10 Jan

Creating a Powerful CxO Personal Brand, and its Corporate benefits

By TWB_ In Communication, Leadership, Strategic Marketing /   No Comments

A personal brand is not a new concept but for a CxO personal branding is not just about them, it is what it means to their companies. The value that your company derives from your personal brand may be the critical differentiator in a marketplace where companies compete for customers, investors, and employees.

How a CxO brand benefits your company

A powerful personal CxO brand can have tremendous corporate benefits because, 

  • A great CxO brand increases Company Credibility to customers: Credibility and trust have always played key roles in shaping business success but for a company, it is not easy to be seen as trustworthy — such a reputation is earned over years. However, if a high-level executive has a trustworthy, credible and believable personal brand, then their company is also seen as trustworthy, credible and believable. Anyone remembering Lee Iacocca being the face of Chrysler in its worst days knows that the trust to buy Chrysler came from him. Conversely, the loss of credibility of Travis Kalanick was leading to the loss of credibility of Uber.

 

  • A great CxO brand makes PR more Effective: Companies need all the competitive advantage they can get. A CxO’s distinct, authoritative personal brand gets easier traction than the company spokesperson. For instance, if your company needs facetime in front of the press it is easier to get a few columns in a magazine or for the magazine to profile the CxO, rather than for the magazine to profile the company. A CxO armed with a compelling personal brand — is the best pitch a company has — not just to customers but to media as well.

 

Building a powerful CxO brand

So it must be understood that both the CxO and the company are engaged in creating the CxO’s personal brand, right? Wrong. Corporate marketing and communication functions don’t always focus on individuals but rather on products and services and it is a big mistake — as we’ve seen above. Creating a powerful personal brand is also not trivial. It requires a deep dive into the individual’s attributes and competitive positioning to bring out the key differentiators, and regular communication to keep the brand relevant. It takes patience, time and smarts. Here are some attributes of a great CxO brand:

 

  • The CxO Brand is not a job description: Often, personal branding looks like a representation of one’s accomplishments and talent. Mostly it comes out as a job role, which it is not. When it is a job role it becomes interchangeable and dispensable. Some great personal branding can be seen in the case of Nandan Nilekani where he has become synonymous with character & predictable growth at Infosys to the point being brought back from retirement.

 

  • The CxO Brand is self-defined and rooted in real attributes: A CxO brand should be built around unique attributes and around the CxO’s personality. Is he/her a people person? Analytical? Brilliant? Insightful? To be effective CxOs need to have a rich, fully-realized concept of their own identity and the best way is to be genuine and authentic. People can see right through disingenuous communication and it is easy to manage an authentic personal brand on a daily basis.

 

  • The CxO Brand is not that of a Specialist: A deep dive into a specific domain is often boring for the employees you lead, interchangeable with another CxO and not inspiring. CxOs are generalists, they are multi-talented, multi-skilled, and open to many types of challenges. They stand out not because they do a few things well, but because they can do many things well.

 

  • The CxO brand should tell a story: If your personal brand isn’t telling a story there is nothing unique and personalized about it. You and your company are still vulnerable because you’re interchangeable. The most effective personal branding strategy is to build a true narrative around who you are, your life experiences and what you wish to influence.

 

  • The CxO brand has consistency and depth: Being consistent means to demonstrate consistency across your communication, gravitas, and appearance. Each of the aspects that your brand highlights have to be backed by tremendous depth of vision, knowledge, and content — consistently. Small inconsistencies can derail personal brand effectiveness.

 

  • A CxO personal brand is a lifelong project: A personal brand is a lifelong project that constantly evolves and changes. So be prepared to invest your time in the long run to build your brand.

Conclusion

A CxO personal brand can be a major force that works in favor of your company. Not enough companies know how to truly leverage the personal brands of their CxOs and not enough CxOs realize that a personal brand doesn’t just impact them at an individual level but impacts entire companies. It is imperative that the CxO take the time and effort to create a respected personal brand that bristles with authenticity and authority and is seen as an industry voice.

Rakesh Shukla, Chief Executive & Founder, TWB_ I The Agency for Technology Brands I www.twb.in

Rakesh Shukla, TWB_ CEO

Tech Entrepreneur, TEDx speaker & Philanthropist, Rakesh Shukla is a BTech-MBA & CEO of the world leader in communications for technology businesses with a worldwide Fortune 500 customer base. Rakesh is a speaker on Leadership, Strategic Marketing, Strategic Communications, creating world-class bootstrapped Startups & resurgence in business. He lives with 800 rescued dogs, has no work-life balance and will not have it any other way! Rakesh has been featured in 100+ interviews on the BBC, CNN, Al-Jazeera, CNN-IBN, NDTV, India’s national dailies etc.

Want to create a powerful Personal CxO brand?

  • TWB_ is the voice of many Technolgy CxO and provides a detailed analysis of how to brand, provides long term content support and digital presence to these CxO’s.
  • TWB_ makes complex technical and business ideas of technology leaders across the world easily understood by their stakeholders. Over forty Fortune 500 technology majors in Information Technology, Defense & Aerospace, Engineering, Energy & Life Sciences in the US, India, Europe, Taiwan, China & Japan leverage TWB_ expertise.
  • Call  TWB_ Bangalore 96860 59020 | Houston (832)689-6456 | Tel Aviv +972.544.603.612 or mail shift@twb.in
  • Get more TWB_ insights on the TWB_ Blog | LinkedIn | Medium  | SlideShare
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Market & Competitive Intelligence I TWB_
27 Dec

Market Intelligence for Startups 101

By TWB_ In Leadership, Product Strategy, Strategic Marketing /   No Comments

Market intelligence can be the difference between success & failure of a startup. Market intelligence is mission critical in that it enables you to understand your competitors, customers, and other business environment factors. Most entrepreneurs do not fully appreciate the importance of market intelligence or approach it as a strategic business function though. 

For the most part, entrepreneurs think Market Intelligence is what large companies with their big desks of people churning numbers from a variety of sources including paid reports and open sources. A lot of startups, therefore, rely on gut feel and seat of the pants driving and the VC inputs – to shape and design their products, map out competition and gauge the response of the market they wish to disrupt. But it is not, and it should not be the exclusive preserve of large tech companies.

What does Market Intelligence answer for a startup?

Market intelligence is a good start point to gather evidence for the assumptions of your business. Evidence comes in the form of both qualitative and quantitative information, collected from primary and secondary research that mitigates risk and guides investment. This doesn’t occur only in large companies with a large budget. As an entrepreneur, your investment decisions are even more critical for your success because they may be based on critical cash flows.

What differentiates the custom Market Intelligence TWB_ provides? We focus on creating ‘actionable insights’ married to your strategy rather than more data on your desk.

Market Intelligence can help identify opportunities and monitor market threats. You can create a feedback loop of learning and action involving customers, competition and your marketing action. You can lower the risk of new products or services that you plan to introduce.  Some of what you can answer is,

  • Where, how and who are you going to sell to? That includes geography, pricing models etc.
  • What kind of business models exists? What is the size of each?
  • What are your potential and addressable market? What do you substitute and solve?
  • Are you really disruptive? What are you replacing?
  • Who are your direct competitors? Do they have a diversified portfolio? What is your competitive advantage?
  • How are you going to position yourself? How will you move with market plays
  • Do you compare product/technology claims?
  • What are your weaknesses and strengths in capabilities, USP’s, value & quality, financials, cashflow, people?
  • What is the regulatory environment?

TWB_ Market Intelligence synthesis

What is special about TWB_?

In one word ‘insights’ rather than more data. TWB_ does not just produce data points, rather,

  • Synthesizes research findings & develop insights
  • Uses a perceptual map to build your brand story
  • Defines market segmentation and explain its benefits
  • Conjoint analysis to compute the relative importance of product features
  • Compare various brands and attributes using a perceptual map
  • and lastly, bring a full portfolio of strategic branding and marketing content to help execute your plan

Market intelligence is critical and core process and TWB_ is the partner to produce reliable market intelligence that you factor into your strategic decision making. Market intelligence is an essential tool for viewing the marketplace and making investment decisions and TWB_ has been doing that for the largest telecommunication, life sciences, semiconductor and others for years. It is from that experience we know that it does not have to be a captive function, nor does it have to be standard off the shelf reports. Market Intelligence can be custom, agile, incremental to your needs and focused on actionables rather than data given your positioning and growth trajectory.

Rakesh Shukla, Chief Executive & Founder, TWB_ I The Agency for Technology Brands I www.twb.in

Rakesh Shukla, TWB_ CEO

Tech Entrepreneur, TEDx speaker & Philanthropist, Rakesh Shukla is a BTech-MBA & CEO of the world leader in communications for technology businesses with a worldwide Fortune 500 customer base. Rakesh is a speaker on Leadership, Strategic Marketing, Strategic Communications, creating world-class bootstrapped Startups & resurgence in business. He lives with 800 rescued dogs, has no work-life balance and will not have it any other way! Rakesh has been featured in 100+ interviews on the BBC, CNN, Al-Jazeera, CNN-IBN, NDTV, India’s national dailies etc.

Are you wanting to have real Market Intelligence to help make decisions?

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Creating a Brand Centric Company - Branding for Technology Branding - by Rakesh Shukla, Chief Executive and Founder, TWB_
31 Dec

Creating a Brand Centric company: Branding for Technology by Rakesh Shukla (Part 4 of 5)

By TWB_ In Uncategorized /  5 No Comments

A Brand-Centric company is different than a Product-Centric company in how it creates and delivers value. We’ve seen a 7 step process on how to move product-centric managers to create and focus on the brand. In this part we look at the essential steps to creating a ‘brand’ centric company. It is critical for customers to associate the values you communicate with your brand – it is the most powerful unifying force throughout the company.

High-tech companies usually have various roles from very different backgrounds. Developers with strictly technical backgrounds may have little exposure to marketing or other business functions. Conversely, MBA in sales and marketing may have an understanding of their industry’s core technologies and sufficient, but not extraordinary, knowledge of their company’s own technology products. Why should they work together and what experience they should create? The company’s promise of value to customers provides a common denominator and a common language to bridge these different thought worlds.  

Here are 3 things that a company needs to do to become a brand-centric company that consistently delivers its promise to customers.

Bring Management Focus

The fundamental difference between a product-centric and a brand-centric company lies in the shift of the attitude of the people — a shift from selling products or services to selling a promise of value. Once the promise is clear, think about how that promise relates to the company’s strengths and employees’ impressions of what the company is offering. Do the internal and external impressions match? If not, how do they differ? The management needs to think through one central question: What emotional rewards do you get from using this product?

Creating a brand is not just a marketing exercise. A company has to ‘live’ the brand. This step requires managers to make three crucial decisions:

  1. First, they must understand how the potential customer markets are segmented and choose the segments they wish to serve.
  2. Second, they must determine what type of promises are feasible to offer.
  3. Third, they must set a branding policy which answers how do you promise value for selected customer segments?


Determining Brand Promise

If you’re a company whose customers traditionally were IT managers – then you sold service, support, and reliability and because that is what they expected vendors to deliver. Today consumers are younger, technologically highly competent, and not risk-averse. They care less about the order you brought them last decade and are OK with the hassles of working with new technologies for the intellectual and technical challenges they pose. Your promise of value for this group needs to shift to collaboration and technical prowess, on top of your traditional message.

A great example is EMC. In 2010s EMC realized that in IT departments, which were using the storage products made by EMC, purchasing decisions are often narrowly based on price, but for senior executives, any decision reflects broader considerations. Attempting to avoid the price wars that resulted from marketing to technically sophisticated buyers in IT departments, EMC instead tailored its promise for senior managers who could dictate purchasing decisions. In a series of advertisements in publications like the Wall Street Journal, EMC raised relevant issues for senior executives, such as the role of data storage in securing competitive advantage.

 

Delivering Brand promise

Determine what the company’s various business functions must do to make good on the promise of value. If the promise boils down to superior service and support, then those capabilities must be fully developed, maintained, and monitored. Service and support should also be built into technology offerings in the first place. That means you not only need a team of fully qualified service technicians for post-sale service but also web-based near real-time remote service capabilities. 

 

Remember while it is fashionable to refer to the relationship between the management – employees as ‘family’ and that between the company and vendors as “ecosystem or partnerships” they most often are not — because they don’t understand the common experience they need to deliver.  If the brand is understood internally, then employees, managers and partners work together to support the promise.

 

 

Rakesh Shukla, Chief Executive & Founder, TWB_ I The Agency for Technology Brands I www.twb.in

Rakesh Shukla, TWB_

Entrepreneur, TEDx speaker, Philanthropist, Rakesh Shukla is a 1996 MBA graduate and 1993 BTech. Rakesh Shukla is the Founder & CEO of TWB_ which is the partner for technology & business content for Fortune 500 leaders worldwide. A motivational speaker he speaks on creating success from professional and personal failure. He divides time between his 2 homes in Bangalore and is called the ‘dog-father’ for being papa to the 750 rescued dogs that live with him at the VOSD Dog Sanctuary. Rakesh has featured in 100+ interviews on the BBC, CNN, Al-Jazeera, CNN-IBN, NDTV, India’s national dailies, and at TEDx talks.

 

Are you looking to create or improve your technology brand?

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Storytelling for Business - by Rakesh Shukla, Chief Executive and Founder, TWB_
30 Dec

Great storytelling for business leadership: What makes listeners connect?

By TWB_ In Communication, Corporate Training, Leadership /  10 No Comments

How many of your management team are true leaders — those who can inspire the organization, set a vision, teach important lessons, define culture and explain what the organization. Of those who are, how many are great communicators? Turns out some of the leadership and all of the communication are learnt skills. The easiest and the most powerful communication skill is telling great stories or ‘storytelling’.

Storytelling is critical for management and leadership because very often nothing else works. Graphs will leave listeners untouched. Conversation and dialogue can be too didactic. But the same listener can be moved with a great story. Storytelling in the business context translates abstract numbers into compelling statements of a leader’s goals —  by drawing the listener(s) into the story. Though business cases are made of hard numbers, stories make them spring to life because storytelling can show causal relationships. The question, therefore, is not about telling or not but rather to tell them unwittingly and clumsily or intelligently and skillfully. Storytelling can be learned by anyone who wants to be a leader — CXOs, Senior and Middle management.

Why is storytelling important?

In a  meeting or a talk in a short time-span, a leader can communicate maybe only 1 or 2 powerful ideas. Storytelling, however, allows for multi-layered complex ideas to be told since they are not sequential but interwoven. It is this association that and sharing of complex ideas that can allow leaders to – spark change, transmitting values, share knowledge and lead people into the future.

Leaders establish credibility through telling stories. The audience can feel and respond immediately and deeply. Stories can communicate complex ideas, break status quo, generate interaction & transformation. Rather than merely advocating and counter-advocating positions through constructed and business focussed meetings, talks, emails and other such communication a  story, especially a personal one, breaks through the acceptance barrier. Communication becomes empowering – even as the leader comes across as more vulnerable – yet someone who is still a leader because (s)he has persevered.  

Why is storytelling so powerful?

Storytelling draws in the listener and draws on the active, participation of individuals as against conventional management focuses on lifeless elements  – mission statements,  strategies, processes, budgets and assets. Stories make people discover a degree of coherence that is otherwise very difficult to achieve — something that has been an underlying principle of psychotherapy.

When a listener hears a story that touches him or her they feel their lives have a meaning.  This feeling eventually vaporises and the listener inevitably falls back into an everyday pattern — but with the difference that a radical shift in their lives have taken place and their motivation and behavior are primed for change.

What makes a good story and a good story-teller?

First and foremost the story needs to be personal and it needs to imply values. People make deep associations with leaders that have the courage to tell a strong personal story, and where the story implies certain values. The second is that the audience associates with people with a ‘consistent’ self‐image. For a leader, it is important to have a clear view of a personal life‐story that is aligned that is the thrust what you want the audience to see.

The leader tells a story to show people who they are. Their identity as an individual doesn’t lie in their roles, it is in the one‐of‐a‐kind person they have become as a result of the experiences they’ve had. The leader must tell stories interactively and model it on a conversation — that creates a relationship between the leader and the listener that is symmetrical — such that the listener could speak next. It is this feeling with the listener of being in an open conversation that the leader is vulnerable that the listener is drawn ‘into’ the story.

Types of storytelling

  • Style: The leader should tell the story as if it were being told to a single individual. The story should be kept simple, focused and clear with no alternate points of view. 
  • Don’t argue the truth: The leader should offer listeners an unobstructed view of the truth and listeners will see it and recognize it for what it is — that any reasonable person would have to agree.
  • Practice ease: Only 7% of the meaning of a communication came from the content of the words spoken 93% comes from nonverbal communication. The leader should seem spontaneous. They should choose the shape of the story and stick to it. Practice ease. 

Points of action

The story needs to have an end in mind — what do you want the listener to do when the story is over? These could include:

  • Sparking action: The story describes how a successful change was implemented in the past, but allows listeners to imagine how it might work in their situation. Communicating who they are – provides audience‐engaging drama and reveals some strength and vulnerability from the leaders past.
  • Transmitting values: The leader uses believable characters and situations and ensures the story is consistent about values and actions.  This feels familiar to the audience and will prompt discussion about why they can’t follow the same values/ action too!
  • Sharing knowledge: Leaders focus on problems and shows, in some detail, how they were corrected and why the solution worked and solicits alternative – and possibly better – solutions.
  • Leading people into the future: The leader evokes the future they want to create without providing excessive detail that will prove to be wrong.

No matter how compelling the numbers of sheets, charts or infographics if they require people to act in unfamiliar ways that is unlikely to happen. But effective storytelling often does. Storytelling can inspire people to act in unfamiliar ways. And remember storytelling not only gets the message across effectively, its incremental cost is zero. 

 

Rakesh Shukla, Chief Executive & Founder, TWB_ I The Agency for Technology Brands I www.twb.in

Rakesh Shukla, TWB_

Entrepreneur, TEDx speaker, Philanthropist, Rakesh Shukla is a 1996 MBA graduate and 1993 BTech. Rakesh Shukla is the Founder & CEO of TWB_ which is the partner for technology & business content for Fortune 500 leaders worldwide. A motivational speaker he speaks on creating success from professional and personal failure. He divides time between his 2 homes in Bangalore and is called the ‘dog-father’ for being papa to the 750 rescued dogs that live with him at the VOSD Dog Sanctuary. Rakesh has featured in 100+ interviews on the BBC, CNN, Al-Jazeera, CNN-IBN, NDTV, India’s national dailies, and at TEDx talks.

 

 

Are you looking to create or improve how your leaders communicate?

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The Essential of Branding for Technology - by Rakesh Shukla, Chief Executive and Founder, TWB_
29 Dec

Essentials of Technology Branding: Branding for High-Tech (Part I of 5) by Rakesh Shukla

By TWB_ In Communication, Content, Corporate Training, Marketing Content, Strategic Marketing /  8 No Comments

A high-tech company’s brand is not the product name, not the logo, not the tagline, nor brand colours. All these are associated with the brand – but they do not form the brand itself.  It is the name of its business. In this part 1 of 5 parts, we examine what are the drivers & characteristics of high-tech branding, how the models for FMCG branding don’t work for high-tech and what does. 

TWB_ works with the worlds leading high-tech companies, whose solution is so brilliant that significant business growth has been achieved through inbound marketing. The company and its marketing believe that if a new technology is as good as it says it is then the product can sell by itself. In the short term it may be true but in the long term, it leaves the company vulnerable to attack. The fence is the brand. 

Strong brands are forged out of an emotional connection with customers. Branding forces marketing to ask what is the number one emotion each time the customer engages with the brand. Customers experience through when they read your blog, visit your website, retweet a tweet, visit a store, call customer care or watch a product video. Building a brand, therefore, forces the company to revisit what it really is, because as we’ll see, brands are promises that deliver an experience.

Why do you need branding?

High-tech companies tend to forgo a true branding strategy in place of focusing on improving the technology on offer chiefly delivering additional features. The fast-changing pace of technology means that, although the solution might very well be the best on the market today, tomorrow, another company could bring out something that’s even better – and there is an infinite release cycle to catch up. Brand building is a strategy that looks to the long-term, with the ultimate purpose of gaining a sustainable competitive advantage, here’s how:

Branding creates differentiation

In a world of marketing plagiarism, branding is what demonstrates a company’s competitive advantage by highlighting the company’s purpose. A brand is the identity of a company. And identity is everything. Without branding, there is no differentiation.

Branding is a cushion

For a technology business to maintain its altitude over the long-term,  branding is just as important – perhaps even more important – than the technology itself. Branding – which is the branding of the company as opposed to the actual product – is what give the business a chance of long-term growth and survival.

Branding lowers perceived risk, but highlights innovation

High-Tech industries live in high uncertainty environments. Uncertainty is both about innovation (disruptive products and competitors) and markets (how quickly will the market shift?). Customers, strangely, live in a paradox — innovation is seen as a great motivator to choose a product but anything that is too disruptive and discontinuous is easy to reject, on the other hand.

  • Scepticism is inherent to innovation because new technologies tend to suffer from a liability of newness, that is, they do not have a history of past performance. Consequence there is uncertainty about technology being immature and unstable. A powerful brand can straddle this and communicate the promise.
  • Innovative products elevate perceived risk because consumer familiarity and experience is limited. The perceived risk of a new product purchase may exceed the individual’s acceptable level of risk affecting even if they are early adopters and the financial risk is with the company. Again brands provide a continuity of ‘experience’ even in times of change for both early and late adopters. 

Brands forge company identities & relationships

Brands can create growing base of employees after founders and early employees get outnumbered by new hires. Brands accelerate the depth of an ecosystem of partners. Powerful brands help attract and keep customers. It can also be a strong foundation from which to launch new products, improve relationships with channel partners, foster good communication among employees within and across business functions, and help a company better focus its resources.

Bridging the Technology-Branding gap

But if brands work so well, why don’t more high-tech companies brand more effectively? It’s because Tech managers assume that brands and brand images are relevant only when purchase decisions are “irrational” or “emotional” and seen to be the case appropriate for detergents, automobiles, and fashion. However, the evidence is totally on the contrary on performance data of markets populated by highly sophisticated and experienced customers. High ticket high-tech purchase decision as made on much the same beliefs and decision-making processes. So how do we bridge the gap and create world-class technology brands?

Product-Centric thinking: Why Tech-Managers stall branding

Most technically trained managers won’t  easily buy the idea that their businesses should be focused on brands. The first stop in having effective brand management is well your management.  Here’s why:

  1. “Why does a great tech company need brand management?” The bias is simply because managers who have grown up through the technical side of the business do not truly understand what good brand management involves and what it can do for their company. Most tech-managers think of marketing as selling, and branding as an advertising campaign or a slogan for them these are both costly and difficult to assess. For most tech-managers, the idea of developing and maintaining a strong brand simply does not resonate.
  2. “That’s what marketing does, doesn’t it?” Without C level or even Business or Product Management commitment brand management is mostly left to the marketing or sales departments. So it’s not central to the technical direction of the company. A brand remains a  logo, a trademark, a slogan, or a campaign — and marketing is supposed to handle those things.
  3. While the tech-managers don’t understand marketing, the marketing managers don’t understand technology.

The market share myth of Product-Centric thinking 

Product-Centric thinking is when managers in high-tech companies think that high-tech products and services will succeed as long as they perform as promised. A good product will satisfy customers’ needs, and develop a large install base.

  • Product-centric thinking is dangerous because customers do not necessarily experience a company’s promise of value just because its products enjoy wide acceptance.
  • Technology Managers are taught to think that market success depends primarily on the price-performance ratio and a product’s success is ensured once a large installed base is secured. It is assumed there is a customer lock in as switching costs pose a barrier to buying from other suppliers. However, monopoly power built on an overwhelming market share is not, in the end, a promise of value.

Short term – vs – Long term planning

High technology companies struggle between what they perceive as a choice: short-term product marketing versus long term brand building. Mature technology companies strike a balance as they understand the competitive advantages derived from powerful brands. Others dilute or forego branding in favor of more tactical technology evolution, new product feature sets, increased flexibility or improved price-performance. This short term focus results in a product marketing emphasis, which renders the marketing spend and message obsolete as the technology continually advances.

What then should a brand be?

A brand is the way in which customers perceive this personality. A tech company’s brand is the way in which users experience the product and service at all levels. It is the brand to which customers stay loyal to in a market where there are plenty of other similar solutions. In later parts, we’ll examine the framework of creating a technology brand and how a company develops a ‘promise of value’ for its customers.

 

Rakesh Shukla, Chief Executive & Founder, TWB_ I The Agency for Technology Brands I www.twb.in

Rakesh Shukla, TWB_

Entrepreneur, TEDx speaker, Philanthropist, Rakesh Shukla is a 1996 MBA graduate and 1993 BTech. Rakesh Shukla is the Founder & CEO of TWB_ which is the partner for technology & business content for Fortune 500 leaders worldwide. A motivational speaker he speaks on creating success from professional and personal failure. He divides time between his 2 homes in Bangalore and is called the ‘dog-father’ for being papa to the 750 rescued dogs that live with him at the VOSD Dog Sanctuary. Rakesh has featured in 100+ interviews on the BBC, CNN, Al-Jazeera, CNN-IBN, NDTV, India’s national dailies, and at TEDx talks.

 

Are you looking to create or improve your technology brand?

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