I was born into a middle-class family where stability was considered success. Ambition was encouraged, but only within safe boundaries. Entrepreneurship was never the obvious path.

As a child, I wanted to become an aeronautical engineer. Over time, that dream changed many times. What didn't change was the instinct to build something meaningful — something larger than a job, larger than a title.

During my engineering years, I decided I would become an entrepreneur. When I shared that decision, many laughed. They were not unkind — they were realistic. I lacked technical depth, business exposure, communication skills, and confidence. On paper, I was not the person who should have been talking about building companies.

So instead of arguing, I prepared quietly.

At 23, I became the COO of a Sweden-based stealth startup. It was an opportunity most would hold onto tightly. But within months, I realised something important — I did not just want to manage growth. I wanted to build foundations. I wanted to work at the intersection of technology and structure, where systems determine outcomes.

That clarity eventually led to a conversation that changed everything.

Raaj and I shared the same frustration: too many businesses were operating without structure. Decisions were emotional. Data was unreliable. Growth was fragile. We believed that digital systems — when designed correctly — could change that trajectory.

Akhilam Inc. was not born from capital.
It was born from conviction.

We started small. Bootstrapped. Learning in public, building in private. Over time, the work spoke. Clients trusted us. Projects expanded. Markets opened. Within four years, we were serving businesses across 20+ countries — not through aggressive expansion, but through disciplined execution.

We never chased speed. We chased strength.

For me, entrepreneurship has never been about valuation or visibility. It has always been about structure — building enterprises that reduce risk, improve clarity, and compound over time. Businesses rise on systems. Economies rise on infrastructure. And infrastructure requires patience.

What Raaj and I are building is not just a consulting firm. It is a long-term institution. One designed to endure cycles, evolve with technology, and contribute meaningfully to the ecosystems we operate in.

I often think back to the days when people laughed at the idea of me becoming an entrepreneur. In hindsight, they gave me something valuable — urgency to grow.

The journey is still early.
But the direction is clear.
We are building for permanence.