The Truth May Be Different From the Obvious

They say growth often comes from the most unexpected sources, and I experienced this firsthand during a defining chapter of my career.

Let me take you back to 2008-2009 when I was working with one of the largest US companies in the cybersecurity domain. One of my senior colleagues from the corporate team in the US used to have frequent interactions with us. Our discussions primarily focused on strategies to grow next-generation cybersecurity solutions, particularly around two-factor authentication and DDoS protection—emerging trends both globally and locally, especially in India.

When I joined this company, my role was to lead the Government business. However, after a few quarters, my manager expanded my responsibilities to public sector banks, specifically targeting one bank that was preparing to issue an RFP for multi-factor authentication—likely one of the first of its kind in India.

At that time, we were pushing multi-factor/2-factor authentication solutions into the Indian market. Although we had a robust product, the market’s lack of understanding and acceptance posed significant hurdles. Our internal teams—both HQ and India—were frustrated, and we needed a breakthrough.

During this period, I had several intense discussions, particularly around our support and pricing model for India. I advocated for a specific pricing structure for the early cases, citing the price-sensitive nature of the Indian market and the novelty of the 2-factor solution at the time. These internal debates, particularly with the gentleman from the US who was leading the product team for APAC and Japan, were often contentious. He had a very different view on pricing and support models, which were obviously not attractive for us in India.

Despite my strong stance, I mostly listened in group meetings with this colleague, carefully considering his perspective. However, when the RFP was finally released by the bank, I knew that we had a product that met all the specifications outlined in the document. If we could price our solution competitively, especially considering the bank’s reverse tendering process (which they still follow), we had a solid chance to win our first large contract with a public sector bank in India.

The task seemed straightforward, but internally, it was much more challenging. We needed approval to bid at the lowest possible price to be the L1 bidder, which meant being the most competitive offer in the reverse tendering process the bank used (they still use it!). As the debates raged internally, I became increasingly vocal and persistent, demanding the necessary permissions from HQ. This colleague from the US had reservations for reasons unknown to us at that time.

In the end, he refused to grant the necessary pricing flexibility. We were stuck with a price that we knew wasn’t competitive enough to win. I was deeply disappointed, as it felt like we were going to lose even before the case was officially decided.

While we were dealing with setbacks and internal conflicts, little did I know that this very colleague, who seemed like an obstacle at the time, would later play a pivotal role in an unexpected turn of events.

In one last attempt, I got on a conference call and made my case directly to this colleague. He listened, argued, listened again, and then, with a calm but firm tone, told me to follow the company guidelines. My manager, who had been watching the exchange, was stunned by how vocal and assertive I had become. He tried to comfort me, suggesting that we were doing the best we could, and perhaps HQ had better insight into the bigger picture.

After we lost the bid, we later learned that our company was preparing to sell that business unit to another large US company that was the leader in the security domain. This explained why we couldn’t secure the necessary pricing flexibility—our colleague had limited options to support us without disclosing sensitive details.

After the business unit was sold, there were typical restructuring changes. My manager moved on, and several colleagues were reassigned to the company’s core business. I was uncertain about my future until one night, I received an unexpected call from this same colleague. He told me the US team was looking for a leader to manage relationships with global SIs like Wipro, Infosys, and others HQ in India, and he had recommended me for the role. He asked me to send my updated CV, and he would take care of the rest. I was floored.

The person I had argued with the most, especially on the strategy issues, was now helping me secure a position that would give me international exposure and open doors to new markets like the US. It was a complete surprise, and I had never imagined such an outcome.

This experience taught me two key lessons: first, that growth often comes from pushing through setbacks, and second, that some of the most valuable support can come from those we least expect. My US colleague—let’s refer to him as "B"—was one of the people who helped me the most during a critical time in my career, and I will always be deeply appreciative of his support.

Sometimes, the people and situations we find most challenging offer the greatest opportunities for growth. The unexpected support from colleagues like ‘B’ can shape not just our careers, but our perspectives on teamwork, leadership, and resilience. I’m grateful for the trust and belief he showed in me when I needed it most.