Sidharth Raman, the founder of Naiko9, has always been someone who values learning and growth in every stage of life. Throughout his corporate journey, there’s been one lesson that stands out above the rest strong employer branding is rooted in strong HR policies. He believes that creating an environment conducive to attracting and retaining top talent starts with building the right internal foundation. His experiences have continuously reaffirmed this belief, even in the early startup days of Naiko9.
Sidharth Raman’s insights about employer branding evolved as he navigated the growing pains of starting a business. Like many founders, he initially thought that things like employer branding would come later when the product was strong, the brand was established, and the company had a shiny office to impress visitors. However, as Sidharth Raman quickly discovered, the true brand starts with the founders themselves. He soon realized that, as a founder, one must lead by example, setting the tone for the company’s culture and environment, even before the brand has fully matured.
When Sidharth Raman first started Naiko9, he was focused on building the business from the ground up. Like many entrepreneurs, he was caught up in the whirlwind of managing sales, marketing, engineering, and quality control. There wasn’t much time to focus on the finer details of the company’s internal culture or its brand positioning. But a call from a close friend changed his perspective and, in many ways, reshaped how he viewed leadership within his startup.
This call was from a family friend whose son, Kanav, was a 13-year-old student at a top school in Gurgaon. His parents, Reema Bose Suri and Mukul Suri, had known Sidharth Raman for years and trusted him deeply. They wanted Kanav to intern at Naiko9 for a week, a request that left Sidharth Raman in complete disbelief. A teenager wanting to intern at a manufacturing and consulting startup when his peers were flocking to tech-focused opportunities like coding boot camps and AI workshops? It seemed unlikely.
Yet, despite his initial reservations, Sidharth Raman agreed to the internship. He questioned whether the environment would be suitable for such a young mind. He wondered if they even had a spare workstation or if safety protocols were sufficient for someone so young. But as soon as Kanav’s parents assured him that their son was eager to learn, Sidharth Raman made it his mission to ensure the internship would be a rewarding experience.
What began as a skeptical decision quickly turned into a memorable experience for both Sidharth Raman and Kanav. Every day, Sidharth crafted an agenda for the young intern, where they explored the factory floor, discussed products, vendors, and quality checks, and visited external units involved in forging, casting, and tool room operations. Kanav, armed with a notebook, asked thoughtful questions and took detailed notes. Sidharth Raman found himself increasingly impressed by Kanav’s sharp curiosity and eagerness to learn.
As the days went on, Sidharth Raman found himself adapting his usual approach to work, learning how to explain complex engineering concepts in a way that would be engaging for a 13-year-old. By day three, Sidharth was putting in extra effort to make the concepts exciting and understandable, something he hadn’t anticipated when he first agreed to the internship.
Through his time spent with Kanav, Sidharth Raman learned several valuable lessons, not just about teaching but about leadership and personal growth. First, he realized how to engage a young mind in a factory setting something he hadn’t considered before. The internship taught him that it’s not just about the technical knowledge you can impart but how you present that knowledge in an accessible and exciting way. Kanav’s sharp questions and quick grasp of business processes reminded Sidharth that we often underestimate the capabilities of younger minds.
Sidharth Raman also came to appreciate the natural curiosity that kids possess. They approach learning with an open mind and an eagerness to explore, which sometimes fades as they grow older and get bogged down by the complexities of adult life. In Kanav’s case, Sidharth saw firsthand how a simple environment and the opportunity to learn can spark curiosity and foster a deeper understanding of the world around them.
Another profound realization for Sidharth Raman came through the experience of watching Kanav learn. It made him reflect on how age is no barrier to learning and growth. Kanav, despite being young, approached the internship with a willingness to learn and grow that was just as profound as any professional’s. In a world that often ties leadership and influence to titles like CXO, Sidharth Raman realized that anyone can lead by example, regardless of their position. Whether it’s a founder or a young intern, leadership is about impact, and someone is always watching and learning from your actions.
Ultimately, Sidharth Raman’s experience with Kanav was a reminder that leadership is not just about achieving success but also about creating opportunities for others to grow and learn along the way. It’s about setting an example, building an environment where curiosity and learning are encouraged, and realizing that even in a fast-paced startup, there is always room to pause and invest in the people who will help shape your company’s future.
In conclusion, Sidharth Raman’s journey with Naiko9 has been one of continuous learning and adaptation. His experiences with young minds, like Kanav, have shown him that it’s never too early or too late to make an impact, and true leadership lies in the ability to inspire and guide others, no matter their age or experience level. The lesson is clear the foundation of strong employer branding and leadership starts with setting the right tone, being open to learning from everyone around you, and always making space for growth.
