Hustle Memo #006 – From Roadblock to Revenue: Turning Setbacks into Stepping Stones
It didn’t start with a grand vision. It started with frustration. We were stuck, staring down a problem that felt impossible to solve. But if there’s one thing I’ve learned, it’s that the toughest challenges often hold the seeds of our greatest growth. What began as a limitation turned into an opportunity—not just for us, but for countless others too.
This is the story of how we turned a roadblock into revenue, and in sharing it, I hope it sparks ideas for your own journey.
The Problem: When the Rules Quietly Change
“Why is this taking so long?” That question echoed in our office for months. Roles that used to take weeks to fill were now dragging on for months. Promising candidates were being rejected without clear reasons.
The hiring landscape in Singapore had shifted—quietly, but drastically. S-Pass quotas were tightening year after year, and Employment Pass (EP) approvals had become unpredictable at best. For businesses like ours that relied on foreign talent to stay competitive, it was a slow burn that suddenly reached a boiling point.
We realized we couldn’t keep doing things the same way and expect different results. If we didn’t act fast, our growth would stall completely.
The Search for Solutions: Thinking Beyond the Playbook
Faced with mounting pressure, we did what entrepreneurs do best—we got creative. We locked ourselves in a room and asked one simple question: What can we do differently?
At first, the ideas felt too big or too risky—automation, outsourcing, even scaling back our goals entirely. But one concept kept surfacing: Employer of Record (EOR).
I’ll admit—we weren’t sold on it at first. It sounded like outsourcing with a fancy name, and we weren’t sure it could solve our specific problem. But desperation has a way of making you open to new ideas. So we decided to test it out.
The First Breakthrough: Proof That It Could Work
The moment we hired our first employee through an EOR provider was transformative. Suddenly, positions that had been stuck for months were filled in weeks. We accessed talent from regions we hadn’t even considered before—without worrying about quotas or compliance headaches.
It wasn’t just about filling roles; it was about regaining momentum. For the first time in months, we felt like we had options again. And that feeling? It’s priceless when you’re running a business.
The Challenge: Realizing We Weren’t Alone
As word spread about our success with EOR, friends and business partners started reaching out. “How did you do it?” they’d ask. “Can you help us figure this out too?”
But when they tried existing EOR providers, they ran into problems—high costs, rigid service models, and technology that didn’t fit their needs as small businesses or startups. It became clear that while EOR worked wonders for us, most solutions on the market weren’t designed for companies like ours—or for many of our peers struggling with similar challenges.
This realization hit hard: We weren’t alone in this. And that’s when an idea began to take shape.
The Leap: Turning Frustration into Innovation
We faced a choice: keep sharing advice or build something better ourselves? The answer wasn’t easy—it never is when you’re considering starting something new—but it was clear.
We decided to create an EOR solution tailored to businesses like ours—transparent, flexible, and deeply rooted in the realities of scaling teams across borders today.
It wasn’t smooth sailing from there (is it ever?). There were moments of doubt—times when we wondered if we’d bitten off more than we could chew. But every challenge pushed us to refine our approach and stay focused on solving real problems for real businesses.
The Success: Recognition Beyond Expectations
Fast forward to today: what started as a solution for ourselves has helped countless others navigate their own hiring challenges. Startups have expanded faster than they thought possible. SMEs have found breathing room in their budgets and operations.
It didn’t start with a grand vision. It started with frustration. We were stuck, staring down a problem that felt impossible to solve. But if there’s one thing I’ve learned, it’s that the toughest challenges often hold the seeds of our greatest growth. What began as a limitation turned into an opportunity—not just for us, but for countless others too.
This is the story of how we turned a roadblock into revenue, and in sharing it, I hope it sparks ideas for your own journey.
The Problem: When the Rules Quietly Change
“Why is this taking so long?” That question echoed in our office for months. Roles that used to take weeks to fill were now dragging on for months. Promising candidates were being rejected without clear reasons.
The hiring landscape in Singapore had shifted—quietly, but drastically. S-Pass quotas were tightening year after year, and Employment Pass (EP) approvals had become unpredictable at best. For businesses like ours that relied on foreign talent to stay competitive, it was a slow burn that suddenly reached a boiling point.
We realized we couldn’t keep doing things the same way and expect different results. If we didn’t act fast, our growth would stall completely.
The Search for Solutions: Thinking Beyond the Playbook
Faced with mounting pressure, we did what entrepreneurs do best—we got creative. We locked ourselves in a room and asked one simple question: What can we do differently?
At first, the ideas felt too big or too risky—automation, outsourcing, even scaling back our goals entirely. But one concept kept surfacing: Employer of Record (EOR).
I’ll admit—we weren’t sold on it at first. It sounded like outsourcing with a fancy name, and we weren’t sure it could solve our specific problem. But desperation has a way of making you open to new ideas. So we decided to test it out.
The First Breakthrough: Proof That It Could Work
The moment we hired our first employee through an EOR provider was transformative. Suddenly, positions that had been stuck for months were filled in weeks. We accessed talent from regions we hadn’t even considered before—without worrying about quotas or compliance headaches.
It wasn’t just about filling roles; it was about regaining momentum. For the first time in months, we felt like we had options again. And that feeling? It’s priceless when you’re running a business.
The Challenge: Realizing We Weren’t Alone
As word spread about our success with EOR, friends and business partners started reaching out. “How did you do it?” they’d ask. “Can you help us figure this out too?”
But when they tried existing EOR providers, they ran into problems—high costs, rigid service models, and technology that didn’t fit their needs as small businesses or startups. It became clear that while EOR worked wonders for us, most solutions on the market weren’t designed for companies like ours—or for many of our peers struggling with similar challenges.
This realization hit hard: We weren’t alone in this. And that’s when an idea began to take shape.
The Leap: Turning Frustration into Innovation
We faced a choice: keep sharing advice or build something better ourselves? The answer wasn’t easy—it never is when you’re considering starting something new—but it was clear.
We decided to create an EOR solution tailored to businesses like ours—transparent, flexible, and deeply rooted in the realities of scaling teams across borders today.
It wasn’t smooth sailing from there (is it ever?). There were moments of doubt—times when we wondered if we’d bitten off more than we could chew. But every challenge pushed us to refine our approach and stay focused on solving real problems for real businesses.
The Success: Recognition Beyond Expectations
Fast forward to today: what started as a solution for ourselves has helped countless others navigate their own hiring challenges. Startups have expanded faster than they thought possible. SMEs have found breathing room in their budgets and operations.
And then came a moment that truly humbled us—we were awarded Best Employer of Record Service Provider at the HR Awards 2024.
That recognition wasn’t just about us—it was about every client who trusted us with their challenges and every team member who worked tirelessly to build something meaningful. It validated all those late nights and tough decisions along the way.
But more than awards or accolades, what matters most is this: we turned frustration into innovation—not just for us but for others too.
Lessons Learned Along the Way
Looking back, there were key moments that defined this journey—moments I hope will resonate with anyone building something from scratch:
1. Recognize problems early: The sooner you admit there’s an issue, the sooner you can start solving it.
2. Think beyond traditional solutions: Sometimes the best answers come from ideas you initially dismiss.
3. Act before you’re forced to: Waiting for a crisis limits your options; early action gives you control.
4. Turn frustration into innovation: Your biggest challenges often hold the seeds of your greatest growth.
5. Share what works: If something helps you succeed, chances are it can help others too.
For Those Facing Their Own Roadblocks
If there’s one thing this journey taught me, it’s this: roadblocks aren’t dead ends—they’re detours waiting to be discovered. Every challenge is an opportunity in disguise if you’re willing to dig deep enough to find it.
So if you’re feeling stuck right now—whether it’s hiring issues or something else entirely—know this: you’re not alone. And sometimes, the very problem standing in your way can become the foundation of your next big breakthrough.
Keep pushing forward—you never know where it might lead!
Interactive EOR Checklist
💡 Final Thought: If you ticked more than 5 items in this list — it's worth seriously exploring EOR as your next strategic move. 👉 More info
https://www.recruitmentcentral.co/EOR_Checklist.html
Should you consider an Employer of Record (EOR) solution? Use this Checklist to decide.
EOR Clarity Checklist
That recognition wasn’t just about us—it was about every client who trusted us with their challenges and every team member who worked tirelessly to build something meaningful. It validated all those late nights and tough decisions along the way.
But more than awards or accolades, what matters most is this: we turned frustration into innovation—not just for us but for others too.
Lessons Learned Along the Way
Looking back, there were key moments that defined this journey—moments I hope will resonate with anyone building something from scratch:
1. Recognize problems early: The sooner you admit there’s an issue, the sooner you can start solving it.
2. Think beyond traditional solutions: Sometimes the best answers come from ideas you initially dismiss.
3. Act before you’re forced to: Waiting for a crisis limits your options; early action gives you control.
4. Turn frustration into innovation: Your biggest challenges often hold the seeds of your greatest growth.
5. Share what works: If something helps you succeed, chances are it can help others too.
For Those Facing Their Own Roadblocks
If there’s one thing this journey taught me, it’s this: roadblocks aren’t dead ends—they’re detours waiting to be discovered. Every challenge is an opportunity in disguise if you’re willing to dig deep enough to find it.
So if you’re feeling stuck right now—whether it’s hiring issues or something else entirely—know this: you’re not alone. And sometimes, the very problem standing in your way can become the foundation of your next big breakthrough.
Keep pushing forward—you never know where it might lead!
Interactive EOR Checklist
💡 Final Thought: If you ticked more than 5 items in this list — it's worth seriously exploring EOR as your next strategic move. 👉 More info
https://www.recruitmentcentral.co/EOR_Checklist.html
Should you consider an Employer of Record (EOR) solution? Use this Checklist to decide.
EOR Clarity Checklist
#007 Hustle Memo -Not Every Problem Needs Solving: Overcoming Fixer Syndrome
We often wear our ability to solve problems like a badge of honor. Whether in life or work, stepping in, taking charge, and fixing what's broken becomes second nature—especially when you're building something from scratch. It feels right. Noble, even. You think you're being a good leader. A responsible founder. A dependable human. But no one tells you what happens when this well-intended instinct goes unchecked.
At some point, your “I’ve got this” becomes “Only I can do this.” You develop what I call *Fixer Syndrome*—that unconscious need to handle every issue, whether or not it’s yours. It creeps in quietly. And if you're not careful, it becomes the lens through which you view every challenge. Every problem starts feeling like it belongs to you. Every situation needs your input. Every team issue becomes your personal headache.
I didn’t read about Fixer Syndrome in a book. I lived it.
For the first four years of building my company, I was the fixer-in-chief. Not because I wanted to be—but because when you’re bootstrapping, you *have* to be. I wasn’t just the founder. I was the sales guy, the tech support, the accountant, the designer, and sometimes, the cleaner. Everything flowed through me. Every decision was mine. Every fire needed my water.
That’s how it starts. You're doing what’s needed to keep things moving. But slowly, you start equating leadership with being indispensable. I didn’t see it then, but I had unknowingly created a culture where I felt I had to be in every room, every thread, every problem-solving loop. The team relied on me because I taught them to. And I relied on that reliance because it made me feel useful. But the truth is, that kind of leadership doesn’t scale. It suffocates.
HOPE: Freedom Isn’t About Control. It’s About Trust.
The turning point came in 2008, when I decided—after much hesitation—to take a four-week holiday to the U.S. It was supposed to be a break, but deep down, I was anxious. What if everything collapsed while I was away? What if clients escalated issues? What if the team got stuck? My brain was in full-on catastrophizing mode.
I prepared backup plans, emergency protocols, over-communicated timelines, and gave every department more instructions than necessary. I convinced myself that I was being responsible, but in reality, I was trying to control the uncontrollable. And then, I left.
What happened next was humbling. Nothing fell apart. The team made decisions. They solved problems. Clients were managed. Projects moved forward.
They didn’t just survive without me—they thrived. I was the only one who didn’t see it coming. That trip changed how I saw leadership forever. Because it showed me that my presence wasn’t holding things together—it was, in many ways, holding people back. The fixer in me had become the bottleneck. And by stepping away, I gave others the space to rise.
Since then, I’ve asked myself a hard but necessary question:
Are all problems mine to solve?
The answer, I’ve learned, is no. Some problems solve themselves. Some are meant for others. And some aren’t problems at all until we make them ours.
Great leadership isn't about solving everything. It's about creating an environment where others can. When you let go of the need to control every outcome, you open the door for growth—not just for your team, but for yourself. You start seeing leadership for what it truly is: *not about being everywhere, but knowing when to step away*.
To keep myself grounded in this belief, I started using a personal checklist I now call The Fixer Filter. It’s simple, but powerful. And any time I feel that old instinct to jump in, I pause and run through this:
### ✅ The Fixer Filter – 5 Questions to Ask Before You Jump In:
We often wear our ability to solve problems like a badge of honor. Whether in life or work, stepping in, taking charge, and fixing what's broken becomes second nature—especially when you're building something from scratch. It feels right. Noble, even. You think you're being a good leader. A responsible founder. A dependable human. But no one tells you what happens when this well-intended instinct goes unchecked.
At some point, your “I’ve got this” becomes “Only I can do this.” You develop what I call *Fixer Syndrome*—that unconscious need to handle every issue, whether or not it’s yours. It creeps in quietly. And if you're not careful, it becomes the lens through which you view every challenge. Every problem starts feeling like it belongs to you. Every situation needs your input. Every team issue becomes your personal headache.
I didn’t read about Fixer Syndrome in a book. I lived it.
For the first four years of building my company, I was the fixer-in-chief. Not because I wanted to be—but because when you’re bootstrapping, you *have* to be. I wasn’t just the founder. I was the sales guy, the tech support, the accountant, the designer, and sometimes, the cleaner. Everything flowed through me. Every decision was mine. Every fire needed my water.
That’s how it starts. You're doing what’s needed to keep things moving. But slowly, you start equating leadership with being indispensable. I didn’t see it then, but I had unknowingly created a culture where I felt I had to be in every room, every thread, every problem-solving loop. The team relied on me because I taught them to. And I relied on that reliance because it made me feel useful. But the truth is, that kind of leadership doesn’t scale. It suffocates.
HOPE: Freedom Isn’t About Control. It’s About Trust.
The turning point came in 2008, when I decided—after much hesitation—to take a four-week holiday to the U.S. It was supposed to be a break, but deep down, I was anxious. What if everything collapsed while I was away? What if clients escalated issues? What if the team got stuck? My brain was in full-on catastrophizing mode.
I prepared backup plans, emergency protocols, over-communicated timelines, and gave every department more instructions than necessary. I convinced myself that I was being responsible, but in reality, I was trying to control the uncontrollable. And then, I left.
What happened next was humbling. Nothing fell apart. The team made decisions. They solved problems. Clients were managed. Projects moved forward.
They didn’t just survive without me—they thrived. I was the only one who didn’t see it coming. That trip changed how I saw leadership forever. Because it showed me that my presence wasn’t holding things together—it was, in many ways, holding people back. The fixer in me had become the bottleneck. And by stepping away, I gave others the space to rise.
Since then, I’ve asked myself a hard but necessary question:
Are all problems mine to solve?
The answer, I’ve learned, is no. Some problems solve themselves. Some are meant for others. And some aren’t problems at all until we make them ours.
Great leadership isn't about solving everything. It's about creating an environment where others can. When you let go of the need to control every outcome, you open the door for growth—not just for your team, but for yourself. You start seeing leadership for what it truly is: *not about being everywhere, but knowing when to step away*.
To keep myself grounded in this belief, I started using a personal checklist I now call The Fixer Filter. It’s simple, but powerful. And any time I feel that old instinct to jump in, I pause and run through this:
### ✅ The Fixer Filter – 5 Questions to Ask Before You Jump In:
1. Is this directly tied to my role or responsibility?
If yes, it’s mine. If not, pause.
2. Does solving it align with my values or long-term goals?
If not, let it go. Stay mission-aligned.
3. Will solving it have a meaningful impact—or is it just noise?
Focus on what truly moves the needle.
4. Am I the only one who can solve this right now?
If not, empower someone else. Delegate. Step back.
5. Is this causing harm or injustice to anyone?
If yes, act. If no, you have permission to pass.
This checklist has become my anchor. It reminds me that not every fire needs my water. That letting go is not neglect—it’s strategy. And that real leadership is measured not by how much you carry, but by how much you trust others to carry forward.
So here’s what I’ll leave you with:
You don’t have to be everywhere. You don’t have to fix everything. You don’t need to solve the world’s problems just because they show up at your door. Sometimes, the most powerful thing you can do is step back—and trust.
Download “The Fixer Filter”
I've turned this into a printable checklist you can stick on your wall or share with your team.
👉 Download the Fixer Filter Checklist
Let it serve as your reminder: You don’t have to fix everything. Just what truly matters.
If yes, it’s mine. If not, pause.
2. Does solving it align with my values or long-term goals?
If not, let it go. Stay mission-aligned.
3. Will solving it have a meaningful impact—or is it just noise?
Focus on what truly moves the needle.
4. Am I the only one who can solve this right now?
If not, empower someone else. Delegate. Step back.
5. Is this causing harm or injustice to anyone?
If yes, act. If no, you have permission to pass.
This checklist has become my anchor. It reminds me that not every fire needs my water. That letting go is not neglect—it’s strategy. And that real leadership is measured not by how much you carry, but by how much you trust others to carry forward.
So here’s what I’ll leave you with:
You don’t have to be everywhere. You don’t have to fix everything. You don’t need to solve the world’s problems just because they show up at your door. Sometimes, the most powerful thing you can do is step back—and trust.
Download “The Fixer Filter”
I've turned this into a printable checklist you can stick on your wall or share with your team.
👉 Download the Fixer Filter Checklist
Let it serve as your reminder: You don’t have to fix everything. Just what truly matters.
HUSTLE MEMO #008 -"How a $250 Fix Sparked a Million-Dollar Journey”
"How a $250 Fix Sparked a Million-Dollar Journey”
Six months into my hustle journey, I had gone from making $30 per house call to around $2K–$3K a month fixing computers and servers. Respectable progress, but still less than what I used to make in my job before I quit.
No complaints—just truth.
I was averaging around $2,500 a month, which was enough to keep the hope alive. But this wasn't a fairytale startup story. My Network engineering skill did get me to our first 5 digit deal from a government body, will keep this for some other day do not want to side track from $250 to million journey for now.
Ok lets get back …. 6 months into the business, one evening one of close friends Jiten Mehta a gold merchant came to visit me he was one of the roommates when I lived as bachelors. We chatted about life, dreams, the grind, and how Singapore had become our common launchpad.
Then he casually brought up a problem one of his clients was facing—a jeweler in Little India called Arthesdam. ( Chinese owner Jack, The name "Arthesdam" is inspired by the Tamil word for "lucky" and reflects the belief that wearing gold jewelry brings good luck and fortune.) The name has to do with the story so giving some context.
So Arthesdam was dealing with a very annoying issue: Wrong cheques.
The cheques that were issued by his team had mistakes Typos in vendor names. Mismatched numbers and words. Every error cost $30 in bank fees and importantly 3 to 5 days delay. Every time. resulting in unhappy vendors.
Now, remember—this was 20 years ago. Cheques ruled the world of payments.
Jiten asked, “Can you build something to help him?” I didn’t ask how to solve it. My first question was—“How much is he willing to pay?” Jiten said: “He won’t mind $250.”
That $250 felt like a big deal. I was 27. A solopreneur with no employees. No product. Just willpower. I said yes without having a clue how I’d deliver.
THE SOLUTION – BUILT FOR $125
I called Waqar—my ex-colleague. A sharp guy with Visual Basic skills. His first question: “How much do I get?” Typical life. I offered him half—$125. He agreed.
Within a week, we had it: a Visual Basic app with two forms. It saved vendor names, converted digits into written amounts (e.g., 3500 → “Three thousand five hundred only”), and had a basic login screen.
Install at one of the computers at Artesdam office and he was super excited with the solution and we got our $250 with 10 minutes UAT (user acceptance Test) the fastest in my life.
BOOM. We had just delivered our first software product.
THE ACCIDENTAL BRANDING MOVE
While building our first company website (anbgroup.com), we didn’t have much to showcase. So, we added a “Product” section and gave this little app a name: ChequePRO - Cheque Printing, Professional-sounding. Two forms with a fancy label.
Then, we forgot about it. Moved on. Back to the grind in our 5x5 office that could barely fit two people and two tiny desks.
THE CALL THAT CHANGED EVERYTHING
Phone rings. I pick up. The lady on the line says she’s from Deloitte.
Me: “Sorry… who?”
Her: “Deloitte. We’re a global audit firm.”
Another call the same day. Singtel, Singapore’s largest telco. Both wanted a demo of ChequePRO, the cheque printing solution. I froze.
“Which product?” I asked.
They both said: “ChequePRO. It’s on your website.”
LIGHTBULB MOMENT. I played it cool: “Yes, of course. How can I help?” They wanted an onsite demo. I hung up and scrambled to check what we had written about ChequePro on the website and Googled these companies to understand who they were (yes, this was before LinkedIn!). As I stared at my tiny office space and thought about these massive corporations wanting demos of our product, I didn’t know whether to feel excited or terrified.
Was this an opportunity or a disaster waiting to happen?
Could we deliver something worthy of their expectations? Or
would we embarrass ourselves? My mind raced with questions as I tried to process what had just happened.
"How a $250 Fix Sparked a Million-Dollar Journey”
Six months into my hustle journey, I had gone from making $30 per house call to around $2K–$3K a month fixing computers and servers. Respectable progress, but still less than what I used to make in my job before I quit.
No complaints—just truth.
I was averaging around $2,500 a month, which was enough to keep the hope alive. But this wasn't a fairytale startup story. My Network engineering skill did get me to our first 5 digit deal from a government body, will keep this for some other day do not want to side track from $250 to million journey for now.
Ok lets get back …. 6 months into the business, one evening one of close friends Jiten Mehta a gold merchant came to visit me he was one of the roommates when I lived as bachelors. We chatted about life, dreams, the grind, and how Singapore had become our common launchpad.
Then he casually brought up a problem one of his clients was facing—a jeweler in Little India called Arthesdam. ( Chinese owner Jack, The name "Arthesdam" is inspired by the Tamil word for "lucky" and reflects the belief that wearing gold jewelry brings good luck and fortune.) The name has to do with the story so giving some context.
So Arthesdam was dealing with a very annoying issue: Wrong cheques.
The cheques that were issued by his team had mistakes Typos in vendor names. Mismatched numbers and words. Every error cost $30 in bank fees and importantly 3 to 5 days delay. Every time. resulting in unhappy vendors.
Now, remember—this was 20 years ago. Cheques ruled the world of payments.
Jiten asked, “Can you build something to help him?” I didn’t ask how to solve it. My first question was—“How much is he willing to pay?” Jiten said: “He won’t mind $250.”
That $250 felt like a big deal. I was 27. A solopreneur with no employees. No product. Just willpower. I said yes without having a clue how I’d deliver.
THE SOLUTION – BUILT FOR $125
I called Waqar—my ex-colleague. A sharp guy with Visual Basic skills. His first question: “How much do I get?” Typical life. I offered him half—$125. He agreed.
Within a week, we had it: a Visual Basic app with two forms. It saved vendor names, converted digits into written amounts (e.g., 3500 → “Three thousand five hundred only”), and had a basic login screen.
Install at one of the computers at Artesdam office and he was super excited with the solution and we got our $250 with 10 minutes UAT (user acceptance Test) the fastest in my life.
BOOM. We had just delivered our first software product.
THE ACCIDENTAL BRANDING MOVE
While building our first company website (anbgroup.com), we didn’t have much to showcase. So, we added a “Product” section and gave this little app a name: ChequePRO - Cheque Printing, Professional-sounding. Two forms with a fancy label.
Then, we forgot about it. Moved on. Back to the grind in our 5x5 office that could barely fit two people and two tiny desks.
THE CALL THAT CHANGED EVERYTHING
Phone rings. I pick up. The lady on the line says she’s from Deloitte.
Me: “Sorry… who?”
Her: “Deloitte. We’re a global audit firm.”
Another call the same day. Singtel, Singapore’s largest telco. Both wanted a demo of ChequePRO, the cheque printing solution. I froze.
“Which product?” I asked.
They both said: “ChequePRO. It’s on your website.”
LIGHTBULB MOMENT. I played it cool: “Yes, of course. How can I help?” They wanted an onsite demo. I hung up and scrambled to check what we had written about ChequePro on the website and Googled these companies to understand who they were (yes, this was before LinkedIn!). As I stared at my tiny office space and thought about these massive corporations wanting demos of our product, I didn’t know whether to feel excited or terrified.
Was this an opportunity or a disaster waiting to happen?
Could we deliver something worthy of their expectations? Or
would we embarrass ourselves? My mind raced with questions as I tried to process what had just happened.
Wow this was a crazy day unfolding for me …… have you ever had that mixed feeling and not sure which way to go… exactly there.
Let me continue this in another memo as this has become too long, more craziness ahead in the next memo.
Let me continue this in another memo as this has become too long, more craziness ahead in the next memo.
- HUSTLE MEMO #008 PART 2 -What Do You Do When You’re Not Ready?
Hustle Memo #008 – Part 2
What Do You Do When You’re Not Ready?
THE MOMENT AFTER THE CALL
The phone call ended.
I just sat there.
Two giants—Deloitte and Singtel—wanted a demo of ChequePRO.
And I had… what?
Two forms made in Visual Basic and a website blurb we wrote just to fill space.
Was I excited? Absolutely.
Was I terrified? 100%.
I started reading everything we had put on the website about ChequePRO like it was someone else’s product. That moment when the world says “Yes” before you’re ready—man, that’s wild. I didn’t know whether to celebrate or hide.
So I scheduled the appointment with Deloitte and asked Anita, my wife, to accompany me to the meeting. Even with the two of us, we still felt like a whisper in a boardroom that was ten times larger than our entire office. The Finance Manager, the IT Manager, and the Accounts Payable team were all seated. In my head, I’m thinking: What have they read about ChequePRO that I haven’t? Did they land on the wrong website? Are they confusing us with someone else?
Before I could completely self-combust, I took every ounce of strength and courage from every cell in my body and asked the Finance Manager:
“What is expected from us in the demo? I see quite a big team here.”
He calmly picked up a cheque book and said:
“All I want is a solution that can print on this cheque.”
Thank you, cells. I was back in action. “That’s alright,” I replied. “We can show you that.”
DEMO OF THE CENTURY (TWO FORMS DEEP)
So we began the demo—a two-form solution being showcased to eight people like it was the next AI breakthrough. We showed the saved vendors dropdown. We showed the number-to-word conversion. That was it. Then came *that* question—the one every salesperson hopes never comes up in a meeting:
“Let’s test it, then.”
And with fake confidence and trembling cells, I said:
“WHY NOT!” (While internally my cells were screaming: *WHY?!*)
The Finance Manager asked me to enter the number 8. (If you don’t know—8 is a lucky number in Chinese culture.)
So I typed 8. Then he asked for 88. Then 888. Then 8,888. 88,888. 888,888. 8,888,888.
Every time I hit 8, my heart skipped a beat. By the time we reached 888 million, he said:
“Try another 8.”
I had to stop this heart attack somehow. With as much humility as I could gather, I asked:
“Do you issue 8 billion dollar cheques?”
He casually said:
“No.”
Suddenly, all my cells looked at me with a big "?" But somehow—**we survived.**
That 10-minute heart transplant moment ended with one final question from the Finance Manager:
“How much is the solution for?”
I had no clue.
So I played it cool and asked back:
“How many units would you like to buy?”
He replied: “Four.”
I said: “Sure, let us get back to you with the pricing via email.”
We walked out of that meeting like survivors.
Shook every hand. Walked out of the operation theater alive.
Back at the office, we debated pricing. Too cheap and we’d be undervalued. Too expensive and we’d lose the deal. We finally settled on $3,500 for the four licenses. Sent the quote. It was approved.
Just like that—**a product was born.**
A STAR IS BORN
From that first corporate deal, ChequePRO went on to land clients across Singapore. We sold it to: Big brands, Embassies, Banks, Hotels, Casinos. All from our humble 5x5 office.
And here’s the kicker:
We didn’t even have a full-time developer.
This wasn’t built in a fancy tech studio. ChequePRO was developed by multiple *friend developers*—people who worked regular jobs and met us after 6PM. We’d sit at McDonald’s and coffee shops till late, refining the solution. Then we’d drop them home on our motorbikes.
That’s the truth. That’s the hustle.
And to honour the number 8 that almost gave me a stroke in Deloitte’s boardroom, we even made it part of our pricing tiers:
* $388 – Lite
* $588 – Professional
* $888 – Enterprise
Because if 8 was lucky—so were we.
Hustle Memo #008 – Part 2
What Do You Do When You’re Not Ready?
THE MOMENT AFTER THE CALL
The phone call ended.
I just sat there.
Two giants—Deloitte and Singtel—wanted a demo of ChequePRO.
And I had… what?
Two forms made in Visual Basic and a website blurb we wrote just to fill space.
Was I excited? Absolutely.
Was I terrified? 100%.
I started reading everything we had put on the website about ChequePRO like it was someone else’s product. That moment when the world says “Yes” before you’re ready—man, that’s wild. I didn’t know whether to celebrate or hide.
So I scheduled the appointment with Deloitte and asked Anita, my wife, to accompany me to the meeting. Even with the two of us, we still felt like a whisper in a boardroom that was ten times larger than our entire office. The Finance Manager, the IT Manager, and the Accounts Payable team were all seated. In my head, I’m thinking: What have they read about ChequePRO that I haven’t? Did they land on the wrong website? Are they confusing us with someone else?
Before I could completely self-combust, I took every ounce of strength and courage from every cell in my body and asked the Finance Manager:
“What is expected from us in the demo? I see quite a big team here.”
He calmly picked up a cheque book and said:
“All I want is a solution that can print on this cheque.”
Thank you, cells. I was back in action. “That’s alright,” I replied. “We can show you that.”
DEMO OF THE CENTURY (TWO FORMS DEEP)
So we began the demo—a two-form solution being showcased to eight people like it was the next AI breakthrough. We showed the saved vendors dropdown. We showed the number-to-word conversion. That was it. Then came *that* question—the one every salesperson hopes never comes up in a meeting:
“Let’s test it, then.”
And with fake confidence and trembling cells, I said:
“WHY NOT!” (While internally my cells were screaming: *WHY?!*)
The Finance Manager asked me to enter the number 8. (If you don’t know—8 is a lucky number in Chinese culture.)
So I typed 8. Then he asked for 88. Then 888. Then 8,888. 88,888. 888,888. 8,888,888.
Every time I hit 8, my heart skipped a beat. By the time we reached 888 million, he said:
“Try another 8.”
I had to stop this heart attack somehow. With as much humility as I could gather, I asked:
“Do you issue 8 billion dollar cheques?”
He casually said:
“No.”
Suddenly, all my cells looked at me with a big "?" But somehow—**we survived.**
That 10-minute heart transplant moment ended with one final question from the Finance Manager:
“How much is the solution for?”
I had no clue.
So I played it cool and asked back:
“How many units would you like to buy?”
He replied: “Four.”
I said: “Sure, let us get back to you with the pricing via email.”
We walked out of that meeting like survivors.
Shook every hand. Walked out of the operation theater alive.
Back at the office, we debated pricing. Too cheap and we’d be undervalued. Too expensive and we’d lose the deal. We finally settled on $3,500 for the four licenses. Sent the quote. It was approved.
Just like that—**a product was born.**
A STAR IS BORN
From that first corporate deal, ChequePRO went on to land clients across Singapore. We sold it to: Big brands, Embassies, Banks, Hotels, Casinos. All from our humble 5x5 office.
And here’s the kicker:
We didn’t even have a full-time developer.
This wasn’t built in a fancy tech studio. ChequePRO was developed by multiple *friend developers*—people who worked regular jobs and met us after 6PM. We’d sit at McDonald’s and coffee shops till late, refining the solution. Then we’d drop them home on our motorbikes.
That’s the truth. That’s the hustle.
And to honour the number 8 that almost gave me a stroke in Deloitte’s boardroom, we even made it part of our pricing tiers:
* $388 – Lite
* $588 – Professional
* $888 – Enterprise
Because if 8 was lucky—so were we.
THE IMPACT & GRATITUDE
We built and sold this to Singapore’s biggest names. And yes—**it got copied.** Companies across Southeast Asia duplicated the idea. Some even stole the entire website in Dubai. But you know what? We had already won.
We had earned enough. So years later, we made the** Lite version free**—forever. Today, ChequePRO still gets around 25,000 downloads a year. This story? It’s real. And it’s close to my heart.
Welcome to ChequePRO (http://Chequepro.com)
We didn’t just sell software. We sold belief. We sold hustle.
And today, through this Memo—I want to thank every person who helped build ChequePRO. From Waqar… to our friends coding in cafés… to the first customer who took a chance on us.
There is so much more to the story and so much to learn, i cant say enough but with my brimmed eyes, i am thankful and would say only one thing Never stop believing. Even if all you have is two forms and a dream. Keep the Hustle ON.
THE UNGLAMOROUS TRUTH
There were no launch parties.
No press features.
No TEDx talks.
Just two forms. Solving one real problem. Very well.
That’s how a $250 project changed the course of my business.
Not because it was genius tech.
But because we cared about one problem deeply.
We built and sold this to Singapore’s biggest names. And yes—**it got copied.** Companies across Southeast Asia duplicated the idea. Some even stole the entire website in Dubai. But you know what? We had already won.
We had earned enough. So years later, we made the** Lite version free**—forever. Today, ChequePRO still gets around 25,000 downloads a year. This story? It’s real. And it’s close to my heart.
Welcome to ChequePRO (http://Chequepro.com)
We didn’t just sell software. We sold belief. We sold hustle.
And today, through this Memo—I want to thank every person who helped build ChequePRO. From Waqar… to our friends coding in cafés… to the first customer who took a chance on us.
There is so much more to the story and so much to learn, i cant say enough but with my brimmed eyes, i am thankful and would say only one thing Never stop believing. Even if all you have is two forms and a dream. Keep the Hustle ON.
THE UNGLAMOROUS TRUTH
There were no launch parties.
No press features.
No TEDx talks.
Just two forms. Solving one real problem. Very well.
That’s how a $250 project changed the course of my business.
Not because it was genius tech.
But because we cared about one problem deeply.
Chequepro
Welcome to ChequePRO
ChequePRO is a Free Cheque Printing software that prints on any size of cheque from any countries to a normal office printer. 1000's of clients all over the world enjoy the simplicity and comfort of managing there payment daily. http://www.chequepro.com
HUSTLE MEMO #009 – “The Day I Asked for a Photo”
I Don’t Do This, But Some Hustlers Deserve It!
I’ve walked past celebrities before, Actors. Influencers. People with millions of followers.
Never once did I feel the urge to stop them, To ask for a selfie, To interrupt their day.
But then one afternoon, at an airport terminal somewhere between the security checking and boarding gates—I saw her.
Not a star.
A fighter.
Geeta Phogat.
And something inside me moved.
I hesitated, I’ not the type to chase selfies. Not the type to chase people but this wasn’t about fame. This wasn’t fanboy energy.
This was respect.
Because this woman—standing in front of me in calm energy had fought battles I recognized.
Not because I wrestled but because I hustled.
She fought in mud pits. I fought in boardrooms.
She faced naysayers. So did I.
She had to prove herself again and again. So did I.
In her, I saw a mirror. Different arena. Same fight. (Hustle Memo 2 - My most treasured $30)
So I walked up. Nervous, a little awkward, and said: “Can I take a photo with you?”
She smiled. Humble. Gracious, Like it was the most normal thing in the world.
But to me—it wasn’t. It was a full-circle moment.
We didn’t talk much—maybe a few words but it was enough. That photo wasn’t a memory.
It was a reminder.
Geeta’s hustle reminded me of what it truly means to show up daily even when the world doesn’t believe in you yet. She didn’t have shortcuts. She didn’t have glam. She had grit.
In that moment, I remembered:
All the times I worked silently behind the scenes.
All the days no one clapped, no one noticed.
All the battles I fought just to prove that I belong.
And there she was—living proof that fight pays off.
“Some People Carry Their Medals in Spirit”
There’s a reason I didn’t stop those actors, Their victories felt scripted.
But Geeta’s?
Hers were earned. With sweat. With failure. With comeback.
She reminded me: Some people don’t carry medals. They carry moments.
Moments where they didn’t quit, Moments where they fought invisible wars, Moments that no camera ever captured but made them who they are. She didn’t just wrestle opponents. She wrestled doubts. Norms. Entire systems. And still smiled at an airport like it was just another day.
Hope: For Every Quiet Fighter Reading This
If you’re out there, building quietly, Fighting battles no one claps for, Wondering if it’s worth it?
This is your sign: Yes, it is.
You don’t need fame. You don’t need a stage. You need to keep showing up.
Because someone, somewhere, is watching your hustle and thinking,
“Damn. That’s who I want to take a photo with someday.”
About: Geeta Phogat isn’t just India’s first female wrestling gold medalist. She’s the daughter who defied norms, the fighter who opened locked doors, and the woman who made every Indian girl believe she could own the mat.
She didn’t just win matches—she rewrote the script. From muddy akharas to the global stage, Geeta didn’t ask for a path she wrestled one into existence.
I Don’t Do This, But Some Hustlers Deserve It!
I’ve walked past celebrities before, Actors. Influencers. People with millions of followers.
Never once did I feel the urge to stop them, To ask for a selfie, To interrupt their day.
But then one afternoon, at an airport terminal somewhere between the security checking and boarding gates—I saw her.
Not a star.
A fighter.
Geeta Phogat.
And something inside me moved.
I hesitated, I’ not the type to chase selfies. Not the type to chase people but this wasn’t about fame. This wasn’t fanboy energy.
This was respect.
Because this woman—standing in front of me in calm energy had fought battles I recognized.
Not because I wrestled but because I hustled.
She fought in mud pits. I fought in boardrooms.
She faced naysayers. So did I.
She had to prove herself again and again. So did I.
In her, I saw a mirror. Different arena. Same fight. (Hustle Memo 2 - My most treasured $30)
So I walked up. Nervous, a little awkward, and said: “Can I take a photo with you?”
She smiled. Humble. Gracious, Like it was the most normal thing in the world.
But to me—it wasn’t. It was a full-circle moment.
We didn’t talk much—maybe a few words but it was enough. That photo wasn’t a memory.
It was a reminder.
Geeta’s hustle reminded me of what it truly means to show up daily even when the world doesn’t believe in you yet. She didn’t have shortcuts. She didn’t have glam. She had grit.
In that moment, I remembered:
All the times I worked silently behind the scenes.
All the days no one clapped, no one noticed.
All the battles I fought just to prove that I belong.
And there she was—living proof that fight pays off.
“Some People Carry Their Medals in Spirit”
There’s a reason I didn’t stop those actors, Their victories felt scripted.
But Geeta’s?
Hers were earned. With sweat. With failure. With comeback.
She reminded me: Some people don’t carry medals. They carry moments.
Moments where they didn’t quit, Moments where they fought invisible wars, Moments that no camera ever captured but made them who they are. She didn’t just wrestle opponents. She wrestled doubts. Norms. Entire systems. And still smiled at an airport like it was just another day.
Hope: For Every Quiet Fighter Reading This
If you’re out there, building quietly, Fighting battles no one claps for, Wondering if it’s worth it?
This is your sign: Yes, it is.
You don’t need fame. You don’t need a stage. You need to keep showing up.
Because someone, somewhere, is watching your hustle and thinking,
“Damn. That’s who I want to take a photo with someday.”
About: Geeta Phogat isn’t just India’s first female wrestling gold medalist. She’s the daughter who defied norms, the fighter who opened locked doors, and the woman who made every Indian girl believe she could own the mat.
She didn’t just win matches—she rewrote the script. From muddy akharas to the global stage, Geeta didn’t ask for a path she wrestled one into existence.
HUSTLE MEMO #010 - He built me. I built the dream. And then—we built together.
From Training Me to Trusting Me: The Full Circle of Leadership.
Before I jumped into the ocean of the unknown, my entrepreneur journey, I worked for a multinational company as a Network Administrator, Managing Singapore and a few other countries under the leadership of Sohail Hanif (the best boss/manager I ever had). I still remember the day I walked into Suntec City Tower 2 for the interview for one of the tech companies, which was about to go public, for one of the platforms.
Sohail Hanif took my interview. This was in 2000, the millennium year, and that was my last interview. I am going to celebrate 25 years without an interview. The sound of that seems nice. I must have done well for myself, haha.
Well, I was impressed by Hanif’s personality on that day of the interview; he made me feel comfortable, was straight to the point, and, based on his gut, offered me a job. I must have impressed him, or, if it was a dire situation of getting a network engineer, I'll take it. I must have impressed him (it feels better that way, after all, that was supposed to be my last interview ever).
Over the course of my job under him, I started getting fond of him for his nature and the way he managed the whole team. Everyone loved him. I learnt so many management lessons from him without ever noticing, as he was a very hardworking individual, way more than anyone around. While still being available for us. What I learnt from Sohail Hanif
Absorb Leadership Silently
You don’t need permission to learn. Observe your boss. How they handle failure. How they fight for you. How they distribute credit and absorb blame.
Become That Person When No One's Watching
Leadership isn’t a title. It’s your instinct when chaos hits. During the early days of my company, I asked: *What would Sohail do?* That question guided me more than any manual ever did.
But when I left to start my company (Story in Hustle Memo #001 and #002), I left that leadership behind. For years, I missed it—the clarity, the protection, the fire—until one day, years later, he visited my home.
We talked about everything: my time under him, the wild ride of entrepreneurship, and the small wins that kept me going. That dinner, I think I impressed him again—this time with my journey.
This went into few discussion over the next few months and before we knew Sohail Hanif joined us as a partner for one of our companies. His experience and connections were a catalyst. We became a Microsoft Gold Partner, landed overseas investment, and started playing in a bigger league. His trust unlocked doors I couldn’t open alone.
Here's what I learned from the experience:
Prove It Without Expecting a Return
Years later, when Sohail came over for dinner, I wasn't pitching him. I was sharing my journey—the raw ups and downs. There was no mask, no selling, but authenticity sold itself.
Let the Circle Complete Itself
When he joined us as a partner, magic happened. His trust unlocked opportunities we couldn’t dream of alone. We became Microsoft Gold Partners, closed overseas investments, and started playing at a different level.
🔁 Real Stories. Real Hope.
When we onboard leaders who once mentored us, we don’t just hire talent—we bring in *legacy*. Multiple founders grew faster when they reconnected with people who believed in them earlier. You build faster with people who’ve already seen your roots.
📚 *The Research*
Harvard Business Review cites “transformational mentorship” as one of the leading accelerators for second-stage entrepreneurs. The difference? These mentors *know* your foundation. They don’t need a pitch deck to believe in your next move.
💬 Final Words
We spend years chasing investors, co-founders, and growth. But sometimes, the person who believed in you *before you believed in yourself* is already the best partner you'll ever find.
DON’T JUST NETWORK - RECONNECT.
From Training Me to Trusting Me: The Full Circle of Leadership.
Before I jumped into the ocean of the unknown, my entrepreneur journey, I worked for a multinational company as a Network Administrator, Managing Singapore and a few other countries under the leadership of Sohail Hanif (the best boss/manager I ever had). I still remember the day I walked into Suntec City Tower 2 for the interview for one of the tech companies, which was about to go public, for one of the platforms.
Sohail Hanif took my interview. This was in 2000, the millennium year, and that was my last interview. I am going to celebrate 25 years without an interview. The sound of that seems nice. I must have done well for myself, haha.
Well, I was impressed by Hanif’s personality on that day of the interview; he made me feel comfortable, was straight to the point, and, based on his gut, offered me a job. I must have impressed him, or, if it was a dire situation of getting a network engineer, I'll take it. I must have impressed him (it feels better that way, after all, that was supposed to be my last interview ever).
Over the course of my job under him, I started getting fond of him for his nature and the way he managed the whole team. Everyone loved him. I learnt so many management lessons from him without ever noticing, as he was a very hardworking individual, way more than anyone around. While still being available for us. What I learnt from Sohail Hanif
Absorb Leadership Silently
You don’t need permission to learn. Observe your boss. How they handle failure. How they fight for you. How they distribute credit and absorb blame.
Become That Person When No One's Watching
Leadership isn’t a title. It’s your instinct when chaos hits. During the early days of my company, I asked: *What would Sohail do?* That question guided me more than any manual ever did.
But when I left to start my company (Story in Hustle Memo #001 and #002), I left that leadership behind. For years, I missed it—the clarity, the protection, the fire—until one day, years later, he visited my home.
We talked about everything: my time under him, the wild ride of entrepreneurship, and the small wins that kept me going. That dinner, I think I impressed him again—this time with my journey.
This went into few discussion over the next few months and before we knew Sohail Hanif joined us as a partner for one of our companies. His experience and connections were a catalyst. We became a Microsoft Gold Partner, landed overseas investment, and started playing in a bigger league. His trust unlocked doors I couldn’t open alone.
Here's what I learned from the experience:
Prove It Without Expecting a Return
Years later, when Sohail came over for dinner, I wasn't pitching him. I was sharing my journey—the raw ups and downs. There was no mask, no selling, but authenticity sold itself.
Let the Circle Complete Itself
When he joined us as a partner, magic happened. His trust unlocked opportunities we couldn’t dream of alone. We became Microsoft Gold Partners, closed overseas investments, and started playing at a different level.
🔁 Real Stories. Real Hope.
When we onboard leaders who once mentored us, we don’t just hire talent—we bring in *legacy*. Multiple founders grew faster when they reconnected with people who believed in them earlier. You build faster with people who’ve already seen your roots.
📚 *The Research*
Harvard Business Review cites “transformational mentorship” as one of the leading accelerators for second-stage entrepreneurs. The difference? These mentors *know* your foundation. They don’t need a pitch deck to believe in your next move.
💬 Final Words
We spend years chasing investors, co-founders, and growth. But sometimes, the person who believed in you *before you believed in yourself* is already the best partner you'll ever find.
DON’T JUST NETWORK - RECONNECT.
# HUSTLE MEMO #011 - The Secret to Build a Product That Sells Instantly.
Stop Guessing, Start Listening: Turning Client Conversations into Fortune.
After a couple of years of great success with ChequePRO (the story I shared in Hustle Memo #008), our customers asked whether we also had an HRMS system (Human Resource Management System). This was limited initially, but then we saw the pattern, and we started asking questions internally and with the clients.
Our questions to the client were: What are they looking for in an HRMS system, and, importantly, what is missing (the problem statement)? Our reason for asking was simple: HRMS systems are simple, run-of-the-mill solutions that existed way before we were even incorporated and are most common.
Over the next few months, and various discussions with clients while still riding on the ChequePRO success, we realized that we have a product idea right in front of us.
At that time, we were still naive and did not even understand the importance of product fit and client feedback, as our first solution came out of a problem from one single client. We were actually fortunate to have access to all these clients and the problems they shared with us.
STOP GUESSING:
For the first time, we understood the word "stop guessing." We did not need to guess what a client needed or assume the functions and features based on our limited understanding ( we were still a small team). The product and its problem statement were right in front of us. No market Research was needed, as we were right in the market, and it was screaming HRMS.
BIG QUESTIONS
Why were we getting this information? Were we “lucky”?
Did we do something right without knowing it?
Why were the clients comfortable with us? and
Is this just a wish list, or is there a market for the solution?
START LISTENING:
The most said and least implemented 2 words. We listened carefully and asked questions about what is missing in your current system, what you would like to have in the new system, and what will make you move to a new one. I may say we got answers to the big questions or doubts.
The clients were comfortable sharing with us not because we were lucky; it was because we had already WOW’ed them with our product, “ChequePRO.” They loved the solution and wanted their HR system to be similar: simple, easy, and smart (Not AI-powered, as we are still in 2007).
Yes, we did something right with our knowledge. We addressed a market gap, and we did not stop with 2 forms. We went all in and built on top of a client's feedback and use cases rather than our guesswork.
Was all that we needed to know to Turn Client Conversations into Fortune.
Far from reality, all we got was an idea, and the probability of its success was much higher than that of anyone else who was just guessing or blindly copying some product or solution that was already working. There is nothing wrong with that if you can build something at least three to four times better than that product, which hardly happens in real time.
Companies that copy successful products and make them ten times better are billion-dollar companies today. The interesting book ZERO TO ONE addresses this point and has the most important ten questions for any company planning to create a product.
We were in the initial steps of our journey, and neither was I into reading books. We had no idea of what a mentor meant or where to find one. We were raw and were working more out of our guts and instincts. We felt this felt right, and we would go for it.
The advantage of being a startup is that you can get started on something you feel is the right thing to do, fail faster, and improvise as you go. So we decided we were building an HR solution. All we needed was a name, haha. A lot and a lot more than a name.
Stop Guessing, Start Listening: Turning Client Conversations into Fortune.
After a couple of years of great success with ChequePRO (the story I shared in Hustle Memo #008), our customers asked whether we also had an HRMS system (Human Resource Management System). This was limited initially, but then we saw the pattern, and we started asking questions internally and with the clients.
Our questions to the client were: What are they looking for in an HRMS system, and, importantly, what is missing (the problem statement)? Our reason for asking was simple: HRMS systems are simple, run-of-the-mill solutions that existed way before we were even incorporated and are most common.
Over the next few months, and various discussions with clients while still riding on the ChequePRO success, we realized that we have a product idea right in front of us.
At that time, we were still naive and did not even understand the importance of product fit and client feedback, as our first solution came out of a problem from one single client. We were actually fortunate to have access to all these clients and the problems they shared with us.
STOP GUESSING:
For the first time, we understood the word "stop guessing." We did not need to guess what a client needed or assume the functions and features based on our limited understanding ( we were still a small team). The product and its problem statement were right in front of us. No market Research was needed, as we were right in the market, and it was screaming HRMS.
BIG QUESTIONS
Why were we getting this information? Were we “lucky”?
Did we do something right without knowing it?
Why were the clients comfortable with us? and
Is this just a wish list, or is there a market for the solution?
START LISTENING:
The most said and least implemented 2 words. We listened carefully and asked questions about what is missing in your current system, what you would like to have in the new system, and what will make you move to a new one. I may say we got answers to the big questions or doubts.
The clients were comfortable sharing with us not because we were lucky; it was because we had already WOW’ed them with our product, “ChequePRO.” They loved the solution and wanted their HR system to be similar: simple, easy, and smart (Not AI-powered, as we are still in 2007).
Yes, we did something right with our knowledge. We addressed a market gap, and we did not stop with 2 forms. We went all in and built on top of a client's feedback and use cases rather than our guesswork.
Was all that we needed to know to Turn Client Conversations into Fortune.
Far from reality, all we got was an idea, and the probability of its success was much higher than that of anyone else who was just guessing or blindly copying some product or solution that was already working. There is nothing wrong with that if you can build something at least three to four times better than that product, which hardly happens in real time.
Companies that copy successful products and make them ten times better are billion-dollar companies today. The interesting book ZERO TO ONE addresses this point and has the most important ten questions for any company planning to create a product.
We were in the initial steps of our journey, and neither was I into reading books. We had no idea of what a mentor meant or where to find one. We were raw and were working more out of our guts and instincts. We felt this felt right, and we would go for it.
The advantage of being a startup is that you can get started on something you feel is the right thing to do, fail faster, and improvise as you go. So we decided we were building an HR solution. All we needed was a name, haha. A lot and a lot more than a name.
Well the name was easy - we got our ideal client persona sorted with the notion the the enterprises for sure will have a HR solution, so our clients are SME”s - Singapore, Malaysia, Indonesia … all have 90% companies SME’s - so our name of the next product that sold instantly was “SMEPayroll”
We embarked on the journey, build the produst and fast forward to first ever demo for the solution - I as a the CEO went as the sales person for the demo, Similar to what i did for “Chequepro” & do for every new product we ever built, i love to see the expression on the cleints face first time they see what we built, the trill of the WOW factor is price less for me and will always be.
Again, shaken to the core, I went to the demo. (I highly recommend reading the Chequepro Demo story if you haven't already, as that will make this one dimmer but will give you the context of the journey.)
This time I had a motor bike but no Anita to support me, it was a demo with a gentleman, Mr. Tan, an office admin who looked after the payroll.
Well, I went into the demo, showing the solution that I was proud to have designed based on the feedback of ChequePRO clients, highlighting how our solution was different from what's available in the market, how we have addressed the GAP, and all that I had learnt during the development of the solution. This went on for an hour, and I was addressing the questions while being nervous.
What was different from the first demo of the previous product was a layer of confidence in the merits of its success. Under this hard shell of confidence, I was nervous as I was back in an unknown, uncharted territory, and less-known domain.
What happened next changed the course of the company and the solution.
The client not only liked the product but also loved it. The best part was that he made me fax over the quotation while I was in his office, signed it, and gave it to me in my hand.
I was frozen internally but moving externally because of the excitement that had overtaken me. I thanked him and all Mighty GOD and walked to my motorbike. I had to share this information, blow this news all over the world. I was invincible, I was Superman, I was everything I could be.
I called my partner, i still remember the location, my knee on the motorbike seat, i told him how the demo went and how i was able to sell the solution on the spot, and most importantly i said - “**WE ARE GOING TO MAKE A LOT OF MONEY”**
**So did we, made tremendous success, and out of its success came many more companies we run today.
Spoiler: Next memo - “Sold instantly and Crashed immediately - SMEPayroll”**
We embarked on the journey, build the produst and fast forward to first ever demo for the solution - I as a the CEO went as the sales person for the demo, Similar to what i did for “Chequepro” & do for every new product we ever built, i love to see the expression on the cleints face first time they see what we built, the trill of the WOW factor is price less for me and will always be.
Again, shaken to the core, I went to the demo. (I highly recommend reading the Chequepro Demo story if you haven't already, as that will make this one dimmer but will give you the context of the journey.)
This time I had a motor bike but no Anita to support me, it was a demo with a gentleman, Mr. Tan, an office admin who looked after the payroll.
Well, I went into the demo, showing the solution that I was proud to have designed based on the feedback of ChequePRO clients, highlighting how our solution was different from what's available in the market, how we have addressed the GAP, and all that I had learnt during the development of the solution. This went on for an hour, and I was addressing the questions while being nervous.
What was different from the first demo of the previous product was a layer of confidence in the merits of its success. Under this hard shell of confidence, I was nervous as I was back in an unknown, uncharted territory, and less-known domain.
What happened next changed the course of the company and the solution.
The client not only liked the product but also loved it. The best part was that he made me fax over the quotation while I was in his office, signed it, and gave it to me in my hand.
I was frozen internally but moving externally because of the excitement that had overtaken me. I thanked him and all Mighty GOD and walked to my motorbike. I had to share this information, blow this news all over the world. I was invincible, I was Superman, I was everything I could be.
I called my partner, i still remember the location, my knee on the motorbike seat, i told him how the demo went and how i was able to sell the solution on the spot, and most importantly i said - “**WE ARE GOING TO MAKE A LOT OF MONEY”**
**So did we, made tremendous success, and out of its success came many more companies we run today.
Spoiler: Next memo - “Sold instantly and Crashed immediately - SMEPayroll”**
# HUSTLE MEMO #012 - The Room I Wasn’t Supposed to Be In
Three years ago, I was fixing computers under desks.
Those three years weren’t just a timeline—they were everything.
They held every doubt, every cable untangled, every risk taken alone.
It wasn’t just three years of work. It was three years of becoming.
Running $30 ads in classifieds under a name I made up just to sound ‘trustable’.
For the first two years, I was barely surviving—building one IT contract at a time, taking calls off classified ads, untangling cables under desks. I remember crouching under one office table thinking, “This is the real MBA no one talks about.” From placing my first ad as Andy Anand, to solving problems no one else wanted to fix, I thought I was just doing what I had to do to stay afloat.
I never expected recognition.
Then the unexpected happened —
The President of the Sikh Temple nominated me for the Young Entrepreneurs Award under the SICCI-DBS Singapore Indian Entrepreneur Awards 2006, issued by the Singapore Indian Chamber of Commerce and Industry in collaboration with DBS Bank.
These awards were created to recognise the achievements of outstanding Indian entrepreneurs and to promote the spirit of entrepreneurship. He had watched my early hustle, built trust, showed up for the community. He saw something in me and wanted others to see it too. That nomination alone meant the world to me.
And just like that, I was sitting across the table from S. Dhanabalan (Chairman of Temasek Trust), a Deloitte partner, and leaders from DBS and other Singapore powerhouses. I walked into that room with one thought: “What if I don’t belong here?”
Unexpected Calm
I suited up. Walked in.
And instead of panic, something else kicked in:
I felt calm. Even energized.
My heart didn’t pound.
My hands didn’t shake.
My mind was sharp.
I was… ready. Ironically, the adrenaline cooled me down. Because for the first time, I wasn’t trying to impress anyone.
I just told my truth.
The Steps That Got Me in That Room
Let’s break down how a no-name immigrant founder ends up across the table from the Chairman of Temasek:
Step 1:
Solve, Don’t Sell
Forget the pitch deck.
Spend years solving small real problems.
People notice.
Step 2:
Show Up With Consistency
Reputation doesn’t need marketing if your service is predictable, honest, and on time.
Step 3:
Take the Invitation Seriously, Not Yourself
You’re not owed the room. But when it opens, walk in with curiosity not performance.
Step 4:
Speak Like It’s Your Last Chance
Don’t overprepare the “right” answer.
Say the real one.
The Day They Saw the Hustle
After the interview, I didn’t care if I won.
Because something rare had happened:
The panel didn’t applaud my polish.
They respected my truth.
Later, one of the judges said:
“You didn’t sound like someone trying to win.
You sounded like someone who’s been through it.”
That line stuck with me.
I was a finalist not because I sounded like an entrepreneur.
I lived like one.
Awarded Young Entrepreneur of the year 2006
What did I learn? Let me see if I can summarize and hopes it helps someone in their journey.
1. Biggest investment to indulge in – “Yourself” – The more you invest in yourself, the better the outcome. Learning Must be Continuous.
2. Biggest trap to avoid – “Doing everything yourself” I – Seen tons of my peers and myself victims of it; easier said than done, but the sooner you can offload, the faster your growth.
3. Biggest mistake – “Not expecting failure” – Great success is built upon failure; that’s why the Most Successful People Fail Most Often.
4. Biggest hurdle-” Yourself” – We are the biggest hurdle in our success because we set our limits, and more often than not, it’s the stories we tell ourselves that prevent us from attaining what we could have otherwise achieved. “Trust Yourself.”
5. Biggest takeaway – “Every adversity has an opportunity” – it’s the universe’s way of doing a course correction.
Three years ago, I was fixing computers under desks.
Those three years weren’t just a timeline—they were everything.
They held every doubt, every cable untangled, every risk taken alone.
It wasn’t just three years of work. It was three years of becoming.
Running $30 ads in classifieds under a name I made up just to sound ‘trustable’.
For the first two years, I was barely surviving—building one IT contract at a time, taking calls off classified ads, untangling cables under desks. I remember crouching under one office table thinking, “This is the real MBA no one talks about.” From placing my first ad as Andy Anand, to solving problems no one else wanted to fix, I thought I was just doing what I had to do to stay afloat.
I never expected recognition.
Then the unexpected happened —
The President of the Sikh Temple nominated me for the Young Entrepreneurs Award under the SICCI-DBS Singapore Indian Entrepreneur Awards 2006, issued by the Singapore Indian Chamber of Commerce and Industry in collaboration with DBS Bank.
These awards were created to recognise the achievements of outstanding Indian entrepreneurs and to promote the spirit of entrepreneurship. He had watched my early hustle, built trust, showed up for the community. He saw something in me and wanted others to see it too. That nomination alone meant the world to me.
And just like that, I was sitting across the table from S. Dhanabalan (Chairman of Temasek Trust), a Deloitte partner, and leaders from DBS and other Singapore powerhouses. I walked into that room with one thought: “What if I don’t belong here?”
Unexpected Calm
I suited up. Walked in.
And instead of panic, something else kicked in:
I felt calm. Even energized.
My heart didn’t pound.
My hands didn’t shake.
My mind was sharp.
I was… ready. Ironically, the adrenaline cooled me down. Because for the first time, I wasn’t trying to impress anyone.
I just told my truth.
The Steps That Got Me in That Room
Let’s break down how a no-name immigrant founder ends up across the table from the Chairman of Temasek:
Step 1:
Solve, Don’t Sell
Forget the pitch deck.
Spend years solving small real problems.
People notice.
Step 2:
Show Up With Consistency
Reputation doesn’t need marketing if your service is predictable, honest, and on time.
Step 3:
Take the Invitation Seriously, Not Yourself
You’re not owed the room. But when it opens, walk in with curiosity not performance.
Step 4:
Speak Like It’s Your Last Chance
Don’t overprepare the “right” answer.
Say the real one.
The Day They Saw the Hustle
After the interview, I didn’t care if I won.
Because something rare had happened:
The panel didn’t applaud my polish.
They respected my truth.
Later, one of the judges said:
“You didn’t sound like someone trying to win.
You sounded like someone who’s been through it.”
That line stuck with me.
I was a finalist not because I sounded like an entrepreneur.
I lived like one.
Awarded Young Entrepreneur of the year 2006
What did I learn? Let me see if I can summarize and hopes it helps someone in their journey.
1. Biggest investment to indulge in – “Yourself” – The more you invest in yourself, the better the outcome. Learning Must be Continuous.
2. Biggest trap to avoid – “Doing everything yourself” I – Seen tons of my peers and myself victims of it; easier said than done, but the sooner you can offload, the faster your growth.
3. Biggest mistake – “Not expecting failure” – Great success is built upon failure; that’s why the Most Successful People Fail Most Often.
4. Biggest hurdle-” Yourself” – We are the biggest hurdle in our success because we set our limits, and more often than not, it’s the stories we tell ourselves that prevent us from attaining what we could have otherwise achieved. “Trust Yourself.”
5. Biggest takeaway – “Every adversity has an opportunity” – it’s the universe’s way of doing a course correction.