B (3:00)

Yeah, I. I love them. Those are awesome. Tell us a little bit about yourself, like, where did you grow up?

A (3:06)

So, I'm born and brought up in Gujarat, which is a western state of India where Prime Minister Modi comes from as well. Was born and brought up there. Grew in the state, Came to us when I was 21 years old. Started my studies at. In Stevens in Hoboken. Did my master's in network information system and cybersecurity, and then, you know, did lot of consulting. I ran a consulting business, you know, but in terms of early part of life, unlike most of the young generation today, who are very sorted and, you know, have figured everything out, I was in an exploratory mode all the way until maybe 23, 24 years of my life. So that's the journey of, you know, and the growing of it.

B (3:57)

Yeah. And you married this beautiful woman and you have a couple kids, right? Tell us about your kids.

A (4:02)

Yeah, so first of all, I'm married to somebody who has really carved a path for me. She has been my partner in everything I have done, and really the reason why I'm able to do what I'm able to do. And obviously with that partnership, we have two kids. One is my daughter, which is a junior in high school, varsity golfer, amazing kid. And then I have a second one, which is a boy. He's 10 years old, still, like me, is figuring out his life. So we are what we call seekers, not believers. Right. So we are. We are in quest of figuring things out. Even today, the same thing goes to my son. While my wife and my daughter are quite sorted, and they. They figured everything out, so they know what they're doing. So. But, you know, great family, blessed to have wonderful kids. And more importantly, all the parents, all of our four parents, mine and Priya's parents are with us, you know, helping us navigate through life as well. So I'm blessed with everything that we call family.

B (5:07)

Yeah, that's. That's really neat. Yeah, they. It is a great family. I can attest to that. So you graduate, you're on the east coast, you've got all these different degrees. How did intuitive cloud come about?

A (5:20)

So, Ed, when I. Again, this is going back to my childhood, Right. I always had this desire to, you know, solve difficult problems and make things Better doesn't matter what it is, if it is a sandwich, I want to make it better. Right. And that was always the desire and the wish. Right. So that led me to want to do a business that is enterprise focused, scalable. It has a bigger impact. And you know, it may sound good today that I have lot of it figured out, but when I was, you know, starting the business, the design was really to say, hey, let me do something that is beyond just me. And it's scalable and it can grow multifold over the years. It drives success that I can make impact for my customers and for my employees. So that was really the idea. It was not very deep in doing the business. The goal was, look, let's find our niche, let's create a special value that others are not able to do. And. And that was really the idea of starting my own business.

B (6:28)

Yeah. And since that time, you've grown into multiple industries. Tell us a little bit about each of the industries because when we talk about transformation, healthcare in a little bit, I wanna ask you a question about the different industries and how they might compare to one another. So what are some of the verticals that you're in?

A (6:42)

Yeah, so in detail, again, we are what we call innovation and engineering company. Right. Our core mantra is to solve technology problems that evolved into us focusing on business problems. So today we solve business and technology problems, leveraging innovation and hardcore engineering in technology space. We are supporting today, majority of our business comes from three major verticals. Right. So healthcare life sciences is one of the largest vertical group that we have. Second one is banking, financial services and insurance. And the third one is heavy industries. These are the three major verticals that we support. And what we do is we do cloud, cybersecurity, data, AI, ML, platform engineering and product engineering. That's core of our business. Again, healthcare is getting a lot more attention today by overall industry and even at intuitive and by obviously, you know, we have been getting advice and guidance from you and few of the leaders in the healthcare industry.

B (7:52)

How would you say healthcare compares to the two other verticals that you're helping out are healthcare, are we ahead of the game? Are we around the same when it comes to digital transformation or are we maybe a little bit behind?

A (8:06)

So in my view, healthcare is a little bit behind compared to ISV and financial services vertical in terms of adoption of true digital efficiencies. Right. But on the flip side, what I see is that now that leadership in health care has evolved and changed a lot. So the CIOs, the CTO the CSOs have now years of board and boards are now much more aware so they are making significant investment. So if I have to say next five years, I think health care is going to grow in multifold and they may catch up or surpass other industries because you know, innovation is now front and center of healthcare industry. Again. Look at yourself and many of the leaders that I have met. You know, in the network everyone is talking about AI, everyone is talking about cybersecurity. So the awareness of how we improve continuum of care, how do we improve patient experience and patient engagement, I think that has now gone to the next level. So yes, while healthcare today is slightly behind financial services and ISV verticals, I think, you know, next five years is going to be where healthcare is going to go much faster compared to other industries.

B (9:30)

Jay, I know that you have many high profile healthcare clients, without naming any, what are some of the top priorities? You may have mentioned them already. We talked about AI and cybersecurity, but are there other top priorities that you're seeing in some of these forward thinking healthcare organizations?

A (9:47)

Yeah, so this is a good question, right? So in healthcare I always tell people, right, if you want to really make change, right, and you want to drive innovation and transformation, your intents and goals have to be very clear, right? Otherwise you are running in a given direction without a goal post. I think the goal post is defined now for the healthcare vertical and it starts from, you know, major healthcare providers. You know, their profitability is very thin, right? So they are focusing on how do we make our healthcare practices efficient where we are providing better care to patients while we still remain in the business, right? So there are more of operational use cases that, you know, healthcare article is focusing on, right? From, you know, you know, solving this whole physician fatigue and the burnout that is happening, which is a major challenge. As you can see, there's a lot of pressure on those, you know, doctors and nurses today. The second major thing that we see is that there are a lot of inefficiencies today in making care available to patients. Lot of back and forth on prior authorization and ensuring, you know, disputes that come after the patient is treated with insurance companies. So a lot of those administrative overheads that is burning the physicians and even hospital administration out. So there is a heightened focus on that. That is one area now leveraging AI to solve those problems is a technology solution, right? And making sure that it is secure is a cyber security solutions. Leveraging AI and making sure that use of AI is secure and respons for healthcare. Administrative efficiency is one of the biggest driver today that we see. The second area that we see is that providers and the life sciences are partnering together very well in creating the actual solutions or the cure for the patients. Right? That is an area that we see significant collaboration now. Right. So to me, Intuitive as a company is working with life sciences and major providers together. So we see that collaboration that's driving a second major area of transformation in healthcare. The third area that I see is the actual care, right? The treatment of patients in radiology, cardiology, many of the different facets of the actual care that patients need. We see tremendous amount of transformation. We ourselves are involved in building solutions for hospitals and for surgeons and physicians to influence the data and helping them with lot of meaningful insights in how they can cure the patient. Right. Some of the things that we are doing is we are actually witnessing live surgeries and we are collecting a lot of the data obviously in the bounds of HIPAA high trust and within customers environment, providers, environment. But we are really seeing that how do we drive the efficiency and accuracy in care, right? Which is where we are sort of augmenting the physicians and surgeons with more meaningful information. So I see three facets. Administrative, actual care, clinical side of the AI and securing the AI and collaboration between the provider and the life sciences coming up with the cure and medicines and the treatments that is going to improve that. So call it the innovation and transformation is happening across continuum of care life cycle.

B (13:29)

Yeah, yeah, that's, that's, that's great. I think that's spot on. You know, Intuitive has been around for a few years now. Jay, what's, what's one thing? I know there's off the top of your head, you could have a dozen, but maybe what's one, two things that you're most proud of.

A (13:46)

So number one, we have earned the trust from the technology leaders and now we are going next level in earning trust from the business and finance leaders. That would not have been possible without delivering measurable results for our customers. We are noticed by every major executive out there and more importantly, our customers are now speaking for us and introducing us to their peers in the industry. So to me, that is something to be really proud of. It would not have been possible without tireless efforts of my team delivering absolute solid execution for the customer. So that is one second. One that I'm proud of is that we have evolved ourselves from being a technology services company to become a business consulting company. We now are not focusing purely on network security and platform engineering, DevOps and migration to cloud those we do. But the intent is now focusing on business problems. Hey, if I'm working with a healthcare provider, what is that business problem and how do we dissect that into a technology problem and technology solution? We learned this very well in last three years and today I can proudly say that we are actually a vertical focus business and our conversation with our customer is much more relevant to that business challenges. So those are the two things I would say we are proud of. And as a result of it, we see a lot of industry leaders wanting to now work with us and collaborate and partner with us. And as a result we brought just this year in 2024 we have brought eight industry leaders to the team. And you know it, you were introduced recently we brought the business leaders and we brought actually for healthcare, since this is more relevant here for healthcare, we brought actually practicing physicians and surgeons on board to Intuitive to help create the solution that the major providers would need. So I'm proud of the accomplishment of the company and the trust that we have earned for ourselves across the customers as well as the industry leaders wanting to help us grow in multi.

B (16:01)

Yeah, that's, that's a big testimony for sure to your success is when your customers are introducing you to their peers. That, that, that says quite a bit. Now I know that one of these clinicians that you alluded to that's come to the company is actually your brother and in your greater family, the majority of your family seems is in healthcare. On the physician side, you chose a different path in engineering. Tell me about how that happened in, in your youth, I suppose where you made this choice for a different path and what prepared you for your role today as a CEO?

A (16:39)

Simple answer is I'm not as smart as all of them. I mean, I'm serious. They, my, my, my brother, my cousins, a lot of these are doctors. These are very fine, intelligent individuals and professional professionals. And I was genuinely not as good as them. So I could not make it to medicine. Right. It's a very competitive space, especially in India to get admission into, into med school. But on the flip side, as I said, I was always driven by the impact I can make at a scale. Right. That is just the one simple thing that drives me. If anybody presents something to me, my first question would be is it scalable? Is it just limited to you or there are other people under your leadership can manage and grow the business or even the practitioner? And the answer was in medicine. Now obviously the world has evolved a lot where doctors are doing much more than Just treating patients. But back, you know, 24 years back, 25 years back when I had to make that decision, it was not really that clear. So I chose a line and the field which would allow me to scale multifold and I can create a larger enterprise. So that was really the driver to do what I did. And again, as I said, I was, I did not know all of the things that I do today that it was, was even possible. I took help of my intuition and just followed the path and you know, one thing after another kept on happening. I got supported by endless number of people. So I'm not a self made man. I am a person who was built by lots of people and then help and the support is what made me who I am and proud of what I've achieved. But there's lot more to be done. This is just the beginning.

B (18:27)

Jay, what would you say to people listening who are maybe earlier in their career, but one day they think about starting their own company or becoming a CEO. So what are one or two things that you would say to an aspiring leader to help them grow?

A (18:44)

I would say, first of all, be honest with yourself, right? You kind of have to ask yourself a question. Are you a, are you a innovator? Are you a leader? Are you good with execution? Or you are an individual contributor, right? Being confused with your own strengths is not a good idea. That's number one. Number two, being a founder and CEO is not at all the easiest job. There is a saying, head is heavy which wears the crown, right? I may be butchering up the saying, but the idea is that being a CEO and being a founder, creating a business all looks very sexy in people's eyes. But it is not easy. If I have to count the number of sacrifices I would have made. And for being fortunate to be supported by a wonderful spouse and larger family, it's not the luxury that everybody is fortunate with, right? So there is a lot that you're going to have to sacrifice. But be very clear with your intent. If your intent is, yes, I want to make difference, I want to change the world. I want to create a, you know, value that others are not creating. And I want to create a change. You have to be the change to make it, make it happen. So yes, if you are, if you're a person who is passionate, driven, and you have your goals clear, it does not have to be perfect goal that you're going to reach, but your goal is, you know, at a macro level that, hey, you want to do something impactful, then be a CEO. Right. You can create an impact in other ways. But you know, there are, there are people who are sometimes misled or misguided. So my advice to everybody is be honest to yourself. Know your strengths and weaknesses, play with your strengths and repeat what works. That would be a genuine advice to aspiring leaders who are looking to be founders and or CEOs.

B (20:35)

Yeah, that's great, Jay. What's one thing that you learn the hard way?

A (20:41)

So, and I, you know, my, my, the slogan that I like a lot now listen, learn, improve, evolve and repeat. Right. That actually came from lot of bad experiences or a lot of failures. Right. Being, being a founder, you get very passionate and possessive about the business that you built and your ability to trust others to do the same thing you are doing is very little. And doing so I actually lost couple of, you know, really good leaders and friends in business because, you know, I would not have relinquished the control to them or trusted their ability to lead. I side is always, you know, 2020 and you know, you can always find the right answers when you look back in the mirror. But I would say that taught me a good lesson. So I have now trained myself to listen to others, learn from them, give them a space to lead and deliver the outcomes. Obviously you still measure the outcomes. You don't have a blindfold, but give people space to lead. That is one thing that I've learned the hard way. And I'm, you know, generally very self critical. So that is one thing. The second thing that I have learned is you don't have to be the answer for everything. You don't have to be the solution for everything. Bring experts in the space that they are known for. Right. So one of the mistakes that I made early on is I didn't bring on the right finance leaders and right legal leaders and we actually paid a lot of hefty price for that. Instead of focusing on growing business, we ended up, you know, taking a lot of our time in doing operational work which we have corrected now last two years. We've made lots of investment in bringing right leaders in the team. So I would say those are the two things that I've learned the hard way. And I encourage everybody that. Hire the leaders that you trust, hire the leaders that you're going to give them a space to lead and bring the experts. You don't have to be experts at everything.

B (22:58)

Yeah, that's great. And Jay, you've obviously done a tremendous amount to build the business and we all know it takes a lot of effort. As you were sharing, how do you Kind of take the time for yourself to recharge your batteries and remain fresh, you know, because again, you've got Priya and you've got your children. You know, how do you, how do you do that? How do you have that sort of b. As much balance as you can.

A (23:21)

So I said, right, I'm blessed with a lot of good people around me. They are my sort of voice of reason, right? Including my business partner, Hindi, somebody who's been instrumental in our success, our journey, Merali. So Hindisha and Meer Ali at work are my sort of shock absorbers and telling me like, you need to take a break and you know, sort of, you know, sit back, let other people do the job. That lets me stay calm and recharge batteries when I come home. You know, the family is full of fun and laughs, right? So they keep me away from just being, you know, 100% of the time, being in the, in a business mode. So, you know, the work, my friends and partners at work and the partners at home are the ones who are really helping me recharge my batteries and be ready. But in the largest team of things, what makes me happy is that I can now feel that I am actually making very positive impact to a lot of people's lives around me. And that's really what, you know, that, that happiness is what brings smile on my face. So, you know, there are days that I have not slept for 36 hours and you would see the same smile on my face, you know, so it's multiple facets to how do I stay focused, clear, fresh and energized to go make it big next day.

B (24:49)

Yeah, makes tremendous amount of sense. Jay, we've talked about so many things. We started about your life message and mantra after we talked about music and the intuitive life, which was great, which is about living debt free in all aspects of life, spiritually, financially, socially, those sorts of things. And then talking about you growing up and your family and the things that make you tick. We spoke a lot about intuitive cloud, how it started and the things that you do. We talked about healthcare and transformation. You laid out fabulously sort of the three areas where healthcare is heading, where you're seeing a lot of your customers going. And then we talked a lot about leadership because this whole takes leadership to work, about impact at scale, being honest, the things that you learn the hard way and finally how to recharge your batteries. What did we miss or what would you like to double down on? I'll give you the last word.

A (25:34)

So, Ed, I would say Two things. One, that day, through this medium, I want to thank everybody who has been a contributor and instrumental for my journey. Being grateful is very much important in today's day. We take our friends and family for granted and I urge everybody that do not do that. Prioritize your family and your friends, people who have made positive impact in your life, pick up a phone, call them, thank them and be grateful. There is no better feeling than that for you and for them. So I have, I have ton of people to thank and be grateful of. Including you, right? You have you just knowing you for some time, you have actually helped mentor my daughter. You've supported her journey that she wants to go in med school and pursue that career and you've been instrumental in helping. I'll start with that and go down to everybody who has brought me here, right. Second is a pay it forward. Right? We, we all need to cover time and mind share to be able to pay it forward. What I have learned, mistakes and you know, good and bad thing. Right? You can teach a lot from talking about your mistakes and your vulnerabilities. That makes you a better leader. Most people talk about successes. I like to talk about failures because there is a lot to learn. I have learned a lot from other people's failures around me and I'm blessed to be able to actually be supported by them. So the young generation today is quite sorted, right? It is our responsibility to help them card their path, provide guidance when needed and make an impact. Right? Where they don't need to really taste the poison to know it kills them. Right. We kind of have to play a role and say, guys, look, we've been there, done that. Here is a piece of advice that may help you not repeat a rookie mistake. Right? Or the first time entrepreneur or leader mistake. We can help them. Those are the two things I would want to add in here and you know, sort of call it. That would be a message that I would want to give through your medium to everybody around us.

B (27:44)

Well, Jay, that's awesome. Thank you so much for being our guest on Digital Voices.

A (27:50)

Thank you, Ed. Really appreciate you taking time and putting these efforts in. I have, I'm a lifelong fan of you and follower of everything that you have done. Your journey is truly inspirational. So, you know, thank you again for even considering me to be on your podcast. So truly appreciate it. Thank you for listening to Digital Voices podcast with Ed Martin. If you enjoyed this episode, subscribe on your preferred streaming service and leave a rating and review. And most importantly, thanks again for listening.