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Home> Executive Track> Portraits
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| Making “Made-in-India” products a reality |
| "To be successful in a start up, the fire in the belly is more important than what's in your head," quips Sanjay Nayak |
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| Wednesday, November 23, 2005 |
Untitled Document
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| Life's inspiration |
If someone can do it, so can we. Believe in yourself. |
| Ambition |
Build a lasting product company |
| What I would like to change about myself |
Learn more patience |
| Hobbies |
All kinds of sports: Tennis, trekking, any physical activity |
| Best moment |
Not happened yet |
| A Must Have |
Cell Phone |
| Worst Fears |
None |
| Passionate about |
Work, Sports |
| Fav gizmo |
Not a gadget freak |
| Fav destination |
Switzerland |
| Fav Book |
Not much of a book person |
| What ticks you off |
People who don't take ownership for what they do |
| A lesson for life |
If you believe in something strongly, it happens; Any failure or setback is a good opportunity to learn |
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| Sanjay Nayak: Making “Made-in-India” products a reality
"To be successful in a start up, the fire in the belly is more important than what's in your head," quips Sanjay Nayak, co-founder and COO, Tejas Networks.
He would know better since he co-founded Tejas along with Silicon valley entrepreneur Desh Deshpande and optical networking guru Dr Kumar N Sivarajan in 2000 - the worst possible time for a start-up and a rare one at that -an Indian telecom product company.
The time between 2000-2002 saw tech companies, start-ups and markets bottoming out in the aftermath of 9/11. Still, Nayak and his backers moved ahead even as many ambitious start-ups around them sputtered out of business.
"No one knew then where the industry was going. Raising money was tough, and it was a very competitive environment. Employee morale was also down," he says reminiscing on those uncertain days. Still the company persisted thanks to his boundless optimism.
For Nayak, it was a personal motivation that led him to think of building a successful global product company in India.
Prior to Tejas, he headed operations of EDA companies Synopsys and was founding member of Cadence Systems in India. He and his colleague Arnob Roy were smitten by the urge to start a product company since "life at an MNC company like Synopsys was too easy."
But why telecom products? "We figured that we would not be disadvantaged since are away from the US. In the telecom industry, distance is not a factor," he explains.
Nayak treaded carefully initially by starting to understand customer requirements. Tejas gained access to the market by selling Sycamore's products in India. This way, he gained market intelligence on the kind of equipment that Indian telecom market wanted.
Next, Nayak focused on assembling a full-fledged multi-disciplinary team at Tejas that included hardware, domain experts, embedded software, system software, network management software, manufacturing, supply chain, components, sales and marketing and post-sales support.
Many telecom operators then were greenfield operators then who found it daunting to make their business work. "It was an uncertain time. The operators had invested a lot in licenses and user base wasn't going up as fast as expected." Besides, they had to figure out the business and the best technology for themselves. Nayak capitalized on this and urged the operators to deploy Tejas equipment in a small way and decide for themselves.
Today, Tejas is the strategic supplier for almost all major network operators in India including VSNL, BSNL, RailTel, Dishnet DSL and Bharti. Thanks to the company's single-minded focus on next-generation optical networking equipment, Tejas is today a Rs 47 crore product company. Nayak is confident of tripling revenues this year.
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After bagging major Indian telecom operators into its kitty, Tejas has also been successful in bagging orders from major tier-one and tier-two telecom OEMs.
Nayak reckons that this is the best and easiest way to tap the installed base of huge corporations with little effort from
Tejas' side. However, he doesn't want to bank on OEMs alone for international exposure. "We need to be close to our customers so that we know what they want. We plan to go after emerging markets like South Asia, South-east Asia, Middle-East, Russia and CIS."
Early this year, the company raised $15 million in third round funding from Battery Ventures. This sum may seem niggardly to American product companies whose R&D spend runs in hundreds of millions but the cost efficiencies and economies of scale prevalent in doing R&D in India offset the high cost of high-tech R&D.
Nayak is now aiming for the number two/three spot in the optical networking space. Given the razor sharp focus of the company, this may soon be a reality. He feels that his personal contribution to the company has been in the form of vision, passion and optimism. "There are a lot of smart people in the industry, but there are not enough smart people who are that motivated. I think I have been able to transform technology-oriented engineers to business-oriented engineers."
Nayak's experience of living and working in both the US and India has definitely helped in attuning his team to create global products. An engineer by vocation, he graduated in electronics and communication from the Birla Institute of Technology in Ranchi in 1985 and followed it up with an MS degree in Computer Engineering from the University of North Carolina. He has had the uncanny knack of working twice in his career, with start-ups that got acquired by bigger companies- first with Gateway Design Automation that was snapped up by Cadence and then with ViewLogic that was acquired by
Synopsys.
- Priya Padmanabhan
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