Top 5 Iconic Leaders Ruling the Business World, 2023
Top 5 Iconic Leaders Ruling the Business World, 2023 Read More »
JADE CELEBRATES 20TH ANNIVERSARY
JADE CELEBRATES 20TH ANNIVERSARY San Jose, California – July 1st, 2023 – Jade has reached an exciting milestone as the company celebrates 20 years of delivering innovative technology-based solutions. Jade’s two decades of services include business application implementations, integrations, software product engineering, cloud services, technology advisory, testing, and managed services. Jade’s presence in San Jose since 2003 and its growth with 400+ customers and over 2,000 plus employees are a testament to its commitment to delivering value to its clients. Jade’s growth continues to provide top-notch IT Services to the global market with domain expertise in various industries, including healthcare, life sciences, high-tech, energy, retail, manufacturing, and the public sector. From a humble upbringing in a family of farmers in Hyderabad, Karan founded Jade Global in 2003 with bootstrap beginnings in Silicon Valley to provide exceptional IT (Information Technology) services to clients. Karan instilled a culture of leveraging the latest technologies to tackle complex business challenges, which has become a cornerstone of Jade Global’s approach. This was the company’s motivation and founding spirit with its original inception. It remains the same today: to deliver innovative technology that enables stellar enterprise experiences from beginning to end. Jade has achieved these goals through its commitment to excellence and customer loyalty. “As we celebrate Jade’s 20th anniversary in 2023, we will continue providing service excellence with our global footprint. Innovation is at the core of our DNA. Under my leadership, the company has grown and achieved significant success, earning a place on the Inc. 5000 list of the fastest-growing private companies in the U.S. for thirteen consecutive years and numerous other awards, including GPTW in US and India, Titan Platinum, and Stevie Gold. I am deeply committed to fostering a learning, development, and innovation culture that places people at the center of everything we do. This approach has been instrumental in building high-performing teams and cultivating strong leaders within my organization. I believe in empowering employees to unlock their full potential and inspiring them to achieve extraordinary things. Congratulations, Jade!” – Karan Yaramada, Jade Global Founder & CEO About Jade Global Jade is a premier Advisory, Integration, Testing, Cloud & Consulting Services, Business Solutions, and IT Outsourcing company that services clients across multiple technology platforms. It is headquartered in San Jose, California, with offices throughout the US, Canada, and India. With more than 2,000 employees, Jade is its clients’ trusted partner.
Prithvi Shergill
Prithvi Shergill- Founder, Advisor, Investor, Researcher, Ideapreneur Kindly brief us about the outset story of your career since the beginning. My professional journey began when I realised that value gets created by combining purpose, people, and proficiency. Experiencing this in local and national leadership positions and international training with student associations such as AIESEC led me to join AT&T in 1990, where I worked in several HR roles across the USA, Philippines, India, and then Singapore which helped me to understand how important it is for HR to be aligned with business objectives and ensure people practices create happiness. My mandate from 2002 was to transform HR service delivery, using technology and shared service models to impact organisational effectiveness and enable effective integration with joint venture companies. In 2004, I joined Accenture, progressing to be a Partner, working closely with internal stakeholders to shape strategy and ensure execution, enhancing the maturity of policies, processes, practices, and platforms impacting leadership, talent, and culture. These served as the foundation of the growth engines for its businesses across technology, consulting, and operations. My assignments in Accenture led me to work on the human capital strategy to ensure the efficiency and effectiveness of business operations, value creation, and people development in various contexts, cultures, and countries. Then I was appointed as Chief Human Resources Officer at HCL Technologies in 2012, where I played a pivotal role in the reset of the talent strategy to re-energise the culture founded on the strategic intent of putting “Employees First, Customers Second”, seeding, nurturing and harvesting Ideapreneurship to multiply profitability and innovation. My experience at HCL Technologies helped shape my experience and expertise on the need for systemic operating models and solutions, combining technology and talent. These experiences at different companies across countries have helped me to develop a distinctive perspective on the opportunities HR and leaders have in engaging, enabling, and empowering people to build their proficiency and performance. After transitioning to be an entrepreneur, I established Tomorrow with colleagues who had shared beliefs in the opportunity to refresh people management by stewarding digital transformation initiatives with an outcome orientation. Tomorrow merged with entomo, where their expertise and experience were codified into a people experience platform that enterprises of tomorrow use to transform performance, talent, and learning. What inspired you to become a business consultant? I have always remained committed to investing in creating capacity, enhancing ability, capturing creativity, and driving change leading to growth. My career as a business consultant allows me to engage with multiple communities across cultures and countries to help companies and people become the best versions of themselves. My intentions, promises, and actions are rooted in the belief that professional consultants should act as trusted advisors to their clients, demonstrating ownership to understand context and shape customized solutions that translate strategy to action. I believe that success requires a deep understanding of the drivers of the client’s business and culture and relationships that truly go beyond the contract. As a successful leader, which three personal qualities do you believe contributed most to your success? I emphasize that the commitment to demonstrate Empathy, apply Adaptability, and build Relationships are three of the most crucial personal qualities that have contributed to my success. By developing Empathy, a leader can connect with stakeholders on a deeper level, understand their pain points, and create a work model that delivers desired results in a culture that is fostered by inclusivity, respect, and collaboration. In today’s fast-paced business environment, change is constant, and leaders must be able to role model Adaptability in changing circumstances, by remaining resilient, agile, and forward-thinking, thereby responding proactively to be future-ready. Finally, I see building transparent Relationships with employees, customers, and stakeholders as essential in inspiring trust, which is the fuel to have people commit to applying their abilities authentically. How do you keep yourself up to date with the latest technology, trends, research, etc. to give up-to-date service to clients? I believe in staying updated with the latest technology, trends, and research, and I achieve this by being curious about things that I do not know, have exposure to, or have experience with. To reach the right decisions, I demand it be evidence-based – and seek data that can be translated into information and insight which inspires the right action. I can often be seen seeking out time with people one-on-one to learn from them, attending industry conferences to learn from audiences I engage with, seeking response and reaction to ideas on online forums, – and seeing “networking” as building a mutually beneficial association. What were some of your biggest technology challenges? I tell that one of the biggest challenges for professionals, including myself, remains co-creating enterprise-wide people enablement technology solutions whose value can be seen in their awareness, adoption, and assimilation to truly augment practices, processes, and policies. The need to appreciate context on what needs to be continued, started, or stopped, given organisational dynamics, often fuelled by cultural differences, language barriers, and different regulatory requirements, is essential. While many technology products profess to be the best in class, the ability to navigate away from the “one-size-fit-all” solution as often is not fit for purpose, to what will make design and deployment distinctive is a collective and individual skill. What have been the toughest obstacles you faced in your career and how did you overcome them? I believe that measuring and managing change is one of the toughest obstacles professionals continue to be faced with. I say that while change is uncomfortable, leaders need to be able to do more than communicate, train people and address employees’ concerns about the change. Investing time and effort to explain the context and build the capability to reset, reimagine and reinvent policies, processes, practices, and platforms is what leads to accelerating from today and changing to be ready for tomorrow. Mention some of the notable recognitions and accreditations received by your organization and person. I have been humbled to have represented
Dr. Max Caruso
Ancient Resonance: How the Echoes of Rome and Shanghai Guided a Global Life (Part 1 of 3) By Dr Max Caruso We are the oneWe are the fewWe are the manyWe are the other (Musings, Caruso, 2025) I have many powerful memories of my birthplace, Rome. The images are not clear; they are quasi-memories… more like feelings. In my forties, I had occasion to return to Rome, the city that gave me life. On this particular day, standing at the bottom of the Spanish Steps, I gave in to a feeling—an urge to climb the stairs and then follow the road to the left, following these echoes of my past up the rise… as the magnificence of Rome unfolded to my left. With each step, layers of memory peeled away. Upon reaching the summit of Il Pincio, the Pincian Hill, I stood before Rome, open and splendid, eternal, as far as the eye could see, with the Borghese Gardens behind me. Images, memories, feelings and a deep sense of knowing flooded me as my eyes gazed from the terrace over the ochre-domed chaos of Piazza Del Popolo. I decided to call my Dad in Melbourne. ‘Where am I?’ I asked. “I seem to know this place.” My father, a practical man shaped by the horrors of war as a boy and hardened further by the tough politics of Italy in the 1960s, simply replied. ‘Massimiliano, don’t youremember? As a family, we came here often…’ A wave of deep emotion and terrible sadness swept over me… tears coursing down my cheeks, people staring… It was that awful sense of loss, me standing at that most magnificent point, seeing the city of my birth not as a citizen, the proud Roman I have always felt myself to be, but as a lost tourist with vague memories of a life… lost. That moment, on that hill, was a turning point. The beginning of a lifelong search for a frequency that had led my family across oceans, through a life of dislocation in Australia, and finally to an unexpected harmony in the ancient bustle of modern Shanghai. My family left Italy in 1969, part of the great post-war exodus—yes, we too were searching for the promised land. We sailed from the Port of Naples on the famous SS Marconi, in the footsteps of countless thousands. No steerage class for us! Somehow… and my father never explained… we secured the comforts and grace of Second Class, a small but significant act of dignity for the journey ahead. Our route was dictated by global tensions; the Suez Canal was closed, forcing us on a month-long odyssey around the Cape of Good Hope, with a stop in apartheid-era Durban. We were leaving behind what The Economist of the time would describe as The Italian Muddle: a political landscape of permanent crisis, a state paralyzed by clientelism, and a society cracking under the strain of its own initial post-war Economic Miracle. My parents, who loved their country deeply, sought stability and a future for their children. They could not have realized they were removing their youngest son from the deep, resonating frequency of his civilization. In March of that year, we landed in Melbourne, a vibrant, conservative city that was the antithesis of layered time. Our new life was bewildering, raw, new and defined by a different kind of struggle. In those early days Dad worked for the Good Year tire company, through its relationship at the time with Pirelli. Later, like many men of his time, he sought work in the building industry… the allure of better pay, despite more cavalier conditions. My blessed mother, after an initial stint in the workforce, decided to dedicate herself to her family, her children… a liberating, yet conversely imprisoning, decision. Wogs… that ubiquitous, biting slur still rings in my ear… identifying us as the perpetual other… No matter. I would exact my own revenge on this racist attitude through my own success. Australia in the 1970s, for all its promise, operated on a different wavelength. It was a young nation, energetically building itself, indeed, seeking her own rhythm and place in the region… an outlier in Southeast Asia. My Roman imprint—that sense of history as a living, stratified presence—had no translation here. This ancient resonance (my term) became a source of dislocation. I felt like a ghost, an anachronism, carrying a silent, heavy stone of history in a land that prized the new. What drives from within? For me, this dislocation became a powerful engine, driving a compensatory discipline. I found solace as an athlete, achieving State and National success. I learned to channel focus into clear, measurable outcomes. My revenge journey began to take form. It fueled a voracious intellectual curiosity, leading me into education, first in the classrooms of Melbourne’s Catholic schools and later as a principal on the international stage in China and the Middle East. My professional recognitions—being featured on magazine covers and named a “Top 50 Global Leader”—were, in a way, a search for a new language of belonging, a way to build an identity that could span worlds, cultures and time. Yet, the fundamental psychic frequency remained untuned. The pivotal, unexpected harmonization came not from professional accolades, but from the most personal of choices: building a life with my Chinese, Shanghainese wife. Decades after that moment on the hill in Rome, I found myself living in Shanghai, at the heart of anotherancient, continuous civilization. Superficially, nothing should have felt familiar. The language, the food, the social rituals were unique. And yet, a profound sense of recognition settled over me. It wasn’t that China was like Italy; it was that it was like Italy in a specific,profound way. It possessed the same depth. I had a word for it now: Ancient Resonance. This is not a term I found in books, but one I coined from lived experience. It describes the psychological and spiritual comfort an individual, imprinted by one ancient culture, can find in another. It operates on several levels. Psychologically, it speaks to Carl Jung’s idea of the collective unconscious—the Roman “genius loci” and the Chinese sense of timeless, cyclical history both act as archetypes, triggering a sense of meaning and belonging in a deep part of the psyche. Sociologically, it aligns with Pierre Bourdieu’s concept of habitus: the ingrained “feel for the game.” The social games of Rome and Shanghai are different, but they are both immensely complex, subtle, and played on a field shaped by millennia of unspoken rules. A child
Hayk Shirinyan
Software Development Process – It’s Not Just a One-Man Show Many startup founders have misconceptions about building software.For example, did you know it takes more than a single developer to build software?Just like how it takes an entire construction crew to build a house, creating software, especially from scratch, requires a dedicated team of developers, each with a purpose.It’s not just a single person doing everything, several other professionals work hand-in-hand to deliver a product. The Truth Behind Software Development Many believe that a single software developer is enough to build an app for their business, which isn’t necessarily a lie. It’s not entirely true either. Creating an app, just like every other piece of software, is a complicated process. Is it possible for one person to build an app? Absolutely. Is it time-efficient and economical? Probably not. Using the same analogy: if you wanted to hire someone to build your house, who would you trust more? A single person who says they can do everything? Or, would you go with a generated contractor backed by a crew with different specializations? No offense to the individual who could probably do an excellent job building a house without help but numbers always win. Software development agencies are the general contractors of the software world. If you’re a founder, you should know it takes a team of professionals to create software – not just a single person. The Different Roles in a Software Development Team Software developers Software developers are the backbones of software development. These programmers use their skills to turn code into tangible and interactable products. They can either specialize in front- or back-end operations. In some cases, exceptionally skilled software developers can do both and are called full-stack developers. While software developers are wizards, they’re not business analysts nor do they work on the architecture of the software and its security aspects. Instead, they collaborate with other team members as part of a larger workforce that builds the software. Business analysts Where software developers focus on the code and building the foundations of the software, the business analysts take care of the bigger picture. They translate business requirements into technical features and specifications that explain the pain points and functionalities stakeholders need and want to see in the resulting software. What problem/s does the product want to solve? What else can it solve? Does the leadership know what the product can do and what it can’t do? Are there other software that do the same thing? These are just some of the questions business analysts answer in creating the technical requirements they send to software architects as part of the software development process. Software architects Software architects choose the frameworks and libraries the software developers will use for the project or what features it should have to achieve the results end users want. For example, an architect decides whether the software should have microservices or implement multi-tenancy. In a nutshell, software architects in software development are what building architects are to civil engineers in construction. Delving further, software architects are more than just experienced developers who oversee what software developers are working on. They envision and design a “blueprint” that software developers use and follow, containing detailed steps and instructions for building software. They may occasionally help resolve conflicts when developers have different opinions about certain designs and implementations. In terms of hierarchy, software architects are some of the top decision-makers in software projects. Software architects often work closely together with the lead developers. Lead developers Lead or senior-level developers are the ones who receive the “blueprints” from the software architects and help with the implementation based on the instructions given. When it comes to coding, lead developers spend less time writing code. Instead, they create specialized technical tasks and specific steps to execute the architecture defined by the software architects. Typically, this will involve assigning tasks best suited for a particular software developer. Being able to manage a team, guide struggling developers, help set goals, prioritize tasks, and provide guidance are key qualities for a successful lead developer. The lead developers also review the code written by the junior-level developers and request changes if necessary. If it’s the architect’s job to keep every software developer on the same page, lead developers fill that page with the right stuff. DevOps Engineers DevOps, short for “development operations”, is responsible for bridging communication between the operations team and the software developers. They help set up the hosting environments like Quality Assurance, Staging, and Production while building and deploying the software to the same environments. In addition, the DevOps Engineers are tasked with automating this process by creating CI/CD pipelines. CI/CD stands for Continuous Integration and Continuous Deployment. Continuous Integration and Continuous Deployment are separate processes, but both go hand-in-hand in software development. In construction, imagine CI as having a dedicated support team for bricklayers. Each team member (developer) works on their section (code branch) and brings it to the central staging area (code repository). This constant cycle guarantees everyone has equal access to the latest materials (codebase). This reduces instances of conflicts later on. On the other hand, Continuous Delivery (CD) is like having a dedicated conveyor belt or elevator at the construction site. This deployment pipeline takes over every time there’s a new batch of bricks, checking for quality (testing) for quality assurance purposes. The same elevator or conveyor belt then approves the bricks (changes) for transport through other testing floors (staging environments) where they’ll go for further evaluation. After clearing everything, the elevator delivers the final version (release candidate) to the working area (production) where it will be used. Using this analogy, we can see that the CI/CD pipeline, and in turn, DevOps engineers, are important. With DevOps engineers overseeing the software development process, developers can automatically push code to certain source control branches, creating a bundle that goes through final approval before it goes live. Project Managers Project managers watch over all the parts of an in-development
