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Muralidharan Subramanian has sold instant coffee and milk powder in the hamlets of Bodhi

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and Theni in Tamil Nadu, Maggi Noodles on the streets of Hyderabad.

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He sold franchises in the US, chocolates and tomato paste in Africa.

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And now he is global sales head for Smart parking solutions for a US based company.

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Murali is the embodiment of the fluent, fast talking salesperson who sells with passion

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and belief.

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He loves criss-crossing cultures and learning new languages.

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And he told me he has worked in over 60-70 countries.

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This is episode 11 of My First Job, the podcast that covers engaging career journeys and every

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single one is full of twists, turns and insights.

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My name is Venu Gopal Nair.

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I am the host of this podcast and CEO of Ideascape Communications, an advertising agency into

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branding, creative and design.

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So settle in, sit back and enjoy the conversation.

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Hi Murali and I think I'll need to do hardly any talking on this episode.

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Hi.

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Hi.

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At the very outset, let me just tell you, all I'm doing here is to share my kind of

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experiences which might be different from others.

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Okay.

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You are the global sales head of Smart City Parking.

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See what we do is we provide parking solutions wherever they are needed.

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And since it is human being who drives all these vehicles and then haphazardly park,

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it becomes our expertise into play where we make things much more easier for either the

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passage of the vehicles or the parking of the vehicle.

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And my role is to make sure that I get the client support.

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We are specialized in customizing solutions.

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We come to you, we assess your needs, we sit across the table and we suggest these are

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all the things.

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Would you be interested in going for these kinds of solutions?

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I guess that's a lifetime of experience speaking.

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Why don't we go back to the early days?

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Everybody's a salesman.

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I firmly believe in this.

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You see, when I have to convince you to my point of view, the act of salesmanship is

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already bigger and it culminates only when I'm able to persuade you to take an action.

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And this I learned very early in my career.

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First year was just an extension of my life.

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When I started my first job, it was the company's called Nestle today, but those days it was

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food specialties.

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You see, I'm not from a big school.

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The criteria for getting into Nestle, I started off with the Oberoi School, the group of hotels.

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Okay.

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So it was a very, very brief stint.

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That is where F.J. Ryan, the erstwhile managing director was staying in one of the hotels

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and he saw me as one of the front office receptionists.

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That's how I got out from Oberoi to the Nestle and Nestle had to pay 2.6 lakh rupees in 1987

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to get me out of Oberoi.

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My job was to promote coffee powder, Maggie noodles.

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I used to go to schools and institutions to sample noodles and then we used to go to corporate

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houses, prepare coffee and serve it to the employees there.

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I was very proud of doing the most menial thing in life.

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It has to be ingrained.

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And I learned from my parents.

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My mom teaches music and I knew how hard she worked herself so that she could deliver better

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as a teacher.

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My father was a soldier.

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I knew how he used to be polishing his shoes.

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And these are all the things that I carried forward, which helped me groom myself and

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grow better as a human being.

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Coming back to the promotion story.

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So I used to be going to these pawn shops where I used to see these guys selling shampoos

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and I used to ask these pawns, why do you have a shampoo packet in your shop?

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Then I said, if you're having shampoo, if you're having cough syrup, you might as well

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have Maggie noodles.

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So it was a shock to him.

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But then I said, okay, why don't you just try?

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There's no harm in trying.

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And you know, I started off in Hyderabad.

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Maggie's color is very eye catching.

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In no time, the entire street was painted like Maggie.

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No merchandising team.

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I'm talking about pre, you know, infancy stages in terms of advertising and marketing

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in India.

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I'm talking about 1980s.

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So I just painted this entire stretch yellow and red.

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And it so happened that my managing director, F.J.

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Ryan was visiting this place and he saw both sides and he was like, my goodness, how are

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they sending Maggie in those small little outfits?

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He asked his manager to find out who the representative was who was handling this area.

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I won't name this representative, but then he thought there was something amiss.

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So immediately said that I'm not the one who's doing it.

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It's a new promoter who's been handling this area.

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So I think it is better you ask him.

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So they immediately asked me to come over to the hotel.

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You know, those days, if you're asked to come to the hotel, it was not a good sign.

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I had nothing to do.

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I went there and this guy said, are you the guy who plays those things?

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I said, yes, sir.

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He is okay.

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Come into the management.

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Finished.

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So you called into the management and then began your stint of working abroad for Nestle.

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From there, I was, I was again offered a bigger responsibility with the Cadbury chocolate.

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So I was handling the Middle East and the African continent.

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With Nestle, I was confined to India.

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Those days I was confined to the Malabar stretch to begin with.

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After Hyderabad, I went to Malabar stretch and after Malabar, they gave me the entire

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northeast of India.

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I was handling all the seven states.

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I have personally believed that the moment you feel that you're in a comfort zone, your

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learning ability starts to cease.

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The more adversity you face is when you get to learn more, you add resilience to yourself.

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I grew up with a mindset where nobody's a stranger, white, black, yellow, you spoke

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whatever language.

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I looked at it as another platform for learning more and growing more.

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When you go to the world with the mindset of nobody's a stranger, accomplishments becomes

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easier.

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Can you retrace one of the early markets where you were a complete stranger to the market,

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the language?

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I'll go back to the very early days and I was handling this in Bodhi and Thani, it's

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you know, in Tamil Nadu.

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There still is a culture of people waking up early in the morning and going for a cup

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of coffee to the coffee shop.

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They just go out there about four o'clock is the time the tea shop starts to open and

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you have all those devotional songs being played.

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This guy starts to heat his milk.

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People starts to walk in one, two, three and then he has to wait for the milkman to come

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and deliver the milk in the morning.

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So sometimes it is like the shop is already open and the milkman comes about five or 10

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minutes later.

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I was watching this and I had to sell milk powder and I had to sell coffee powder and

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now both of these are not doing fresh because they are used to fresh milk and they are used

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to freshly ground coffee powder.

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People had warned me, they said you're going to bang your head, Bodhi and Thani, forget

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it.

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I don't think so.

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I used to wake up three thirty in the morning dressed like this, you know, and used to carry

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my kids.

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By the time he opened the store, I was there with him and I used to watch him waiting for

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the milk and I used to tell him, listen, why don't you add this milk powder, make coffee

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with my powder, give it to them.

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I'm not charging you anything.

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And if these customers complain, you don't have to persist with my product.

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You have nothing to lose by experimenting.

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I used to go, I used to mix everything.

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I used to make it for him and then he used to go give it to these customers.

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And I was dressed like this and I used to go and ask them, how is the coffee?

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Do you like it?

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Is it different from what you have?

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When you pay attention, you already won your customer.

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Fact of the matter is, I've shown them the attention that they deserve.

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So and that was genuine.

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That was not salesmanship.

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You have this window for opportunity before the freshman arrives.

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I didn't want to lose that.

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There were about twenty or five shops and I converted twenty four of them.

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I left one as a mark of respect for my manager because he said, Murali, an original filter

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coffee.

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Wonderful story.

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This is within the Indian culture.

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Why don't you narrate something that happened on one of your markets abroad?

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I will tell you something about Africa.

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You see in Africa, most of these retail markets are dominated by Lebanese.

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Luckily for me, I pass like a Lebanese.

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I spoke Arabic also.

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In spite of the fact that they have a lot of fresh tomatoes available, their way of

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food culture, predominant use tomato paste.

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And they all have plenty of local locally made paste, which have got no consistency.

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The African market is very, very unorganized.

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And they will not buy.

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I was promoting a different brand, which was called Gino, which comes from the House

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of Watanmul, which is owned by a Sindhi out of Hong Kong.

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So he met me in Los Angeles.

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He says, Murali, yeah, so I took it.

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And it was a big, big challenge.

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Nobody would want to buy because it was definitely slightly more expensive.

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But then the quality was beyond compare.

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But nobody want to believe you.

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What I did was I made a local guy, a friend who used to be making local food.

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So we made a makeshift stall making tilapia, banku and tilapia.

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It's a dish which people usually go and eat and tilapia with a lot of tomato curry.

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And this is their favorite food.

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What we did was, and this my company did not spend.

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This was my personal initiative.

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It was a risk I was willing to take.

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These markets are open between five o'clock in the morning till about 11 o'clock in the

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morning.

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That's all.

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After that, everything disperses.

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Finished.

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It's all waiting in the middle of the road.

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I hired these guys, local guys who made banku and tilapia.

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And then they serve these main, main shopkeepers for free using this tomato mix.

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I made special aprons for these guys to be branding the tomato paste and the stall was

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branded.

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I engaged in this exercise for three weeks.

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I incurred an expense of $3,000.

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That's all.

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Today we have a factory.

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I go visit there after 15 years and they call me Mr. Gino.

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After 15 years.

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Are you formulating the strategy after seeing what is happening out there?

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No, no, no, it's not something to try and see.

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Most often than not, I firmly believe in intention and actions which are in synchronicity.

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If your intentions and actions match, 99.9% of the research will be favorable.

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And that is what I'm here to share as a person who's experienced it firsthand.

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You still have to learn the language to communicate, right?

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I am a very shameless person when it comes to learning.

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I am willing to make mistakes.

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People have been laughing at me and I have never felt offended.

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It's a part of your learning process.

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I mean, I still remember, but I used to transport myself back into my student days.

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I'm sure I would have made a hundred thousand mistakes.

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My teacher would definitely not have laughed at me.

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If she had laughed at me or he had laughed at me, I would never have learned anything.

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Anybody who's sincere as a friend, they will take one step further, come to you and correct

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you.

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They will say, this is how you say it.

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You need to have a sense of belonging.

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You go to Africa, you become an African.

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You don't go as if you're an Indian or an American.

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You start thinking with them.

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The moment you've endeared with them, the moment you become one among them, their trust

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in you multiplies manifold and you buy trust with sincerity and with honesty.

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And there is no substitute here.

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So how does this thing of working in over 70 countries, the first time you said it,

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I always looked at it and said, how can a person work across 70 countries in over 30

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years?

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I'll make it very easy.

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Africa as a continent, this alone has got over 45 to 50 countries.

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So without even going too far.

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And then not only have I flown around, I've also driven.

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I've driven all the way from Morocco, Chennai, all the way up to Ivory.

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And I've driven from Ghana, both eastwards and westwards.

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Eastwards I've driven to Otogo, Benin, Nigeria, Cameroon, and up to Ecuador.

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I've already counted a dozen countries here.

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When I fly to the East Coast, I go to Tanzania, for example.

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You already started Tanzania, Malawi, Mozambique, Zambia, Botswana.

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They're all like neighboring countries.

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If you're based in Zambia, you're already covering about 15 countries.

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Most Indians, they go work for an organization.

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They're based there.

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And that's what they do.

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So their travel responsibilities are limited as compared to that of mine, because I was

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always representing a bigger organization and a totally different market.

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So I was not essentially meant for one country.

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Or that is probably what people did.

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Always relished the prospect of being thrown into a totally different place.

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How do you go to a place and become one with that place?

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So does it come intuitively?

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Most of it, I would say, is an attribute that you develop right from your formative stages

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of your childhood.

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And I think that itself shows the kind of sense of assimilation that comes along with

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it.

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I mean, language was not different.

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I used to listen to people like I was a maniac.

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I used to see how their tongue twirled inside their mouth, what kind of sound came out.

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People would think that I'm crazy.

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But then, yes, I used to pay that kind of attention.

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And I ended up learning.

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There is no use of anything that you learn if you can't practice it.

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And there is nothing that you can preach if you haven't practiced it yourself.

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So let me go in the other direction.

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What was the market which was very hard to crack?

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United States.

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It looks so easy.

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I'm telling you, it's very hard to crack.

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Because people don't want to interact.

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You have to devise means and strategies.

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You have to take a different route altogether to impress the Americans.

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Because their psyche, their approach, and their level of acceptance is slightly different

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because consumerism is different from that of ours.

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Because of the fact that they've already been subject to developed kind of marketing for

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very long, unlike us.

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We grew up from the analog to the digital stage.

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And they've already been in the digital.

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So it was difficult.

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And then there again, America offers a vast bouquet for you to choose from.

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You have pockets of people in the United States.

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If you speak of hospitality industry, if you speak of small little motels, it's a strong

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hold of pateis.

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Because I was handling the subway sandwiches.

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And I was the vice president franchise.

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My job was to make, develop a franchise to scout, locate, develop, and then train the

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franchise outreach.

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I developed 126 franchise within a calendar, which was then a record.

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Invariably, most of them were good news.

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So it became easier only after I identified the set of people who would be easy to deal

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with, convince them and persuade them to take up this franchise.

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That was how I was successful.

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So there are always huge markets in the cracks, right?

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Absolutely.

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And then I very firmly believe that if I'm not able to get this, I will try and get some.

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There's no reason for me to be disappointed.

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Like we've been on this right from the beginning, that your intentions have to be right and

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your actions have to follow up whatever you say.

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So that is where it all begins.

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Very rightly, we are creatures of comfort and convenience.

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We might think that this is what I want, but then if the situation is not in your favor,

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you would choose whatever is available.

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The reason I could convince and persuade them was because I went there earlier than their

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mail command would arrive.

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That was the thing I had in mind.

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Yes, that was the key.

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Did I practice anything unethical?

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I never did practice anything unethical.

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I never pried anybody.

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I never lied to anybody.

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I never said this is the best coffee.

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Never.

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I didn't say it.

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So I would never dwell on something called the best.

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No.

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The only catch here when I speak of body and theny was the fact that I made this guy open

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and sore half an hour.

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This is the only thing which I do.

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When he sees me, he has to wake up.

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I used to tell him stories, engage in conversations.

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Believe me, it always works.

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None of these were taught to me by the business course.

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Probably learned something new, but then everything I got to do there was to accentuate which

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I only knew.

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So somewhere I think right through you found that there was a measure of similarity between

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the developed markets, the not so developed markets and the way you say it, because I've

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always had this feeling that when you go into a new culture, a new country, it's hard to

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adjust and adapt.

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I will ask you this small little question.

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You see, it will be a trigger point for people to start thinking.

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See when it comes to education, when it comes to acquiring an added letter, academic credential,

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we are quite open.

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We don't find those things very strange.

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But when we speak of going to a different country, we want to look at it as a strange

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thing.

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There is nothing strange in this world.

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Believe me, there is absolutely nothing.

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It is only the things that we have not seen.

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If you're open minded, believe me, there is nothing which is going to be strange.

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You will start learning things much more easily when you have this desire to assimilate.

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What am I going to do?

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I'm going to Kerala.

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I don't speak Malayalam.

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What am I going to do?

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If I go with this mindset, believe me, you're going to have problems.

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So I went to Kerala.

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Of course, I mean, I did speak good Malayalam.

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But then even if I didn't, for me, it was no big deal.

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I went to Assam.

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I went to Manipur.

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Believe me, I didn't speak one word of Malayalam.

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How long does it take?

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Two days, three days?

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At least you will be able to say thank you in their language.

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Start off with that.

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There's a huge lesson in what you just said for all of us, especially within our comfort

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zones, Murali.

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And I think like you have so amply demonstrated today, our comfort zones are restrictive.

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Maybe the sad part is a lot of us don't really extend ourselves beyond.

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The fun part is all our fables, all our mythological stories have all taught us the same thing

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which I'm doing.

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In our stories, we want people to be heroes, but we personally don't want to venture.

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That is something, that is the mindset.

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That's a lovely way to put it.

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In our stories, we want people to be heroes, but we don't want to emulate.

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It's also a learning at so many levels.

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People assume that sales is about pulling the wool above people's eyes, but you've

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just demonstrated.

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It's very, very far from.

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If you want to call it a profession.

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I don't call it a profession.

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I just call it an extension of your life.

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How did you manage to get the teams you were working with enthused?

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You were leading by example all the time?

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Once you're able to roll up your sleeves and then dirty yourself, people will follow.

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There is no substitute to demonstrative leadership.

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You can have no conviction.

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Exactly what you said.

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I really enjoyed the conversation and you walked with the cards you were dealt with.

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Thank you so much that it's erupted people somewhere on the right side.

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Thank you.

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Thank you so much.

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That was Murali Subramaniam talking about a career in sales that went across the world.

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Thank you for listening and we'll see you again next week.

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My first job, the podcast is a production from Ideascape Communications.

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Guest relations, promotions and creative is managed by Deepa Ravi with occasional support

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by Vindhupal Nair.

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Archiving and technical help is provided by LPS Jayachandran.

