I belong to a semi-conservative Tam Bram Iyer family. My mother Valli, an ever so loving and wise lady, had her roots in a town called Attungal near Trivandrum. My father Vishwanath, a disciplined, broad-minded, but rather stubborn gentleman, was born and brought up in Bombay, but his family hailed from Vishnupuram, a town near Kumbakonam. My paternal grandfather, who was employed with the Indian Railways, shifted to Bombay as early as in the mid 1930s.
As for me, I was born in Attungal at my mom’s native place. I attended first standard in a Bombay school. Soon after, my dad's work took him to Secunderabad in erstwhile Andhra Pradesh. So, I was enrolled into a school at Secunderabad. For reasons best known to my dad, I was moved from that school after my 4thstandard and sent to a boarding school in Trivandrum only for a year. So, I did 5th standard in a very conservative and disciplined CBSE institution called Arya Central School. I guess my dad wished to see me transform from a mischievous child (that I was) to a disciplined kid (of his imagination.)
Well, this abrupt relocation impacted me on three counts:
One, I became independent and self-reliant and could survive alone anywhere from a fairly young age.
Two, it made me a rebel of sorts as I was mighty upset with my dad for cooking up a story for sending me to boarding school (He told me he was moving to Gujarat on work, and I would need to learn a new language if I were to accompany him, hence the Boarding school but at the boarding I had to learn a new language Sanskrit anyways)
Three, studies became easier given the CBSE syllabus.
However, I was brought back to Secunderabad after one year and admitted to a convent, St. Patrick’s high school, as a standard 6 student. My life changed course dramatically thereafter. I was of course rebellious, but I excelled academically too, courtesy the discipline instilled in me at the Boarding school. Typically, I would be among the top three in my class and my favourite subjects were English, Social Sciences, Mathematics and Telugu.
My class teacher Sister Lucy (my first love) taught us English. Her influence made me focused and disciplined. Our Mathematics teacher, Joseph sir, gave us a lot of maths homework (almost 20 sums a day). While I would do all of them, I allowed the David's house students the luxury of doing only 5 sums as David's Red house captain (this was of course the rebel decision maker in me.) To shield them from the prying eyes of Joseph sir, I would tell them to sit in the middle seats of the middle rows. As luck would have it, one of them was caught red handed with just 5 sums in his homework book, and he was smart enough to spill the beans which brought to light the main culprit - captain of the house. When Joseph sir began checking other notebooks, I instinctively took off my captain’s badge and had tears in my eyes, anticipating the worst.
Strangely enough, Joseph sir did not get angry, and asked me softly, “Why did you do this?” My answer was straightforward, “We have other subjects to study, and doing 20 sums a day leave little time for them. But, as the captain of my house, I do all my sums.” I don’t know how Joseph sir interpreted my insubordination but from that day onwards, Joseph sir stopped giving homework and I instantly became a hero of my class.
I also loved Physical Training classes, as also the Kabaddi and Chor-Police breaks. During Parent-Teacher meets, many mothers would complain that Krishna get unduly rough while playing and ends up tearing our sons’ shirts. I would respond assertively that Kabaddi is a boy's game, and if some of my colleagues had issues with it, they should play chess instead. This audacity earned me the label of Rough & Tough at school, and I fondly remember Sister Lucy lovingly explaining to me the need to become more careful not to cause physical injury to my peers.
My home was a den for all my friends, as my generous and loving mom would make snacks for all, especially on all festive days. We would celebrate every birthday of our group without fail. My dad taught us how to pray, meditate, and chant Shlokas. Two of my close school friends later told me about the strong influence my parents made on their lives too.
My Telugu teacher Raghupathi sir inspired me to become a voracious reader. He was an amazing story teller and left us spell bound by his description of mythological and historical heroes like Arjuna, Hanuman, Sri Ram, Akbar, and Shivaji. I also took to reading mystery and adventure books (Enid Blyton and then Thrillers by James Hadley Chase, Perry Mason and Western Outlaw Books). Having fed on a heathy diet of thrillers, I wanted to become a detective, an outlaw, and a lawyer at different points in time. Of course, there was this occasional desire to become an engine driver, given my fascination for trains. Later, when I joined the air wing of NCC, I was addicted to the free samosas they gave us, and this added one more profession to wish list: Pilot! The dream however was shattered when spectacles came into my life. Pilots, I found out, had to have a 6 x 6 vision and specs were out of question.
How and when did you turn to computer programming?
After completing my 10th standard at St. Patrick’s high school, I was admitted to class 11 at St. Joseph’s high school and went to college for 2 months. I would cycle close to 10 kms to and fro. In August 1979, my dad landed a job in Bombay and we were back in the big city, on a day marked by heavy downpour. We were allotted company quarters (in one building comprising four homes). The way to this carried a strong tobacco stench and the incessant rain had made the environment dark and gloomy, which led me and my brother to carry a very poor impression of Bombay and it took us years to accept the city as our new home.
I joined 11th standard (junior college) in the science stream of Mithibhai college, middle of the year. My brother joined 8th standard at Xavier's school. Both of us had a hard time fitting into the new groups and sorely missed our Secunderabad school friends and neighbours and all the hustle bustle that we were used to. Here, we were a mere four families in the company quarters. So, all in all, 1979 was quite a depressing year for us brothers and mom. Dad of course was busy at work close to 14 hours a day.
My initial career aspiration was to become an Engineer, like my dad who was revered as one of the best engineers of India’s Tobacco industry, who could assemble/ repair/ reengineer used Cigarette making machines imported from Germany in fully knocked down condition, down to the last nut and bolt. So I studied for IIT entrance but suffered a bout of jaundice during the exam time. With a long face, I enrolled for a Bachelors of Science degree. This was the year 1981. My dad briefed me about the emerging field of Computer Science and I took a correspondence course in Computer Programming from Thiagarajar College of Engineering, Madurai. The course material was very helpful, and I took to computers like fish to water.
In 1982, during summer holidays, I enrolled for a Diploma course in Computer Programming at my college, one of the first of its kind in Bombay. When our IITian professor B A Anant underlined the significance of and need for computers in all streams (including Engineering), I decided that i would pursue a Bachelor's in Maths and Computer Science in parallel. His method of teaching was unique and inspiring. He asked us, “Do you want your teacher to spoon feed you or guide you? do you want to clear exams alone or do you wish to understand the subject deeply” Only two students opted for the second route and I was one of them. Later, thanks to this motivation, I became one of the most sought after teachers at Datapro.
I donated all my IIT entrance books and put in all my energies in learning programming languages. My dad got me an internship in the computer department of his company where I learnt how computers process massive data and run payroll, accounting, inventory and the like. I also wrote a Calendar generating program that boosted my confidence. I also topped the Computer Programming course at college.
At this juncture, my life took an interesting, challenging, and rewarding turn. The professor who taught us Cobol programming, was an EDP Manager at Nelco-Siements. He offered me a job as a Trainee Programmer on a salary of Rs.800/-, which was to become 1,200/- after a probation of six months. I did not know the worth of this, so just to compare i asked my dad, how much was his salary. And he said something like 2,400/- per month. So I did all the math in my mind: if at age 20, I would be earning half of what my dad was earning, my salary going forward would be astronomical for sure. So I took a dumb call of quitting my education in favour of what I reckoned as a high-paying job.
All hell broke loose at home, and my dad forced me give the second year exams (“even if it means you submit a blank paper”). I did submit two blank papers - Physics and Maths – and failed to clear the second year BSc (thinking that this ploy would get my dad off my back). When I met the professor at Siemens, he asked for my graduation certificate. I was shell shocked and told him what I had just done to make way for the job. He told me company policy does not allow an undergraduate to become a Trainee Programmer. He urged me to complete my graduation and then come to him again. This dawned on me the important of graduation as a pre-requisite to employment.
While doing a summer internship at Mastek for 2 months, I came to know of a Bachelor's Degree course in Computer Science run by a US institution, the first of its kind in India. My dad decided to "invest" in this degree. The course fees were around Rs. 6900/- (which was more than his annual savings and yet he went ahead for my sake.) This course was the turning point in my Career in Computers as my professors were exceptional, and one of them had US experience. The other was Professor Sahni from the EDP department of Indian Navy. His method of teaching, of calling a student to the Black Board for explaining the homework to the whole class, helped me overcome stage-fright. This approach worked like magic, and going forward, I excelled as a communicator on this solid foundation, courtesy of Professor Sahani .
How do you look back on your career voyage, and what in your reckoning has been the key trigger for moving up the value chain in good time.
By the time I completed graduation in Mathematics, I was already a Graduate in Computer Science, with internship plus work experience of 8 months ( 6 at Golden Tobacco and 2 at Mastek as trainee programmer). After final exams, I was referred by the EDP Manager at Golden Tobacco to Softplus (Software Division of Zenith Computers). I Joined Softplus as a Trainee Programmer with the condition that my salary of 900/- will start only after 6 months of probation. During this span, the university announced final results, and 16 of the 18 of us were declared failed, due to a computer glitch. The college sent all our marks for revaluation. I learnt another hard lesson here. The Softplus MD had praised my work only a week prior to the results and assured me that my probation will end sooner than 6 months. When he learnt about the results, he told him confirmation would happen only on submission of the Graduation pass certificate. I felt quite let down and the EDP Manager of Golden Tobacco asked me to contact Mastek. The Mastek Director asked me to join immediately at a salary of Rs.900/- (as he was happy with my work during internship). So, I quit the Zenith job and forewarned the MD of hiring his staff in 2 years. He laughed at my audacity, which he presumed was overconfidence.
At Mastek, I was made part of a very large project of writing a complete module in Cobol (on a Data General Mini Computer) on generating Trial Balance, Profit & Loss Statement, and Balance Sheet. The project ownership was with the Atul group of Valsad in Gujarat. I gained invaluable experience here and would travel back to Bombay every weekend to meet my family and my girl friend who was studying in her final year BA. On project completion, a new Director at Mastek refused to have me back at Bombay, and so I moved on to join another smaller Software development company.
This is where I met my Business Partner and friend Chandra. He had joined the same day and his earlier stint was at NIIT. Both of us were from good companies with good experience and working in a small company under an immature MD was quite a challenge. So we both quit on the same day (without each other knowing) and as I was walking back to the station, I saw him at the Bus stop. That is when we came to know of our common decision and we both had a cup of tea with a hearty laugh.
We decided to start out on our own even if it meant signing up a single client provided he could help us with basic subsistence. I had two contacts who wanted to develop their Payroll and Accounting systems. One was Jyoti Leather Cloth Industries and the other was Kamani Oil Industries. And lo and behold, we signed both orders in the very first week and our start up took off in June 13, 1986. We soon realized that while we were exceptionally good at coding, my core competence was systems analysis and Chandra’s forte was Design. That blend made way for a great collaboration Our company was called Cybernetic Systems and we were among the first five software companies in Bombay competing with the likes of Mastek, TCS, Softplus, and Wipro. Chandra and I both used to teach at Datapro, run our IT consultancy and lived the good life.
During this journey, I learnt invaluable life and leadership lessons under the guidance of Mansukhbhai Patel (MD of Jyoti Leather Cloth Industries. He told me he was an Oxford, UK and I though that explained his exceptional wit and wisdom. It was only later that I got to know he was only a matriculate who worked at the departmental store Selfridges on Oxford Street, London, having made it to the UK with only 6 pounds in his pocket, borrowed from his father. That’s when I realized intelligence is not the prerogative of an institution, an intelligent person is an institution in his own right!
During my very first interaction with Mansukhbhai, he had predicted a short life for my business partnership with Chandra, and our business indeed lasted only one year. That was the point I sensed I was too young and inexperienced to run a business. By then, my girl friend vanished into thin air (her dad whisked her away to some city in Moradabad and that was the end of my love story) Now my focal point was work and teaching computer science at Datapro.
In August 1987, I met my wife - Rohini - who joined as a Datapro student for the full time Diploma in Computer Applications. I believe it was love at first sight when we both bumped into each other in the corridor outside the class room. I was scared to initiate a dialogue given that I was dark and she was exceptionally beautiful. Having come out of a break-up, I did not wish an encore. And I was her teacher so it didn’t seem right anyways.
During this time, Chandra said he liked her and sought my help to let her know, but I knew he was a flirt. So I asked him if he was really serious, and he said yes! Rohini was a Tam Bram and so was Chandra, and so I took Rohini out for tea and told her about Chandra’s feelings. She was shocked as she considered him like a brother. In the evening, when Chandra met her, he pulled a fast one and said, “Maybe Krishna is the one who is really interested in you” to which Rohini blurted out, “If that was the case, I would not mind it.” Chandra relayed this to me and I waited for the course to formally get over and proposed to her onr the last day of the course over a cup of tea. When she answered in the affirmative, I asked her if she had the courage to walk away with me, if her folks or mine did not concur with us, and she again replied ‘yes’, this time with resounding conviction. I did not expect that answer and so again told her that she needs to know me better, so also my background and past before making up her mind. So we mutually agreed to give it time and then take a call. In a week's time, we realized we were madly in love with each other. I introduced her to my mother, and there was an instant connect between them. My mom convinced my Dad and we both entered into wedlock in May 1988. This was also the time my partnership with Chandra ended as he went overseas to teach at a University in Mombasa, Kenya.
I joined Datapro full time as a Centre Manager and Faculty in July 1988. I was the youngest, non-MBA Centre Manager in Datapro in India and turned around a loss making center into a profitable one in a mere 10 months. My daughter Rachana was born in April 1989, and goddess Laxmi in her form brought prosperity home. As a leader, I was direct and outspoken, courtesy Mansukhbhai’s guidance, so also the two books he gifted me: The Seagull by Jonathan Livingstone Seagull and the Biography of Lee Iacocca. The Seagull taught me how to aspire to fly higher, Lee Iacocca taught me the virtues of assertiveness, and Mansukhbhai of course taught me to live life with 100% integrity, and no compromise whatsoever on values and ethics. A small book ‘Work and its Secret’ by Swami Vivekananda taught me everything about diligent work. These values kept my career on the fast track but on the ‘ethical path’. It also wired me to think of each role as an assignment and not get emotionally attached to it. This approach helped me traverse multiple domains as a Transformation CIO, helping each organization scale up and soar high on the wings by Technologies, Process Re-engineering and People Empowerment.
You have traversed a diverse milieu across different domains, countries and cultures. Could you share a few fond memories?
Working in India continues to be my most challenging terrain given the glaring gaps in integrity, questionable work ethics and proprietor mentality of a few CEOs). Having said that, I had the good fortune to do some amazing work at three great Indian organizations.
Mastek, where the owners and Directors (all IIM grads) would carry their PC home and write code every day. The monthly meeting at Mastek was very transparent and bouquets and brickbats were shared in open. There was minimal politics, through over a period of time, the persona of each leader drove the practice rather than the other way round. (this is a formidable challenge in India and Asia, maybe our Idol worship has something with employees idolising leaders as demi gods and showing undue loyalty, at times even at the cost of compromising organizational interests.
Jyoti Leather Cloth Industries, where I had a first-hand experience of Mansukhbhai's towering vision and mission and his sacrosanct value system which had no room for compromise of any kind. Even today, iIt is unthinkable in India to run a ethical business organization, as money is known to fetch a truckload of sops and shortcuts on a platter for fly-by-night operators. Yet, Mansukhbhai built a profitable business brick by brick built on integrity, accountability and transperancy. He taught me to live with a daily KRA, of NOT doing anything that would make one lose sleep. He taught me how to take tough decisions by consulting one’s soul and consciousness. If the soul’s answer is no, never go against it, even if one’s job may be at stake!
CMC Ltd (ex-IBM company formed by IBMers when IBM was kicked out of India during the Janata Dal Rule) Dr. P P Gupta - the then CMD – built a strong culture thriving on trust. Just to cite an example, when he found that a few employees were fudging on expense bills, he didn’t intervene as he was sure that the offenders will mend their ways or quit out of shame and the guilt of going rogue amid other honest people. He also taught us to lead from the front. For instance, he discontinued the Railway Reservation Project which had transformed India, and personally demonstrated to the Ministry the measurable value of the Bombay-Delhi Reservations Project by making it a free of cost pilot project. This grand project kickstarted the Technology Transformation in India and globally.
Among overseas stints, I fondly remember the five years spent at S A Kent (part of Kentz Corporation) which honed my technology and leadership skills. My Irish boss - Simon Walsh - would tell me to stand up and fight the ‘good fight’ and never quit midway or fail to stand up for what is right. And he backed me unconditionally which gave me the autonomy to scale up S A Kent, build world-class systems, and convert IT from an overheads department to a profit-center, building systems for marquee clients like Bechtel & Saudi Aramco.
During the two-year assignment as the first Global Head - IT at Qatar Airways group, I was felicitated as the best Head of IT from the Asia & Middle East region and invited to attend the World IT Congress in year 2000 at Barcelona, aboard a World War II Ice-Breaker Ship - The Marco Polo) which was a grand confluence for the best IT Leaders and IT Service Providers from around the world. I applied many leadership principles at Qatar Airways group which I learnt from ‘The Seven Miracles of Management’ by Alan Downs (this is my Leadership Bible that has stood the test of time and relevance to this day)
During the three-year stint as Chief Information Officer (IT Director) at Royal & Sun Alliance Insurance Middle East (now known as RSA Group), we overtook our nearest competitor AXA insurance to became the number one Pure Play Insurer in Middle East, winning all the prestigious awards in the region. As a cherished reward, other than the hard earned bonuses, I was nominated on honorary basis as Advisor on the Board of two of RSA's largest Intermediaries (together comprising 60% of the RSA business) to guide them on their Tech journey. I also got training as a Performance Coach, and was recognized as one of the best Coaches & Mentor in RSA Group. I was nominated on the Prestigious RSA Leadership Development Program - Batch of 2008 - as the nominee from the UAE Business. The Core Insurance Application re-engineered under my leadership is today worth millions of dollars and in practice at many RSA Businesses world-wide.
To sum up the experiences, the work cultures in India, Middle East and Asia are quite similar. However, consistency and sustainability of growth is always a function of sound values, principles and ethics.
How would you to summarize the defining work cultures of Japan, Middle East, India, and UK, notwithstanding the fact that great, good, and not so good individuals abound across cultures and countries?
The work cultures in India, Middle East (Saudi, Qatar, UAE), Japan and UK (rather Europe) vary a fair bit. Let me start with the similarities, which are quite stark - viz., the proprietor/ promoter driven business mentality exists across the counties with varying degree of finesse (which is purely due to the local education and culture).
A case in point is a European Promoter CEO, who would behave well most of the times, but under challenging circumstances could reveal true behaviours (sadistic, narcissistic, and even perverted at times).
A Qatari CEO would flaunt his power and behave in quite an aggressive manner, throwing tantrums, sacking leaders to create fear.
In sharp contrast, a CEO from UAE would behave much better as most UAE Leaders are well educated, thanks to the country’s investment in overseas education and a secure, safe and yet competitive work spaces which embraces all cultures of the world and treats them fairly equally. Indian Leaders are held in high esteem in UAE.
Saudi or KSA in the late 1990's was led by Expat CEOs and a few local CEOs were being groomed to lead from the front. Because of the doles granted to the locals, and the preferential laws, they did not have an incentive or motivation to educate themselves, nor work hard. But this has changed in the last decade and now they are rapidly competing with UAE under a forward looking leadership at the country level.
Japan offers an amazing mix of autocratic leadership (that believes in the chain of command) and highest level of principles and ethics (which is eroding a fair bit due to the growing US & Indian Promoters’ influence - especially in the JV companies the Japanese have setup in India.)
India is the most unique of work cultures globally. We have the very best of Leaders from corporates like the Tata Group, as also the worst among worst in several family-driven organizations. Many MNCs in India struggle to enforce their global HR practices, thanks to the ‘Jugaad’ culture of Indian leaders, who are sycophants building a loyalty-based work culture (with little regard for competence or performance). This depressing scenario is changing for the better with the adoption of best practices across sectors, especially enforced by expatriate Indian Leaders who have experienced value-based work cultures in US, Europe, Japan, and Middle East, and are keen to adopt the same in India.
In India, there is a marked reluctance to adopt process-based work cultures that can ensure sustainability of leadership actions (even after the Leader passes the baton to the successor). Somehow, there is a marked reluctance among majority of Indian Leaders to institutionalize processes. No wonder, we see many Indian companies struggle at the top when a charismatic or visionary leader marks his or her exit. Of course, when a charismatic leader calls it quits, some impact is inevitable, but by building and embedding repeatable and scalable processes as part of leadership, one can ensure that the erosion owing to the charisma loss is not more than 20%. The rest 80% can continue as was envisioned and built, provided processes and related automations have been duly embedded.
Your role at VojVoj, Bailey Jude Ltd as also your Journey with Andrew Sillitoe seem discernibly incredible in terms of the length, depth and width of your involvement and contributions as a change and transformation architect…
My roles with Team Head Coach (as Shared COO) , at VojVoj (as Co-Founder & Shared COO) and a brief stint at Bailey Jude (as Talent Specialist for GCC region) have given me quality exposure to working with the Leadership in Europe & UK. It has reinforced my faith in the value of Transformational Leadership irrespective of colour, race or age. My association with Andrew Sillitoe, a world class Coach and an Ice-Hockey Olympic Gold Medallist was truly endearing. Likewise at VojVoj, working with an entrepreneur with an aggressive vision of building an Instagram-like APP, which would offer 100% Data Privacy (unheard of in the Tech space globally). At Bailey Jude, it was more of an experiment to support the owner who wanted to explore the GCC market in 2023, which ultimately had us step back and steer clear of diluting energies and strengths built in the UK market.
I am positively intrigued by the Givers CXO Club – can you elaborate a bit on its vision, mission, and values?
My initial expeience with the CXO Club (the Givers Club) was very good. It was built on the concept of ‘Giving First Before Taking Anything Back’. The Club built a decent membership across Mumbai, Bangalore, and Chennai. The mission was to have world class leaders with experience and vision address club meetings as speakers. For instance, the CEO of Meru spoke of his struggles, successes, and challenges which made for an awesome session. However, given a pressing personal commitment of the founder, the club has taken a back seat. Maybe someday it may revive itself. I hope it does!
Can you elaborate on your 1-2-3 mantra for the benefit of the uninitiated?
The 1-2-3 i3 Mantra is three-pronged:
Innovation: keeping things simple (as complexity is never innovative).
Integrity: 100% transparency, anything less than 100% is situational integrity and a compromise. It is also the power to say NO - to shortcuts and temptations - which are in abundance in today's material world.
Impact: ensuring positive Human impact in all decisions as a Leader.
While i3 may sound simple, it can prove quite intimidating and a formidable challenge to breathe the i3 principles of the mantra.
A word on your passion pursuits of travel, music, films, cooking and volunteering.
Travel has been an integral part of my work since CMC days. It has exposed me to different cultures in India (from Kerala to Kashmir) and globally (from Dubai to Dublin, Thailand to Tokyo, Riyadh to Jordan, and Muscat to Hamburg). It also reinforced the fact that there are amazing human beings everywhere in the world with baselines built on integrity, compassion, empathy, transparency, and sincere work.
Cooking is another fiery passion for me as I love to cook for my nieces and nephews, daughter, wife, friends, and team members. I love the innovation that cooking offers on a platter. I have been volunteering for ten years at The Art of Living Foundation which has taught me humility and the significance of service at the grassroots. Volunteering is a fantastic ego slayer and equalises us with people of diverse cultures, economies and intellects. While volunteering is good at a personal level, it is futile to associate with an organization run by so-called Gurus (They do offer solutions that benefit millions, but they also feed on the emotional weaknesses and vulnerabilities of millions and hook them. It is no doubt a good hook, compared to drugs and alcohol but definitely not a value add for discernible individuals, who often end up leaving family and friends only to be disillusioned in the ultimate analysis).
I enjoy only those films which don’t unduly tax my brains and provide me with wholesome entertainment. The serious stuff doesn’t interest me save for films that communicate key messages with empathy and finesse. Thanks to my wife's encouragement, I have taken up music and learning from a most amazing human being, my teacher and best friend – Nileshji, a fine human being, and a most passionate and skilful teacher.
How do you envision the changing dynamics of a new world order that would call for special skills to thrive ahead of survive?
In n evolving world marked by VUCA (Volatility, Uncertainty, Complexity and Ambiguity), multipolarity is on the rise with growing extremes on the right and left, and a culture police leveraging deep tech craftily promoted by the US, making life hard to comprehend, compare, and compete. Wars and conflicts are on the rise (Syria, Palestine, Ukraine, Myanmar and now possibly Taiwan, parts of Europe, Iran and the like.
Most critical skill sets going forward would comprise adaptability, personal and professional integrity, and of course proven competence in design thinking, data science, and AI. Above all, one needs to develop resilience (practising meditation, prayers, silence, detachment, and being in the present moment). Having compassionate parents and a loving family, trusted circle of friends and visionary gurus, all experts in their respective domains, will go a long way in fostering a purposeful life.
Any parting thoughts?
I feel each one of us should strive to find his or her unique path. For me, it is the path that "Sai” has paved for me, who guides me in all actions like my mother did. I firmly believe each human with a billion unique living cells is a wonderful and divine creation sent to discover this amazing place in the universe. It is said that even the gods crave to visit earth to experience the miracles down here! We should make the most of the godsent opportunity given to us!