata Trusts. It’s a test of how the institution, built on unity and trust, will adapt to a new era where loyalty, governance, and legacy are all being redefined.

Tata Group Faces Boardroom Battle as Leadership Rift Widens

Internal rifts within Tata Trusts have triggered a governance crisis at Tata Sons. Here’s how the government is stepping in to restore stability.

StartupTalky- Business News, Insights and StoriesNitin Konde

FAQs

Who is Mehli Mistry?

Mehli Mistry is an Indian industrialist, investor, and trustee of the Tata Trusts. A cousin of the late Cyrus Mistry and a long-time confidant of Ratan Tata, he has emerged as a key figure within the Tata Group’s power structure, known for his discretion, loyalty, and influence in boardroom decisions.

What is Mehli Mistry’s role in Tata Trusts?

He is a trustee of the Sir Dorabji Tata Trust and Sir Ratan Tata Trust, which together hold a majority stake in Tata Sons.

What role did Mehli Mistry play in the Tata–Cyrus Mistry feud?

He supported Ratan Tata during the 2016 crisis and was part of the inner circle that helped stabilize Tata Sons.