Welcome To Our Blog

Under his cap lies a vision so grand, Moyukh, the saarathi, with solutions at hand.

Moyukh, the guide and problem solver, wearing a cap and envisioning grand solutions.

There’s a timeless song by Mohammad Rafi, enacted by Dev Anand Saab, which echoes the spirit of Moyukh for me.  The lines “Main Zindagi ka saath nibhata chala gaya, har fikar ko dhuee me udata chala gaya’’I walk through life, letting go of worries as I go. There’s a sense of Moyukh in it, of responsibility balanced with a deep sense of living in the moment. 

As the song continues, “Barbadiyon ka shok manana fizul tha, Barbadiyon ka jashn manaata chala gaya,”—I cannot think of anyone but Moyukh who lives life the way it should be. I often find myself venting about the many problems life throws at me, but Moyukh always responds with absurdly simple solutions—none of them “right” in the traditional sense, but they have a way of putting me at ease. “I love solving problems, just not life problems though,” he quips to me and Anisha, in typical Moyukh fashion. Ofcourse, he is everyone’s Dada. And just like that, with his words, the weight of the world seems a little lighter.

With college friends

I’ve always found myself drawn to Moyukh’s authenticity. There’s something undeniably comforting about his presence. He never gives you a straight answer. Once I made a black coffee for him, and he said, ” Umm, so bad, not very good”, and then ended up having 3 full cups. (lol) But, still, something that invites you to share your thoughts and worries, knowing you’ll receive both wise advice and a playful moment of laughter. He has been that friend, that confidant, and yes, maybe even that older brother figure (if I say father figure, he will kill me). He’s the person you turn to when the world feels a little too overwhelming. And, of course, there’s the ever-present Sillehti Bangla, or just Bangla where our shared love for music flourishes. I love giving him music suggestions because I know he’ll listen to every single one. And thus, the playful ‘Papa Moyukh to Shivpriya’ banter began.

Always, unmatchable.

Moyukh, in his inimitable way, says, “Jo puchna hai jaldi pucho,” and for the next two hours, he didn’t stop, and neither did we. 🙂

Moyukh tells us his story begins in Shillong, where his parents first found their footing in the world. His father worked for the Secretariat, and his mother in the Forest Department but for the boy Moyukh, the real adventure began when he was only three years old, and his family moved to Itanagar, a city still in its infancy. Itanagar wasn’t the bustling urban center; it was a small, tranquil settlement where every neighbor, whether a Chief Minister or a government clerk, was close enough to share a cup of tea and stories. Moyukh recalls those early years describing a place where life was simple but full of warmth. “It was quite cute and nice. Back then, the community lived in tight-knit harmony, and the town felt like a beautiful, untouched corner of the world. It wasn’t just a place to live; I fell in love with Itanagar’’ he says with a smile.

A childhood photo of Moyukh, capturing his early years of innocence and curiosity.
Archives from Itanagar, with Father Resp. Shri. Manju Gopal Goswami, Resp. Tripti Ma’am, Younger brother Shri. Monojit.
Life in Itanagar was like the pages of a book written with imagination and creativity. With limited resources, Moyukh’s childhood blossomed in the form of craft and adventure. His parents remained busy and didn’t hinder his playful exploration. “I loved it that they were busy and I used to do my own playing things,” he recalls with a chuckle. “Bunked school, went to the river with friends, watched nature, and fished and chilled.” 

He fashioned toys from bamboo, created kites from newspapers, and even built toy vehicles with the most basic materials. His love for building things extended to fishing rods made from bamboo sticks, and he’d spend hours perfecting his creations. The joy wasn’t just in the end product; it was in the process—the art of creating something with his own hands.

The family, recent picture.

His younger brother by 6 years – meant there were different friend groups, different worlds. Yet, despite the usual squabbles, Moyukh reflects with warmth on those years. The age gap may have kept them apart in their childhood, but over time, the bond grew stronger, and now, they share a closeness that’s both heartwarming and lasting. ( Let’s all read underneath, that Moyukh was a brat older sibling, maybe.)

“With very few facilities and a lot of determination, my parents made sure my brothers and I had everything we needed,” Moyukh reflects. “ The school, the only one in town, brought together children from every background—whether the child of a government official or a clerk, we were all under the same roof. It was a truly democratic environment,” he says, looking back fondly on a simpler time when life was more about community than competition.

After completing his schooling, Moyukh moved on to NERIST, the North Eastern Regional Institute of Science and Technology, where he studied engineering. “NERIST offered a unique curriculum with hands-on workshops in its early years,” he recalls. “It gave us a chance to learn by doing.” Moyukh, always drawn to building and fixing things, thrived in this environment, spending countless hours repairing radios and creating circuits. “It was here that my love for electronics was truly nurtured,” he says, reflecting on how he began to see the world in terms of technology, innovation, and creation.

The college years also marked a pivotal point when he realized that his future lay in Bangalore, the city that beckoned with opportunity.

“I had done my training in Calcutta, but the work culture there wasn’t something I liked,” he recalls. “Chennai was too hot, and Mumbai was too expensive. But Bangalore… it felt right.”

In 1999, the world was entering the digital age, and with it came the Y2K bug—a challenge that led to a surge in tech opportunities. Moyukh found his way into Mindtree, where he was one of the first employees. The startup days were full of excitement and camaraderie, with the company growing rapidly. “We used to sit on the floor, and there weren’t enough chairs. But the energy was incredible,” he reminisces.

First day of Mindtree

“I spent around 15 years at Mindtree, and during that time, the company grew 50 to 60 times,” says Moyukh, reflecting on his journey with the company. “Mindtree started in 1999, and I joined just five months after its inception. It was like my first startup, and I witnessed firsthand how it evolved and expanded over the years.”

Co-founders, all packed up on last day of Mindtree to start Nuvepro

Moyukh’s journey into the tech world was shaped by a childhood fascination with electronics. “I think I’m probably one of the very few people who had my vision clear from the start. I always knew what I wanted to do when I grew up,” he says with conviction. While many struggle to find their passion, Moyukh was certain from a young age.

On the way – launching Nuvepro

In school, he was already crafting electronics projects—FM radios, receivers, LED bulbs—and his love for creating things didn’t stop there. “I loved working on both electronics and mechanical projects,” he recalls. “It was a way for me to stay busy and keep my mind engaged. My father, a state and national-level bridge player, was often absorbed in his game, and my mother was busy with household responsibilities, so I had a lot of time on my hands. I would use that time to make my projects, and I even made some money doing them.”

After more than 15 years at Mindtree, Moyukh made a bold decision to join Nuvepro. “Despite the risks, including the pressure of a new home and financial uncertainties, my family, especially my parents, supported me wholeheartedly,” he reflects. “It wasn’t easy, but with their encouragement, I dove into the startup world to continue doing what I loved: solving problems, building solutions, and leading with a spirit of collaboration. 

Setting up servers at Nuvepro office
My brother also moved here in 1999, I had already passed out of college and was in Bangalore. My brother had completed his 12th and also joined. We never used to stay together, but now I’m pretty close to him. And later, my parents also moved to Bangalore, so that’s how we’re all together now.”

Talking about the leap at Nuvepro, Moyukh tells us, “Yes, it was a huge leap. I had been working at Mindtree for a while, and it was a growing company, so the decision to leave a stable job and dive into the startup world was a big risk. Initially, my parents were concerned. I could sense that they were worried about the uncertainties. But I always believed in my vision, and I think over time, they understood my passion and the excitement I felt about building something new.

 I remember my mother telling me, ‘Do what makes you happy, but be prepared for the challenges ahead.’ My brother, on the other hand, has been one of my biggest supporters. Even when the going got tough, he would encourage me to keep pushing forward. The support from my family has been invaluable, even when they didn’t fully understand the journey I was on.”

Moyukh birthday celebration year 2007

Some anecdotes: – “I decided to take the plunge. I had just returned from the US in December 2009, and I had spent most of my savings on the down payment for the house. With the EMI running, it wasn’t easy. But I talked to Jani, and we planned everything out. It took us almost a year to finalize. There were so many decisions, even about the company name. We initially thought of names like Stratosphere or Cloudloka, but we eventually settled on Nuvepro. There were also discussions about whether Jani would join or not, and Mindtree was involved in the spin-off.”

Holloween party in the USA

We all also know Moyukh as an exceptionally devoted father. He recalls, “When Moksha was little, I was working at Symantec and based in Pune, but everyone knew I always had Moksha with me. People would joke, asking if I was trying to be like a mother. I’d laugh and say, ‘Yes, a hands-on mother.’”

Moksha, he says, has taught him more than he could have imagined, especially when it comes to raising a daughter. “Growing up with only brothers, I had no idea what it would be like to raise a girl. But the truth is, there’s no difference between raising a boy or a girl. It’s all about being there for them.” For Moyukh, parenting isn’t just a responsibility—it’s a mutual relationship. “I don’t see it as a job. You do for them, and they do for you,” he reflects.

“Moksha and I take care of each other, and that’s what makes it so fulfilling. She’s there for me just as I’m there for her. It’s a beautiful, balanced relationship.”
With daughter, Moksha.

And now, Moyukh cherishes the moments when he and Moksha visit his parents together. “It’s all part of the journey,” he says, a smile of contentment in his voice.

And as of with Nuvepro, we cannot do without Moyukh. He literally is the flesh and blood here and of course, he’s been doing it for much more time along with Giridhar, than any of us. He tells about Giridhar, “I’ve known him for over 20 years. We’ve been through so much together. I’ve even been to Namya’s naming ceremony, and then she worked with us. It’s crazy to think about how far we’ve come. Giri and I started around the same time, and we’ve shared so many experiences over the years, including the time we spent together in the U.S. We’ve seen each other grow. We’ve been through frustrations, celebrations, and everything in between.’’

With co-founders – sans Giridhar.

The other time I was talking to Chandraprakash, Moyukh’s colleague, who told us, “Moyukh is like a doctor to Nuvepro, technically. He gives the right solutions, and he’s always there to guide everyone, including me. He has a calm, positive personality and motivates everyone in the organization. Whenever I feel stuck, I turn to him, and he always puts me back on the right track. Not just with technical issues but also with personal matters—he provides great suggestions. We often discuss family, life, and general knowledge when we meet outside work, and I always learn something new from those conversations. There’s a reason why I share a cabin with him.”

As we conclude this piece, I want to leave you with two beautiful messages from Moyukh’s family:

Resp. M. G Goswami, Moyukh’s father ( who uses WhatsApp at the age of 87, but our very own CTO doesn’t) – “Congratulations on 10 amazing years as Co-founder and CTO of the company! I know you like to joke about the ‘beatings’ I gave you, but let’s just call it ‘tough love’ that helped you stay disciplined. Seeing your hard work and success makes me proud every day. Here’s to many more milestones ahead! Regards, Baba.’’

Moksha Goswami, Moyukh’s daughter:  “CONGRATULATION Baba for completing the 10-year journey with Nuvepro. It must have been a great journey for you. Seeing you try your best as the company’s co-founder and CTO and being happy made me happy too.  You have been blessed with such wonderful colleagues in this awesome company. I want you to cherish these memories for life long.

Thank you Moyukh, I know you are shy about these things, and like we talked about leadership styles, the other day, I know you are shy when you are reading all this, but thank you again. You bring joy to all of us. And, as for us, professionally or personally, we are just happy to know about you, learn from you and your technical brilliance, and majorly from your profound ability to live fully, one day at a time. And, like I said, you teach us – “Barbadiyon ka shok manana fizul tha, Barbadiyon ka jashn manaata chala gaya,”

Written by Shivpriya R. Sumbha | Editorial reviewer: Anisha K. Sreenivasan

My favorite picture with him.

Sign up for Newsletter

Our Latest Posts

Job Readiness

Why Skill Validation Is the Missing Link in today’s Training programs 

In 2025, We’re Still Asking: Why Isn’t Learning Driving Performance?  Billions are being spent. Thousands of training programs are being launched every year. Yet here we are—facing a truth that’s too loud to ignore: learning isn’t translating into performance.  Let’s pause and reflect.  Have you ever completed a training, proudly received a certificate, and still felt unprepared for the real challenges at work? You’re not alone.  Despite major investments in learning platforms and certification programs, enterprises continue to face a fundamental challenge: turning learning into measurable capability. It is no longer sufficient to rely on a model where employees complete courses and organizations hope those skills translate into performance. This “train and hope” approach has crumbled in the face of increasing business complexity, fast-changing technologies, and pressure for real-time results.  Enterprises today are navigating a growing disconnect—the widening gap between upskilling and actual job readiness. While the number of training programs has increased, so has the frustration among team leads and hiring managers who realize, often too late, that employees are not ready to perform the tasks they were trained for. This gap is not just a training issue; it is a business risk.  According to Lighthouse Research & Advisory, only 16% of employees believe their skills are being developed for future success. This alarming figure comes despite organizations pouring record-breaking budgets into Learning & Development (L&D).  So where’s the disconnect? Why is the gap between learning and doing still so wide?  The High Cost of Skills Gaps  The urgency of solving this issue cannot be overstated. According to current projections, 85 million jobs may go unfilled in the next few years due to a lack of skilled talent. The estimated cost of this shortfall is a staggering $8.5 trillion in lost revenue globally. This is not a distant scenario but a rapidly approaching reality.  Surveys reveal that while a majority of organizations—around 83 percent—acknowledge having skills gaps, only 28 percent are taking effective steps to address them. The reasons behind this gap are complex, but three consistent challenges emerge across industries: visibility into real-time skill levels, mechanisms to validate whether learning has truly occurred, and the ability to act quickly based on skill readiness.  This lack of visibility, validation, and velocity is limiting the return on learning investments. More importantly, it’s hindering business agility in a world where time-to-skill is critical.  What Exactly is Skill Validation?  Let’s be clear—Skill Validation is not a buzzword anymore. It’s not just a new checkbox in the L&D strategy document.  It’s a paradigm shift—a change in how we approach talent development, assess readiness, and ensure that learning has real-world impact.  For far too long, training programs have been measured by inputs:  But the truth is, none of these guarantees job readiness.  You can complete ten courses on cloud computing and still struggle to set up a basic cloud environment. You can ace a leadership development program and still falter when managing your first real team crisis. Why? Because completing training doesn’t always equal competence.  Skill validation flips the narrative. Instead of asking:  “Did they finish the course?” We ask: Can they do the task in a real situation, or Can the person actually do the job when put in an actual project?  Skill validation helps in true learning by doing  There is a massive difference between knowledge acquisition and skill validation. It’s real practice that shows whether someone is truly ready.  Skill validation is not about learning in isolation—it’s about learning in context. It’s about immersing learners in real-life scenarios, simulated environments, and hands-on tasks that mirror the challenges they will face on the job.  What Does Skill Validation Actually Look Like?  Skill validation can take many forms, depending on the role, industry, and level of expertise. Like, for example,  In every case, the individual is not just recalling information—they’re applying it. They’re making decisions, solving problems, and adapting in real time.  This is the kind of learning that sticks. This is the kind of learning that builds confidence. And most importantly, this is the kind of learning that prepares people for the unpredictable nature of work.  Skill validation is:  It ensures your employees aren’t just trained—they’re trusted..  Why Skill Validation Is a Priority Now  The rapid advancement of technologies such as artificial intelligence, cloud computing, DevOps, and cybersecurity tools has shortened the shelf life of technical skills. Job roles are evolving so quickly that the lag between training and application can result in irrelevance. Moreover, threats such as security breaches or project failures demand instant readiness from employees, not a six-month wait to assess post-training performance.  In this context, relying solely on traditional learning models is no longer viable. Businesses need to know—immediately—whether a new hire is ready to deliver or whether an internal employee is prepared for the next level of responsibility. Skill validation addresses this need by offering evidence-based assurance of workforce capability.  Being “almost ready” isn’t enough in today’s fast-paced business landscape. Organizations need people who can deliver from day one. Project timelines are tight, customer expectations are high, and there’s little room for error.  This is why skill validation isn’t optional anymore—it’s essential.  It ensures your training efforts aren’t just about checking boxes. It ensures your workforce is not only engaged but equipped. It bridges the final and most important gap: from learning to performing.  Integrating Skill Validation Into the Learning Ecosystem  For organizations aiming to embed skill validation into their talent strategies, the approach involves three key steps:  Establishing Visibility: The first step is to identify current skill levels across roles. This requires tools that go beyond static self-assessments and instead gather real-time performance data from immersive, task-based activities.  Embedding Validation in the Learning Journey: Skill validation should not be a post-training activity. It should be integrated throughout the learning process—from initial assessments to final evaluations. This ensures that learning is anchored in outcomes, not just content completion.  Enabling Agility Through Continuous Feedback: With validated data on individual and team capabilities, organizations can respond faster—by tailoring interventions, accelerating project readiness, or rerouting resources

Read More »
Skill Taxonomy

Building a Skill Framework: Connecting the Dots Between Skills Taxonomy, Skills Ontology, Skill Families, and Skill Clusters 

In today’s fast-evolving workforce, skills have overtaken degrees and titles as the true currency of value. With emerging technologies, shifting business models, and a growing gig economy, what a person can do has become more important than what they have done. Organizations now collect immense amounts of data on employee skills through assessments, performance reviews, learning platforms, and certifications. However, most of this data sits in silos—unstructured, underutilized, and often outdated. The challenge isn’t the lack of skills data; it’s the lack of a structured way to activate it. Without a clear strategy to interpret, map, and apply this information, organizations miss out on smarter talent decisions, agile workforce planning, and meaningful upskilling paths. To truly unlock the full potential of your workforce, you need more than just a list of skills—you need a well-structured skills framework.  In this blog, we’ll walk you through how Skills Taxonomy, Skills Ontology, Skill Families, and Skill Clusters all fit together to build that structure. When used the right way, these tools can help you make sense of your skills data, close gaps, and prepare your teams for what’s next.  What Is a Skill Framework?  Imagine trying to build a house without a blueprint—or trying to manage your workforce without knowing what skills people actually have or need. That’s where a skill framework comes in.  In simple terms, a skill framework is a structured system that helps organizations identify, organize, and manage the skills of their workforce. It works like a map—clearly showing what skills are important for each role, how different skills are connected, and where the gaps are. Instead of treating skills like a random list, a skill framework brings order, clarity, and purpose to your talent strategy.  So, why does this matter?  For HR professionals, Learning & Development (L&D) teams, and talent managers, a skill framework is incredibly valuable. Without a structured view of skills, it’s hard to answer basic but important questions:  A skill framework helps answer all of these questions—and more. It becomes the foundation for smarter decisions across hiring, training, workforce planning, and career growth.  Let’s look at some of the major benefits:  First, it improves hiring. When you know exactly which skills are needed for each role, you can write better job descriptions, evaluate candidates more effectively, and reduce hiring mistakes.  Second, it enables personalized learning paths. Instead of giving everyone the same training, you can tailor learning to each employee’s current skill level and career goals. This not only boosts engagement but also speeds up skill development.  Third, it supports talent mobility. Employees often want to grow and move into new roles—but don’t always know what skills they need to get there. A skill framework shows them a clear path forward, helping them upskill and transition smoothly within the organization.  And finally, it powers better workforce planning. With a clear view of current and future skill needs, organizations can prepare ahead of time—whether that means training, hiring, or shifting roles internally.  In short, a skill framework turns scattered skills data into meaningful insights. It helps organizations not just understand their talent—but also shape it, grow it, and future-proof it.  Understanding the Building Blocks  Now that we know what a skill framework is and why it’s important, let’s break it down into its core building blocks. These are the key components that work together to give your framework structure, meaning, and power.  Think of it like constructing a building—you need a strong foundation, a blueprint, organized rooms, and proper connections. Similarly, a solid skill framework is built on four essential elements: Skills Taxonomy, Skills Ontology, Skill Families, and Skill Clusters. Each one plays a unique role in organizing and making sense of your skills data.  Let’s look at each one in simple terms:  Skills Taxonomy: Bringing Order to the Skill Chaos  One of the most important building blocks of any structured skill framework is the Skills Taxonomy. The term might sound a bit technical at first, but the idea behind it is actually quite simple—and incredibly useful.  So, what exactly is a Skills Taxonomy?  A Skills Taxonomy is a way to neatly organize all the skills in your organization into a structured hierarchy. Think of it like how you organize folders and files on your computer. You might have a main folder called “Projects,” with subfolders for each client or team, and then specific files within each one. A skills taxonomy works the same way—but instead of files, you’re organizing skills.  Here’s how it typically looks:  This kind of structure helps you create a clear, searchable, and organized list of skills across your entire workforce. It brings clarity to what skills exist, where they fit, and how they’re connected to job roles.  Why Is a Skills Taxonomy So Important?  At Nuvepro, we’ve worked with many organisations that already have skill data—but it’s often scattered, inconsistent, or duplicated. One team might call a skill “Project Management,” another calls it “Agile PM,” and a third lists “Scrum Master.” These are all connected, but without a structured system, it becomes hard to tell whether people are discussing the same thing.  This is where a skills taxonomy makes a big difference.  It gives everyone—whether it’s HR, L&D, or team leads—a common language to talk about skills. It removes guesswork and ensures everyone is aligned. When you say a role needs “Cloud Infrastructure,” it’s clear what specific skills that includes. No confusion. No miscommunication.  Making Skill Inventories Work  Suppose your organization wants to create a master inventory of employee skills. Without a taxonomy, you would likely end up with a long, unstructured list that varies from team to team. But with a skills taxonomy in place, you can organize that list in a way that’s logical and easy to manage.  Here’s what a well-structured taxonomy allows you to do:  This kind of structure makes it so much easier to:  It’s not just about organizing skills—it’s about unlocking insights from them.  Example: Building a Taxonomy for a Tech Team  Let’s say you’re

Read More »
People at Nuvepro

The Storyteller’s 3-year Journey  

Head of Marketing Shivpriya R. Sumbha, who recently completed 3 years at Nuvepro, looks back on her journey with grace, grit, and gratitude.  Questions curated by Anisha Sreenivasan 1. How has your journey at Nuvepro been since April 2022? Any moments that stand out as turning points or proud achievements?  Thanks, Anisha, for kickstarting the #PeopleAtNuvepro series—such a great way to reflect and share!  Since joining in April 2022, the journey’s been full of learning, growth, and quite a few “wow, we’re really doing this” moments. We’ve evolved so much—not just in what we offer, but how we think about the value we bring to the table.  There’ve been many initiatives that we’ve worked on, but for me, the proudest moments are when customers describe us not just for what we do, but for what we enable. When they see Nuvepro as a go-to for project readiness and skill validation—not just as a tool or a platform or divide our offerings and know us for 1 of it,  but as a true enabler of Project Readiness – When they get that without us having to spell it out—it feels like we’re doing something truly right. That kind of recognition hits differently. 2. You’ve played a huge role beyond just Marketing Campaigns, workshops, hackathons, even sales outreach. How do you manage to juggle it all so well?  Honestly, I don’t think it ever feels like we’ve “figured it all out”—and maybe that’s a good thing. There’s always more we can do, more ideas we haven’t explored yet, and that’s what keeps it exciting. We’ve done some great work as a team, no doubt, but I still feel like we’re only scratching the surface of what’s possible.  Marketing, especially in a tech-driven company like ours, often plays the role of the silent enabler. Most of the spotlight naturally goes to the tech—and rightfully so—but behind the scenes, it’s been amazing to see how strategic marketing efforts have quietly shaped the brand, created visibility, and opened doors we didn’t even know existed.  What I really hope to see in the coming days is Nuvepro being recognised not just for what we build, but how we’re building a brand that resonates—with customers, partners, and even within the team. We, are often attributed by the tech we create and not the way the brand has been overseen by the marketing efforts. Hopefully, we’ll see that day soon, too.   3. What was the most memorable event you worked on at Nuvepro-and what made it special? Of course, the first Nuvepro Project Readiness event was a huge success, and we all know it. That goes out to be my most memorable, and not because it was the first or because of the efforts put in. I was happy to know that the internal teams and management now know about the power of such event marketing strategies and how evidently they can bring us good connections. Striking that chord of confidence will always remain memorable.   4. As someone who built the marketing function from scratch here, what were your biggest challenges and learnings in the process? Initially the biggest hurdle was defining what marketing should look like in an enablement-driven, tech-first environment. There wasn’t a rulebook to follow—we had to experiment every few days on how we wish to be pursued.   One of the key learnings was that marketing doesn’t have to be loud to be powerful all the time. Most of the brands and projects that I had worked for were on unmatchable performance marketing budgets but with Nuvepro I learnt that sometimes, the most impactful work happens in the background—crafting the right narrative, building relationships, or simply bringing organic consistency to how the brand shows up. It took time to shift perceptions—from seeing marketing as just promotion to recognizing it as a slow go-getter. It has made me learn about the organic growths too which are often overlooked in Marketing.   5. You have hosted several workshops, hackathons and roundtable conferences. What excites you most about these events?  I guess connects and the post-event relationships that we build. We can simply set up a sales campaign or a PPC campaign and write sales ad copy, but we believe meeting someone and talking to someone establishes a much stronger relationship, and we aim to do just that. That excites me the most. The ability to network and build relationships through these events is truly good.  6. Beyond work, what are your go-to ways to unwind or recharge after a packed day of marketing magic?  Now, since life has changed a bit, I like to read less, watch cricket a little less, stream less and indulge more in other things like #apartmenttherapy as you may call. I try out multiple recipes, I garden a lot more, I clean a lot more and learn many more things that I had never tried before. I always did all this before, too, now, with a unique zest. It is therapeutic for me to be a house runner; I love it, and I don’t wish it any other way.    7. Looking back at your journey from 2022 to now, what’s one piece of advice you’d give your past self?  Haha just this one, “Your manager is a really good human first, and you will learn a lot, and you will have a great time in the coming few years, make the most of it, trust the process, don’t think you will not be able to survive 😊 ‘’   8. You’re always full of energy as your colleague’s mention-how do you do that? At a very early point of time in life I have realized, our happiness and mood is our own responsibility, So I TRY to be not very much affected by the external factors, people, challenges and try to be in the best of moods always and the other thing is obviously, I love the idea of being approachable and friendly as a person. I obviously only try.   9. And

Read More »
Categories