Question:
When you founded Vtrio 20 years ago, what was the initial spark or idea
that drove you? Looking back now, how does the company’s journey compare
to what you had envisioned?
Vinu:
When Anil, Rini, and I graduated, it was a challenging time. The job market
had taken a hit after 9/11, and opportunities were scarce. That’s when
we thought, why not create something of our own? That’s how we came up
with Vtrio, meaning "We Trio." Over time, though, it’s come to represent
everyone who has been part of our journey. What started as a simple idea
quickly turned into a startup, growing faster than we expected. Back then,
we were young, driven, and, admittedly, a bit naive. We started with a
solid product—a hosting system management tool—but lacked the know-how
to market it effectively. Our passion for building something meaningful
kept us going. We were balancing thoughts of higher studies and part-time
work, but the company's growth took precedence. Looking back now, although
we didn’t have a detailed plan at the outset, the desire to create something
valuable stayed with us all along — and still does.
Q:
Entrepreneurship often requires bold decisions and calculated risks. What
was the most defining moment when you realized Vtrio was on the path to
real success, and what were some key factors that influenced that decision?
V:
In 2004, our first major client was Joey Moses of RealWebHost. They went
from hosting one website to a hundred in just six months and needed a dedicated
team to manage their infrastructure. That’s when we began expanding, hiring
our first full-time employees. Ivan, who worked for a large company, hired
the three of us, and we found ourselves managing multiple data centres
and providing around-the-clock support for hosting companies, often pulling
16-hour shifts for months.
Of course, the journey wasn’t without challenges. Some clients were unfair,
and we had to learn fast. In 2008, despite things going well, one of our
biggest clients poached a key employee. We learned of it late one night
and decided to terminate the client’s contract by midnight, even though
it caused a significant financial hit. It was a tough decision, but I’ve
always believed in standing by our values, even when it hurts the bottom
line. That moment marked a turning point, leading us to shift from hosting
support to software development.
The transition wasn’t easy. It took several years to regain momentum,
but by 2012 we had moved into the Infopark office and even signed up with
Smart City for an 80-seater office space. However, we faced another setback
when we lost 60% of our revenue in one month as three clients left for
reasons beyond our control. Interestingly, one of those clients, CPS, returned
three years later after being dissatisfied with their new provider.
The most significant blow came in 2017 when Anil, my co-founder, decided
to move on and wanted to sell the services division. He wanted to create
a product rather than going on with a services company, but I wasn’t comfortable
with selling. Anil left, and I chose to keep the company. Despite the challenges,
we saw a 300% growth in the following years. Over the years, I’ve learned
that success in this industry comes from staying lean and not growing too
fast without sufficient capital. That’s why we utilize 100% of our resources
and don’t keep people on the bench, whether they are full-time employees
or contractors.
In the end, entrepreneurship isn’t just about making money; it’s about
fighting for the values and principles you believe in. It requires learning
from mistakes, patience, adapting, and continuously fine-tuning the business
without compromising on those core values. Those tough moments shaped Vtrio
into the resilient, adaptive organization it is today, ready to navigate
the shifting tides of the industry.
As we grew, we acquired RealWebHost 2017/18.
Q
:
You’ve expanded Vtrio through strategic acquisitions over the years. What
have you learned about the balance between growing organically and acquiring
companies to fuel that growth, and how have those acquisitions helped shape
Vtrio's identity?
V:
Over the years, we’ve worked on some remarkable projects and built strong
relationships, though not all of them led to success. For example, Vtrio
developed the platform Bandbox where Taylor Swift’s first hit song Tim
McGraw was released, and we managed the entire infrastructure for Couchsurfing,
the predecessor to Airbnb.
That experience made me realize that while organic growth and stability
are important, continuous growth is crucial too. Achieving that either
requires rapid expansion, which demands massive capital, or strategic acquisitions.
I chose the latter, though it also requires extensive research, careful
planning, and a leap of faith. Over the past six years, we’ve grown the
company more than double through acquisitions, which has allowed Vtrio
to enter new technology spaces much faster than organic growth would have
allowed.
Of course, not every acquisition has been perfect, but overall, it’s been
a highly effective strategy for both growth and diversification. These
acquisitions have shaped Vtrio’s identity, solidifying our presence in
areas that might have otherwise taken us years to reach.
Q:
Over the past two decades, what were the biggest technological shifts
you’ve had to navigate, and how did those changes influence the way you
positioned Vtrio in the market?
V:
To understand this, we need to look at how the tech landscape has evolved.
When we started, technology was primarily a B2B space, but over time, it
shifted towards being more people-driven. In the early days, tech innovations
were mostly designed for businesses, but now, the focus is on creating
solutions for mass consumption. People who were once just aware of technology
are now its primary users.
Tasks we handled 15 years ago no longer exist in the same way—they've
been automated. We've navigated through Web2, mobile, cloud, automation,
blockchain, and now AI. These shifts didn’t hinder us; instead, they allowed
us to expand. Where we used to serve 10 clients, we can now serve 100.
Our journey has always been about adapting to new technology. Starting
with the acquisition of A2Z Solutions, a hosting and services company,
in 2010, we ventured into mobile development, cloud services, SaaS, automation,
blockchain, and AI. We’ve never hesitated to explore new technologies,
and that has positioned Vtrio as a company that breaks through technological
barriers to provide comprehensive solutions.
But what truly sets Vtrio apart is its people. From the beginning, we’ve
fostered a culture of ownership and responsibility, where everyone gets
the job done no matter how challenging. There’s no hierarchy or red tape—everyone
is accessible, and people are encouraged to reach out to me directly if
needed. This openness has been our greatest strength as we’ve navigated
these technological shifts.
Q:
How do you strike a balance between staying ahead of emerging trends and
maintaining the core principles that have defined Vtrio's services and
success?
V:
Vtrio has always stayed true to its core values, even during times of
turbulence and growth. These values aren’t something we impose—they’re
embedded in our culture. We’ve always been transparent with our clients
about the work we do, never overcharging them, and we’ve consistently valued
and protected our team members, especially in challenging times.
As for staying ahead of emerging trends, that’s part of our DNA as well.
Take AI, for instance. I believe it’s going to have a lasting impact and
drive massive changes. As Rini mentioned recently, AI might replace average
or mediocre musicians, and I think that idea extends to other industries,
including software. With the rise of no-code platforms, teams can now build
60% of apps with AI and automation. However, the remaining 40% is crucial
and requires human intervention. Rather than eliminating jobs, I think
it creates an opportunity to achieve more with the same number of people
and resources. The key for us is to upskill and evolve so that we remain
essential in areas where automation can’t fully take over.
AI won’t replace everything, but it will challenge those who don’t upgrade
their skills. Fortunately, Vtrio has always been ahead of the curve, positioning
itself to adapt and grow with these shifts.
Q:
As you reflect on 20 years of leading Vtrio, what are the moments or accomplishments
that bring you the greatest sense of pride?
V:
One of the things I’m most proud of is that Vtrio has been a launchpad
for nearly 200 people. For many, their first experience in the industry
came through us, and we’ve done everything we can to support their growth
and advancement. It’s incredibly rewarding to see how we’ve played a role
in shaping their careers.
I’m also proud of our client retention. Over the last decade, we’ve retained
about 90% of our customers, and those who left didn’t do so because they
were unhappy with our services, but due to circumstances beyond our control.
Not many companies stay in business for 20 years, so to have built long-term
relationships with clients and to see our employees grow alongside us is
something that fills me with a great sense of pride and hope for the future.
Vtrio has achieved more than anything—
a good workplace to be in
.
Q:
Looking to the future, what opportunities or challenges do you foresee
for Vtrio, and how are you preparing the company to continue thriving in
terms of leadership and future technologies?
V:
I’d like to say I’m running my final lap — meaning we are in a stronger
position to move into the future in a big way. We now have access to resources
we didn’t have five years ago—capital, connections, and a team of the best
engineers from around the world, like Ciji and Anil, who are working on
adapting cutting-edge systems and technologies. Many of my peers are now
in decision-making positions at large companies, and they’ve reached out
to collaborate on innovative projects.
While the day-to-day operations will be in the capable hands of our CEO
and CTOs, I plan to focus more on growth opportunities and exciting ideas.
And by that, I don’t mean just bringing in new projects, but creating something
that leaves a lasting legacy—something that impacts people’s lives and
continues to do so long after we’re gone.
