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One-on-one with Kaseya's Global CEO Yogesh Gupta

Radhika Nallayam | April 14, 2014
Computerworld India took some one-on-one time with Kaseya's new CEO Yogesh Gupta, to discuss where he wants to take Kaseya in the coming years and how he plans to do it.

Computerworld India took some one-on-one time with Kaseya's new CEO Yogesh Gupta, to discuss where he wants to take Kaseya in the coming years and how he plans to do it.

You're better known in the industry as the ex-CTO of CA. Tell us more about your three decade long career and your journey till kaseya.
Gupta: My journey has been interesting. I started as a programmer in the 80's. I handled marketing when I was in CA in the 90s for the product called Unicenter. It did well, so did my marketing career in CA. I did worldwide marketing for CA in late 90s. I also ended up running strategy for CA in between before becoming its CTO. I later ran mergers and acquisitions for CA, during which time CA acquired 18 companies. But I always wanted to run my company and got an opportunity to serve as the CEO of Fatwire, a web content management company. The shift to social media was just starting. It got really successful and Oracle bought over that company in 2011. I stayed with them for 10 months and left. I took some time off and got back to software space in end of 2012. That was when the new Kaseya investors were looking at having a new person to head the company.

What has changed since you took over the reins?
Gupta: A number of things have changed. We have a new management team. Besides, Kaseya's development methodology earlier was the regular 'water-fall' strategy with long product cycles. Sometimes we took two years to deliver a new release. Post the changes, we decided to implement agile methodology for development. We are now committed to delivering three releases every year. The engineering team has responded wonderfully. We released the VSA 6.5 in end of January. The 7.0 version is due in end of May. We will have another release in September. We are now able to communicate with our customers and show them our product roadmap and provide them a 'three release' visibility. We have implemented a brand new customer service and support infrastructure. I believe that customer experience is paramount for an enterprise software company like ours. We doubled our effort on customer service and support and as a result, the number of trouble tickets we receive on a monthly basis had dropped 50 percent. We also improved our focus toward cloud business. Today, 20 percent of our entire customer base is on cloud model. Interestingly, in the last 6 months, we added more than 500 customers and almost 60 percent of them chose our cloud offering.So, as a technologist, you have certainly given more priority to innovation and product development. But you also approved some acquisitions. What was the rationale?

 

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