Pankaj Bansal
Managing Partner, Caret Capital. On 1 show, 1 appearance. The Shows tab opens the full record on each.
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Pankaj Bansal co-founded PeopleStrong in 2005, transforming it into an enterprise HR technology and payroll platform backed by Goldman Sachs. He also co-founded recruitment firm Taggd and established Caret Capital to invest in supply chain, mobility, and future-of-work startups.
1shows
1appearances
20statements
2resolved
2supported
0contradicted
100%fully supported
Everything Pankaj Bansal said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Bansal: Every Startup Should Raise External Funding Rather Than Bootstrap
“I believe that everyone should raise funding. And my simple reason for that, because you cannot run factories on cashflow you will compromise growth, which is very, very important. So you must do it. And number three, you cannot really attract good teams. If y…”
Bansal: PeopleStrong Has Crossed a $100 Million Order Book Milestone
“We, we've crossed hundred million dollars order book, which will be probably largest for any company in India in HR, HR technology space.”
Bansal: Emotional Attachment to Team Members Is an Entrepreneur's Worst Mistake
“Breaking up with people or parting ways at the right time because I took much longer because I was attached. It's the worst thing that an entrepreneur can do to an enterprise or to a team if you become attached to it.”
Bansal: Admitting Vulnerability Brings Investors' Long-Term Support Despite Initial Anxiety
“Investors may for one month feel a little jittery, but eventually they will stand with you and they will guide you. They've been there. They've seen that.”
Bansal: Networking Without Expectations Yields Twofold Value Over Time
“If you are not looking at something in return, and if you're just meeting for the joy of meeting, and if you can give and share, you should, I think that's what I do, which has helped me. And it has come back in, in twofold to me.”
Bansal: Introducing Systems Too Early Kills Agility; Delaying Them Destroys Scale
“If you hire or build in systems too early, you take away the birthright of a company, but if you delay the systems too long, you take away the destiny.”
Bansal: Founders Must Decisively Cut Underperforming Products and Toxic Relationships
“I have learned, you need to know when to kill a product. You need to know when to part ways with a person. It can be an employee. It can be an investor. It can be a friend. Because those are the toughest things or toughest decisions because you're attached to …”
Bansal: Devolving Power to Next-Level Leaders Is the Biggest Scale-Up Factor
“So whatever decisions I was taking, I downloaded 50% of them to my next layer. And similarly, it happens across the country, which is the biggest factor for scale-up, I believe.”
Bansal: Doubting Their Ability to Scale in 2009 Cost PeopleStrong Dearly
“In 2009, Shelly and I thought we can't scale up. We need to get people who can scale it up. So that was a very, very stupid thinking. We just thought that, okay, we've never built a large enterprise. So how will we do that? That was a very stupid thought that …”
Bansal: PeopleStrong Onboards Senior Hires by Reviewing Near-Death Company Failures
“Third thing that I do with them is I talk to them a lot about our failures and the points where we almost failed and shut down the company.”
Bansal: Founders Learn Best by Hiring Smarter, More Senior Talent
“The best way to learn is hire people who are smarter and senior than you. Even if it's a higher salary, I have done that. It works very well because you end up learning with them.”
Bansal: 10X Company Growth Requires Process-Centric 'Science of Sales'
“There is something called a cowboy or a cowgirl sales style. Where, you know, I considered myself a good salesperson. I could win the trust. I could really tell people my value prop, but Pankaj can do only that much. So there is a new world of sales, which tel…”
Bansal: PeopleStrong Ended Custom Client Work to Shift to SaaS
“We had to shift the whole business to SAS. It was very painful because we had people for a long time at people strong. So to help them to convert, sometimes I had to become hard. Sometimes my colleagues, my co-founders have to, Become extremely hard to tell pe…”
Bansal: PeopleStrong Would Have Died Without Shutting Down Failed Services
“We shut down Twice our services which are not working out. They were very painful they were big mistakes, but I'm proud that we did that, because if we wouldn't have done it we would have got killed.”
Bansal: In 2004, the US Had 30 Listed HR Companies; India None
“We took trip to US and saw 30 illicit companies in human resources. We saw none in India.”
Bansal: PeopleStrong Employs 1,200 People Across Its Organization
“So we are a 1200 people organization.”
Bansal: PeopleStrong Will Expand to 14 HR Products by March
“We have nine products, which is constantly evolving. So by March, we will have almost 14 products within HR.”
Bansal: PeopleStrong Averages Signing One New Enterprise Customer Per Week
“In terms of signing up customers, we are signing about one customer a week.”
Bansal: Deconstruct Problems and Execute Exclusively on the Highest-Impact Category
“So what I do is the moment I see problem, I break it down into three or four boxes. The moment I break it down into three or four boxes, I pick up one box where I can create the most impact. And then I go after that box.”
One line per show, most statements first. The link opens Pankaj's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
 NEON SHOWLEDGER | Managing Partner, Caret Capital | 1 | 20 | 100% 2/2 | full record on the Neon Show → |