And time goes on

I am currently in my hometown, a remote part of Bihar, and I feel a completely different kind of calmness here.

While the world seems to be on fire with the rapid advancement of artificial intelligence: billions of dollars in market value being erased overnight, life here moves at a different rhythm. Companies like OpenAI and Anthropic are redefining work, automating daily tasks, and reshaping industries. In the cities, every headline screams urgency: disruption, layoffs, valuations, crashes, breakthroughs.

But here, it feels like time has chosen not to participate in that race.

The world I inhabit in my day-to-day professional life and the world I am experiencing right now are 360 degrees apart.

Here, people are still living the way generations before them did. Their concerns are fundamental and deeply human: roti, kapda, makan. Educating their sons. Marrying their daughters. Protecting their land from encroachment. Ensuring the mango orchards and khet survive the season. Visiting the temple every month and performing their puja with quiet discipline. There is hope, resilience and faith.

In the developed cities of our country, we wake up to constant alarms, traffic chaos, infrastructure complaints, crime, political outrage, market volatility. The media amplifies every disruption. Urgency becomes the default emotional state.

But here, life is still anchored in continuity.

It makes me wonder:
Are we advancing faster than we are understanding what advancement truly means?
Are we slowly losing the simplicity that once defined human contentment?

There is something deeply grounding about being in a place where survival, family, faith, and land still define ambition. Perhaps progress does not always mean acceleration. Sometimes, it means remembering what was never broken.

against

As a founder, if you have an itch, a vision, and a quest to go against the norms, this journey is for you. It is also filled with pain. All the failures are on you; after all, you are leading this revolution.

Time and again, your desperation to win deals and retain employees can create a persona of scarcity and fear. Over the long run, it alters your mind and drains your energy. The only virtues that keep you going are optimism, self-belief, and fearlessness.

You are the horse: you have to run and win. So keep running with optimism. The world will be against you. Your loved ones may laugh at you. But you, my friend, must continue on your path with grit.

Innovation has always happened because of a few knuckleheads who went against the norms.

change

We are living in a different time. After the internet, AI seems to be the next big thing. It will impact each one of us, in good or bad ways.

As a startup founder, I see it as a blessing when it comes to shipping code. The dependency on humans to write code is going to decrease significantly.

At the same time, customers will become more demanding. We are already seeing OpenClaw-style stories circulating everywhere. Per-seat licensing will require much stronger justification.

This new wave will create competitors from anywhere. What will differentiate a great organization from one that gets disrupted is a sense of urgency and the ability to adapt to the new normal.

When writing code becomes commoditized, founders will have to think deeply about what more they can do for their customers—what truly keeps them hooked to the platform.

authentic

We live in a crowded, noisy world. The glamour and desire to be someone or to be like someone have become supreme. We change, sell our souls, or behave unintentionally. 

We have upgraded our lives with wealth, and real/reel life has merged. Our quest for material wealth and power is killing us from the inside. It is taking us away from the social fabric.  

We are wasting more money on our looks. We apply filters to our photos on social media. We spend no time on our souls or talking to ourselves.

Our forefathers must be laughing in pain from above: they never anticipated civilization losing its authenticity. We are decades away from the singularity, the ultimate death of our souls. 

responsibility

As a founder, responsibility is absolute.

You don’t get the luxury of blaming employees, investors, competitors, or the market. If the company fails, it fails on you. Period. Ownership is not a title: it is a weight you carry end to end, whether things are going well or falling apart.

At the same time, a founder must play multiple roles. You are the chief evangelist, the one who believes when no one else does. You are the chief supporter, especially when morale dips. You are often the first customer support person, listening carefully to complaints others may dismiss.

You are the eyes and ears of the organization.
You stand at the front: absorbing feedback, taking hits, and protecting the team from the first line of fire.

In the early days, this comes naturally. The founder is close to everything: customers, product, people, and problems. Decisions are fast. Communication is direct. The organization is flat, focused, and aligned.

But as the company grows, a subtle danger creeps in.

Founders begin to step back. Or worse, they try to outsource ownership by hiring experts for everything: product, growth, culture, operations, strategy. Ten specialists replace one accountable mind.

What once was a flat organization slowly turns into a box architecture.

Teams build silos. Leaders build empires. KPIs start competing with each other. Instead of one army fighting the external world, you now have multiple internal teams fighting among themselves.

Energy shifts inward.

Instead of asking, “How do we win?”
People start asking, “Why is their team getting more credit?”

This is how companies rot: not from the outside, but from within.

Time and again, we’ve seen companies fail not because of competitors, markets, or technology: but because of internal friction, ego, politics, and misaligned incentives. The biggest threat was never the external world. It was internal decay.

A founder’s real job is not just building products or raising capital.

It is preserving clarity, unity, and accountability as the organization scales.

Growth should make a company stronger, not fragmented.
Bigger should mean better alignment, not louder internal noise.

The day a founder stops owning the whole is the day the company starts slipping: quietly, slowly, and then all at once.

basic

We often forget a basic reality.

This civilization wasn’t built by people who followed the flow. It was built by people who felt an internal discomfort: an itch to question what everyone else had already accepted. An itch to go against the tide. An itch to attempt what looked unreasonable, impractical, even foolish at the time.

History keeps reminding us of this, yet we conveniently ignore it.

Every meaningful leap forward happened because someone saw the world differently. Not better resources. Not better timing. A different lens. The default world was already running. Systems were already in place. Rules were already defined. Life was already “working.”

And yet, someone chose to disturb that default.

If no one questioned the existing order, there would be no modernity to talk about. No progress to celebrate. No information to seek. No ambition to admire. The world doesn’t move forward because it is comfortable: it moves forward because someone is uncomfortable with how things are.

By default, the guiding principles of society are already written. If our only goal was to live within them, to operate strictly inside what has already been built, then what exactly are we doing here? We would still be surviving, not evolving. Existing, not creating.

If humanity had only followed what was already defined, we would not be very different from cavemen:just with better tools and better shelters.

The difference between stagnation and progress has always been the same: someone willing to think differently, act differently, and accept the cost of standing alone for a while.

That’s how the world actually changes.

Death

There are moments when a simple thought refuses to leave you alone.

What is the meaning of this life, when in the end, we all have to die?

We run through so many hoops. We chase money, wealth, recognition, validation. We want to be someone, become something, own something, be called something. And yet, none of this changes the one hard truth we quietly avoid: this life can end any second.

What truly matters is not tomorrow, not five years from now, not some future version of ourselves. What matters is this life. This minute. This breath.

In reality, we are dying every second.

So why do we live like headless chickens?

Why are we constantly running — often without knowing what we are running toward, or what we are running from?

Seneca said it clearly: our time on this planet is limited, and the tragedy is not that life is short, but that we waste so much of it. We behave as if time is abundant, as if death is a distant problem meant for someone else. Somewhere along the way, we have forgotten this basic truth.

Or maybe forgetting is the point.

If we remembered death at every moment, civilization might collapse. We would stop planning, building, striving. So perhaps nature wired us to forget. To distract ourselves with ambition, identity, and desire. Money gives us a false sense of safety. Status gives us a false sense of permanence. Achievement gives us a false sense of meaning.

But false comforts come at a cost.

Most of our suffering doesn’t come from lack — it comes from unconscious living. From chasing things without ever stopping to ask why. From tying our self-worth to outcomes. From confusing movement with progress.

Aspiration itself is not the problem. Blind aspiration is.

When ambition is driven by fear — fear of insignificance, fear of being left behind, fear of silence — it never satisfies. No milestone is enough. No win feels complete. The finish line keeps moving.

The uncomfortable question we avoid is simple:
If I stop becoming, who am I?

This is where real living begins.

Not in withdrawal from the world, but in clarity within it.

The virtues that matter are not flashy. They don’t make for good social media captions. They are deeply practical.

Presence — actually inhabiting the moment instead of constantly escaping it.
Enoughness — knowing when more stops adding value to life.
Honesty — especially with oneself, about desires, fears, and avoidance.
Compassion — without needing credit or applause.
Courage — the courage to be ordinary, imperfect, and still fully alive.

Living fully does not mean quitting ambition or responsibility. It means engaging with the world without being owned by it. Working without self-erasure. Building without tying identity to success. Loving without bargaining.

You still do things. You just stop letting those things define you.

A simple practice I return to often is this. At the end of the day, I ask myself three questions:

Where today was I fully alive?
Where was I running from discomfort?
If I died tonight, which moment today was enough?

Most days are imperfect. Many are messy. But even one honest answer brings you back to yourself.

You don’t defeat vices by force. You outgrow them through clarity.

When you truly feel that this breath is not guaranteed, greed loses urgency, ego loses weight, and comparison starts to feel absurd. Not because you became spiritual or disciplined, but because nonsense dissolves in the presence of truth.

Life may not come with a predefined meaning.

But it offers us something far more powerful: the chance to live consciously.

And that, moment by moment, is more than enough.

Building the Blocks That Scale a Startup

When a company grows from a four-member team to twenty or thirty people, something fundamental has to change.

In the early days, momentum carries everything. Everyone does a bit of everything. Roles are blurry. Energy is raw and instinctive. But as the team grows, that same chaos if left unchecked, it starts becoming a liability instead of an advantage.

This is the phase where, as a founder, you have to start building blocks.

By blocks, I don’t mean titles, org charts, or headcount plans.

I mean people.

People who are excited enough to take ownership. People who have the itch to be part of a journey where the consequences are bigger and more meaningful than their individual contributions. People who want to go beyond what is comfortable or clearly defined.

I often think of a startup like an army.

An army isn’t just soldiers fighting on the frontlines. Some hold the fort. Some fight the enemy head-on. Some manage the armory from the back. Some make sure food, rations, and supplies keep flowing while the battle is on. Some ensure communication across the entire system so everyone knows what’s happening, when, and why.

Every role matters. Every role compounds the outcome.

A startup is built the same way.

Whether it’s a war or a company, the core remains unchanged. What actually holds everything together is finding the right people.

People who are excited, not entitled. Responsible, not reckless. Humble, not ego-driven. Empathetic, not transactional. People who genuinely believe in a cause bigger than themselves.

In war, that cause is winning. In a startup, it’s building something meaningful.

After more than seven years of my founder journey building taghash.io, I find myself entering this next phase.

I am still learning. Still building. Still growing.

I am not perfect.

And that’s fine.

This phase isn’t about having all the answers. It’s about creating the foundation that allows the company to grow beyond the founder.

At this stage, the founder’s real job is no longer just shipping features or closing deals. It’s about identifying, attracting, and empowering the people who form these blocks.

Strategy will change. Markets will shift. Products will pivot.

But when the right people hold the core together, the company doesn’t just survive. It compounds.

Straight talk 

One of my core responsibilities as a founder is to speak honestly and directly with the team. Not to sugarcoat things or create artificial comfort, but to keep everyone grounded in reality. In a startup environment, this approach may not always be popular at face value, but it is necessary. My responsibility is to run the organization, protect its long-term health, and ensure that we all have a clear understanding of where we truly stand.

At the end of the day, a company exists to serve its customers and stakeholders. The progress of the company depends on how well it solves real customer problems and whether customers are willing to pay for that value. Everything else,”titles, narratives, recognition, or perks”, comes later and is a consequence, not a cause.

This is why I believe in putting bad news on the table early. Transparency is essential. Real progress, whether in a company or in a country, comes from facing facts early rather than hiding behind optimism. This applies internally with employees and externally with customers. Avoiding reality only delays correction.

It is also important to be clear that no individual is above the organization. There should be no special treatment based on labels such as high performer or exceptional talent. Everyone is here for the same reason: to move the organization forward and deliver more value and satisfaction to our customers.

Strong performance does not give anyone the right to push personal demands or ways of working that compromise the overall well-being of the organization. Even good or high-performing employees cannot be allowed to influence decisions in ways that weaken long-term stability. Performance matters, but alignment, discipline, and fairness matter just as much.

In the end, companies are not built on individual brilliance alone. They are built when customers genuinely value the product enough to pay for it, and when the organization remains honest, aligned, and focused on what truly matters.

belief system

We live in a world where innovation happens every single day. Competitors emerge quietly, problems surface unexpectedly, and uncertainty is constant. In that environment, if you don’t carry an unshakeable belief that things will work out, that you’ll find a way forward, you simply won’t survive.

Even after building this company for 8+ years, every day still feels like day one: for me and my co-founder, Sri Krishna. And the reason is simple: only the paranoid survive. But paranoia alone isn’t enough. To last, you must also be a rational optimist.

It’s fine that the world is changing.
It’s fine that new innovations are coming.
It’s fine that competitors are creeping in.
It’s fine that some renewals don’t happen.

None of that should shake your core belief.

You’re here to build something meaningful.
You’re here to delight customers.
You’re here to create long-term value for yourself and team: through today’s hard work, today’s uncertainty, and today’s relentless effort.

Belief isn’t blind optimism.
It’s disciplined conviction: earned every single day.