- Punit Soni has been associated with Google and Motorola and served as the chief product officer at Flipkart in India.
- Unable to let go of his ambition to create his own business, he initiated a health technology start-up.
- Soni mentions that being a founder can be isolating with its ups and downs, yet he finds his work deeply significant.
This as-told-to essay is based on a transcribed conversation with Punit Soni, the CEO of Suki , an AI-powered voice solution designed for healthcare providers, which is valued at $295 million. Business Insider has confirmed Soni's position within the company through documentation. The content below has been condensed for brevity and clarity. .
Born to a nuclear scientist father and a psychologist mother in Mumbai, my early life was steeped in academia.
In 1998, I earned my degree in engineering from the National Institute of Technology Kurukshetra and completed my master’s in electrical engineering at the University of Wyoming.
Before enrolling in the Wharton School for an MBA in 2007, I served as a quality assurance engineer specializing in semiconductors. Post-MBA, although I was considering careers in private equity or consulting, the allure of Silicon Valley ultimately drew me back into the technology sector.
My professional journey in Major Technology Companies
In June 2007, I submitted my application for a role as a product manager at Google. During my time there, I led the development of Google+ Games along with various mobile projects. My efforts contributed to expanding the mobile team and introducing functionalities such as Mobile Hangouts and Instant Upload. Throughout these five years, I gained valuable experience in scaling products and viewing failures as chances for growth.
In August 2012, I departed from Google to take up an executive position at Motorola as their Vice President of Product Management. During my time at Motorola, I acquired valuable knowledge about the e-commerce landscape in India, leading me to resign and relocate to Bangalore. There, I assumed the role of Chief Product Officer at Flipkart within India’s technology center.
Following ten years in the Bay Area, I found myself feeling as though all available positions were quite similar, and I yearned to engage a distinct sector of my mind. Transitioning to work within India’s labor market posed an intriguing challenge.
At Flipkart, my role encompassed overseeing all product initiatives and contributed significantly to the growth of the firm. I departed in 2016, and subsequently, Flipkart was purchased by Walmart in 2018.
I couldn't ignore the entrepreneurial itch
Following stints at major technology companies and thriving startup ventures, the entrepreneurial drive I've harbored since my formative years in Silicon Valley finally became irresistible.
While at Motorola, I was trying to build Moto X, which had its first always-on voice interface. Building this software made me aware that voice was going to be the default for most devices. At that time, conversations around the artificial intelligence were just starting, but these insights helped me develop my company, Suki.
I aimed to create something that makes healthcare technology supportive and unobtrusive, allowing doctors to concentrate on their patients.
A number of my ex-Google coworkers who departed the company were transitioning into fields like education or healthcare. Healthcare struck me as a sector where I could really effect change. The concept for Suki emerged during this time, and I began laying down the basic components while in India.
My relatives had heard enough of my complaints about initiating new ventures and urged me to quit Big Tech and take action myself.
Transitioning from an employee to a founder role represented a significant change.
I departed from Flipkart in 2016 and came back to the United States to dedicate the following half-year to getting settled.
We relocated homes, which meant adapting to a new neighborhood and enrolling my children in different schools. Fortunately, I had previously accumulated some savings that allowed me to establish Suki without significantly altering our way of life. Additionally, I was psychologically ready for the possibility that there wouldn’t be substantial incoming funds or income when starting this fresh entrepreneurial endeavor.
Starting as a founder affects your emotional and mental well-being. During the initial couple of years, I operated on sheer determination and took on multiple roles. Each day brought something different. In contrast, at Big Tech, my workflow followed a more defined pattern.
At Google and Flipkart, I held a high-level position where numerous team members reported to me. However, at Suki, I needed to begin anew, revisiting my strengths and acquiring fresh competencies to contribute effectively to the company’s progress.
One of the greatest aspects of launching my own business is the sense of accomplishment from creating something with significant influence. Currently, more than 350 healthcare providers utilize Suki to assist physicians in concentrating on patient care.
I highly appreciate the level of control and independence I enjoy currently as opposed to my previous roles in major tech companies. My aim for Suki is to establish an atmosphere free from drama without any internal power struggles. I am dedicated to our shared success. At Suki, I envision a place where team members provide constructive feedback to enhance one another’s work.
Financially, my transition from being an employee to a founder did not bring about significant shifts since I consistently upheld a middle-class standard of living. Nevertheless, it remains unsettling to build something when your expenses exceed your income.
Being a CEO comes with extreme highs and lows.
Certain days as a CEO are invigorating, whereas some are draining and exasperating. It often feels like you're stuck on an endless conveyer belt.
Being an entrepreneur can be very isolating, and from the start, I encountered setbacks that I needed to conquer. For the initial two or three years, I struggled as a CEO since I wasn’t able to control my emotions effectively.
I’ve experienced all the common pitfalls as a founder due to difficulties managing my emotions. This has led to numerous sleepless nights, outbursts of anger, firing individuals, being fired myself, and losing friends along the way. What I ultimately grasped was the importance of responding to such scenarios in a constructive manner while continuing to progress.
I have discovered that an effective CEO should know how to direct their efforts, master relationship management, and allocate resources wisely towards both processes and personnel. A significant hurdle I faced was identifying the appropriate individuals. My recommendation is to bring onboard applicants who surpass your capabilities across all domains.
Many people idealize the lifestyle associated with starting a business. Launching a company isn’t primarily about finances or career moves; it’s more of an impassioned endeavor. It requires genuine passion for your concept along with substantial emotional acumen and stamina to bring it to fruition.
Paradoxically, I wouldn’t impose entrepreneurship upon anyone. Quitting a secure position for it poses significant financial risks. Yet, I find joy in my endeavors on most days. The notion of constructing something substantial from scratch held immense significance for me.
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