The Pavilion Podcast
The Pavilion Podcast

Episode · 9 months ago

Ep 43: Selling in APAC is different w/ Chirayu Wadke

ABOUT THIS EPISODE

Ep 43: Selling in APAC is Different w/ Chirayu Wadke

Hello, everyone. And welcome back tothe revenue collected podcast. I am your host, Brandon Barton, and you'relistening to Is this a good time? The show where I asked revenue Collectivemembers some really basic questions, and they have awesome answers. In ashort 15 minutes or so, Conversation way will be coming to you Tuesdays andThursdays each week. So please smash subscribe button. If you don't wannamiss an opportunity to learn from some of the members of the RC community, anyof whom could be your future boss, especially our guest today, try youwould Kay, the head of business development for Google Cloud in a pack,will get a chance. Thio hear from him on how selling and a pack is completelydifferent than in the U. S. But before we get going on that, I wanted to tellyou a little bit about this month Sponsor, who was six cents six cents.The number one account engagement platform helps you identify accountsthat air in market for your solution. Prioritize your efforts, engage buyersthe right way with highly relevant...

...messaging and measure what actuallymatters with six cents platform, you're able to get into more deals, improvewin rates, increase overall pipeline and optimize budget. Spend to learnmore, visit six cents dot com slash revenue Collective. Alright, let's dothis Episode five of Is this a good time? Great. Here we are with Sarah,You wad K. Thank you so much for being here. We are excited to chat with youtoday, and certainly as we dio on this podcast, we'd like to jump right in allmeat. No filler. So let's get into the questions. So, first off, of course,Tell us what your current role is and how you got here. Give me, like, yourbaseball card a little bit of your history. And how you got Thio Singapore,where you are, uh, interesting. Yeah, a whole lot to unpack. Right? So I grewup in India and, you know, that's essentially an emerging market in manyways, and I moved to the U. S. During...

...the financial crisis. And, you know, Iworked the rising violence, was doing mobile payments, and then try andGoogle to also sort of support their business development activity in ourmobile payments. And my job was to take, you know, what was an early stageproduct and help it succeed by putting in place relationships on licensingagreements with the ecosystem of players that you know exist in thepayment side. And then I moved to sort of an allied area off device hardwarewhere I pretty much the same thing with a different ecosystem off partners andcustomers. And, you know, sometimes during that time I realized thatthere's something going on in Asia and it was couldn't put my finger on it.China was throwing up. It's own massive unicorns, and I felt like, you know,Android was taking off on YouTube, was taking off, and I felt maybe there's anopportunity to come back and get, you know, things here on day. I made themove back, So from a timing perspective, you started in mobile payments in 2000and nine, right? This is early and then...

...out in San Francisco at Google, andthat's right and and they saw Okay, so you saw this opportunity and said, Letme move back to Asia. I saw that opportunity and I saw that, you know,In China, for example, mobile payments were almost five times the size offtransactions that were happening in the States, right? And when this is byTheodore sort of government helped innovation, you had about 40 50 60% oftransactions in the China happening on on the device, while the US was stuckat 10 and 15%. So I thought, you know, maybe there's something that Asia isgetting right. Maybe it's the lack of legacy that's leading to consumersbeing more open to experiences. And that led me to move back, right? I said,Look, looking at YouTube. Looking at Android the adoption was insane and thelargest consumer base, waas in a pack. So I said, You know what it's worthlooking at a non opportunity toe, you know, run a VC fund that investingstartups here and that's what I did. I...

...moved back, was funded by some of thewell known brands in the US Accel, Cisco, the World Bank on You had a youknow, a few participants from Asia, but I had the opportunity to sort ofredefine seed stage investing in in a pack, and that's what I did. That andthe fund for what, 2.5 years, and it was a unique opportunity to see whatworks or doesn't on the ground. And, you know, sort of also the Orientmyself toe some of the concepts that I picked up all the 89 years in SiliconValley and figure out if those really working it back, you know, and nosurprises. Many of them don't. I kind of did that, and I realized that I'mspending a lot of time with with, like founders, helping them with theircompanies, you know, standing up their their businesses, their products. So Isaid, You know what? I really love getting my hands dirty, and that'sreally who I am on decided that, Hey, Google had an exciting role tryingtocell. It's not sell, but I would say...

...evangelized its cloud products and in apack in select geography select customers. And it felt like just that.I tricked because, you know, in my previous gigot Google, I had launch newproducts that were new to market, and this was an opportunity to takeexisting products that probably were, ah, little more formed in the Statesand get them to a back. So it's been a very different journey from sort ofregular, you know, commercial executives. But, you know, it's been avery interesting and learning, you know, I would say fulfilling journey from alearning standpoint. Learned a lot along the way, seeing what start upsare all about. Seeing what you know, it takes to build one. Don't. Not directly.I've been on the border for a few in in a pack. And, you know, I've seen, youknow, some some interesting success is a zealous failure. So just yeah, no,look, I mean, such a I mean, I I could dive in forever. I mean, you know, wetry to keep it, uh, to to these kind of short sound bites. But, man, I I wantto get you back on here. Maybe we'll do...

...a long form Thio. I mean, you know, youwere you were working with the Prime Minister s Office in Singapore is atechnical adviser, which this the Singaporean government is certainlyunique. And man, it must have been very, very cool experience there, but But wedo Here, let me, uh, let me kind of keep moving on questions. So look, Ialways think about success is being made up of both hard work and lock.Give me an example of where luck came in. I mean, hard work part is prettyobvious, But give me an example where luck came in for you. I think, you know,investing a zoo. Muchas people would call it a sort of skill. I think it's alot of luck, right? And people don't like to admit, especially on the V cside. That Ah, whole bunch of it is luck. And what I realized is I kind ofwas making my way toe through the investing world is, you know, if I wantto play skill versus luck based games, the operator world was a far betterplace for me If I wanted to play sort off games that are slightly moretempted towards Scott skill because the...

...investing world, regardless of what wesee, is might say. And, you know, they kind of like to sort of be on Twitterand talk about you know how how good they were a decision making. Thereality is nobody knew when they were fasting, whether this thing would takeoff, right. And you you kind of had done your homework on on on the founderso that we might like simple take right. If you're an operator, the likelihoodis that skills going to play a greater part in your success. But if you're aninvestor, it's it's completely skill based and sorry, luck based. And youjust got to admit that you know, some of those successes due to lock it in.I'm not sure that happens a lot, but, you know, that's really my sort offrame of mind. If I mean, having seen both sides of the puzzle and did youdid you get lucky and you're investing? Was was there any company that took offand yeah, I mean, I think I got more unlucky than lucky. But that's usuallyhow Because, you know, I had the opportunity to wind up a company or twoand, you know, have the founder sell the chairs. But, you know, back thereare a couple of companies in my...

...portfolio or X portfolio that are doingreally well and, you know, have taken off and raised substantive amount ofcapital upwards of 50 $70 million and are doing really well. So, you know, Ithink the reality is that you were lucky in some situations where youdon't expect toe. You know, some of the companies that were write offs in theprevious sort of, you know half of the year have suddenly sort of become verydifferent companies. And and it's hard to predict, especially at at earlystage. Yeah, for sure. And so, so moving on. You know, I always ask allof our guests to give us one tactic that people the revenue collective canuse tomorrow. Is there something that you have in your skills or your yoursecrets? Give us a secret that that people can use either Do betterbusiness development close more deals like What's What's part of your secretsauce? I think you know what I would like to sort of focus on is what I'velearned in a pack and in emerging...

...markets that's different from, you know,Ah, lot of the U. S. And European markets, right? Essentially, your Gpeople capital compared toa, you know, by an order of magnitude, maybe 50 nextdoor and labor's very easy to sort of obtain. And whatever happens in the USor you are really doesn't scale here in many ways, right? And therefore my biglesson is If you're here selling a product, the way you are selling in theU. S. Just doesn't work. The business model is different. If you sort ofalign yourself to selling productivity tools here, I think you're it's gonnabe an upward challenge. Not that it's not possible. It's just that I've seenthings Software cell for three reasons here. One. It's either that you know,you're solving a complete functional issue. So you know someone wants tojust outsource a complete function, and they're able to do that. Second, you'resolving a regulatory challenge for them. So either stacks or, you know, there'sa regulatory sort of mandate toe good...

...digitized right, and you're helpingthem do that. And lastly, you bring them new revenue. And, you know, Iwould actually think that the last one is the most important. Which is, ifyou're helping them, the customer bring, you know, new revenue into the company.They're going to give you a percentage of the revenue. But to ask a customerto pay your flat fee. A SAS pastry for a software is, uh, usually seen withskepticism on. Therefore, when I see all these models from the US cominghere. I'm, like, shake my head and say, you know, let them be in the on thecount for two months and we'll talk after that, right? So, uh, not reallymy secret sauce to close more deals. I think about the business model. I thinkit's different here. I like that, especially for all our listeners out ina pack. This is great advice. Alright. So winding, winding down a couplecouple quick hits here, give us a position that you're hiring for that.If there was somebody out there looking to work for you What? What's a keyposition?...

I mean, I'm looking. I'm not hiringright now, but if I were, it would be, uh, someone who's, you know, in sortoff enterprise sales organization in a pack. And that would be a great placeto start. And someone who's done some amount of sass in the past would beamazing, because that's still I don't have and, you know, that could be sortoff complimentary toe, whatever I bring to the table. It's so interesting that,you know, uh, Thio here, even how the depth of your career and saying Hey, Idon't have that ton of experience and sas, right? Like, you know, it seemslike we all all are going through everything software as a servicesoftware as a service. But as you said in a pack, maybe that's not. Maybethat's not the prevailing business model. So all right, so So you know,any give some shout outs, Who are some people that you follow either Twitteror linked in and like, their content and and and think that they kind ofspeaking the truth about sales or business development or attack oranything. I forget his last name, first name. But,you know, I think I hope I get it right.

It's just Lemkin, uh, Jason. I mean, Ifollow him. I was an operator, and I just love his his takes on thingsbecause I think, uh, there's a certain amount of grounded logic and everythingthat he says, and I love that. The other person I'm really sort of really,really reading about is there's a guy called Gavin Baker again. I hope I'mgetting his dream right. Gavin is an investor I think is the chiefinvestment officer of Fidelity or one of the arms of fidelity and hisinsights into technology investing or just incredible. These are not. We see,we see based, uh, investors. These are, you know, investors that investing inpublic companies. And, um, you know, some of the data and some of theinsights are just incredible. So I'm really into sort of following at thehighest level, you know, in to sort of faculties that have spent time in bothoperating in technology companies as...

...well as investing. I'm spending themfollowing these two, these two folks. Awesome. That's incredible. Great. Well,I'm gonna I'm gonna make sure toe get him on my list, cause he's notcurrently so last one. And I love that. You know, you're out in Singapore. Somuch great food. Tell me one place that we should go visit doesn't need to bein Singapore. Could be anywhere in the world. But one place we should go visitand get a great meal at once. The World open opens back up. Yeah. So you know,when I was in the Bay Area, I usedto there's this really amazing Persianrestaurant called Chelo Kebab E. And there's a nice story off off a guy whoimmigrated to the States when the Iranian revolution was happening in theseventies and he started a restaurant. And, you know, it's been probably themost amazing food I've eaten pushing food that we didn't globally right then,you know, it's validated by, you know, by my wife because she she grew up init on for a few years. And she said, Look, I mean, you're not going to getsomething like this. Uh, this is...

...authentic as authentic. And it's inSunnyvale, California. So, you know, if I get an opportunity, if anyone gets anopportunity, you should go back there for For me, it's It's amazing. I lovethat. We'll check it. Door dash can get it all the way to you in Singaporeanyway. Awesome to chat. Thank you so much for being here with us. I knowthat people are going to get a lot out of your experience and reallyappreciative of that and really looking forward to kind of following you as youcontinue along in your career. Thank you. All right. That's our show. Thankyou so much for listening. If you love the show, please rate and review in theapple podcasts or Spotify app. Send it to some friends and make sure to hitthat subscribe button. A reminder. This episode was brought to you by six cents.Powered by AI and Predictive Analytics. Six cents helped you to unite yourentire revenue team with a shared set of data to achieve predictable revenuegrowth. Had fun today. Hope you did too. Now get out there and crush yournumbers,...

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