Question:
You’ve recently taken on the mantle as CEO of Vtrio. Could you share your journey leading up to this role and what inspired you to take on this leadership position?
Noble: My journey began two decades ago when I joined a small startup. The co-founder brought a team together and challenged us to build the company from the
ground up. That early exposure to all facets of running a business shaped my career. Over the years, I grew alongside the company I worked with and took on leadership roles.
Vinu, the founder of Vtrio, has been a close friend since our college days. He always used to pique my interest with the projects at Vtrio. In January 2023, he asked me: “Can you
be the CEO of Vtrio?” It was a significant decision for me. After some thought, multiple discussions with Vinu, and conversations with my family, I decided to take up the role.
Vtrio already had a strong foundation—an excellent customer base built over 20 years. Vinu was at the helm since the beginning, so we were a bit anxious about how the team and
customers would respond to this change. On a personal level, we also wondered how it might affect our friendship if things didn’t go as planned.
A year and a half later, it feels good to say that the team and our customers have embraced me wholeheartedly, and I’m excited to build on Vtrio’s legacy while introducing fresh
ideas to drive us forward.
Q:
The technology landscape evolves rapidly, especially now with the rise of AI and other disruptive innovations. How do you see Vtrio navigating these shifts, and what strategies
will you prioritize to keep the company at the forefront of innovation?
N: Any company that has thrived for 20 years has done so by embracing change. At Vtrio, evolution is embedded in our culture. What the company did in 2004 is
vastly different from what we do today. New tools, ideas, and approaches continually challenge us, but they also drive us to adapt, study, and grow. This process of
transformation is central to how we navigate shifts in the technology landscape.
My role is to keep our team hungry for innovation—making sure they’re aware of emerging technologies and its potential. It’s also about helping our clients see
the value in adopting these advancements. When it comes to AI, the enthusiasm is palpable within our team. People are voluntarily diving into learning and experimenting with AI,
which is incredibly encouraging.
We’re already in discussions with a client for our first AI project, and I’m optimistic it will take off.
Q:
Looking 10 to 20 years ahead, what is your vision for Vtrio in terms of growth, its role in the tech ecosystem, and the legacy you hope to leave during your tenure?
N: See, during my first year, I focused on streamlining the processes to make them more efficient and people-friendly. I believe this not only strengthened our
foundation but also has set the stage for sustainable growth. With these improvements in place, I’m now ready to build on that momentum with a clear vision for the future.
In the next 4 to 5 years, I want us to focus on exponential growth. Vtrio has a history as one of the first companies in Infopark, but now it’s time to match that with scale.
Many companies around us have surpassed the ₹100 crore mark, and I believe we have the potential to do the same—if not more. My vision is for people to look back in another 10 or
20 years and say that Vtrio isn’t just one of the oldest companies but also one of the most successful, achieving ₹100 or ₹200 crore milestones.
True satisfaction will come from building a company that not only endures but thrives, leaving a legacy of sustained growth and innovation. That’s the benchmark I hope to set
during my tenure.
Q:
Vtrio’s success is deeply tied to its people. How do you view the company’s culture today, and what steps do you plan to take to strengthen it further? How will you ensure
employees feel supported, motivated, and empowered while maintaining a balance between innovation and well-being?
N: At Vtrio, we’ve always believed that our people are our greatest strength. The tools we work with may have no intelligence of their own, but the brilliance
lies in our collective knowledge and creativity. That’s the culture we’ve built and continue to build on.
In terms of work-life balance, I believe we’re doing well. We offer our team flexibility and freedom. But with that flexibility comes a responsibility—I encourage everyone to
give back to the company by putting in that extra effort when needed. It’s a two-way street: when we invest in our people, they reciprocate, and this mutual trust helps us grow
together.
Shaping the culture also means recognizing individual strengths and aspirations. I believe in involving our people when new opportunities arise. Often, you can see the spark of
ambition in someone’s eyes, and that’s when you know they can take ownership of a project or task. Titles aside, our people have a lot to offer, and when you give them the right
challenges, they step up and excel.
Q:
Yes, but now that the idea of work itself has evolved especially with remote work. So how do you adapt to this shift while maintaining a strong sense of camaraderie and what
steps have you taken to ensure both flexibility and collaboration remain at the core of the company’s culture?
N: Remote work has undoubtedly changed the idea of work and office. While it offers flexibility, it also brings challenges—especially when it comes to fostering
camaraderie. To address this, we prioritize regular team interactions through daily calls and encourage collaboration across cross-functional projects. Modern tools help enhance
our ability to work together, sometimes even more effectively than traditional face-to-face meetings.
Flexibility is another key aspect of remote work at VTRIO. For example, some of our U.S.-based clients don’t require tasks to be completed strictly by 5 PM IST, enabling our
engineers to work flexibly while delivering quality work.
Today VTRIO’s team is geographically diverse with members based in Kochi, Chennai, Bangalore, Trivandrum, Goa, Delhi and even the US. So we try to maintain a sense of connection
despite geographical and time differences. Our open-door policy, with a 24-hour office, encourages anyone to visit the workspace whenever they need to. New team members, in
particular, are asked to spend their first few weeks in the office to immerse themselves in the culture and get to know their colleagues.
At the same time, we never underestimate the power of shared moments. From celebrating birthdays and milestones to casual interactions, these occasions bring us closer as a team.
Building this balance between flexibility, innovation, and collaboration is a continuous process, but it’s one that we’re committed to because it keeps VTRIO thriving.
Q:
Beyond professional relationships, how important is friendship in building a strong company culture?
N: Friendship plays a significant role in shaping our culture. It’s not just about sitting in an office and working together—it goes beyond that. Bonds formed
outside the office often translate into better collaboration, trust, and camaraderie in the workplace. At Vtrio, we value these connections because they’re the foundation of
teamwork and a positive work environment.
Q:
Success can be measured in several ways—financial performance, client satisfaction, or even societal impact. How do you define success for Vtrio, and how will you track
progress toward those goals in the years to come?
N: For me, success begins with customer satisfaction and delight. I often remind our team to think about how we can truly delight our customers. Retaining a
customer is the biggest success because everything else flows from that. A happy customer appreciates the team, supports the system, and creates a positive ripple effect on our
culture and financial performance. How can we have a strong balance sheet if our customers aren’t happy?
This philosophy extends to everything we do, even our internal culture and societal contributions. We can’t give back to society or enjoy a thriving workplace if we’re not
delivering for our customers. When we prioritize them, everything else—growth, opportunities, and a vibrant culture—falls into place.
Q:
Vtrio has built a strong client base over the years. But to grow exponentially we need to bring in new clients. Could you share how the company is approaching this, and are
there any notable partnerships in the pipeline that excite you?
N: While we’ve achieved significant growth through strong existing customer relationships, our focus now includes bringing in new clients to scale the company
further. By establishing partnerships across diverse industries and geographies, we aim to not only strengthen our portfolio but also position VTRIO for long-term growth in the
global market.
As part of this, we’ve recently welcomed Mickey, a new customer from Chicago, USA. This client is a politically influential figure, and we’re excited to build a lasting and
meaningful partnership with him. We are also in advanced discussions with a potential client from New South Wales, Australia, who operates in the real estate sector. Once the
contract is finalized, we’ll be managing the entire technology side of their business.
Q:
Sustainability and adaptability are critical in today’s business world. How do you plan to encourage sustainable practices, foster long-term partnerships, and ensure that Vtrio
remains agile enough to adapt to emerging trends and global opportunities?
N: In our industry, sustainability and adaptability go hand in hand—they’re part of our DNA at Vtrio. To stay relevant, continuous upskilling is non-negotiable.
I regularly encourage our team to embrace tools and technologies that enhance productivity, even something as simple yet transformative as ChatGPT. Sometimes, there’s
hesitation—an ego-driven reluctance to adopt new tools—but the world is moving forward rapidly, and we risk being left behind if we don’t adapt.
Change isn’t just inevitable—it’s cyclical. Every five years or so, there’s a reset in our industry, and whether we can reboot and thrive depends on our preparedness. It would be
unwise to expect the status quo in an industry that evolves so quickly. History shows us that drastic disruptions—like the COVID-19 pandemic—are not anomalies; they are part of
the landscape. The key is to expect the unexpected and equip ourselves to tackle it.
From a management perspective, our vision is to create a culture where innovation and adaptability are transparent and actionable while opportunities for growth are accessible to
everyone. I’m confident our team will rise to the occasion, ready to embrace the next reset, the next challenge, and the next opportunity.
Q:
What do you expect from the people in Vtrio?
N: I encourage everyone to access themselves regularly. Ask yourself at the end of each day:
Did I deliver the best possible outcome to the customer?
Did I meet the expectations of my customer of supervisor?
Did I use the right tools and methods to achieve my goals?
Was my work completed by someone else in the team, and if so, why?
By reflecting on these questions, one can consistently grow, stay accountable, and, in the process, become invaluable to the team. I believe embracing this mindset not only helps
you grow individually but also contributes to the collective success of Vtrio.
_End.
