Saket Singhi : While Growing up in North America, My Family and I Had a Deep Longing for What We Had Left Behind

October 2, 2022

Saket Singhi of JVS Technologies Pvt. Ltd..

Tell us about yourself?

I was born in Rajasthan but soon moved to the United States with my family. While growing up in North America, my family and I had a deep longing for what we had left behind. So, we relocated to India, and I finished my master’s from Sukhadia University

. Very close to graduation, I started building what would eventually become the JVS Group. The entrepreneurial ecosystem was not as evolved then as it is today. There were barely any venture capital platforms in India, let alone the consultants, coaches, and angel investors.

I am not saying that entrepreneurs have it easy today; the evolved ecosystem has lowered barriers to entry for entrepreneurship and paved the way for higher competition.

It would be accurate to assert that back in 2002, being a young post-graduate in India and focusing on entrepreneurship was intimidating. But, that feeling of going against the tide was subdued by focusing on purpose and solving the next set of problems.

So, that is what I did – instead of thinking about how unconventional our ideas were, I focused on solving the problems and understanding the purpose of doing it all.

Thankfully, our persistence paid off as we created the right team, expanded in the right markets, and had the privilege of serving a large set of healthcare institutions across the globe while being one of the leaders in the healthcare IT space.

So, the journey this far as an entrepreneur has been profoundly humbling and rewarding.

What lessons has being an entrepreneur taught you? 

When we were starting, we knew we were catering to a market that existed but was underserved. We were one of the very first product-centric healthcare IT companies in India. And being that early to the market had its costs.

We did not have a tough time delivering our product or locating customers since our thesis about the market gaps was right.

But, as we started growing, human capital became a pressing issue. We interviewed people who had the attributes, skills, and drivers aligned for the IT services industry. Our business model, work-culture, and vision were fuelled by innovation and products.

We solved the problem by focusing on the intangible – attitudes, motivations, and work-ethics. We figured out that as far as we hired honest people with great work ethics and a curiosity for learning, we can help them learn more about our modus operandi, the industry, and products.

That thumb-rule of focusing on the intangible aspects of human capital instead of narrowing people into their years of experience, educational background, and the number of references has helped us hire and retain some of the industry’s finest stalwarts.

If you could go back in time to when you first started your business, what piece of advice would you give yourself?

Invest in human capital. Over close to two decades of having started and scaled a business, I have learnt that human capital is often the most underutilized asset that produces the maximum value in the long run.

Surround yourself with the right team that complements your skillset and empower them with agency, resources, and training, if necessary.

Having the right team does not make entrepreneurship easier; it fundamentally changes the dimensions of what you can collectively achieve.

A man who builds a house all by himself over a decade has achieved an incredible feat. But a team, put together, can build an entire city in the same time. Dream big. And build cities.

A lot of entrepreneurs find it difficult to balance their work and personal lives. How have you found that?

As a young entrepreneur, I found it difficult to switch off. I did not compartmentalize work and my personal life since I was emotionally invested in both.

With time, the idea of having a symbiotic relationship and giving my absolute best to whatever I do helped me become a well-calibrated individual and professional. I try my best to share the same motives with my teammates.

Give us a bit of an insight into the influences behind the company?

The purpose that we serve, the customers we work with, and my teammates who inspire me daily keep me going. I understand that despite the outstanding growth we have witnessed since our first day of operations in 2002, a lot of work is still pending on the industry-scale.

Even though we are not surgeons, doctors, nurses, or emergency responders, we feel deeply embedded in the system and take pride in empowering our colleagues who happen to be the medical professionals across the globe.

That helps us stay on track with the smallest of promises we make to ourselves, our teammates, and our customers.

Besides these, every day – when I see my colleagues collaborate, lead, and solve problems, I feel deeply inspired to produce my best work.

As the CEO, getting the opportunity to empower and support these driven individuals keeps me going.

What do you think is your magic sauce? What sets you apart from the competitors?

As an entrepreneur, I have the privilege of saying that most of my professional accomplishments are integrated with my personal achievements.

As a firm, JVS Group has grown year on year with the feedback, work, and loyalty rewarded to our offerings by the customers, colleagues, and the industry.

Today, the JVS Group products are helping over 30,000 physicians deliver healthcare to over 5 million individuals across 45 countries. The sheer magnitude of that reach inspires me and gives me an immense sense of responsibility & pride.

How have you found sales so far? Do you have any lessons you could pass on to other founders in the same market as you just starting out?

Invest in human capital. Over close to two decades of having started and scaled a business, I have learnt that human capital is often the most underutilized asset that produces the maximum value in the long run.

Surround yourself with the right team that complements your skillset and empower them with agency, resources, and training, if necessary.

Having the right team does not make entrepreneurship easier; it fundamentally changes the dimensions of what you can collectively achieve.

What is the biggest challenge you have faced so far in your business, and how did you overcome it?

As a young entrepreneur, I found it difficult to switch off. I did not compartmentalize work and my personal life since I was emotionally invested in both.

With time, the idea of having a symbiotic relationship and giving my absolute best to whatever I do helped me become a well-calibrated individual and professional.

I try my best to share the same motives with my teammates.

What do you consider are the main strengths of operating your business in India and the specific state you are in over other states in India?

I was born in Rajasthan but soon moved to the United States with my family. While growing up in North America, my family and I had a deep longing for what we had left behind.

So, we relocated to India, and I finished my master’s from Sukhadia University. Very close to graduation, I started building what would eventually become the JVS Group. 

The entrepreneurial ecosystem was not as evolved then as it is today. There were barely any venture capital platforms in India, let alone the consultants, coaches, and angel investors.

I am not saying that entrepreneurs have it easy today; the evolved ecosystem has lowered barriers to entry for entrepreneurship and paved the way for higher competition. 

It would be accurate to assert that back in 2002, being a young post-graduate in India and focusing on entrepreneurship was intimidating.

But, that feeling of going against the tide was subdued by focusing on purpose and solving the next set of problems.

So, that is what I did – instead of thinking about how unconventional our ideas were, I focused on solving the problems and understanding the purpose of doing it all.

Thankfully, our persistence paid off as we created the right team, expanded in the right markets, and had the privilege of serving a large set of healthcare institutions across the globe while being one of the leaders in the healthcare IT space.

So, the journey this far as an entrepreneur has been profoundly humbling and rewarding.

What (if any) are some weaknesses of operating your business within India and your state?

There is not such weaknesses

If you could operate your business in another state in India rather than the State you are in, which state would it be and why?

Delhi.

India has an incredibly diverse population. How has the affected your consumer base and business?

India’s Diversity is a Strategic Asset

Infrastructure is really important to businesses. How have you seen India’s infrastructure improve recently? Do you see new opportunities opening up?

India Is Becoming Self-reliant in all sectors including Healthcare. The Infrastructure in India is estimated to grow at a CAGR of approximately 7% during the forecast period.

Government plans to invest about INR 102 lakh crore on infrastructure projects by 2024-25. so there are huge opportunities coming ahead

What do you want to accomplish in the next 5 years with your business?

We want to Ensure all hospitals shift from paper to paperless healthcare systems in next 5 years

And finally, if people want to get involved and learn more about your business, how should they do that?

I would say there will be no such impact on business do to the tariffs .

No country is better placed than India to take advantage of the China+1 strategy. But first industry must believe in itself, then trade can drive the future

Follow JVS Technologies Pvt. Ltd. on Twitter or Linkedin.

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