Tushar Sen
CEO
Engaging in a one-on-one interaction with the team of CEO Insights magazine,Tushar Sen highlights upon his professional journey and how he is making constant efforts towards leaving greater impact on society.
Tell us about your professional back ground and experience. Also, what inspired you to start your entrepreneurial journey?
If I highlight on my professional career, it started in Banking & Financial Services domain since the sheer volume of experience in that field wasn't enough to inspire me to start a venture so I chose technology instead. Choosing technology was an outcome of my personal interest and my educational background. I kept writing codes over the years, some for myself and some for small companies, but never took it up professionally until I met my co-founder Shivanshu. It is he who pushed me to think about programming not as a hobbyist but as an entrepreneur. And what happened next was we founded Boolean Digital Studio LLP, named after the man who laid the foundation of modern information age (George Boole).
What drives me is the freedom to create, to innovate without the hassles of corpo rate bureaucracy, I no longer have to please my bosses and no one needs to please me in Boolean either.
How would you define Boolean Digital Studio as an organization and its position in the market?
Our culture is a foundation of our success and it is completely people oriented, touching lives and making
a difference to employees, stakeholders, customers and partners alike.
Having a mission to give businesses the power to build community and bring the world closer together, we have family of apps and services through which we're building a different kind of company that connects companies and their customers digitally around the world. We stand among the stalwarts as the official member of the United Nations LGBT Charter as we have sworn to provide equal opportunities to this community. We are also Ecologi certified company as we support climate projects and help in planting over 1000 trees in a year. We have applied for Carbon Neutral certification as well, as our company runs completely on Solar Power.
Success is still a few miles away, but we will get there sooner than any other tech startup. As the CEO of the company, I carry a yardstick called ‘world class', and anything short of it gets immediately discarded without further discussion. Nothing world class is ever made with compromises, only after a few tens of times does any streak of brilliance glistens in anything we get down to polish. Every thing we make, from our websites to our presentations to our products, everything goes through rigorous and sometimes frustrating number of iterations before it finally sees the light of the day so that every jagged edge is removed before we unveil anything to the world, the process is painfully laborious, but we learn every time we go through it. We live by the principle that learning is not discrete but a continuous function and that if we stop learning we would surely stumble and fall.
As the CEO of the company how do you align strategies with the company's overall goals?
When company wide goals are set, steps must be taken to ensure that employees are informed about what they should be working on and why. Managers must ensure that their individual goals and the goals of their direct reports are in line with the overarching strategy.
When employees don't know their company's mission, vision or core values, they are left with a lack of direction. Instead, they need to be aware of how their projects fit into the overall organizational framework and how their specific contributions
Having a mission to give businesses the power to build community and bring the world closer together, we have family of apps and services through which we're building a different kind of company that connects companies and their customers digitally around the world. We stand among the stalwarts as the official member of the United Nations LGBT Charter as we have sworn to provide equal opportunities to this community. We are also Ecologi certified company as we support climate projects and help in planting over 1000 trees in a year. We have applied for Carbon Neutral certification as well, as our company runs completely on Solar Power.
In Boolean, we already have a Business Continuity Policy, very well drafted for such supply chain disruptions and it is shared with all our stakeholders and vendors
Success is still a few miles away, but we will get there sooner than any other tech startup. As the CEO of the company, I carry a yardstick called ‘world class', and anything short of it gets immediately discarded without further discussion. Nothing world class is ever made with compromises, only after a few tens of times does any streak of brilliance glistens in anything we get down to polish. Every thing we make, from our websites to our presentations to our products, everything goes through rigorous and sometimes frustrating number of iterations before it finally sees the light of the day so that every jagged edge is removed before we unveil anything to the world, the process is painfully laborious, but we learn every time we go through it. We live by the principle that learning is not discrete but a continuous function and that if we stop learning we would surely stumble and fall.
As the CEO of the company how do you align strategies with the company's overall goals?
When company wide goals are set, steps must be taken to ensure that employees are informed about what they should be working on and why. Managers must ensure that their individual goals and the goals of their direct reports are in line with the overarching strategy.
When employees don't know their company's mission, vision or core values, they are left with a lack of direction. Instead, they need to be aware of how their projects fit into the overall organizational framework and how their specific contributions
impact company strategy. The key here is alignment employees at all levels need to be aligned on their companies'larger goals, and those goals need to be broken down to a smaller scale to ensure that people remain engaged in day-to-day operations.
At Boolean every employee's performance is 85% quantifiable across all departments, even marketing and HR have quantitative daily/ monthly scorecards. This kind of transparency inculcates healthy competition and motivates employees to give their best. Our appraisal system is not just individualistic, it rewards and penalizes good and bad team performances respectively.
How has been your response to the challenges posed by the Covid affected market and the need for new strategies? How would you describe your role in tackling those challenges?
By making risk management part of strategic planning, companies can routinely simulate how such events could disrupt their businesses and use those insights to design footprints and supply chains that will stand up to the realities of global business today.
When trying to identify supply chain risks, companies should look beyond the obvious. Typically, major disruptions stem not from high volume and/or high value parts, but from seemingly less critical commodities buried somewhere deep in the supply chain. For example, only when an earthquake hit in 2011, did automakers fully realize just how dependent they were on Fukushima, Japan for metallic paints.
In Boolean, we already have a Business Continuity Policy, very well drafted for such supply chain disruptions and it is shared with all our stakeholders and vendors.
In your professional journey so far, which are the milestones that bestowed you with utmost satisfaction both as an individual and as an entrepreneur?
I have started on a new journey where my professional milestones as an individual count for nothing, what really matters now is how do I shape my future and the future of those who look up to me as the leader of my firm and believe in me. As an entrepreneur I have set my eyes on some milestones that I need to accomplish in the coming year, one of them being opening offices in other countries. Having said that, I would want my milestones to speak for them selves rather than me speaking about them.
Tushar Sen, CEO, Boolean Digital Studio
This pioneering professional has been eyeing to achieve business excellence by leveraging his diverse industry experience and his drive for constant innovation.
At Boolean every employee's performance is 85% quantifiable across all departments, even marketing and HR have quantitative daily/ monthly scorecards. This kind of transparency inculcates healthy competition and motivates employees to give their best. Our appraisal system is not just individualistic, it rewards and penalizes good and bad team performances respectively.
How has been your response to the challenges posed by the Covid affected market and the need for new strategies? How would you describe your role in tackling those challenges?
By making risk management part of strategic planning, companies can routinely simulate how such events could disrupt their businesses and use those insights to design footprints and supply chains that will stand up to the realities of global business today.
When trying to identify supply chain risks, companies should look beyond the obvious. Typically, major disruptions stem not from high volume and/or high value parts, but from seemingly less critical commodities buried somewhere deep in the supply chain. For example, only when an earthquake hit in 2011, did automakers fully realize just how dependent they were on Fukushima, Japan for metallic paints.
In Boolean, we already have a Business Continuity Policy, very well drafted for such supply chain disruptions and it is shared with all our stakeholders and vendors.
In your professional journey so far, which are the milestones that bestowed you with utmost satisfaction both as an individual and as an entrepreneur?
I have started on a new journey where my professional milestones as an individual count for nothing, what really matters now is how do I shape my future and the future of those who look up to me as the leader of my firm and believe in me. As an entrepreneur I have set my eyes on some milestones that I need to accomplish in the coming year, one of them being opening offices in other countries. Having said that, I would want my milestones to speak for them selves rather than me speaking about them.
Tushar Sen, CEO, Boolean Digital Studio
This pioneering professional has been eyeing to achieve business excellence by leveraging his diverse industry experience and his drive for constant innovation.