Episode #329:
Siddharth Singh, Chief Revenue Officer at Intangles, explains the skills modern salespeople need as buyers become more informed and meetings become harder to secure. He explores deeper discovery, primary research, creativity, and AI-enabled productivity. Siddharth shows why knowing a customer’s business beyond searchable information creates differentiation. He also explains why sales leaders must remain active player coaches as their responsibilities expand.
“Ask the right questions. But if you ask questions without actively listening to what the customer is saying, you dig your own grave. The skill is how fast you go from situation questions to need-provoking questions. You’ve got to start jumping from what, when, who to why and how very fast.” – Siddharth Singh
As buyers gain instant access to vendor, product, pricing, and competitive information, salespeople need more than information to differentiate. Siddharth explains how deeper preparation, active listening, primary research, customer knowledge, and human creativity can help sellers uncover business impact faster. He also explores how AI can accelerate learning and productivity without replacing the judgment, curiosity, and customer engagement that make great salespeople effective.
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[Transcript]
[00:00:10] Steve MacDonald: Welcome, everyone, to the C-Suite Sales and Marketing Perspectives podcast. I’m Steve MacDonald, your host. And today we’ve got a very special guest, Sid Singh. Now, Sid, you’re the CRO at Intangles. I’d love to have you explain a bit more about what you’re doing there. But what’s interesting is you’ve spent your entire career working for midsize and up companies, for CEOs who are also founders, and that’s really important to you in how you operate, how you operate your team as entrepreneurs on behalf of not only the company, but your customers.
[00:00:45] Steve MacDonald: They’re putting their faith in you to help them grow their business, and I love that perspective. You’ve been in a SaaS company, but you’ve got an MBA in HR, and so you have a really interesting focus on people internally and externally in terms of understanding the customer and bringing that depth to the entire sales process. So I’d love to have you, if you don’t mind, expand a little more on that before we dig in, because we’re gonna talk about your perspective on the new skills modern salespeople need to master to be successful today.
[00:01:21] Siddharth Singh: Well, I’ll first, uh, thank you so much, by the way, for inviting me to this podcast. I always love to distribute gyaan, and this gives me a free podium to spread out all the stuff that’s sitting in the hardware. But, uh, quick note about Intangles. We are an Indian multinational company that creates digital twins of Class 4 and above heavy vehicles in the commercial and non-commercial space. By the virtue of creating a digital twin using our proprietary hardware, we are able to ensure that the data which goes to the cloud, by the virtue of this very realistic digital twin model, is worked upon by some very, very well-trained proprietary patented algorithms, which gives our customers something traditional telematics never gave, which is the power to preempt failures by observing suboptimal vehicle behavior in the most critical parts of the vehicle’s CPU, which is the engine.
[00:02:21] Siddharth Singh: Whether the battery is suboptimal or the boost pressure is suboptimal, we are able to preempt the check engine light, which means the vehicle has a breakdown problem for our customer, sometimes by hours, sometimes by days. I’ll leave it at that. 11-year-old company, over half a million assets globally on the platform, sit on AWS. We started operations in the US, Canada, Mexico, and North America three years back. I joined two and a half, three years ago to add scale and velocity to the post-Series A motion, and we validated the early settings in the ecosystem in North America to take Series B funding last year. Great investors, you can read all that on the website.
[00:03:01] Siddharth Singh: Coming to the second question. When I started in my career, my now-wife, then a batchmate at my B-school, would always tell me, “Sid, you have the gift of gab. You should be doing an MBA in sales and marketing, more marketing than anything else.” And I said, “I’m doing HR.” In those days, HR in India was something mostly women did because, you know, it’s administrative, and men would go for a more glamorous financial, sales, and marketing ecosystem. But I chose to do HR because I always wanted to understand what the human behind human resources means. And I thought that would give me the most valuable impetus to work with people. Because human resources is not the gamut of a human resource manager. Everybody can be an HR manager because you manage people.
[00:03:44] Siddharth Singh: So, starting with that hypothesis, I became a recruiter because I always wanted to sell. And these were the days when there was no social media; mobile phones were still those old Nokia phones. So, somebody who was my first CEO and co-founder, very interesting story, if you may allow me to tell you the story. I walk into this multi-story building. I enter the elevator, and there is this potbellied man in his mid-30s, early 40s, wearing the tag of the company I was going to interview in. In India, you have a lift man in the elevator.
[00:04:12] Siddharth Singh: So I asked the lift man, “Hey, I’m going to this company for an interview. How is the company?” And the lift man is like, “Yeah, it’s good.” He was speaking in Indian vernacular. Then I turned around and saw this guy wearing the same company tag. So I was like, “Hey, you work for this company?” And he’s like, “Yes, I work for the company.” “Hey, I’m going to interview as an intern. How is the company? I have other job offers in hand, but I would want to know your perspective.” And this man is grumpy. “Mm. It’s good. It’s good.” Then I go up, I finish my four or five rounds, tests, psychometric evaluation, and right at the end of the day, they tell me that you have to go and meet the CEO. So he opened the door, and this man turns around, and he’s like, “Ha ha ha, I am the CEO of the company.” So I was like, “What just happened?”
[00:04:56] Siddharth Singh: We ended up talking, and that’s when I realized, Steve, that my propensity to connect with people and leverage a very inherent, natural skill set of humor will take me a long way in my career. And I joined that company just because the guy was the founder CEO, and he was from my school in New Delhi. Hit it out extremely well, and my career went from here to there. But I started learning a very important facet of life: if you work with a co-founder or founder-CEO, that’s an MBA that isn’t taught in Ivy League colleges. That MBA stands for mind-blowing attitude. That has stood me in good stead over the last 21 years. I proudly tell my son and all my folks that I have picked up the spirit of doing somebody’s business as the owner of the business, without risking my own pocket.
[00:05:50] Siddharth Singh: It has tremendous downs, it has glorious ups, but you got to understand that the founder CEO wakes up on this side of the bed with a thought today, wakes up on that side of the bed, yeah, with another thought tomorrow. So you learn dynamism; you learn how to delve into uncertainty. You are learning moneymaking. You are learning how to handle mistakes. You’re learning fears; you’re learning uncertainties; you’re learning vulnerabilities. So many things that help you grow as a professional. The functional side of your role, whether it’s sales, marketing, recruiting, finance, those are skills you pick up down the line. I’ll take a pause. Does that give you a fair semblance of what started and where I have kind of navigated to as of now?
[00:06:32] Steve MacDonald: Oh, yeah. Absolutely. And I have to tell you, as a two-time SaaS founder myself, I know the entrepreneurial mindset is that you never stop thinking about the customer. You never stop thinking about how you can do something better to help serve them. You know that they are your North Star. I love that mindset that you bring into this.
[00:06:59] Steve MacDonald: I just wanted to ask you, just to get us kicked off here, you talk a lot about asking better questions, and I think that ties directly to what you were saying there, that entrepreneurial mindset has a curiosity that is insatiable. How does that mindset and the idea of asking better questions fuel growth in a company and constant customer discovery?
[00:07:28] Siddharth Singh: So, ask the right questions is the first stuff you learn as a budding sales guy, right? But if you ask questions without actively listening to what the customer is saying, you dig your own grave. And most sales guys, and even leaders, for that matter, believe that by asking situation questions and problem questions: what is the size of your business? What is the headcount? Tell me what your problem is. They have done their bit of discovery. But very early in my career, somebody taught me the art of SPIN selling: asking situation questions, problem identification questions, implication questions, and then need-provoking questions.
[00:08:09] Siddharth Singh: Now you start with the five Ws and one H. You start with what, when, and where, and by the time you reach need-provoking questions, you start asking how questions. The skill to work on is how fast, how much time, and in how many iterations or meetings you go from situation questions to need-provoking questions. You can only answer that if you don’t cage your prospect or customer with situation-problem, situation-problem questions. The customer knows the problem, but he will never tell you what his problem is. So you’ve got to start jumping from what, when, who to why and how very fast. Now, this is the elementary basis of any discovery exercise. That’s what a doctor does when he’s diagnosing you. Over the years, you’ve had techniques like BANT, and nowadays MEDDPICC is going around in circles.
[00:09:00] Siddharth Singh: They are great jargonized frameworks for discovery, essentially pushing a sales guy to leverage the skill of asking the five Ws and one H questions and spinning them at the right trajectory and velocity to ensure you get the information that you want. So you can ask yourself: Have I understood the problem? More importantly, have I understood the implication of that problem on the customer’s business? And only then can a need be drafted as a problem statement.
[00:09:29] Steve MacDonald: So the idea of asking these questions and asking them and getting to the why, the how faster. So I’ve been talking to a lot of CROs, and this one gentleman, he said, “You know, Steve, in today’s day and age, it’s harder to get the meetings. The time between meetings is longer. The time that we have with them, our prospects and buyers, is shorter when we actually do have the meeting.” So we’ve got to make the most of that time more than ever before. Are you feeling that as well? How does that change the dynamics of the arc and how you’re asking these questions and making use of that time?
[00:10:13] Siddharth Singh: That’s a fantastic question. See, what has happened in today’s world is customers had Google; now they have ChatGPT, Perplexity, Claude. The amount of time a customer used to invest in getting to know you in the early part of those meetings, yeah, is zilch today because they can get everything from their computer, right? You ask ChatGPT to give you a SWOT analysis of the guy coming to meet you. Customers buy today; they know what they want. They just want to know if the vendor can work in my, I’ll stick to my enterprise SaaS world, whether the company is stable, whether the product kind of fits into my overall enterprise architecture.
[00:10:50] Siddharth Singh: What are the security ramifications? They’ll also know the ballpark cost the SaaS company’s operating at. So the customer getting to know you is something that they don’t have the time for because they already think they know you. Yeah. You have to go in there, present yourself in a quick jiffy, 30-second, 60-second elevator pitch of who you are, what you do, and get into the art of slicing and dicing while the customer’s 30 minutes can be utilized better. That’s when preparation becomes very important. So you’re already going in with an understanding of where the customer’s business is headed. Take a pause there and explain this with an example. In my business, I sell a lot of trucking companies. Given that the war is going on, fuel prices are at an all-time high.
[00:11:33] Siddharth Singh: Tariffs have impacted cross-border movement of trucks across Mexico and the US. The revenue per mile, the final metric for any trucking company, is at an all-time low. They are surviving, struggling to find loads for their trucks. Now, it starts from there. If you can come, navigate, and understand that a long-haul truck or an auto lifter, what kind of revenue per mile is he operating at? And based on that, what could be his problem? Is the problem that this truck is an auto hauler? Logic tells me that it’ll go up and down the forklift every time the carts have to be loaded and unloaded. That will have a draining impact on the battery. So you assess the need and funnel the assessment cycle into a bucket to start probing the customer on whether those are the first few elementary problem areas.
[00:12:24] Siddharth Singh: So you have taken it apart. By virtue of being closer to his business, by this demonstrated line of questioning, you have already built his interest that the guy knows my industry and my business. And then the art of jumping into his problem statement at that point in time becomes a much faster exercise.
[00:12:44] Siddharth Singh: So again, taking it back, that’s why metric is very important. It gives you a framework for how to prepare before a meeting, so you head into it with the perspective that I will not waste my time on situation-problem questions that are searchable and digestible. I will get into implication and need-provoking questions very, very fast.
[00:13:05] Steve MacDonald: You know, it’s interesting. The conversations I’ve been having with CROs are this: you brought it up, right? They can research you; you can research them on AI. So everybody has a lot more information from each side. Living in the world today, products are less differentiated, and technology is less differentiated.
[00:13:30] Steve MacDonald: I mean, ChatGPT, Gemini, they’re all writing code. Product differentiation isn’t what it used to be. And so I asked him, I said, “How do you train your sales team? What’s the competitive advantage?” And he answered exactly what you did, which is, “If I go in there and I prove that I know more about their business, then I have a leg up.”
[00:13:50] Steve MacDonald: The key question is, how do you get that information? ‘Cause everybody can go to their LLM of choice and get the same information. You and I talked before about the art of knowing more about the customer, and I’m in the middle of a podcast series on the Revenue Logic of Customer Obsession. Forrester, a couple of years ago, did an amazing study. They did a whole customer obsession study, and they found that only less than 3 to 5% of companies are truly customer-obsessed. And to do what you’re talking about and have that entrepreneurial mindset and that curiosity, the underlying factor is you’re obsessed with the customer. You’re obsessed with learning about them and helping them.
[00:14:36] Steve MacDonald: But that’s obviously hard when only 3 to 5% of companies are, let alone now training an entire sales force to be that way, and not just go to the LLM of choice and learn as everybody else learns. Everybody can do that. How do you combat that? How do you know and understand deeper than the competitor?
[00:14:59] Siddharth Singh: When you and I were young, there were two sources of research: secondary and primary. Today, it’s mostly secondary research on your computer, either through search engines or AI. Secondary research, and the velocity or pace of assimilating that knowledge that you gather from your research and throwing it out as intelligence, is killing sales creativity. I’m using the word sales creativity with a lot of emphasis. Creativity isn’t normally associated with sales. A marketing guy can be creative, or somebody else can be creative. Sales guys are like, bang, bang, bang, hello, make the call, keep the phone down, go to the next one. But creativity results in customer obsession.
[00:15:50] Siddharth Singh: Obsession and creativity go hand-in-hand, right? Now, the way we do things today in my organization, we are extremely, extremely customer-focused. We speak the language of the customers because we get deep into their vehicles, understand their vehicles the way they understand them, and that is the DNA of my company. We encourage the sales guys to use these levers of secondary research by giving them access to Claude, and our Claude is connected to the central hardware. We have the governance and security in place. The learning curve of learning what my product is and how does that impact my customer’s business is not 15 degrees or 30 degrees because of AI and the tools that I mentioned, it’s 45 degrees, or the more intelligent, creative one, it’s 60 degrees.
[00:16:34] Siddharth Singh: But how do you leverage that secondary research by adding primary research? And that is when the extra mile comes in. Now, what does primary research mean? Have you spoken with anybody in that business who’s not your prospect? Have you spoken with anybody who’s a supplier, prospect, distributor, or customer of that business to learn more about it? Which is, have you had air time talking to at least four or five people about a prospect before you pick up the phone and call the guy or write an email to him? Now, in the world of sales, that is not doable because the guy has to make 50 calls every day. So, you’ve got to stagger it, right? I have 45 prospects to call today, and they’re my run-of-the-mill.
[00:17:17] Siddharth Singh: But here are the five that I’m really passionate about. I know that will give me the 80/20 sales pipeline coverage that I’m looking at. Now, those five become my Bible. I will engage with them the way I just described. I need 50% secondary research and 50% primary research. I sit with my reps, and I sometimes tell them, “Apply for a job at that company.” In an interview, you have the recruiter call; you ask them five or six pertinent questions; you have a perspective. Who are their distributors? Who are their customers? Figure out the creative way to go out there, out of your room, out of your computer, and talk to people to learn about their business, whether it is reputable, non-reputable, making money, not making money, innovative, not innovative, evangelists of technology, not evangelists of technology.
[00:18:03] Siddharth Singh: That rounded perspective leads into creative outpouring of a message that will ensure that the customer sees and perceives you as somebody who is obsessed with that business. It takes some doing because a sales guy also has to understand, Steve, find me a young kid who does an engineering degree or a master’s degree and wants to be a sales guy. Everybody wants to be a finance guy, a marketing guy, an HR guy, an analyst, or an investment banker. Sales is not the default career a person has in mind when they graduate. So most of those people who get rejected from other spheres, they come into the space. But very few hunters want to do sales.
[00:18:49] Siddharth Singh: And the moment you land upon some people like that, and I proudly tell that I’m one of those guys who chose sales as a career because I knew the most important skill set I have is the ability to engage, understand people, ask questions, be patient, and that will take me far. Then these creative aspects of doing things out of the box just to ensure that your knowledge building about an attack before you make the attack is resoundingly creative, and creativity then percolates into obsession, as I said.
[00:19:20] Steve MacDonald: You know, I love the fact that you focus so heavily there on the creativity of understanding the customer because here’s what we normally do, and we being the bigger B2B industry. We take our normal commercial go-to-market process and say, “That’s how we’re gonna learn about our customers.” There are tremendous things that we can learn in the sales process, right? But as the sales team is being engaged later and later and later in the process, Gartner, everybody’s been talking about that for years now.
[00:19:53] Steve MacDonald: And you said yourself, they know what they want. A lot of the time, the sales process has become a validation process. They pick their short list. They know what they want to do. So what you’re doing by pushing your team to be more creative is getting outside that normal commercial go-to-market process we have and learning. You even said in our last conversation that you use incentives, and you use the AI tools themselves as incentives for the sales team to do the kinds of things we’ve been talking about here. Tell me a little bit about how you use AI as an incentive inside of the sales department. I thought that was fascinating.
[00:20:39] Siddharth Singh: Not that I thought about it and implemented that. We are an investor-driven company. Burn is important for us. As an AI company, none of us in the leadership team were comfortable not using AI. We were kind of twiddling our thumbs with the idea of security, governance, what could happen, what might go wrong. But eventually, when the CTO decided to experiment with our chosen platform for AI, he gave two of us in the leadership team, at least in North America, access. And I realized that the moment I connected that to my mailbox and my drive, where all the data resides, I assumed the IT security team had done their part to secure everything.
[00:21:20] Siddharth Singh: There were very clear, tough not-to-dos. To-dos were important; not-to-dos are very important, right? So do not put financial data there. Do not put customer information there. Do not put PI there. But ability to scrounge a mailbox to pick out a thread that has been going on for six months, correlating that to a QBR of somebody, that native institutional knowledge that a sales guy takes six months to know about his company and his product. That institutional knowledge is very important. Most sales guys, by the time they understand the institutional knowledge, their quotas haven’t been met, their throughput numbers aren’t there; obviously, their output numbers aren’t coming. PIP, boom, out. Today, with the use of AI, personally, I realize that though I have an enablement team, which was giving me my collaterals, my battle cards, my agreements, contracts, bespoke agreements, and contract proposals.
[00:22:16] Siddharth Singh: Because I know the business very well and I have now understood what the company can or cannot do, I’m able to use this AI tool as my whiteboard with conversational English to come out with world-class output. So, for a new sales guy, this is creating that learning curve, like I mentioned, which typically could be 15, 30, it goes to 45, 60. So time to business and time to productivity is faster. Because, step back again, if you remember Addie’s model, there is skill, then the circle of knowledge, and then the third intersecting circle of attitude. So visualize a Venn diagram. The first circle being skill, the second being attitude, the third being personality attributes.
[00:22:59] Siddharth Singh: There is a common intersection between the three circles. You can call it the circle of success. Right skills, right knowledge, and right personal attributes lead to success in a role. Very simple logic there. You were actually making the circle of knowledge come to me much faster, and I don’t have to mug it up and store it. I can reference it. So I really need to focus on skill-building by leveraging my personality attributes and the gaps I know I have as a person. That’s where AI kind of helped me a lot. It is adding scale and velocity to my already intelligent, creative thought process. I can produce and reproduce documentation and customer-facing collateral very fast.
[00:23:39] Siddharth Singh: And I saw myself being five times more productive. I’m good with numbers, but being good with numbers doesn’t mean you’re good with Excel sheets. VLOOKUP, HLOOKUP, pivot tables today, AI gives that to me immediately, so I become twice as effective, right? So I thought, why not curate this as a carrot and tell my sales team that you will have the basics that everybody has, but if you want to go one notch above and make 200% of your commission and OTE, this will come as an incentive, which will help you close faster, get more creative.
[00:24:14] Siddharth Singh: So this gives you more time to do secondary research at scale, but spend more time talking to the customer. And we had some tremendous changes in perspective. My best sales guys became better. My not-so-sales guys, who thought they were getting pushed more, started learning this better. Overall, performance just lifted. The immediate, short-term whip you see is in throughput. The number of meetings and engagements goes through the roof. Obviously, I sell enterprise, and my sales cycles are sometimes 90 days, going up to 18 months at times with larger fleets. So you can’t quite knock the deal velocity. But the time to get a pilot excited, the time to get a customer excited to get into a pilot with us, kind of reduced quite a bit for us by using AI.
[00:25:00] Siddharth Singh: So I thought, let’s call it an incentive. The best sales guys will have this sort of quota. If you continue to do well, you continue to use this very expensive AI tool, which is linked to the company’s hardware and software base, where knowledge assimilation becomes a referencing exercise. In the early days, it kind of gave me good throughput returns. There could be pitfalls to this. Sales guys get lazy; learning doesn’t happen. But AI is here to live. Today my son tells me that I don’t need a driver’s license because by the time I am 21, 18, I go out on the road, I don’t think we will need drivers. Cars will drive themselves. So you’ve got to weigh the pros and cons, but personally, in this role, the pros are outweighing the cons by at least three to four points.
[00:25:45] Steve MacDonald: You know, I love that analogy, by the way. I’ve used that a number of times too. Like, none of our kids are gonna, or their kids, I have older kids, are gonna actually have a driver’s license. How we use AI and how we use AI in the go-to-market, and you’re using it as an incentive to use it correctly in combination with that kind of entrepreneurial mindset, that creativity to learn about the customer. The judgment of the human using the AI is equally as important. You’re preparing for a meeting on a plane, and you’re getting the download, and you’re creating the report that you’re gonna read, but I know that you’re going back and you’re asking questions too, right?
[00:26:32] Steve MacDonald: Because you have certain things, you have knowledge in your head. This is my takeaway from our conversation. Having that entrepreneurial mindset, creatively having that customer obsession that you’re always learning, and then using that creativity on AI to help bring it all together. But I would like to ask you: we’ve talked about so much. If there was one thing that you wanted the C-suite audience that’s gonna be consuming this podcast to take away, what’s the one thing that you want them to take away from our conversation?
[00:27:06] Siddharth Singh: I was hoping somebody would ask me this question at some point in time. My view of the world is as follows. In the days of yore, when businesses were coming through, general manager of finance was the most glamorous title for the finance guys. General manager sales used to be the most sought-after title. Then the title part started delving into executive officers, financial officers, and revenue officers. But CRO essentially is the culmination of a successful sales guy’s endpoint. You can be a CRO and then only become a CEO, and most of us kind of remain a CRO for the rest of our lives. There is nowhere else to go from here.
[00:27:44] Siddharth Singh: It’s a bit lonely at the top. Very few CROs, in fact, amongst all the C-level titles, a CRO typically is faster to the CEO, but not everybody becomes a CEO in their lives. The reason I was saying this is that, as a first-time CRO, what hit me was the need to learn the jargon: CAC, deal velocity, customer value. Absolute fun stuff to learn. Absolutely fun stuff to use with investors. I’m not saying that’s trivial. It’s very, very important for growth. But what happens is a successful, creative, passionate, obsession-driven sales guy has become a CRO, and then he’s forgotten how to sell because he’s sitting in boardrooms looking at data, creating slides, creating stories to sell as to why his numbers have or they’ve not been met or they have been met and what next best can happen. The only thing you end up doing with your sales guys is, if you can find time, you will review their accounts with them, or you will go to events and share your experiences.
[00:28:45] Siddharth Singh: The ability to find time, and more importantly, have the will and the passion to go back to the drawing board and say, “I still love cold calling because I love to walk door to door and be told to get lost.” In fact, I was doing this a few weeks back, Steve. My team put together a road show in Philadelphia, New Jersey. So they identified this entire route and had it mapped out. There are so many ports, so many trucking companies, and so many bus companies. So they used scientific methods to ensure we could cold-call the maximum number of prospects in a mini truck with our company’s branding and design.
[00:29:27] Siddharth Singh: And the excitement I had for that one day that I could take out to be in the field with my reps, sitting in the truck, drying my sweat and knocking door to door, just walking and doing what I was doing 20 years back, was so much fun. It gave me so much greater satisfaction. We actually closed two deals there. Door-to-door knocking still works, provided you have the passion and the bandwidth to do that. Now, I’m not saying make that the norm, but at the culmination of this journey, you’ve got to balance your MBA-driven, investor-required, board-required metrics formulation, evaluation, and governance with the passion that made you that guy.
[00:30:12] Siddharth Singh: I think that’s wherein the entrepreneurship versus management guy kind of peters it out. You learn new things to talk about that jargon, those terminologies, look at the impact they have on business because that will help you make decisions. But don’t stop doing what made you what you are: being with the reps, doing those calls, rolling up your sleeves, and cracking deals. Because unless you remain a player-coach, you will just become another cog in the management team.
[00:30:42] Steve MacDonald: I love it. I wish we had another half hour or so because there’s so much to go over here. But I have to tell you, you know, I started this podcast, and the goal is to talk to C-suite executives all over the world who are doing B2B go-to-market strategies, and learn from their experiences, perspectives, and insights.
[00:31:04] Steve MacDonald: If we all share with each other, it’s like the rising tide that lifts all boats. And Sid, you were an amazing part of that rising tide today. I love talking to you. Your curiosity, your passion are infectious. And so I just wanted to say thank you for coming onto the podcast today.
[00:31:21] Siddharth Singh: Thank you so much, Steve. In fact, if you remember the first time you emailed me, I asked you, “Are you gonna charge me for the podcast?” And you said, “No.” So I just thought talking to somebody like you would be fun. I think you are doing this out of passion. Your resume speaks for itself. I saw at least five to six podcasts.
[00:31:40] Siddharth Singh: You’re not looking at how many views or how many likes you’re getting in that. But if somebody takes that half an hour to actually open those 10 last podcasts and listen to the people talking, you are finding people who have the hunger to go and become the next Satya Nadella, who are aspiring to do that, but who have not yet reached there.
[00:32:00] Siddharth Singh: And that ecosystem of people is much bigger than the Nadellas of the world itself. There’s a lot of learning about how to manage teams, how to look at your business and grow as a professional, knocking at the doors of being a C-suite executive, perhaps learning more challenges. I think that learning comes very well from this effort that you’re putting into these podcasts.