Deepak is founder of Venture Studios, Ex-President & Chief Digital Officer at Kotak Mahindra Bank, a renowned face in Banking. We seek mentorship from him on banking products.<\/p>\n\n\n\n
So is Gokul – as much that founding partner<\/strong> at Marathon Management Partners<\/strong>, a venture capital firm. He’s been exec & board member at companies such as Pintrest, Google, Facebook, Coinbase & more. He’s advisor to Vaayu.<\/p>\n\n\n\n To generate wealth & progress – It’s obvious that what everyone can do, that will get super commoditized faster than ever with tech. <\/p>\n\n\n\n So it has to be Beyond obvious things which give C-suite an edge<\/strong>. Whether this is promotion or wealth or impact somoene wants to create. A differentiated ladder for growth.<\/p>\n\n\n\n This is based on<\/strong> filin<\/strong>g of recen<\/strong>t IPO boun<\/strong>d compan<\/strong>ies such as Len<\/strong>skart, boAt & Meesho. <\/p>\n\n\n\n Only few C-Suite will reach the top of pyramid. AI contact Center is one of ladders towards top.<\/p>\n\n\n\n So forget about AI Use cases. That’s the job the AI Vendors like us to give you that or workflow which are easily customizable<\/strong>.<\/p>\n\n\n\n So, I don’t cover – generic chatGPT given aspects or Big-4 reports. <\/p>\n\n\n\n Below are beyond obvious things from real conversations based my talks with Deepak, Gokul, filing RFP for a major bank & talks with 10s of other potential customers from C-Suite of banks<\/p>\n\n\n\n Deepak puts clarity in a way -few in industry can. This matters not only from Enterprise point of view, but the personal progress of the C-suite, mid managers & everyone? Why?<\/p>\n\n\n\n Deepak’s one liner gives clarity at its best especially for Banking CIOs, Boards & Vendors. <\/p>\n\n\n\n Deepak Sharma – Founder of Venture Studios, Ex-President & Chief Digital Officer at Kotak Mahindra Bank, and Independent Director at Suryoday Bank & Experian India.<\/p>\n\n\n\n Deepak’s statemen<\/strong><\/strong>t abstracts the complexity, of course which the teams have to figure out. But That’s your moat to build. Startaing in right direction<\/strong> is the key.<\/strong><\/p>\n\n\n\n When I spoke to Deepak about some advise regarding opportunity at a Bank for AI contact center that Vaayu was applying – He was crisp & clear on his advise. <\/p>\n\n\n\n I cover – Beyond Obvious C-suite Playbook, challenges in taking AI Contact Centers from board rooms to the real implementation<\/strong>.<\/p>\n\n\n\n <\/p>\n\n\n\n I cover below points leading real Actions beyond obvious:<\/p>\n\n\n\n This question has nothing to do with technology first.<\/p>\n\n\n\n This is more about Unit economics in Bank’s functions.<\/p>\n\n\n\n Which are high value pockets for your bank? Is it Loan, LAP, Credit Card or What?<\/p>\n\n\n\n Which segment makes most money, what’s the acquistion cost. How much your call center spends, After Service etc etc?<\/p>\n\n\n\n Which pockets & functions banks may like to spend, why & how much & where’s the ROI.<\/strong> <\/p>\n\n\n\n Gokul <\/strong>– is point blank – in his ask.<\/p>\n\n\n\n Gokul is founding partner<\/strong> at Marathon Management Partners<\/strong>, a venture capital firm. He’s been exec & board member at companies such as Pintrest, Google, Facebook, Coinbase & more. He’s advisor to Vaayu.<\/p>\n\n\n\n Every time I get to interact with Gokul – he can give simple answer to most chaotic situations on product, positioning, ROI or pricing.<\/p>\n\n\n\n May be – this simplicity comes from being on board, his access to best of CEOs, startups & network. <\/p>\n\n\n\n So building on Playbook Takeaway 1 before, C-Suite must just focus on Topline & Bottomline.<\/p>\n\n\n\n Many professonal just stop & surface level – like vadating vendors for their logos, use cases, who else is using, pricing from varous vendors. That’s Vendor selection ciriteria.<\/strong><\/p>\n\n\n\n A very customied plan presented to board that directly ties with Topline & Bottomline of enterprise. There’s noone in market who can understand the minute nuances better than C-suite himself. Since this needs minute & deep understanding of the business which is moat of C-suite.<\/p>\n\n\n\n That’s your ladder for Growth & Moat<\/p>\n\n\n\n For Banks Revenue Up meant these things, in my talks to C-suite<\/p>\n\n\n\n In recent RFP of major bank we filed, it had 3 headings<\/p>\n\n\n\n As C-suite – this adds complexity not generally understood by less senor staff. This is going to follow J-Curve.<\/p>\n\n\n\n <\/p>\n\n\n\n Your cash flows my look negative, pilots may fail in short term. Embrace all of that. That’s where the role & opportunity to show leadership is. That’s the ladder to growth. That’s for good (Ref img J curve by Getnave)<\/p>\n\n\n\n I must apologise. But I have heard this – “We have a team of 400 IT, They are building AI”.<\/p>\n\n\n\n My experience doing continent scale migratioin to new tech system says – It doesn’t matter how many people you have working on systems which are already set.<\/p>\n\n\n\n AI is so new that it needs 2-3 years of priming up to understand the context.<\/p>\n\n\n\n From my talks to multiple Vendors – Banks have run 10s of pilots, but 90%+ haven’t seen light of day.<\/p>\n\n\n\n Only 3-5% can help you sail that trough.<\/p>\n\n\n\n When things change fast, there aren’t 100% clear instructions – that’s when a leader shines. But he needs a supportive team.<\/p>\n\n\n\n This team isn’t just skilled. They are stellar, growth hungry. They are go-getters.<\/p>\n\n\n\n Deepak, was brutally honest about AI & role of C-suite – “You may be do 10s of pilots, but unless the leadership puts a strategic view – it won’t move beyond pilots”<\/p>\n\n\n\n I can vouch with our experience filing RFP for a major bank & my experience at enterprises – Problem isn’t with tech. It’s because – AI isn’t only about Tech. This is about ROI, Change management, Cash flows, taking buy-in from board, talent & many more things.<\/p>\n\n\n\n But that’s where the opportunity to build moat for C-suite lies.<\/p>\n\n\n\n There are only few equipped to sail this sort of uncertainty. If you don’t trust me – In India there are only true 5000 global leaders in GCCs & only 8000 odd people who can be of CEO of BSE 500 companies.<\/p>\n\n\n\n To get to top of Salary Pyramid – C-suites have to prove their mettle. AI Contact Center is that ladder to top of pyramid.<\/p>\n\n\n\n <\/p>\n\n\n\n \ud83d\udc49 Read more blogs for use cases of AI<\/a> at our blog<\/strong><\/p>\n\n\n\nWhat’s Beyond Obvious AI Playbook for AI Contact Center & Why it matters<\/h3>\n\n\n\n
On<\/strong>ly 0.1% employees at a listed compan<\/strong>y make Key Man<\/strong>agemen<\/strong>t, earn<\/strong> > 1cr & on<\/strong>ly 0.03% typically make top earn<\/strong>ers. <\/h4>\n\n\n\n
Or just 10 in<\/strong> 10000 employees at a firm crossed 1cr ann<\/strong>ual in<\/strong>come. How to be that 1?<\/h4>\n\n\n\n
AI Contact Center is on<\/strong>e of ladders to reach towards top. But how? We cover in the post.<\/h3>\n\n\n\n
Creating C-suite’s own moat with AI Contact Center<\/h3>\n\n\n\n
Why AI Contact Center?<\/h2>\n\n\n\n
“Enterprises must pick their high-value pockets: in banking, that\u2019s contact centers and credit risk.\u201d<\/h3>\n\n\n
![\"\"](\"https:\/\/www.vaayushop.com\/blog\/wp-content\/uploads\/2025\/09\/Deepak-sharma-solo.jpg\")
<\/figure><\/div>\n\n\nAI Contact Center – Growth Ladder for C-suite<\/h2>\n\n\n\n
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Takeaway 1 – Beyond Obvious C-suite Playbook – Dig deep on high-Value Pockets<\/h3>\n\n\n\n
Impressing the Board<\/h2>\n\n\n\n
Measure value as revenue up, cost down, or 10\u00d7 efficiency\u2014everything else is noise<\/h3>\n\n\n
![\"\"](\"https:\/\/www.vaayushop.com\/blog\/wp-content\/uploads\/2025\/09\/Gokul.jpg\")
<\/figure><\/div>\n\n\nTakeaway 2 – Beyond Obvious C-suite Playbook – Financial projections for AI Contact Center<\/h2>\n\n\n\n
To reach the top of pyramid, C-suite’s individual moat is more of strategic view<\/h2>\n\n\n\n
Prepare to customized plan on AI Contact center that directly ties with Topline & Bottomline<\/h3>\n\n\n\n
Clarity on Capex vs Opex Curve<\/h3>\n\n\n\n
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Takeaway 3 – Beyond Obvious C-suite Playbook – Prepare for dip – J curve, it’s okay to get to new heights<\/h2>\n\n\n\n
![\"\"](\"https:\/\/www.vaayushop.com\/blog\/wp-content\/uploads\/2025\/11\/image.png\")
<\/figure>\n\n\n\nTakeaway 4 – Beyond Obvious C-suite Playbook – Build Stellar teams<\/h2>\n\n\n\n
I have no doubt about the capabilities of large sized teams. But AI is different beast<\/h3>\n\n\n\n
Bell Curve – Only 3-5% people in your team & partners are up for growth at any time<\/h3>\n\n\n\n
Journey will need a supportive & equaliy growth hungry team<\/h3>\n\n\n\n
Pilots don’t scale in lack of long term view<\/h3>\n\n\n\n
Where AI Contact Center may lead a C-Suite to<\/h2>\n\n\n\n