Google said Friday that the company is expanding Gemini’s latest in-depth research mode to 40 more languages. The company launched the in-depth research mode earlier this month, allowing Google One AI premium plan users to unlock an AI-powered research assistant of sorts. The in-depth function works in a multi-step method, from creating a research plan […]
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Dhruv Suyamprakasam founded a startup and moved to Bengaluru twice to scale his company.
Headshot courtesy of Dhruv Suyamprakasam, Tyler Le/BI
Dhruv Suyamprakasam launched a telemedicine startup and initially moved to Bengaluru.
Bengaluru's fast-paced culture clashed with the healthcare industry's needs and the team moved back.
He says that Bengaluru has its own merits and should not be compared to the Silicon Valley.
This as-told-to essay is based on a transcribed conversation with Dhruv Suyamprakasam, a founder who launched his startup in Bengaluru but later moved out. The following has been edited for length and clarity.
My father was a first-generation entrepreneur and ran a thriving business in the early 1990s in Coimbatore, a small city in Southern India. I would follow him on business trips, and growing up, I spent a lot of time in Bengaluru and Hyderabad, two of India's biggest business hubs in the south.
I studied mechanical engineering. During college, I became fascinated with entrepreneurship and building something of my own.
I first considered entering manufacturing, but I'd have to focus on making one product at a time. I decided building software was the answer, but I still didn't have an idea of exactly what I wanted to use software for.
Around this time, I met my now-co-founder, a medical doctor, who was also my relative, at a wedding. We kept in touch and came up with the idea of our startup — a telemedicine company that would allow people to access doctors virtually and across local and international borders.
I was a recent graduate with a good job offer. My cofounder was worried about how our family would react to me quitting to venture out on my own. But I absconded the job offer and began working on our idea full time.
Moving to Bengaluru
We brought on another cofounder who lived in Bengaluru at the time. I had read about the city being the center of the mainstream startup ecosystem. In 2010, moving to Bengaluru felt like the best decision for me as a founder.
But it wasn't the best place for us. It's a place that expects companies to grow fast and fail fast. I didn't think it was the right pressure to put on a healthcare startup, which has no margin for errors and requires a lot of trust from people. We met investors who had expectations like getting 100 paid consultations in a day.
Around 12 years back, I also felt like there was a lot of bias from investors. I felt excluded because I didn't speak Hindi, which is the most spoken language in India, and I did not go to college at the Indian Institute of Technology, the most coveted engineering school in the country. I also got some judgment for being from a small town many people had not heard of.
A combination of those factors helped us decide to move back to my hometown after around 16 months in Bengaluru.
There were challenges back home, too. We faced issues with our internet connection, which we never had in Bengaluru, and there was no established startup community. But it gave us the space to grow at our own pace.
Since then, we have onboarded about 4,500 doctors to the platform and have patients from all over the world. The company has grown to around 200 employees, and we have expanded to include health content on the platform, too.
Heart of India's startup scene
We even moved back to Bengaluru for a second time in 2016 because we had grown a lot more as a company and thought things might be different this time around.
We thought that maybe the first time around, we hadn't understood how Bengaluru worked and how things were done. We were ready to give it a second chance.
The inclusivity had improved because of the push for diversity, equity, and inclusion, but not much had changed for the healthcare industry like the speed at which we were expected to show results. We ended up coming back to my hometown after a year and a half.
The city has tons of advantages, like proximity to venture capital, a massive pool of tech talent, and more opportunities for networking, which can be helpful in the early days.
But building a business outside the tech hub is also a good option, especially because of lower costs. While employee salaries are usually on par, founders can save a lot on office space and home rent if they build from smaller cities and travel to Bengaluru as needed. I also think we need more tech hubs in India outside Bengaluru.
It's no Silicon Valley
I don't think Bengaluru should be compared to Silicon Valley at all. Since 2018, I have also spent time in the Bay Area growing our business. Now, our company is headquartered in the US, and I spend four to five months of the year in the US.
Bengaluru has an amazing tech crowd, but Silicon Valley is Silicon Valley for a reason — people are far more open-minded and inclusive about giving opportunities to those from different backgrounds, which has allowed it to become a sponge. The city just sucks up anyone with talent from across the globe.
It would have made me incredibly happy if the first large language model came from India, but it didn't. It came from OpenAI and Silicon Valley, where Sam Altman's team was allowed to burn cash for years before ChatGPT came to fruition.
It would be easier for anyone trying to build a software company that aims to have global customers move to the Bay Area for better access to funding and talent.
We call Bengaluru the Silicon Valley of India, but that is just another way Indians are comparing themselves to the West.
I think the way to go is to be great on our own account. One step in that direction is to be more inclusive and start seeing people for their talents rather than their educational or cultural backgrounds.
Campbell Wilson has been CEO of Air India since it was privatized in 2022.
He's leading a turnaround that involves hundreds of new jets plus refurbishing old cabins.
Wilson told BI about his frustrations with the airline's supply chain, and his leadership style.
Campbell Wilson has a tough job — he compares his efforts turning around Air India to "drinking from a firehose."
The New Zealander was appointed CEO in June 2022 after the state-owned flag carrier was privatized in a deal with India's Tata Group conglomerate.
"It was sort of like walking down a beach with 10,000 stones, and under each one of those stones, you knew that there was a creepy crawly," Wilson told Business Insider in an interview at a Taj Hotel in London, also owned by the Tata Group.
"But progressively, you work through it, and you pick up all the stones, and you address everything that's sitting underneath," he added. "And I think now, for the most part, the beach is clean. It's just we have to erect the edifice on top."
At 2023's Paris Airshow, the new Air India set out its ambitions when it signed deals for 470 aircraft worth $70 billion at list prices.
To speed things up, the airline agreed to take six Airbus A350 jets originally destined for the Russian carrier Aeroflot. They're a much more modern upgrade from the aged jets that make up most of Air India's fleet.
For passengers, it's the most tangible evidence of the turnaround, operating on flights to New York and London.
Business class seats on the new A350s (right) have privacy dividers, sliding doors, and direct aisle access.
Taylor Rains/Business Insider; Pete Syme/Business Insider
There are another 44 Airbus A350 jets on the way — 10 of which were ordered on Monday. As well as hundreds of narrow-body jets, Air India has ordered 20 Boeing 787 Dreamliners and 10 Boeing 777X jets.
The 777X has been much anticipated throughout the industry but has faced several delays in certification. First deliveries are expected in 2026, six years later than initially scheduled.
"I have full confidence in Boeing to go through whatever's necessary to get these aircraft in the air," Wilson told BI.
"There are other airlines ahead of us who are equally impatient with the delivery," he added. "We just need to let them run through that process with the [Federal Aviation Administration]."
Wilson is more concerned about delays in the supply chain, given plans to retrofit old cabins. "It's the No. 1 frustration I have, to be quite honest," he said.
Two-thirds of its widebody planes haven't been updated since deliveries dating back to 2007. For all the work on behind-the-scenes operations, Wilson says the seats are "the most visible manifestation of the old Air India."
Passengers have seen problems including missing charging outlets, malfunctioning TVs, and broken tray tables.
A broken tray table and a missing USB outlet are among the problems seen on older seats.
Business Insider
"The gap between modern and what we offer is big, and so the urgency for us to refit these aircraft is probably greater than any other airline."
"Until we upgrade the aircraft, then people won't believe that the transformation has happened," he added. "And so it's frustrating, but we're working through it."
New Zealand to New York
Wilson didn't find himself running an airline out of a passion for aviation but was instead first driven by opportunities to see the world.
After a season playing field hockey in England, he traveled to New York, where he stayed at a teammate's brother's high-rise apartment.
"I'm sleeping on this guy's couch, looking between my feet at the Empire State Building," Wilson recounted.
He learned the apartment was a perk of his host's job, having been posted to New York. So back home in New Zealand, Wilson was excited when he spotted an ad for Singapore Airlines' management trainee scheme — with the offer to relocate to any of the destinations to which it flew.
Campbell Wilson at the unveiling of Scoot in 2011.
ROSLAN RAHMAN/AFP via Getty Images
"I had to make a sufficient nuisance of myself and knuckle down, work hard, make an impression," he said. "I got sent to Auckland, Sydney, and a few other places."
After working his way up the ranks of Singapore Airlines, Wilson was in 2011 tapped to become the founding CEO of Scoot — its subsidiary budget airline.
Over a decade later, Singapore Airlines took a minority stake in the Air India deal, and Wilson was chosen to lead the turnaround.
Contextual leadership
Wilson said a turnaround requires you to "get a lot of balls up in the air being juggled at once."
"You don't have the luxury of time to do things sequentially, and so you have to do everything in parallel," he added.
He said this can lead to heavy workloads, uncertainties, and people being stretched. "But you've only got a certain window before people really want to see the outcome."
Wilson described his leadership style as contextual. "Certainly, in the early part of the transformation, it was very hands-on," he said.
But after more progress was made, he said, people would come to him with ideas of what they wanted to do and how they could achieve them.
Wilson and Tata Group Chairman Natarajan Chandrasekaran.
Manish Rajput/ The India Today Group via Getty Images
"Without being glib, I think the higher you go in the organization, more and more of your job is about people," Wilson told BI. He referred to the importance of aligning people behind a common objective and ensuring they have the necessary resources.
Wilson said his favorite part of being a CEO is interacting with people. Before he was in his 40s, he said, he was more interested in his own success and progress.
"And then you get to the mid-to-late 40s, and actually you take just as much pleasure — and eventually more pleasure — from seeing other people develop," he added.
The Air India boss said he was pleased with the turnaround so far, but there's still more to come.
What is he most excited about in 2025? "Getting these damn seats installed on the aircraft."
Google has appointed Preeti Lobana to lead its India business, filling a key position that had been vacant since Sanjay Gupta’s promotion to Asia-Pacific president in July. Lobana, who was vice president of advertising technology at Google, takes over as the company pushes its AI products in India amid intensifying competition in the digital market. […]
Zomato, India’s top food delivery and quick commerce platform, has been slapped with a tax bill of $94.5 million. The Indian tax authority has ordered the $32 billion firm to pay 401.7 crore in allegedly unpaid gross goods and services tax (GST) for the period between October 29, 2019, and March 31, 2022. The order […]
Spencer Schneier moved from the US to Bengaluru, India, to launch a tech startup in 2022.
He was inspired by challenges faced by local founders in navigating overseas expansions.
He finds Bengaluru similar to Silicon Valley and its collaborative ecosystem.
This as-told-to essay is based on a conversation with Spencer Schneier, who moved from the US to Bengaluru, India, to launch a tech startup in 2022. It has been edited for length and clarity.
The first time I thought about leaving the US was in mid-2020. I was frustrated with how the pandemic was handled and was looking for a reason to leave the country.
I was born in New York and grew up around the East Coast. I attended college in North Carolina, where I studied math and economics, but dropped out in my third year in 2017.
Around the time, I became interested in Silicon Valley — it felt like a meritocratic place where people could take their own path. After leaving college, I worked as a baseball analyst and traveled between Seattle and San Francisco.
When the pandemic hit, I dropped plans to move to San Francisco. I thought the city was declining, and I preferred my lifestyle in Seattle. I was working for a startup with two Indian cofounders. When they decided to pursue the business full time, they faced visa challenges and had to move back to India. So, in 2021, I tagged along to visit India for the first time, traveling to Mumbai and Bengaluru.
On that trip, I met my wife, an American teacher in India. I also stumbled upon the idea for what would eventually become Commenda — the company I cofounded.
I came up with the idea for my company in India
I was talking to local founders in Mumbai who faced challenges registering or expanding their businesses in other countries. There are hundreds of multilateral trade agreements between countries and thousands of bilateral trade agreements, and no tool for businesses to navigate them.
I returned to the US about a month later and pitched a friend and investor at an early-stage venture-capital firm my idea: a platform that would become a one-stop compliance solution for companies looking to expand overseas.
I didn't have a concrete product, but they liked the idea and wanted to invest $100,000. The investors asked me to go back to India and figure things out. It seemed like a great opportunity. I convinced my cofounder to leave his job at Google, and we both went to Bengaluru without an explicit plan.
Being my own boss was tough in some ways, but I liked being able to do things on my own without the pressure of having a manager. I've been fired from jobs twice, and starting my own company was almost relieving.
In early 2022, we began building our company in India and wanted to provide solutions to both Indian and overseas businesses. We picked Bengaluru because it's where a lot of startups and multinalitional companies are that could use our service.
We developed enterprise software so that users could answer questions they had about local tax laws and ensure they incorporated and stayed compliant in any country they wanted to expand to.
Bengaluru is similar to Silicon Valley in some ways
Bengaluru felt like Silicon Valley in many ways. It's listed as a sister city of Silicon Valley at a train station in San Francisco.
During my first visit, driving through south Bengaluru reminded me of Palo Alto, and talking to people confirmed it. The city is a tech and business hub with many small businesses and startups, so it gave us access to customers.
The city has an amazing pool of talent and is home to really open and collaborative founders. There are some great startup advisors and angel investors driving the ecosystem forward here.
Being in Bengaluru means we learn from local startups. There are cultural differences between the startup markets in the US and India. I've had to learn things about India and unlearn aspects of how business is done in the US.
One difference was that India is a less trusting ecosystem — we have had investors ask questions after agreeing to invest and completing diligence processes, even for a small check size.
Sometimes I wish the ecosystem was moving more quickly away from venture-capital funds operating more like private equity. But the new generation of fund managers is really promising.
Splitting my time between Bengaluru and San Francisco
Since we launched the company in 2022, we have faced some hiccups with immigration, but registering and operating in India has never been much of an issue.
I had an e-business visa to work in India. The visa office struggled to coordinate with India's Ministry of Corporate Affairs to ensure I was cleared to open a business in the country, which dragged the process out by a few months.
I wish the roads were better, and the traffic makes it hard to get around. I have also been rejected from renting an apartment because the landlord didn't like that I was a college dropout. Getting a permanent phone number was challenging, too, but knowing other foreigners had been through some of our problems made it easier.
The year-round moderate weather and air quality are perks. I love how hospitable the people of India are. It's one of the most fun countries I have lived in because there are tons of festivals and parades. My wife and I enjoy traveling, and we can stay in nice hotels because they are more affordable in India. We are also close to Southeast Asia, which would have been very expensive to travel from California.
I have apartments in San Francisco and Bengaluru and spend about half my time in each place. My wife and I bought our San Francisco apartment this summer, but I have not had an official residence in the US since 2021. About one-third of our team is in Silicon Valley, while the rest are in Bengaluru. Since we launched in 2022, we now have 250 customers in around 30 countries.
I know other foreigners who have also moved to India to launch businesses. My sense is that moving to India is going to become more of a trend. I don't know if you're going to see a Little America in Bengaluru anytime soon, but there are just so many appealing things about it, such as the talent density and the generosity of the locals.
As more Americans consider leaving the "college to cubicle" paradigm, moving to a foreign country to work for a business or start a business will become more appealing.
SolarSquare has raised $40 million in a round led by Lightspeed in what is the largest venture round in India’s solar sector. The Mumbai-based startup was bootstrapped and profitably selling to corporate customers for five years before it switched to residential solar in 2021. Now it has scaled to powering over 20,000 homes and 200 […]
Linux Foundation has launched its India entity to boost open-source contributions from the South Asian nation, the second largest developer base after the U.S.
Chandrashekar supports carpooling and rainwater harvesting to deal with infrastructure issues in the city.
Photo courtesy of Divya Balasubramanyam, Tyler Le/BI
When Vikram Chandrashekar was growing up in Bengaluru, it was quiet and full of natural beauty.
Chandrashekar said urbanization is a good thing, but it changed the city too quickly.
He enjoys living in a tech hub, but said locals are struggling with the pressure on infrastructure.
This as-told-to essay is based on a transcribed conversation with Vikram Chandrashekar, 50, who was born in Bengaluru, India, about how the city has changed over his lifetime. The following has been edited for length and clarity.
Bengaluru has become known as the "Silicon Valley of India," but it was once known as a "Garden City."
I was born in Bengaluru and have lived in J.P. Nagar, a neighborhood in the south of the city since I was seven. Back then, it was a remote area with a lot of trees and gardens.
There was a huge lake with a guava and mango orchard across from it. We used to get off the school bus, grab a mango, wash it in the lake, and eat it.
Now, there are houses where the lake used to be, and the majority of the orchard is gone. As the tech sector developed in Bengaluru over the decades, there was a lot of urbanization. As a result, there's less greenery on the streets and more high-rise buildings.
Urbanization is good, but it transformed Bengaluru too quickly and too soon — the city's been catching up ever since. It's left some people feeling frustrated about things like traffic, housing costs, and this year's water crisis.
I've witnessed Bengaluru's transformation into a tech hub
Bengaluru used to be a place where retirees wanted to live. It was a quiet place with a relatively moderate climate.
There's a long history of science and tech development in Bengaluru. The Indian Institute of Science and Raman Research Institute is here. We also have a decadeslong history of aerospace research and electronics manufacturing.
In the 80s and 90s, IT companies like Infosys, Wipro, and Texas Instruments moved into Bengaluru. In the mid-2000s, the startup ecosystem grew as it became more accessible and normalized to start a business.
IT created a lot of job opportunities, just like it did in Silicon Valley. Today, there's a large startup ecosystem and community of venture capitalists. It's probably the best place to launch a startup in India, which means more people have come to the city, creating a need for more space, public transport, and residences.
It also created a lot of urbanization, which gave people more access to resources. We had a larger airport, restaurants with various cuisines coming into the city, and affordable internet access due to more competition between companies.
Because of the startup ecosystem, we get new services and products faster than other Indian cities. I've benefited positively from urban development in these ways.
There are benefits and drawbacks to Bengaluru's transformation
I'm employed in the IT sector. I've been working at Oracle for the past 27 years, and my current role is solutions architect.
People in Bengaluru have undoubtedly benefited from the job opportunities created by the tech boom, but I think local people are split on the effects of urbanization.
It's common to see negative comments about Bengaluru on social media or people complaining to their friends. I think the three biggest issues they raise are the water crisis, housing prices, and traffic.
Traffic is definitely an issue. Public transport isn't sufficient as it stands. Before the pandemic, I'd take the metro to work four days a week because it made me less angry than driving in traffic.
Residential pricing has increased from what it used to be, but so have housing prices in other cities. I'm living in a house that belonged to my parents, so I don't have to pay rent, and this isn't an issue for me.
People were consciously trying to conserve water, and the government brought in water tankers for people to get water at a price. I've never struggled with water supply in the past: I have access to a well, rainwater harvesting, and facilities to store water from the public supply. But this year, I noticed the public water supply was running out more frequently, so even I had to buy water a few times. It was a bad feeling which made me see how the city was changing.
Things have definitely improved since the summer, and hopefully, people will be more prepared for next summer.
I support carpooling, using public transport, and rainwater harvesting to address infrastructure issues in Bengaluru. We should also plant trees for the next generation. Tree roots can help absorb rainwater when there's flooding, so it's important to conserve every tree.
Creating other prominent tech hubs like Bengaluru is a good solution, but progress has been slow
Despite the concerns people have, I don't think people are leaving Bengaluru.
Jobs are a big reason why. There are opportunities in tech and other industries serving that community, such as schools, public transport, and cooking.
There are problems, but they're probably not as bad as social media portrays them to be. I'm frustrated by the traffic and water crisis, but I'll probably continue to live in Bengaluru.
For many years, people have talked about creating alternate cities to Bengaluru within the state, or cities like Hyderabad or Mumbai replacing it, but I feel progress on this has been small.
The solution probably lies in creating other cities like Bengaluru that can distribute the load across various places, but even in other countries, this doesn't happen. One or two cities always take most of the burden.
There are cities near Bengaluru, like Mysore and Mangalore, that could be developed and house more tech parks, but people have to be willing to move there. I think companies have to move first so that good infrastructure, like schools and jobs, can develop, incentivizing people to move. Why not create more Bengaluru's across the country?
It's going to take a long while for anything to change, so I still think Bengaluru will continue to be "India's Silicon Valley."
It would be like trying to move the capital city.
A whole ecosystem would need to be shifted, and that's not going to be easy.
Amazon on Tuesday said it is piloting a quick commerce service in India that will see the U.S. tech giant delivering grocery and other items in 15 minutes or less. The firm is the sixth major entrant in India’s quick-commerce market, which is currently clocking more than $6 billion in annual sales. Zomato-owned BlinkIt, Swiggy, […]
Rebecca Vijay, an online entrepreneur, faces isolation and challenges due to time zone differences.
She works in publishing through the night and sleeps during the day while her family is away.
Global connections through coaching groups have helped her overcome isolation and find support.
I'm an online business owner who provides book writing and publishing services. My focus is on women's empowerment through faith, entrepreneurship, and financial literacy.
As a child growing up in New Delhi, every day was an adventure with friends and weekends were busy with church, youth events, and programs. Coming from a carefree youth setting to stepping into the workforce and adjusting to a 9-5 schedule took some time.
Now, as I run my business from home alone, I feel even more isolated.
I worked a few corporate jobs before starting my business
After working in different organizations at the start of my career, I settled at Oxford University Press for almost eight years, heading a commissioning team that published management books.
I got married in 2008, found we were expecting twins, and lost my firstborn twin son on the third day of his life. I raised my preemie daughter with my husband's support.
Infant loss can be a taboo subject, and most people around me chose to ignore it. Stifling my thoughts and emotions forced me into my shell.
I had another son, and when he was a few months old and my daughter was in kindergarten, I decided that money can always be made but spending time with my kids during their formative years was more important. I left corporate life in 2014. Not many people in my life understood this decision.
I became an author and struggled to feel understood by my community even further
I started blogging, and in 2017, I wrote my first book, "My Angel in Heaven," about my son's death and finding comfort in God, which helped many bereaved parents and became a bestseller on Amazon.
Though people around me congratulated me, I didn't feel like they understood what it took out of me to bring the book to life. I went on to have two more books published that year, and the response was the same, as they hit bestseller lists, too. It made me feel even more disconnected from the people around me.
I then faced new challenges when I became an online entrepreneur
I started my company, Fount of Grace Creatives, in 2018, providing publishing services to local authors and expanded it into an international publishing house in 2021.
I created a concept for an anthology featuring inspiring stories of global women changemakers, trailblazers, and visionaries. Arranging coaching or networking calls is difficult; when for some, it's midnight, for others, it's early morning.
As I work mostly with US clients now, I tend to work during the evenings, leading to late nights. Sometimes, I'm even up until 4 a.m. or 5 a.m. or maybe not sleeping at all, as I need to be up by 6 a.m. to get my kids up for school.
Once my kids and my husband are out for their day, I try to get a few hours of sleep. It's extremely difficult as our maid will come, trash will need to be picked up, some courier will come, etc.
I generally put my phone on silent as otherwise it will keep ringing and disturb my irregular sleep. On top of that, I get migraines, which get triggered by lack of or interrupted sleep.
It's difficult for friends, family, and acquaintances to understand my schedule
My husband works in logistics and others around me are mostly in IT, teaching, HR, finance, banking, or ministry.
For them, I'm at home and need to be available whenever they call or message. Some feel that the online world where I work is not a "real" job and don't seek to understand it. They also don't understand why I've invested in mentors, online programs, and courses.
I work on business development, sales and marketing, social media, and fulfillment. This is very different from more traditional jobs, and I'm all the more isolated as I can't share about my work or what it entails.
The pandemic came and made everything worse
We were imprisoned within our own four walls. I lost my mom and some close friends.
Before I could even make sense of that, cancer stole two of my favorite and most inspiring authors whose stories I published.
All this left me spinning out of control and alone.
I started to make friends online
I've connected with others through global coaching groups to learn strategy and skills for my business. These women have helped me break boundaries in my mind and figure out how to cater to international audiences and charge in USD, as they've had to break their own barriers and obstacles to gain success.
These women have become friends and helped me feel less alone. We have similar struggles, share our success stories or tips, and speak the same jargon.
Investing in myself, following through on my vision even when others didn't understand or see it, and focusing on my mission have helped me develop these deeper virtual personal relationships.
The struggles are worth it
Life as an online entrepreneur from a different time zone than most of my clients has been difficult and lonely, but when I look back at the lives I've touched through publishing their inspiring stories, the sacrifices have been worth it.
I plan to go on to train corporations and educational institutes in personal development and women's leadership and continue to encourage my kids and women across the world to dream big, not be limited to a 9-5 job, and consider working online as a way to gain time and financial freedom.
Do you have an isolating job and want to share your story? Email Lauryn Haas at [email protected]
