Girish Mathrubootham emphatically describes Artificial Intelligence (AI) as a "monster wave" – a technological shift so profound it is "turning industries upside down". Unlike previous tech disruptions that primarily affected other sectors like transport or retail, AI is uniquely disrupting the technology industry itself. This is exemplified by the fact that AI can now write code, raising questions about the future of traditional software engineering roles.

SaaS in its Current Form is "Finished": Mathrubootham asserts that "SaaS in its current form is already finished". This doesn't mean the end of SaaS companies, but rather that all SaaS companies must fundamentally adapt by incorporating AI into their processes. SaaS, traditionally a system built for humans to manage data (like CRM or HRMS), now sees AI automating many tasks previously performed by people. For example, Freshworks' own "Freddy AI" can now answer customer calls regarding product prices or cancellation policies, tasks previously handled by human agents.

Job Disruption and New Opportunities: The monster wave of AI will "definitely people would lose jobs". However, Mathrubootham stresses that "in each revolution, there are birth of new careers". The key for individuals is to develop "resilience, adaptability and learning ability". For youngsters, the essential skill will shift from programming to learning how to effectively use new AI tools to enhance productivity. Prompt engineering, while perhaps not "engineering" in the traditional sense, is an emerging tactical technique that individuals can learn through trial and error to effectively utilise AI.

Adapting to the Future: Leaders and organisations must accept this change rather than fear it. The focus should be on how to be more productive using AI. Governments are also thinking about regulating AI and giving people time to prepare, as seen with Dubai's Minister of AI.

A core philosophy for Mathrubootham is that "technology is not a business," but rather "technology incorporation is a business". The fundamental "business" lies in "solving the customer problem". He warns that "building a product for the sake of technology has always failed" because it lacks a clear business problem to address.

He illustrates this with an analogy of listening to his favourite songs over different decades: while the "gadgets" (cassette, Walkman, iPod, Spotify) changed, but the "music" (the song itself, what the customer values) remained constant. Similarly, in business, the focus should be on the "music"—the customer's need or problem—and technology merely serves as the "gadget" to deliver the solution. Entrepreneurs should concentrate on solving real customer needs, and then leverage the latest technology to do so.

Mathrubootham shares several personal and leadership philosophies crucial for success:

"Dream in Installments": Instead of starting with an overwhelming ambition to "change the world," he advises setting achievable, incremental goals (e.g., aiming for $1 million revenue, then $5 million). This phased approach makes growth manageable and less daunting.

Trust Your Gut Feeling: While not the sole determinant, he has learned to trust his "gut feeling" when making decisions, especially in hiring. He believes it synthesises a multitude of unconscious thoughts and information, even if it cannot be fully articulated.

"No Rearview Mirror" Approach: When facing challenges or setbacks, he advocates focusing on "how to escape from here" and moving forward, rather than dwelling on past issues or mistakes. This mindset prevents getting "stuck" in the past and enables progression.

Winning with the Team You Have: A truly effective leader "should know to win with the team he has got". This involves identifying and leveraging the team's strengths while strategically hiding their weaknesses. Blaming the team is not an option; collective responsibility for outcomes is key.

Mathrubootham acknowledges the unique expectations of Gen Z and "2K kids". Unlike previous generations who valued job satisfaction, Gen Z desires "fast growth and learning". Their world of instant gratification (e.g., pressing a button for a car or food) leads them to expect similar rapid promotions.

Instead of "cribbing about Gen Z and 2K kids being non reciprocative," he suggests that corporations must create "a high performing environment" that facilitates rapid promotion opportunities based on clear performance metrics. This includes offering automatic promotions based on targets, rather than making them wait for annual appraisals. While previous generations appreciated amenities as privileges, Gen Z, having grown up with them, might perceive them as entitlements. The confluence of their desire for fast growth and technology's capacity for fast wealth creation will be disruptive, but not necessarily chaotic.

To finish off, here’s some more tips from him:-

Own Your Happiness: He advises against "giving the remote control of your happiness to anybody else" by reacting quickly to external negativity. It's a crucial life lesson to manage one's own emotional state.

Be a "Sponge": Mathrubootham's learning philosophy is to continuously "absorb" new knowledge, then "squeeze" it out by teaching others, which allows him to "absorb freshly again". This continuous cycle of learning and sharing prevents fatigue and keeps him engaged in what he enjoys. He learns from people and movies, rather than just books.

Value Relationships: He places immense importance on relationships. The "Freshworks Startup Mafia" – over 120 startups founded by ex-Freshworks employees – exemplifies this. This network is a testament to the strong culture built at Freshworks, where ex-employees form a supportive "family" that helps each other, even finding jobs for those affected by layoffs. He treats departing employees with gratitude and offers advice, viewing his role as a coach.

Simplicity and Accessibility: Despite his success, Mathrubootham maintains an accessible and humble attitude, valuing learning from others and sharing his knowledge.