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This conversation is packed with real-world examples, mental models, and  ...
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Sarang: 
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Source: https://www.jjude.com/feed.xml

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<rss version="2.0" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom">
<channel>
<title>Joseph Jude - Coach • CTO • Podcast Host</title>
<link>https://www.jjude.com</link>
<description>Building a flywheel of success for life and career</description>
<language>en</language>
<atom:link href="https://www.jjude.com/feed.xml" rel="self" type="application/rss+xml"/><item>
<title>Should We Punish Children?</title>
<link>https://www.jjude.com/punish-kids/</link>
<description><![CDATA[
If we don't punish children, the law and life will punish them.
<h2 id="the-old-lesson-from-aesop" tabindex="-1"><a class="direct-link" href="#the-old-lesson-from-aesop">#</a> The Old Lesson from Aesop</h2>
I first learned that from an old Aesop’s fable, The Thief and His Mother. A boy steals a pencil from school. Instead of correcting him, his mother praises him. Next time it is a book. Then money. As he grows older, the thefts become bigger until one day he is caught.
Before being dragged to jail, he tells his mother, “If only you had slapped me when I stole that pencil, I would not be here today.”
That story stuck with me because it feels so close to reality. The first time a child lies or cheats, it may look harmless. But if you do not correct it, the habit grows.
<ul>
<li>Maybe they do not become thieves.</li>
<li>But they grow up without values.</li>
<li>They cut corners in business.</li>
<li>They cheat in relationships.</li>
<li>They justify things to themselves.</li>
</ul>
And they do not build lives worth imitating.
<h2 id="the-purpose-of-punishment" tabindex="-1"><a class="direct-link" href="#the-purpose-of-punishment">#</a> The Purpose of Punishment</h2>
For me, the purpose of punishment is clear:
<ul>
<li>It is not to create fear or terror.</li>
<li>It is not to vent my frustration.</li>
</ul>
It is to develop moral character. Correction is the word I prefer. Correction teaches them what is right and what is wrong, what is acceptable and what is not.
<h2 id="certainty-vs-severity" tabindex="-1"><a class="direct-link" href="#certainty-vs-severity">#</a> Certainty vs. Severity</h2>
Here is something I realized early. Severity does not matter as much as certainty.
If today I punish harshly and tomorrow I ignore the same mistake, my kids get confused. But if I am consistent, they know with clarity: if I cross this line, there will be consequences.
Certainty is more important than quantum.
<h2 id="what-is-punishable-at-home" tabindex="-1"><a class="direct-link" href="#what-is-punishable-at-home">#</a> What Is Punishable at Home</h2>
In our home, we made only two things punishable:
<ol>
<li>Telling lies</li>
<li>Disrespecting elders</li>
</ol>
That’s it.
Everything else—like waking up late, dragging feet on math homework, or sneaking in YouTube beyond the set time—might get them a stern lecture, maybe a scolding, but not punishment.
We repeat these two rules again and again. Around the dinner table, during car rides, even when we talk about “family values” at home, these two always come up. My boys know the rules, and they know why they matter.
<h2 id="doing-everything-possible-to-avoid-punishment" tabindex="-1"><a class="direct-link" href="#doing-everything-possible-to-avoid-punishment">#</a> Doing Everything Possible to Avoid Punishment</h2>
And even with these two rules, I try to do everything possible to avoid punishment.
<ul>
<li>I set values.</li>
<li>I talk with them often.</li>
<li>I explain why something matters.</li>
<li>I try to live out what I expect from them.</li>
</ul>
If I do not want them to lie, I must not lie. If I want them to show respect, they should see me showing respect to my parents, my wife, and even strangers.
When the environment is clear and consistent, most situations can be handled without punishment. But when a line is crossed, consequences follow.
<h2 id="why-lies-and-disrespect-matter" tabindex="-1"><a class="direct-link" href="#why-lies-and-disrespect-matter">#</a> Why Lies and Disrespect Matter</h2>
Because lying is not just about fooling someone else. It begins with fooling yourself. And once you learn to lie to yourself, you can justify anything. It is a slippery slope into moral collapse.
Disrespect is the same. If you cannot respect parents, grandparents, or even the old man sweeping the street, you will not respect anyone who looks different from you.
Truth and respect. These two are the pillars I want my children to build their lives on.
<h2 id="the-danger-of-parental-anger" tabindex="-1"><a class="direct-link" href="#the-danger-of-parental-anger">#</a> The Danger of Parental Anger</h2>
I also know where many parents go wrong. Often what we call punishment is not really correction. It is transferring our anger. We have a bad day at work, the boss shouts, traffic wears us down, and we come home tired. When you come home, all that you hear are the mischiefs of your kids.
Instead of patient correction, we unload our frustrations on them. The child has no idea what hit them. That is not discipline. That is misplaced anger.
I fought against this often. When stood in-front of the kids to correct them, I asked myself: "Am I correcting or just venting?"
<h2 id="how-punishment-has-changed-over-time" tabindex="-1"><a class="direct-link" href="#how-punishment-has-changed-over-time">#</a> How Punishment Has Changed Over Time</h2>
<img src="https://cdn.jjude.com/homeschooling-thoppukaranam.webp" alt="Homeschooling punishment" title="Homeschooling punishment">
The way I punish has changed over time. When they were little, a sharp stare or a pinch on the arm was enough. Sometimes a slap on the bum. My younger one, though, made this almost impossible. He would pull faces, act silly, and make us laugh in the middle of scolding him. My elder one was more sensitive. He took punishments to heart. So I had to adapt.
As they grew, I turned to physical consequences:
<ul>
<li>Topukarnam (holding ears and squatting 20 times).</li>
<li>Burpees.</li>
<li>Once, both brothers holding each other’s ears and squatting together.</li>
</ul>
Yes, we have a stick at home. I have used it, but only rarely and only for serious matters. Before I touched it, I always asked myself: am I correcting or am I angry?
By the time they turned twelve, punishments almost disappeared. Now I treat them as adults. I sit with them and explain what went wrong. Often before I finish, they admit their mistake or apologize.
The stick has gathered dust.
<h2 id="why-i-still-believe-in-correction" tabindex="-1"><a class="direct-link" href="#why-i-still-believe-in-correction">#</a> Why I Still Believe in Correction</h2>
Do I enjoy punishing them? Not at all. It drains me. It breaks the warmth at home. After a punishment, it takes hours, sometimes a day, before the laughter comes back. That is why I avoid it as much as possible.
But if I do not correct them, life will. And life is much harsher.
Looking back, my parents raised me with strict discipline. I did not like it then, but today I know how much of my success came from it.
And that is why I believe this deeply: better a child learns consequences in the safe walls of home than in a courtroom or on the streets.
Punishment, when done right, is not about anger or power. It is about correction, about character, about preparing them for life.
Got comments? Or questions? Ask them on <a href="https://www.linkedin.com/posts/jjude_if-we-dont-punish-children-the-law-and-activity-7373158627311939584-mERd">LinkedIn</a> or <a href="https://x.com/jjude/status/1967384370018439195">X</a> or on <a href="https://bsky.app/profile/jjude.com/post/3lytka6xhvn2t">Bluesky</a>
This is part of <a href="/homeschooling">Our Homeschooling Experiment</a>.
Image generated via ChatGPT.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/punish-kids/'>conversation</a>.'Should We Punish Children?' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Sun, 14 Sep 2025 17:58:02 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/punish-kids/</guid>
</item><item>
<title>Order is Privilege. Chaos is the Default.</title>
<link>https://www.jjude.com/order-is-privilege/</link>
<description><![CDATA[
You know what I realized on my recent ten-day trip through Tamil Nadu?
Order is a privilege. Chaos is the default.
We booked flights, trains, and hotels ahead. The plan was simple: travel on time, stay comfortable, avoid stress. For a while, I thought I had escaped the chaos. But the trip kept reminding me otherwise.
<h2 id="the-train-platform-lesson" tabindex="-1"><a class="direct-link" href="#the-train-platform-lesson">#</a> The Train Platform Lesson</h2>
At train stations, I watched people pouring into unreserved compartments. Not only because they’re cheaper, but because they can’t decide until the last minute if they can even make the trip.
Maybe they’re still bargaining with their boss for leave. Or asking around for a loan to buy the ticket. Until that’s settled, travel remains uncertain. Their lives run on variables. Mine runs on bookings.
Order isn’t evenly distributed.
<h2 id="stories-of-mothers" tabindex="-1"><a class="direct-link" href="#stories-of-mothers">#</a> Stories of Mothers</h2>
I met a mother with an autistic son. For him, she had set aside her dreams. She didn’t complain. She carried that burden with grace. But “order” was a luxury she couldn’t afford.
Then another mother. She has a special-needs child too. She takes him everywhere, even while leading worship in church. She can’t leave him behind, so her life moves to his rhythm.
And then there was the story of a servant maid. Her daughter was born during COVID and struggles with speech. Doctors recommended therapy, but she can’t afford it. She’s torn between what she longs to do for her child and what her means allow. A friend of mine is helping her, but even then, it’s never enough to fully escape the chaos.
These women live in constant negotiation with chaos.
<h2 id="broken-marriages" tabindex="-1"><a class="direct-link" href="#broken-marriages">#</a> Broken Marriages</h2>
I met people either going through divorce or whose marriages are in difficult phases. Divorce is affecting poor as well as rich.
One lady worked in the restaurant at the resort where we stayed. She was cheerful and industrious, serving us many times. When she realized we were Christians, she quietly said, “pray for my marriage.” Her eyes welled up. She excused herself, whispering, “Please pray for me.”
In Indian culture, a divorced man may remarry. For women, that option is rare. They adjust, endure, and go about their chaotic life with grit.
<h2 id="cracks-in-my-own-order" tabindex="-1"><a class="direct-link" href="#cracks-in-my-own-order">#</a> Cracks in My Own Order</h2>
I thought my plans would shield me. But even my ordered travel plans developed cracks.
On the last day, I booked a taxi with Red Taxi, a service I trusted. Unlike Ola, they rarely canceled. Dependable. Until that morning.
Thirty minutes before pickup, the call came: “Sir, all cars are full. Your cab will be late.”
We crawled through Monday morning traffic. By the time we reached the airport, the last call for our flight was being announced. We sprinted through security and made it—just barely.
For a few anxious minutes, even I was swallowed up by the default of chaos.
<h2 id="watching-the-rush" tabindex="-1"><a class="direct-link" href="#watching-the-rush">#</a> Watching the Rush</h2>
<img src="https://cdn.jjude.com/chennai-chaos-traffic.webp" alt="Chennai Traffic" title="Chennai Traffic">
On that ride, I noticed the rush around me: parents hustling children to school, employees chasing buses, everyone caught in their own storm of deadlines.
And I thought about my own life. I live in a city with no real traffic. My office is 17 minutes away. If I’m late by five minutes, my wife asks, “Was there a problem on the way?”
I have a wife I love and who loves me back. Together, we homeschool our children. None of us face serious illness. My life is stitched together with order.
Some of that came by birth—genes, family, circumstances I didn’t choose. Some came through choices I made, enabled by privilege I built over time. But it only takes one canceled cab, one missed connection, one punch from life, to remind me how fragile order is.
<h2 id="be-grateful-but-prepare-for-chaos" tabindex="-1"><a class="direct-link" href="#be-grateful-but-prepare-for-chaos">#</a> Be Grateful but Prepare for Chaos</h2>
So here’s the truth I carried back from Tamil Nadu:
Chaos is the default. Order is the exception.
If you find yourself living in order—steady marriage, healthy children, work that pays, health that holds—pause. That is privilege. That is not the norm. Be grateful for it. And prepare for the day chaos knocks, because it surely will.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/order-is-privilege/'>conversation</a>.'Order is Privilege. Chaos is the Default.' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Tue, 26 Aug 2025 20:00:17 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/order-is-privilege/</guid>
</item><item>
<title>Sejal Sud on 'The Power & Pitfalls of Personal Branding'</title>
<link>https://www.jjude.com/sejal-personal-branding/</link>
<description><![CDATA[
<h2 id="why-you-should-listen" tabindex="-1"><a class="direct-link" href="#why-you-should-listen">#</a> 🎧 Why You Should Listen</h2>
In this episode of Gravitas WINS Conversations, Joseph Jude speaks with Sejal Sud, a dynamic voice in personal branding, entrepreneurship, and social media growth.
Through her own journey from a talkative schoolgirl to a sought-after social media consultant, Sejal offers a practical and deeply personal view of how to intentionally craft your brand, leverage it for opportunities, and avoid the traps that can damage it.
This conversation is packed with real-world examples, mental models, and actionable advice for professionals, entrepreneurs, and young aspirants who want to grow influence, credibility, and career opportunities in the digital age.
<iframe width="560" height="315" src="https://www.youtube.com/embed/zE8BzT_83sc" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>
<h2 id="5-major-points" tabindex="-1"><a class="direct-link" href="#5-major-points">#</a> 🔑 5 Major Points</h2>
1. Understanding Personal Branding
<ul>
<li>It is your unique, nuanced take on ideas that may already exist.</li>
<li>Personal branding is about shaping how people perceive you.</li>
<li>Everyone has a reputation — the difference is whether you control the narrative.</li>
</ul>
2. Building a Personal Brand
<ul>
<li>Start with self-awareness: why people follow you and what you want to be known for.</li>
<li>Use platforms intentionally (LinkedIn, Twitter, Instagram) to share consistent value.</li>
<li>Develop both hard skills (e.g., design, negotiation) and soft skills (e.g., communication).</li>
</ul>
3. Opportunities from Personal Branding
<ul>
<li>Access to high-profile networks, mentors, and industry leaders.</li>
<li>Invitations to exclusive events and brand collaborations.</li>
<li>Ability to create asymmetric opportunities others may miss.</li>
</ul>
4. The Flywheel and Consistency
<ul>
<li>Small, consistent actions compound over time into larger results.</li>
<li>Visibility creates momentum, leading to more opportunities.</li>
<li>Sharing your journey publicly can attract unexpected support and resources.</li>
</ul>
5. Pitfalls and Risks
<ul>
<li>Personal brands can backfire if actions or opinions harm brand perception.</li>
<li>Founder-led brands are powerful but must be managed carefully.</li>
<li>Public visibility brings pressure, potential burnout, and loss of privacy.</li>
</ul>
<h2 id="5-memorable-quotes" tabindex="-1"><a class="direct-link" href="#5-memorable-quotes">#</a> 💬 5 Memorable Quotes</h2>
<ul>
<li>“A personal brand is the nuance that only you can add to ideas that have already been said.”</li>
<li>“Everyone has a reputation; you might as well take charge of it and set the narrative right.”</li>
<li>“Courage is confidence with evidence.”</li>
<li>“Small, consistent actions, done publicly, build momentum and create opportunities.”</li>
<li>“Most brands die of apathy, not from negative news.”</li>
</ul>
<h2 id="edited-transcript" tabindex="-1"><a class="direct-link" href="#edited-transcript">#</a> Edited Transcript</h2>
Joseph Jude: Hello and welcome to Gravitas WINS Conversations. I'm your host, Joseph Jude. Personal branding is not a new idea. In 1997, Tom Peters wrote an essay called The Brand Called You. In it, he asked, “What do you do that adds remarkable, measurable, distinguished, distinctive value?”
Joining me today to unpack personal branding is Sejal Sud. She is known for her work in personal branding, entrepreneurship, and social media growth. She has hosted interviews with industry leaders like the founder of Thyrocare, closed high-impact brand deals, and runs Twitter Spaces focused on financial literacy, personal growth, and book reviews.
I have joined some of these Twitter Spaces and, as a techie, I can say she has stress-tested Twitter’s infrastructure with hundreds of people joining each session. I like to talk to people who walk the talk and talk the walk. Sejal is definitely one of them. Sejal, welcome to the conversation.
Sejal Sud: Thank you so much, Joseph, and thank you for being such a kind host and for such a kind introduction.
Joseph Jude: Sejal, let's start with this. What is personal branding for you, and how did you get started in this journey? This is probably a contrarian path you’ve chosen. Why did you choose it? Was it accidental or intentional? Can you walk me through that?
<h3 id="what-is-personal-branding" tabindex="-1"><a class="direct-link" href="#what-is-personal-branding">#</a> What is Personal Branding?</h3>
Sejal Sud: I’ll break the question into two parts: what is a personal brand, and how I got started.
A personal brand, in my view, is your unique take on ideas or truths that may already exist. Anything that needs to be said in the universe has already been said by someone before us. The personal brand is your perspective, shaped by your life, experiences, and understanding.
For example, if you talk about a particular strategy, others may have written about it and taught it. But when you share it, you bring your own life examples and societal observations. That nuance makes it yours, and people begin to associate that perspective with you. That is how I see a personal brand.
<h3 id="how-sejal-started" tabindex="-1"><a class="direct-link" href="#how-sejal-started">#</a> How Sejal Started</h3>
Sejal Sud: I got started with social media in school. I loved learning but wasn’t keen on formal academic study. I told my parents early on that while I would complete my education, I wasn’t aiming for top marks or competitive entrance exams. I promised to pass my exams, avoid trouble, and eventually earn my own income.
My parents accepted that I was wired differently. They supported my choices in subjects like French instead of Hindi and public speaking instead of computers, knowing I excelled at communication. From a very young age, I was talkative—nicknamed “Chatterbox” in nursery—and loved engaging with people everywhere.
In 2018–2019, my mother suggested starting a YouTube channel. Although I could speak on stage, I found cameras intimidating. I made one YouTube video, then stopped. Later, after meeting you, Joseph, you encouraged me to publish daily on LinkedIn. At 18, I began posting every day, drawing from unique experiences and early exposure to founders and entrepreneurs.
LinkedIn felt like an echo chamber, so I moved to Instagram, but creating carousels was time-consuming. A friend insisted I try Twitter. I resisted at first, thinking it was too political, but eventually created an account in March 2021. I began posting daily, treating it like a public journal, while learning skills in social media marketing, design, and negotiation.
Work opportunities came through my growing network. Founders and CEOs noticed my understanding of algorithms and my professional approach to payments and collaboration. I kept costs low by hiring friends and operating lean. Over time, small consistent actions—what you call the flywheel effect—created real momentum for my personal brand.
<h3 id="is-personal-branding-only-for-young-people" tabindex="-1"><a class="direct-link" href="#is-personal-branding-only-for-young-people">#</a> Is Personal Branding Only for Young People?</h3>
Joseph Jude: Is personal branding only for young people showing off, or is it for business and professionals as well? What is your take?
Sejal Sud: Everyone has a brand or reputation that precedes them, both online and offline. The difference is whether you take control of the narrative. When you are intentional about shaping how people perceive you, that becomes your personal brand.
In earlier times, people invested in physical real estate. Today, we also invest in digital real estate—our online presence, our followership, and our authenticity. This levels the playing field. Social media allows people to raise funds, find mentors, and build networks without the traditional gatekeepers. It is for everyone, not just the young.
<h3 id="the-upside-of-personal-branding" tabindex="-1"><a class="direct-link" href="#the-upside-of-personal-branding">#</a> The Upside of Personal Branding</h3>
Joseph Jude: What kind of opportunities has personal branding opened up for you?
Sejal Sud: Many. For example, I attended a friend’s company IPO—something that happened because we first connected through my Twitter Spaces. I have met and learned from CEOs and senior leaders who would have been inaccessible otherwise. I have consulted brands on social media, received client referrals, and secured brand deals.
Opportunities are not limited to my field. A friend of mine posted about coding on YouTube and was approached by an edtech company to tutor. Being visible online lets you make asymmetric bets and access opportunities others might not get, not because they lack talent, but because they have not yet acted or been seen.
<h3 id="the-flywheel-effect" tabindex="-1"><a class="direct-link" href="#the-flywheel-effect">#</a> The Flywheel Effect</h3>
Joseph Jude: You mentioned the flywheel model earlier. How does it apply to personal branding?
Sejal Sud: A flywheel is when one action leads to another, compounding over time. For example, a young athlete could document their journey, attracting both public support and brand sponsorships. Public visibility can push officials or stakeholders to act, and over time, more opportunities emerge—like endorsements or speaking gigs.
The same applies in other fields. Developers sharing their coding journey can get offers for remote roles or even donations for equipment. The point is to do the right things consistently, make your work visible, and let momentum build.
<h3 id="building-courage" tabindex="-1"><a class="direct-link" href="#building-courage">#</a> Building Courage</h3>
Joseph Jude: You often talk about courage. How do you define it and build it?
Sejal Sud: Courage is confidence with evidence. Many people appear confident but lack the foundation to back it up, leading to imposter syndrome. Real courage comes from having proof of your ability.
Part of courage is trying things outside your comfort zone. That might mean starting a public conversation, experimenting with new formats, or taking on projects where you are not yet an expert. You do not need to master everything—just be willing to learn and act.
<h3 id="advice-for-starting-today" tabindex="-1"><a class="direct-link" href="#advice-for-starting-today">#</a> Advice for Starting Today</h3>
Joseph Jude: If someone wanted to start building their personal brand today, what would you advise?
Sejal Sud: First, understand why people follow you. It could be because they like you, admire your success, or want to learn from you. Know which category you are in and which you want to be in.
Second, be clear about your goals. If you are young, your goal may simply be exploration. If you are a professional, you might aim to change jobs, attract clients, or find co-founders. Social media is today’s business card—craft your narrative and share it intentionally.
<h3 id="the-double-edged-sword" tabindex="-1"><a class="direct-link" href="#the-double-edged-sword">#</a> The Double-Edged Sword</h3>
Joseph Jude: Personal branding can backfire. Can you explain?
Sejal Sud: A strong personal brand can help a company, but it can also harm it if the individual behaves in ways that clash with public expectations. Elon Musk’s tweets, for example, have affected perceptions of Tesla. Similarly, leaders’ offhand remarks or controversial stances can impact brand reputation.
On the positive side, founder-led brands can be powerful. When done right, they humanize the business and create trust. But the risks are real, and leaders must be mindful that they are always representing their brand.
<h3 id="sejal-s-future-plans" tabindex="-1"><a class="direct-link" href="#sejal-s-future-plans">#</a> Sejal’s Future Plans</h3>
Joseph Jude: What are your future plans for your personal brand?
Sejal Sud: I am shifting toward video content, learning cinematography, and exploring how visuals and storytelling work. I am also interested in understanding technology trends like AI—not to build the tools, but to use them effectively, much like driving a car without needing to be a mechanic.
<h3 id="rapid-fire-questions" tabindex="-1"><a class="direct-link" href="#rapid-fire-questions">#</a> Rapid Fire Questions</h3>
Joseph Jude: What is the kindest thing someone has done for you?
Sejal Sud: A friend once listened to me for two hours when I was struggling, then said, “Don’t thank me. Someone was kind to me before. Just be kind to the next person.”
Joseph Jude: What is the best leadership quality you have seen?
Sejal Sud: My younger sister is the best leader I know. She believes in me, encourages me, and teaches me without judgment. She leads with trust and affirmation.
Joseph Jude: What is your definition of living a good life?
Sejal Sud: Having my family close, but no intrusive neighbors. Waking up free to choose my day. And if I can afford to raise five children in today’s economy the way I want to, that will be a sign I am truly rich.
Joseph Jude: Sejal, thank you for sharing your insights on personal branding. I hope our listeners enjoyed this conversation. If you did, please share your key takeaways and spread the word.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/sejal-personal-branding/'>conversation</a>.'Sejal Sud on 'The Power & Pitfalls of Personal Branding'' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Fri, 15 Aug 2025 06:00:36 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/sejal-personal-branding/</guid>
</item><item>
<title>Every Child Has a Doorway to Reading</title>
<link>https://www.jjude.com/kids-reading-doorways/</link>
<description><![CDATA[
My younger son hated books.
Until one day in a library, he picked up an auto magazine. That moment changed everything, and it taught me something important, not just about how kids start reading, but about how they learn.
I have always been a voracious reader, and even before we started <a href="/why-how-homeschooling">homeschooling</a>, I wanted my boys to love books. When my elder son was four, I bought him a set of fifteen <a href="https://grolier-asia.com/our-products/groliers-wonderful-world/">picture books</a> explaining science concepts, like how planets move or how a telephone works. Each book was filled with bright, simple illustrations. We would sit together, flip through the pages, and sometimes read. I was not in a hurry to make him a reader.
By the time he turned six, I gave him a Bible picture book. He read it from cover to cover. We discussed every story. From there, he moved on to Geronimo Stilton and other novels. Reading became his thing.
The younger one was a different story.
When he turned three or four, we already had shelves full of books. I tried reading to him, showing him his brother reading, buying new books, and even trying digital picture books on the iPad. Nothing worked. He would run around, play games, but never sit down with a book.
I felt guilty. Maybe I had not spent as much time with him as I did with the elder one. I felt frustrated because none of my usual efforts were working. But I kept trying.
We joined the British Library. My elder son would head straight for the books. The younger would wander around. Then one day, he spotted an auto magazine. He sat down, flipped through it, and came alive. He told me about car models, prices, and features.
That is when I realised he was a car guy.
I began borrowing old magazines from the library and buying car books and gadget guides. He devoured them. Soon, he was reading other books too, from action stories to novels, even his brother’s favourites. Cars had been his doorway into reading, and once he walked through it, he never looked back.
<img src="https://cdn.jjude.com/boys-reading.webp" alt="Boys reading on a "reading hours"" title="Boys reading on a 'reading hours'">
We have kept the habit alive. At least once a month, we go to a café with our books. No phones, no talking, just reading for three hours. Sometimes we take a weekend trip with books and a guitar. I do not pay them to read, but if they finish a book or write a good summary, we celebrate with a treat.
What I learned from that moment in the library is this: reading is a good habit, but there is more than one way in. Each child has a door. It might be science, stories, fantasy, history, or cars. Find that door, keep it open, and the learning will follow.
This is part of <a href="/homeschooling">Our Homeschooling Experiment</a>.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/kids-reading-doorways/'>conversation</a>.'Every Child Has a Doorway to Reading' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Wed, 13 Aug 2025 17:06:52 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/kids-reading-doorways/</guid>
</item><item>
<title>Why homeschooling fails in India?</title>
<link>https://www.jjude.com/homeschool-fails-india/</link>
<description><![CDATA[
Over the last few years, I’ve met many parents who started homeschooling their children in India, only to return to traditional schooling within a year.
They weren’t under-qualified or ill-prepared. On paper, they had everything that should have made homeschooling work:
<ul>
<li>Well-educated parents</li>
<li>One parent at home full-time</li>
<li>Strong social networks</li>
<li>A city environment with plenty of children to play with</li>
</ul>
Yet, they couldn’t sustain it.
I spoke to them—not to persuade them otherwise, but to understand why. My goal wasn’t to spread homeschooling, but to learn what might make me wrong about it so I could avoid those pitfalls myself.
What I discovered was surprising.
<h2 id="the-first-contrarian-decision" tabindex="-1"><a class="direct-link" href="#the-first-contrarian-decision">#</a> The First Contrarian Decision</h2>
For many of these parents, homeschooling was the first contrarian decision they had ever taken.
Until then, they had gone with the flow of family and societal expectations:
<ul>
<li>Studied the subjects their parents chose (often engineering)</li>
<li>Married according to family wishes (sometimes even in love marriages, but still within acceptable boundaries)</li>
<li>Took stable IT jobs</li>
<li>Stayed in the same city or went abroad, like many of their peers</li>
</ul>
Homeschooling was the first time they broke from that script.
<h2 id="why-they-started" tabindex="-1"><a class="direct-link" href="#why-they-started">#</a> Why They Started</h2>
These parents genuinely cared for their children’s future. They were concerned that India’s traditional schooling system was failing to prepare kids for a world where school-taught skills no longer guarantee career success.
They believed in the reasons for homeschooling. They weren’t dabbling—they were committed.
<h2 id="why-they-stopped" tabindex="-1"><a class="direct-link" href="#why-they-stopped">#</a> Why They Stopped</h2>
Once they began, they faced relentless family and societal pressure:
<blockquote>
“My grandson will fall behind the others.” 
“You’re making my grandkid asocial.” 
“Do you think you know better than everyone else in the family?”
</blockquote>
This was daily, relentless, and often emotionally loaded.
Without prior experience in going against the grain, they had no “contrarian muscle” to withstand the pressure. The stress of family disapproval was harder to bear than the challenges of homeschooling itself.
Eventually, they gave up—not because they believed schooling was better, but because it was easier.
They now live with the quiet guilt of knowing they’ve compromised on something they once believed was right.
<h2 id="why-i-stayed-the-course" tabindex="-1"><a class="direct-link" href="#why-i-stayed-the-course">#</a> Why I Stayed the Course</h2>
For me, homeschooling wasn’t a leap into the unknown—it was simply the next step in a lifetime of contrarian decisions:
<ul>
<li>At 17, I dropped my caste name (a huge deal in rural India)</li>
<li>I became an independent IT consultant</li>
<li>I chose to work only three days a week</li>
<li>My sons carry their mother’s surname instead of mine</li>
</ul>
These decisions taught me how to handle resistance—from relatives, neighbours, and society at large.
And importantly, I live in a different city, far from my immediate and extended family. We meet only once or twice a year. This physical distance shielded me from daily judgment and gave me the space to let our homeschooling results speak for themselves.
After two to three years, even my parents—once skeptical—saw the growth in my children and said it was the best decision I’d made.
<h2 id="the-real-lesson" tabindex="-1"><a class="direct-link" href="#the-real-lesson">#</a> The Real Lesson</h2>
Homeschooling requires more than resources, education, or intent.
It requires the ability to go against the grain for years, not days.
If homeschooling is your first big contrarian decision, be prepared: building the mental and emotional resilience to withstand societal pressure might be harder than teaching your child algebra.
Got comments? Or questions? Ask them on <a href="https://www.linkedin.com/pulse/why-homeschooling-fails-india-joseph-jude-2am8c">LinkedIn</a> or <a href="https://x.com/jjude/status/1954057669557596488">X</a> or on <a href="https://bsky.app/profile/jjude.com/post/3lvx34c3ybu2g">Bluesky</a>
This is part of <a href="/homeschooling">Our Homeschooling Experiment</a>.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/homeschool-fails-india/'>conversation</a>.'Why homeschooling fails in India?' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Sat, 09 Aug 2025 12:11:29 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/homeschool-fails-india/</guid>
</item><item>
<title>Leadership Is Dealing with Ambiguity</title>
<link>https://www.jjude.com/deal-with-ambiguity/</link>
<description><![CDATA[
“Learn to deal with ambiguity.”
That’s what my manager told me when I got promoted to management.
I didn’t get it.
I had been a developer all my life. In software development, ambiguity usually means failure. If the spec is ambiguous or the output didn't match the spec, then there is only one conclusion: your program failed. I worked in a world of clarity—binary logic, exact results, deterministic behavior.
So when I heard that advice, I brushed it off. I thought it was one of those management platitudes. Vague words that sound wise but mean nothing.
I was wrong.
<h2 id="budgeting-without-a-map" tabindex="-1"><a class="direct-link" href="#budgeting-without-a-map">#</a> Budgeting Without a Map</h2>
I’ve been in enough client budget discussions and they’ll ask, “We want to implement CRM next year. How much will it cost?”
Now, any developer will tell you that you could build a CRM for $10,000 or $1 million. Depends on scope. Features. Integration. Support.
But that’s not how budget meetings work. They’re not asking for precision. They are looking for an <a href="/approximate">approximately correct</a> estimate to prioritize projects. You throw out a number knowing it's a guess. And that’s okay.
<h2 id="sales-calls-are-the-same" tabindex="-1"><a class="direct-link" href="#sales-calls-are-the-same">#</a> Sales Calls Are the Same</h2>
Sales calls are another area loaded with uncertainty.
Even though I prepare well, every sales conversation is full of curveballs. You have to think on your feet. Respond in real time. There’s no time to double-check. No undo button. It's a live performance, with consequences.
<h2 id="covid-was-a-crash-course" tabindex="-1"><a class="direct-link" href="#covid-was-a-crash-course">#</a> COVID Was a Crash Course</h2>
Take COVID, for example.
We were a small company where everyone worked from the office when COVID hit us. Less than 1% had laptops. Overnight, we had to figure out how to get people to work from home. Did they have internet? If not, what do we do? How do we get desktops delivered? How do we protect client data?
There was no playbook. Just problems. And a whole lot of ambiguity.
<h2 id="from-certainty-to-chaos" tabindex="-1"><a class="direct-link" href="#from-certainty-to-chaos">#</a> From Certainty to Chaos</h2>
Now, as a CTO, ambiguity is my default setting.
I’d say 80% of my daily work has no clear inputs. No fixed process. No guaranteed outputs. There’s no spec document. No checklist. Just judgment. Conversations. Decisions that can’t be undone with a Ctrl+Z.
<h2 id="a-mindset-shift" tabindex="-1"><a class="direct-link" href="#a-mindset-shift">#</a> A Mindset Shift</h2>
Looking back, that one line—“learn to deal with ambiguity”—has probably shaped my career more than any other advice.
I didn’t understand it at first. But once I accepted that ambiguity is part of the job, it changed how I saw everything.
I stopped panicking when things were unclear. I built my own ways to navigate them. And I learned to be comfortable saying, “We don’t know yet—but we’ll figure it out.”
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/deal-with-ambiguity/'>conversation</a>.'Leadership Is Dealing with Ambiguity' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Sun, 03 Aug 2025 17:42:38 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/deal-with-ambiguity/</guid>
</item><item>
<title>Sarang Bondre on 'Building AI Agents for Logistics'</title>
<link>https://www.jjude.com/ai-agents-logistics-sarang/</link>
<description><![CDATA[
<h2 id="why-you-should-listen" tabindex="-1"><a class="direct-link" href="#why-you-should-listen">#</a> 🎧 Why You Should Listen</h2>
In this episode of Gravitas WINS Conversations, Joseph Jude interviews Sarang, Head of Engineering at Smile Digital and AI Labs, about how AI is transforming the logistics industry—not just in software, but in orchestrating real-world, physical operations like warehousing and transportation.
This conversation is a must-listen for engineering leaders, CTOs, and operations professionals who are curious about how to deploy AI in complex, physical systems.
It covers everything from telemetry data to orchestration engines, the role of human validation, AI-assisted SDLC, and team culture in AI adoption. If you're building or managing AI-first systems that interact with the real world, this episode offers hands-on insight and strategic direction.
<iframe width="560" height="315" src="https://www.youtube.com/embed/f7-VJaTVV8w" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>
<h2 id="5-major-points" tabindex="-1"><a class="direct-link" href="#5-major-points">#</a> 🔑 5 Major Points</h2>
<h3 id="1-ai-s-role-in-logistics-and-intra-operations" tabindex="-1"><a class="direct-link" href="#1-ai-s-role-in-logistics-and-intra-operations">#</a> 1. AI’s Role in Logistics and Intra-Operations</h3>
<ul>
<li>AI enables real-time orchestration between warehouses, vehicles, and delivery staff.</li>
<li>Reduces human coordination and streamlines operations with predictive systems.</li>
<li>Enhances customer experience by providing accurate delivery insights.</li>
</ul>
<h3 id="2-telemetry-as-the-foundation-for-ai-decisions" tabindex="-1"><a class="direct-link" href="#2-telemetry-as-the-foundation-for-ai-decisions">#</a> 2. Telemetry as the Foundation for AI Decisions</h3>
<ul>
<li>Combines data from GPS, warehouse cameras, and IoT-enabled locks.</li>
<li>Acts as the “eyes and ears” of the system, feeding live context to AI agents.</li>
<li>Helps in tracking, routing, and setting correct customer expectations.</li>
</ul>
<h3 id="3-engineering-culture-and-ai-adoption" tabindex="-1"><a class="direct-link" href="#3-engineering-culture-and-ai-adoption">#</a> 3. Engineering Culture and AI Adoption</h3>
<ul>
<li>Engineers are encouraged to treat AI as an assistant, not a competitor.</li>
<li>Tools like Cursor, Claude, and v0.dev are used with flexibility.</li>
<li>Sprint retros help decide the most effective tools through team feedback.</li>
</ul>
<h3 id="4-testing-and-validation-of-probabilistic-ai-systems" tabindex="-1"><a class="direct-link" href="#4-testing-and-validation-of-probabilistic-ai-systems">#</a> 4. Testing and Validation of Probabilistic AI Systems</h3>
<ul>
<li>Early deployments involve human cross-validation of AI decisions.</li>
<li>Ground teams train models through lived operational feedback.</li>
<li>AI models are penalized/rewarded to improve through reinforcement learning.</li>
</ul>
<h3 id="5-mindset-and-leadership-for-ai-transformation" tabindex="-1"><a class="direct-link" href="#5-mindset-and-leadership-for-ai-transformation">#</a> 5. Mindset and Leadership for AI Transformation</h3>
<ul>
<li>Focus on understanding problems deeply before building solutions.</li>
<li>AI should be used to explore nuances and dimensions of real-world challenges.</li>
<li>Leaders must give vision, not tasks—empowering teams to explore and learn.</li>
</ul>
<h2 id="5-memorable-quotes" tabindex="-1"><a class="direct-link" href="#5-memorable-quotes">#</a> 💬 5 Memorable Quotes</h2>
<ul>
<li>“If I got even a one rupee for every time I heard ‘Where is my shipment?’, I’d be enjoying life on a beach.”</li>
<li>“Think of telemetry as the eyes and ears of the ecosystem.”</li>
<li>“You can’t win against AI. Use it as your assistant.”</li>
<li>“Backend engineers leaned toward Cursor, frontend folks preferred V0.dev. It happened naturally.”</li>
<li>“I'm looking for a time when orchestration will be so automated, two vehicles compete with each other for faster delivery.”</li>
</ul>
<h2 id="edited-transcript" tabindex="-1"><a class="direct-link" href="#edited-transcript">#</a> Edited Transcript</h2>
Joseph: 
Hello and welcome to Gravitas WINS Conversations. I'm your host, Joseph Jude.
Generative AI has mostly been applied to digital problems—writing text, generating images, and coding software. But what happens when you bring AI agents into the physical world, where trucks get stuck in traffic, warehouses run out of parking space, and even weather can disrupt operations? That’s where real complexity begins.
My guest today is Sarang, Head of Engineering at Smile Digital and AA Labs. His team is building AI agents not just to handle customer queries across email and WhatsApp, but also to optimize intra-logistics—managing real-time warehouse operations using telemetry, weather data, and predictive models.
It's a fascinating example of how AI can directly impact physical businesses. We’re going to discuss how to build AI-first systems for logistics, what makes the physical world different for AI, and what engineering leaders need to consider when deploying AI at scale.
Before we get into the interview, can I request you to subscribe to the podcast, write a review, and share it with your fellow business leaders?
Hello Sarang, welcome to the conversation.
Sarang: 
Hello. Thank you for hosting me.
Joseph: 
Let’s start with this. Tell me about Smile, your role in it, and what problems your team is solving with AI.
Sarang: 
Smile is in the supply chain and logistics domain. We're also focused on adopting new development tools and software ecosystems. Specifically, my role is to enable businesses with actionable data. Along with my team, I'm solving problems around how shipments move, enhancing customer experience, and optimizing intra-logistics.
Joseph: 
Why is logistics a particularly challenging but interesting domain for applying AI?
Sarang: 
I wouldn’t say it’s hard, but it is definitely challenging. For example, when you order something from Amazon, you expect it to arrive quickly. But there’s a massive amount of coordination behind that—between humans, warehouses, shipments, and delivery expectations. That coordination is what makes it complex and interesting.
Joseph: 
How do you handle that complexity?
Sarang: 
Before AI, it was a sequential process: you place an order, it goes to the warehouse, stock is checked, then another warehouse is contacted if needed, a rider is assigned, packing is done, and then it's dispatched. Everything was managed manually and linearly.
With AI, we’ve removed many of those blockers. We now have an orchestration engine that coordinates across multiple systems—including humans—so the entire process is streamlined.
Joseph: 
You talked about the "before AI" and "after AI" scenarios. We’ll dive deeper into that. But first, you mentioned how customers want deliveries to be immediate. They keep checking the status—I do that too. So I assume there are a lot of customer queries. How do you handle those? Is AI involved in managing them, especially since they often involve humans?
Sarang: 
Absolutely. Every customer wants to know where their shipment is and when they’ll receive it. Honestly, if I got even one rupee for every time I heard that question, I’d be enjoying life on a beach.
Traditionally, when a customer care agent receives a query, they have to find the last known location of the shipment, identify the area or hub manager, contact them, understand the real situation—which could be delays due to traffic or other issues—and then give a polite but vague response like, “You’ll receive it in an hour.” But even the agent isn’t sure if that’s true.
Now, with telemetry and AI, we can pinpoint the exact location of the shipment, send messages automatically, and set the right expectations. This happens in real time—no more long wait times on calls. You can see where your package is and when it’s likely to arrive.
Joseph: 
You mentioned telemetry. What kind of telemetry data are you collecting, and why is it crucial?
Sarang: 
Telemetry is key, especially with AI. It includes data from web interfaces, GPS data from vehicles, camera feeds from the warehouse or delivery vehicles, and even smart locks with GPS that log access. Think of telemetry as the eyes and ears of our logistics ecosystem.
Joseph: 
With all this data coming in, are you building your own models or using existing ones?
Sarang: 
We’re not building from scratch. We take open-source models and fine-tune them on our logistics and supply chain data. This lets us experiment quickly while staying focused on our domain.
Joseph: 
That’s a common pattern—start with a foundation model and train it on domain-specific data. Now, walk me through how this works in a real scenario. Say a customer places an order and wants to track it. How does telemetry come into play and how does the model respond?
Sarang: 
Let’s say you place an order. First, we identify where the inventory is—could be in a nearby warehouse or a different city. Then, we assign a vehicle based on the size and shape of the item. For instance, you can’t deliver a sofa with a bike, or a small box with a truck.
We coordinate warehouse activities, assign the right rider, and notify you at each step. It’s just like what Swiggy does when you order food—you can see the rider moving on the map. That removes anxiety and reduces customer care calls.
Joseph: 
So while AI plays a key role, customer psychology and UI design are equally important?
Sarang: 
Exactly. As the tech lead, I don’t focus on UI decisions—that’s up to the product owners. But the experience differs depending on the category. On Amazon, you may just see "out for delivery." On Swiggy, you see the rider moving. That’s intentional design, based on user expectations.
Joseph: 
Now let’s talk about testing. These AI models are probabilistic. How do you validate outputs in a logistics system where people expect deterministic answers?
Sarang: 
That’s a great question. Testing AI in logistics is tricky. Initially, we deployed AI in controlled environments. For example, we asked our model to suggest optimal routes for shipments and cross-checked them with human experts. This helped us validate outputs and improve models.
You can’t afford mistakes in logistics—wrong temperature zones or routes can ruin shipments. So our ground teams help train and validate the AI. They're not just users—they're the real trainers of the models.
Joseph: 
That brings up a concern I often hear—if humans are training models today, what happens when those humans are replaced? Who trains the AI then?
Sarang: 
We don’t have to manually validate forever. AI models learn through reinforcement—they’re rewarded for correct answers and penalized for wrong ones. Over time, they improve and need less oversight.
Also, we’re not replacing humans—we’re evolving with AI. For example, if there are multiple routes to Goa, AI can factor in road conditions, weather, and delivery urgency to choose the best one. These are parameters humans may miss, but AI can optimize over time.
Joseph: 
Let’s talk about the software development lifecycle (SDLC). Has that changed in AI-driven logistics? Are there new tools or processes?
Sarang: 
Yes, absolutely. The biggest shift is a data-first mindset.
Initially, engineers felt like they were competing with AI. I told them, “You can’t win. Use AI as your assistant.” I gave them the freedom to use any tools they liked—Cursor, Claude, Lovable, whatever worked for them.
That changed everything. Now they create HLDs, LLDs, and test cases with AI. Earlier, they might miss edge cases. Now, they identify trade-offs and ask deeper questions. Development time has reduced by 70–80%, and the quality has improved.
Even while writing functions, they start with AI-generated base code, layer in tests, and iterate until it’s ready for production. Fewer bugs, better productivity.
Joseph: 
Can you list some tools you use regularly?
Sarang: 
Sure. For test cases, we use Cursor but also others. We’ve partnered with Typo App for security and vulnerability checks. We’re also experimenting with DroneHQ, Lovable, and tools to generate queries or build data models.
Joseph: 
There are so many tools. How do you decide when to switch? For example, Cursor vs VS Code vs SF vs GitHub Copilot?
Sarang: 
Great question. We experimented a lot. Initially, some used ChatGPT, others moved to Claude. Then we ran retros at the end of sprints and compared outcomes—time saved, clarity, learning.
Eventually, patterns emerged. Backend engineers leaned toward Cursor, frontend folks preferred V0.dev. Over the last few months, we’ve settled on a few tools and even subscribed to paid versions.
Joseph: 
Looking ahead, what excites you about GenAI in logistics?
Sarang: 
I’m excited about full orchestration—human and machine coordination where two vehicles might even compete for faster delivery. I envision a system with IMS, OMS, DMS, and zero chaos.
Joseph: 
Do you think it’s achievable?
Sarang: 
I think I’ll get there.
Joseph: 
That would be a logistics utopia.
Now, what books, tutorials, or courses helped you learn AI quickly?
Sarang: 
My biggest push came from my manager. He constantly challenged me to explore new things. I took a hands-on course by Raj Eker under the WithAI program. I’m also reading AI for Managers—it helps me balance tech and business. I follow experts on LinkedIn and Medium, including Antipatty.
Joseph: 
Speaking of LinkedIn, I love your deep-dive posts on architecture. How do you stay consistent?
Sarang: 
I plan in 3-month blocks—what I want to learn and what I want to achieve. Then I document what I’ve learned on LinkedIn so I don’t forget it. That method came from you—consume, produce, and engage.
Joseph: 
Thank you. If a CTO or architect wants to start with AI today—not building models, but using AI—what would you recommend?
Sarang: 
Don’t chase everything. Pick a clear business problem where you want impact. Start collecting data—good or bad. Use AI to understand the problem in depth. That journey will show you what to build and how.
Joseph: 
I love that: use AI to understand the problem better. Fall in love with the problem, and everything else follows.
Sarang: 
Exactly. That approach has worked well for me.
Joseph: 
You mentioned your manager. Sounds like their influence was key. Can you share more about their management style and yours?
Sarang: 
Leadership means being there when there’s a fire—walking the path. My manager gave me vision, not tasks. He stood by me, supported my learning, and inspired me to grow. That’s how I lead my teams too.
Joseph: 
You’re lucky.
Sarang: 
Yes, I am.
Joseph: 
Alright, let’s end with a few rapid-fire questions.
What’s the kindest thing someone has done for you?
Sarang: 
A friend’s father paid my computer course fee when I couldn’t afford it. It was outside my curriculum, but I really wanted to do it.
Joseph: 
Who has shown the best leadership quality in your life?
Sarang: 
Several managers who stood firm during crises. I try to follow their example.
Joseph: 
What’s your definition of a good life?
Sarang: 
Peace with your friends and family—and enjoying your ride.
Joseph: 
Thank you, Sarang. You could’ve spent your Saturday morning anywhere, but you chose to be here. I truly appreciate it.
Sarang: 
Thank you, Joseph. It’s an honor to be on your podcast. I’d love to return with more topics.
Joseph: 
We’ll definitely plan that. Thank you again.
Sarang: 
Thank you, sir.
Joseph: 
I hope you enjoyed our conversation. Can I request you to share the key takeaways? If you liked this episode, please share the podcast with others.
Have a life of WINS.
<h2 id="connect-with-sarang-bondre" tabindex="-1"><a class="direct-link" href="#connect-with-sarang-bondre">#</a> Connect with Sarang Bondre</h2>
<ul>
<li>LinkedIn: <a href="https://www.linkedin.com/in/sarangbondre/">https://www.linkedin.com/in/sarangbondre/</a></li>
</ul>
<h2 id="connect-with-me" tabindex="-1"><a class="direct-link" href="#connect-with-me">#</a> Connect with me</h2>
<ul>
<li>Twitter: <a href="https://twitter.com/jjude">https://twitter.com/jjude</a></li>
<li>LinkedIn: <a href="https://www.linkedin.com/in/jjude/">https://www.linkedin.com/in/jjude/</a></li>
<li>Website: <a href="https://jjude.com/">https://jjude.com/</a></li>
<li>Newsletter: <a href="https://gravitaswinsradio.substack.com/">https://gravitaswinsradio.substack.com/</a></li>
<li>Youtube: <a href="https://youtube.com/gravitaswins">https://youtube.com/gravitaswins</a></li>
<li>Executive Coaching Program: <a href="https://gravitaswins.com">https://gravitaswins.com</a></li>
</ul>
<h2 id="your-feedback-counts" tabindex="-1"><a class="direct-link" href="#your-feedback-counts">#</a> Your feedback counts</h2>
Thank you for listening. If you enjoy the podcast, would you please leave a short review on Apple podcast or on YouTube? It takes less than 60 seconds, and it really makes a difference in finding this podcast. And it boosts my spirits. 😀
I would like to hear what resonated the most with you in this episode. Either email me or share it on social media and tag me. Thank you for your support.
Have a life of WINS.
Gravitas WINS Radio is produced by <a href="https://jjude.com/">Joseph Jude</a>. Be sure to subscribe on <a href="https://podcasts.apple.com/in/podcast/gravitas-wins-radio/id1562802449">Apple Podcast</a>, <a href="https://open.spotify.com/show/7LOBjAyjBkechMC0xMIj9E">Spotify</a>,<a href="https://www.youtube.com/gravitaswins">YouTube</a>, or the podcasting app of your choice.
Please check out other episodes of <a href="/gwr-themes">Gravitas WINS Radio Interviews categorized by theme</a>. For easy consumption, they are categorized by themes. If you are a fellow podcaster, you might be interested in <a href="/how-i-podcast">How I Podcast</a> or <a href="/i-use">Tools I use</a>.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/ai-agents-logistics-sarang/'>conversation</a>.'Sarang Bondre on 'Building AI Agents for Logistics'' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Fri, 01 Aug 2025 06:58:28 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/ai-agents-logistics-sarang/</guid>
</item><item>
<title>When to Fix the Worst, When to Back the Best</title>
<link>https://www.jjude.com/strong-weak-link/</link>
<description><![CDATA[
Psychologist Adam Mastroianni <a href="https://www.experimental-history.com/p/science-is-a-strong-link-problem">writes</a>:
<blockquote>
There are two kinds of problems in the world: strong-link problems and weak-link problems.
</blockquote>
Though Adam introduces this to explain why science is a strong-link problem, I found it to be a powerful mental model for life. He defines the two types like this:
<blockquote>
Weak-link problems are problems where the overall quality depends on how good the worst stuff is. You fix weak-link problems by making the weakest links stronger, or by eliminating them entirely.
It’s easy to assume that all problems are like this, but they’re not. Some problems are strong-link problems: overall quality depends on how good the best stuff is, and the bad stuff barely matters.
</blockquote>
<img src="https://cdn.jjude.com/strong-weak-link.webp" alt="How to deal with strong and weak link problems">
In other words: Weak links drag you down. Strong links lift you up.
Others have danced around this idea with different metaphors.
Eliyahu Goldratt, in <a href="https://amzn.to/450QdAh">The Goal</a>, paints a vivid picture: a hiking group moving only as fast as its slowest member. If the weakest hiker stalls, the whole line crawls. It doesn’t matter how fast the leader is. That’s weak-link thinking—the system fails at its weakest point. But not everything works like that.
Clayton Christensen, the innovation guru, saw both sides. Sustaining innovation is weak-link thinking: improve the worst parts to keep things running smoothly. Disruptive innovation is strong-link: one bold idea can redefine the game. Fix bottlenecks to scale, but bet on big wins to dominate.
<h2 id="weak-links-where-things-fall-apart" tabindex="-1"><a class="direct-link" href="#weak-links-where-things-fall-apart">#</a> Weak Links: Where Things Fall Apart</h2>
A defective $10 O-ring caused the $3.2 billion Challenger disaster. A pinch too much salt can ruin an entire dish. A single breach of trust ended Rajat Gupta’s otherwise illustrious career at McKinsey. Weak-link problems are brutal—one failure can crash the whole system.
Here are the fingerprints of weak-link problems:
<table>
<thead>
<tr>
<th>Trait</th>
<th>Description</th>
</tr>
</thead>
<tbody>
<tr>
<td>Minimum quality matters</td>
<td>The weakest part sets the outcome.</td>
</tr>
<tr>
<td>Single points of failure</td>
<td>One flaw can break everything.</td>
</tr>
<tr>
<td>Fix by raising the floor</td>
<td>Strengthen or remove the weakest links.</td>
</tr>
</tbody>
</table>
To tackle these, you build reliable systems, set non-negotiable standards, and add redundancy to catch cracks before they spread.
<h2 id="strong-links-where-leverage-lives" tabindex="-1"><a class="direct-link" href="#strong-links-where-leverage-lives">#</a> Strong Links: Where Leverage Lives</h2>
One great book can launch an author’s career. One smart stock pick can return 10x, making up for a dozen duds. The best parts pull crazy weight.
Strong-link problems look like this:
<table>
<thead>
<tr>
<th>Trait</th>
<th>Description</th>
</tr>
</thead>
<tbody>
<tr>
<td>Outliers drive success</td>
<td>One big win overshadows many failures.</td>
</tr>
<tr>
<td>Risk is rewarded</td>
<td>Experimentation uncovers game-changers.</td>
</tr>
<tr>
<td>Not easily optimized with rules</td>
<td>Innovation often comes from breaking them.</td>
</tr>
</tbody>
</table>
Here, you make space for bold bets, try lots of things, and double down on what’s working. Follow the energy. Build on what wants to grow.
<h2 id="you-need-both-to-win" tabindex="-1"><a class="direct-link" href="#you-need-both-to-win">#</a> You Need Both to Win</h2>
It’s tempting to chase only strong-link wins—those shiny, game-changing moments. But if your foundation’s shaky, you’ll never get off the ground. A world-class surgeon can’t save a life with unsterilized tools. A brilliant coder can’t ship if the build system is broken. You need solid ground to launch big leaps.
Take India as an example. Indian talent shines abroad—think CEOs like Satya Nadella or scientists at NASA. But at home, corruption, red tape, and a culture that often punishes bold thinking act like weak links, holding back brilliance. It’s not a lack of strong links—there’s plenty of genius. It’s the weak-link systems that don’t give it a stable runway.
As Newton said, “If I have seen further, it is by standing on the shoulders of giants.” True. But even giants need firm ground beneath them.
<h2 id="wins-my-framework-for-applying-this" tabindex="-1"><a class="direct-link" href="#wins-my-framework-for-applying-this">#</a> WINS: My Framework for Applying This</h2>
I’ve started using this weak-link/strong-link lens to guide my life through a <a href="/wins">framework</a> I call WINS: Wealth, Insights, Network, and Self. It’s my spin on ideas from Rabbi Daniel Lapin and others, distilled from years of reading, living, and experimenting.
Each part needs both weak-link fixes (to stabilize) and strong-link bets (to soar). Here’s how I approach it:
<ul>
<li>
Wealth: I start with weak-link thinking to secure the basics. I’ve been debt-free for over a decade, which gives me a solid foundation. But I also make strong-link bets, like investing in stocks. I bought TVS Motors at ₹40; it’s now over ₹2,800. Ashok Leyland and SJVN were similar home runs. Those wins, plus dividends covering 80% of my expenses, show how one great pick can change the game. Weak links fix leakages; strong links make you rich.
</li>
<li>
Insights: Ideas are my fuel. I subscribe to too many <a href="/consume-list">blogs</a> and buy books I may never finish. That’s okay. Most are noise, but every so often, an idea like Mastroianni’s rewires my brain. I gather insights like a bee collects nectar, knowing one glint of gold can shift everything. Weak-link move: skim and discard what’s not useful. Strong-link move: chase the ideas that spark something big.
</li>
<li>
Network: I don’t chase every conference, but I invest in coffee, conversations, and small gestures for people I admire. I keep my word. Every major career break I’ve had came from one or two key connections. Weak-link move: build trust consistently. Strong-link move: nurture the relationships that open big doors.
</li>
<li>
Self: This covers health and parenting. For health, I focus on weak links: no soda, no junk food, regular workouts, and swimming half the year. I don’t aim for Olympic fitness—just enough to stay functional for big goals. For parenting, I <a href="/why-how-homeschooling">homeschool</a> my sons, inspired by Paul Graham’s idea that we get only <a href="https://substack.com/@pivotplaybook/p-151264351">fifteen summers</a> with our kids. I read to them, share mental models like this one, and encourage them to chase what they love. Weak-link move: keep the basics (health, time) solid. Strong-link move: inspire them to find their own breakthroughs.
</li>
</ul>
Even in my work as an engineer, this applies. A single buggy test or unpatched server can crash a system, so we automate the boring stuff and enforce standards (weak-link fixes). But we also need strong-link bets—new features or bold rewrites—to stay ahead. Reliability clears the runway; moonshots take flight.
<h2 id="it-s-a-dance-that-builds-momentum" tabindex="-1"><a class="direct-link" href="#it-s-a-dance-that-builds-momentum">#</a> It’s a Dance That Builds Momentum</h2>
Raise the floor. Reach for the ceiling. 
Rinse and repeat.
That’s how you win—not in one grand swoop, but layer by layer. Fix what threatens to break. Then bet on what wants to grow. It’s a quiet rhythm of repairs and risks, sustained over years. And every now and then, a strong-link moment—a breakthrough, a connection, a stock that soars—propels you forward, built on all the groundwork you laid.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/strong-weak-link/'>conversation</a>.'When to Fix the Worst, When to Back the Best' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Mon, 21 Jul 2025 17:40:07 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/strong-weak-link/</guid>
</item><item>
<title>I’m Just Delaying Alzheimer’s</title>
<link>https://www.jjude.com/lifelong-learning/</link>
<description><![CDATA[
“I’m just delaying Alzheimer’s.”
That’s what my 78-year-old friend told me when I called him last week.
He’s not just any friend. He has wealth enough to last three generations. He writes weekly columns in Hindi newspapers. And now, he's also a student, currently in his third semester of an MA in Psychology from a local university.
Out of curiosity, I asked him, “Why do you keep learning?”
That’s when he laughed and said, “I’m trying to trigger some new neurons. Keep the brain alive as long as possible.”
He said it like a joke, but I could tell he meant it. 
And I loved that answer.
<h2 id="not-for-promotion-not-for-pay" tabindex="-1"><a class="direct-link" href="#not-for-promotion-not-for-pay">#</a> Not for Promotion. Not for Pay.</h2>
Most people stop learning the moment they graduate. 
We chase degrees early in life because they unlock jobs, salaries, promotions.
But this kind of learning? It’s different. 
He’s not trying to earn more money. Not chasing a title. 
He’s learning simply because he can—and because he wants to.
Psychology is a whole new field for him. He’s stretching his brain, building new connections. 
That, he believes, is what keeps him mentally fit. 
And I think he’s right.
<h2 id="be-curious-stay-interesting" tabindex="-1"><a class="direct-link" href="#be-curious-stay-interesting">#</a> Be Curious, Stay Interesting</h2>
Here’s what I realized: people like him stay interesting because they stay curious.
Every time I talk to him, I come away with something new. A new book. A fresh idea. A different way of thinking. 
Even though he’s 25 years older than me, I enjoy our conversations more than most others.
That’s the kind of person I want to be. Not just learning to earn. But learning to live.
What do you think?
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/lifelong-learning/'>conversation</a>.'I’m Just Delaying Alzheimer’s' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Sun, 20 Jul 2025 12:55:59 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/lifelong-learning/</guid>
</item><item>
<title>Responsible AI in Enterprise Applications: A Practitioner's View</title>
<link>https://www.jjude.com/responsible-ai-in-enterprise-apps/</link>
<description><![CDATA[
You’ve heard the quote: "In theory, there's no difference between theory and practice. But in practice, there is."
Nowhere is that more true than in Responsible AI.
When you Google Responsible AI, you’ll get a clean list of ideals — fairness, transparency, explainability, safety, privacy, non-discrimination, robustness. Great aspirations. But the minute you try to apply them in a real enterprise setting, they collide with business priorities, data limitations, and product pressure.
<img src="https://cdn.jjude.com/responsible-ai-talk.webp" alt="Talking about responsible AI" title="Talking about responsible AI">
Let me give you an analogy. If I ask a corporate group, “Should we bribe?”, everyone says no. It's unethical, it harms society. But if I ask any decent sized Indian adult group, “Have you ever bribed?”, the answer changes. Because reality is messy. On these shaky foundations, we have built successful careers and businesses.
Same with Responsible AI. We’re building on models like OpenAI, Claude, or Perplexity. These models are trained on data we don’t fully understand. There are lawsuits pending: The New York Times, and Getty. Even Perplexity’s CEO, Aravind Srinivas, has said they rely on third-party data providers, so we don’t know the provenance or fairness of the data. And yet, we still have to build.
The best we can do is build responsibly at the application layer, even if the foundation is shaky.
<h3 id="two-kinds-of-enterprise-ai" tabindex="-1"><a class="direct-link" href="#two-kinds-of-enterprise-ai">#</a> Two Kinds of Enterprise AI</h3>
I divide AI use in enterprises into two categories:
<ol>
<li>Internal-facing applications – employee productivity, SDLC, copilots.</li>
<li>External-facing applications – chatbots, sales enablement, customer service.</li>
</ol>
Each has different risks. Each needs its own flavor of governance.
<h2 id="nist-ai-rmf" tabindex="-1"><a class="direct-link" href="#nist-ai-rmf">#</a> NIST AI RMF</h2>
We use the NIST AI Risk Management Framework (RMF) to guide both. NIST (National Institute of Standards and Technology) is a U.S. standards body that has long published frameworks for cybersecurity and risk management. We’ve used their cybersecurity framework before, so when it came to AI, adopting their AI RMF felt like a natural step. The RMF provides a structured, repeatable way to identify and mitigate AI risks, and more importantly, to build a culture of responsible AI use.
Here’s how the AI RMF breaks down:
<h3 id="govern" tabindex="-1"><a class="direct-link" href="#govern">#</a> Govern</h3>
Purpose: Establishes policies, processes, and organizational structures to foster a culture of AI risk management, ensuring accountability and alignment with ethical and legal standards.
Key Actions:
<ul>
<li>Define clear policies, standards, and risk tolerance levels</li>
<li>Promote documentation and accountability across AI actors (e.g., developers, users, evaluators)</li>
<li>Engage stakeholders (legal, IT, compliance, etc.) to integrate risk management into organizational culture</li>
</ul>
<h3 id="map" tabindex="-1"><a class="direct-link" href="#map">#</a> Map</h3>
Purpose: Identifies and contextualizes AI risks by mapping them to specific systems, use cases, and stakeholders to understand potential impacts and pitfalls. 
Key Actions:
<ul>
<li>Identify ethical, regulatory, or societal risks (e.g., bias, privacy violations)</li>
<li>Assess how AI systems align with organizational goals and societal values</li>
<li>Document system functionality and potential failure points</li>
</ul>
<h3 id="measure" tabindex="-1"><a class="direct-link" href="#measure">#</a> Measure</h3>
Purpose: Assesses AI risks using qualitative, quantitative, or mixed methods to evaluate system performance, trustworthiness, and impact. 
Key Actions:
<ul>
<li>Use tools to measure risks like bias, inaccuracy, or security vulnerabilities</li>
<li>Document system functionality and monitor for unintended consequences</li>
<li>Prioritize risks based on their likelihood and impact</li>
</ul>
<h3 id="manage" tabindex="-1"><a class="direct-link" href="#manage">#</a> Manage</h3>
Purpose: Implements strategies to mitigate identified risks, monitor systems, and respond to incidents, ensuring continuous improvement. 
Key Actions:
<ul>
<li>Apply technical and procedural controls (e.g., adjusting algorithms, enhancing data privacy)</li>
<li>Develop incident response plans for AI-related issues (e.g., data breaches, ethical concerns)</li>
<li>Continuously monitor and update systems as risks evolve</li>
</ul>
Let’s see how this plays out in practice.
<h2 id="internal-use" tabindex="-1"><a class="direct-link" href="#internal-use">#</a> Internal Use</h2>
We’ve rolled out tools like Cursor for internal developer productivity. Here’s how we apply NIST RMF:
<ul>
<li>Map where AI is used in the SDLC, code generation, PR suggestions, test automation.</li>
<li>Measure how much code is accepted without review. What repos are impacted.</li>
<li>Manage with mandatory peer review and secure linting.</li>
<li>Govern with access policies, API key rotation, and audit logs.</li>
</ul>
It’s lighter-touch governance, but you still need clarity on usage boundaries and responsibilities.
<h2 id="external-use" tabindex="-1"><a class="direct-link" href="#external-use">#</a> External Use</h2>
When AI talks to customers, the risk gets real.
Let’s take an e-commerce chatbot. You apply the same RMF, but deeper:
<ul>
<li>Map what users can ask: orders, refunds, pricing, complaints. Decide whether the bot answers only from your internal knowledge base or also fetches from the web. What should it say if details are in the underlying knowledge base?</li>
<li>Measure what % of queries are answered from KB, how often it hallucinates, customer satisfaction, and tone accuracy.</li>
<li>Manage responses with fallback logic, set confidence thresholds, and route low-confidence answers to human support.</li>
<li>Govern tone of voice, disclaimers, incident response ownership, and policy reviews across product, legal, and CX.</li>
</ul>
This isn’t optional. If you don't govern these things, you’re rolling the dice with your brand.
<h3 id="use-case-matrix" tabindex="-1"><a class="direct-link" href="#use-case-matrix">#</a> Use Case Matrix</h3>
Here’s how we frame typical enterprise AI use cases using NIST RMF:
<table>
<thead>
<tr>
<th>Use Case</th>
<th>Risk</th>
<th>Reasonable Approach (Using NIST RMF)</th>
</tr>
</thead>
<tbody>
<tr>
<td>Dev productivity tools</td>
<td>Insecure code, leakage</td>
<td>Map AI touchpoints, manage code reviews, govern tool access</td>
</tr>
<tr>
<td>Chatbots (embedded AI)</td>
<td>Hallucination, offensive output</td>
<td>Measure accuracy, govern with fallback logic, manage escalation</td>
</tr>
<tr>
<td>Hiring AI</td>
<td>Bias, legal risk</td>
<td>Map sensitive variables, manage with anonymization, measure fairness</td>
</tr>
<tr>
<td>Sales Enablement</td>
<td>Misleading content</td>
<td>Govern brand voice, measure tone & facts, review by sales ops</td>
</tr>
</tbody>
</table>
<h2 id="responsible-ai-is-a-culture-shift" tabindex="-1"><a class="direct-link" href="#responsible-ai-is-a-culture-shift">#</a> Responsible AI Is a Culture Shift</h2>
You’re not going to get it right in one go. Especially not with how fast AI is evolving. So treat Responsible AI like any change program:
<ul>
<li>Create policies.</li>
<li>Train repeatedly.</li>
<li>Set up clear escalation paths.</li>
<li>Keep a feedback loop between tech teams and leadership.</li>
</ul>
We may not control the models. But we do control how we use them.
Got comments? Send them to me via <a href='https://twitter.com/jjude'>Twitter</a> or join the <a href='https://jjude.com/responsible-ai-in-enterprise-apps/'>conversation</a>.'Responsible AI in Enterprise Applications: A Practitioner's View' appeared on <a href='https://jjude.com/'>Joseph Jude</a>.
]]></description>
<pubDate>Thu, 17 Jul 2025 18:06:22 +0000</pubDate>
<dc:creator>Joseph Jude</dc:creator>
<guid>https://www.jjude.com/responsible-ai-in-enterprise-apps/</guid>
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