Sudhir Bajaj - Keeping that Focus
Sudhir Bajaj’s Achievements
In 1989, Sudhir Bajaj earned both his Master of Business Administration and Master of Science in Manufacturing Systems from Boston University. He began working in various capacities in the business world before assuming the position of Chief Information Officer with Cyrk, Inc. in 1993.
During his six-year tenure with Cyrk, Bajaj was responsible for the acquisition of four corporations as well as leading the business through a profitable public offering. These achievements bestowed Bajaj with invaluable insights into the business world, ones he used as he launched his tech corporation, PlanetSoft.
Sudhir Bajaj opened PlanetSoft in March of 1999 with the intent of developing insurance software to support the life insurance industry on a global scale. As the Alternative Press notes, PlanetSoft “powered data exchanges that streamlined core insurance options in the areas of client acquisition, underwriting, and distribution management.” During his 13 years as CEO of PlanetSoft, Bajaj opened additional offices in New Delhi, India, and provided businesses worldwide with easy tools to draft life insurance policies.
In July of 2012, Bajaj sold PlanetSoft to Ebix, a competing software developer looking to expand its market share. Ebix CEO Ronald Raina purchased PlanetSoft from Bajaj for millions and continued to operate its offices in the U.S. and India. Having been the employer of over 500 men and women, Bajaj made certain to ensure that they would keep their jobs as a result of the sale.
Today, Bajaj is an investor in LensGen, a medical implant device developer, and LUV4wrd, a social networking app that promotes charitable contribution in the United States.
Sudhir Bajaj - Keeping that Focus
In the professional realm, it is always good to have a focus on what your objectives are on an ever escalating basis from daily, weekly, monthly and yearly schedule. In doing so an individual can be sure that they will stay focused on the things that they want to do. The same applies for a team if they should follow this reanalysis of focus as time goes on. It is highly possible however that in this drive to constantly improve that individuals and even teams can find themselves losing track of what it is they are doing.
They become fatigued and unable to focus on the task at hand. This is a genuine inflection point where there is true value in building communications of the team so that when some pieces start to slow down, the pieces that are still moving will continue to pick up. After all we are talking about people here and it is something that needs constant focus no matter what kind of system you set up beforehand. By the same token, it is possible that a team can slow things down intentionally in order to analyze and become focused on making the right decisions and executing the right plan.
This can be an important skill in terms of reducing any reactive measures and it of the opportunity for an organization to implement suggestions and methodologies that take in the big picture and what things can be done better to improve things in some way the next time around. Sudhir Bajaj is a CEO that encourages individuals on his staff to build strong teams that communicate, set goals and work together extremely well.
In the world of business, numbers are everything. There are numbers about headcount, there are numbers about sales, and there are numbers that rationalize everything about a business from people who walk through the door to the amount of emails that are sent every day. Numbers are great for people that love to collect and analyze. In fact one could argue that this is critical and that would be true to stand on that alone. However more important than numbers in the world of business is what those numbers actually mean. In order to analyze the meaning of numbers in these situations, it is important to recognize what the goals of the business are in order to rationalize them in context to those goals. One business may be quite interested in getting and retaining customers more than another business which might be more interested in getting a customer one time and spreading the word for them somehow. Some businesses are only interested in maximizing revenue that they get from their consistent base of customers. Other businesses have found that no matter what they invest in special efforts to get more customers there base number of customers stays more or less the same despite these efforts. Another aspect of this business numbers equation is the functioning of the business in some way. There was a mention of headcount just a bit earlier but things like budgets, assets, depreciation, new purchases, and investments and so on are the stuff of truly well-run businesses that are focused on maximizing the operating costs and their value to the viability of that distance. Sudhir Bajaj is a proponent of keeping that well-oiled machine together while integrating the right amount of growth that is appropriate to the size and capabilities of a company. As a CEO of a burgeoning technology company, this skill has been tremendously advantageous towards building a strong organization.