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It seems <keyword id="6355103" type="ORGANIZATION" weightage="100" keywordseo="social">social</keyword> networking giants cannot keep their eyes off Indian innovators. Professional networking site <keyword id="28120" type="CITY" weightage="80" keywordseo="Linkedin">LinkedIn</keyword> has been acquiring Indian-origin companies for a couple of years now. And now <keyword id="2006517" type="UNKNOWN" weightage="100" keywordseo="social-media-leader">social media leader</keyword> <keyword id="6354576" type="CITY" weightage="100" keywordseo="Facebook">Facebook</keyword> has scooped up Bangalore-based tech start-up <keyword id="1959708" type="COMPANY" weightage="100" keywordseo="Little-Eye-Labs">Little Eye Labs</keyword> for an undisclosed amount. It is the first Indian company acquired by Facebook. But the takeover has not come as a surprise as media reports were rife about the proposed acquisition for over a month now. Although the financials have not been disclosed, a TechCrunch report earlier pegged it at $10-15 million. 
 So what does this Indian company do in the first place? Founded in 2012 by five tech professionals – <keyword id="2006528" type="UNKNOWN" weightage="100" keywordseo="Giridhar-Murthy">Giridhar Murthy</keyword>, <keyword id="1960854" type="UNKNOWN" weightage="100" keywordseo="Kumar-Rangarajan">Kumar Rangarajan</keyword> (also the CEO of the company), <keyword id="2006529" type="UNKNOWN" weightage="100" keywordseo="Satyam-Kandula">Satyam Kandula</keyword>, <keyword id="2006530" type="UNKNOWN" weightage="100" keywordseo="Lakshman-Kakkirala">Lakshman Kakkirala</keyword> and <keyword id="1182160" type="UNKNOWN" weightage="100" keywordseo="Aditya-Kulkarni">Aditya Kulkarni</keyword> – Little Eye Labs develops performance analysis and monitoring tools for <keyword id="6355645" type="COMPANY" weightage="100" keywordseo="android">Android</keyword> apps (2.3 or later versions). The company had released the first official version of the tool in April 2013. The tool not only provides critical insight into an <keyword id="2006532" type="UNKNOWN" weightage="100" keywordseo="Apps-key-performance">app’s key performance</keyword> (such as power usage, data usage, memory consumption, etc.), but also helps developers <keyword id="70866" type="UNKNOWN" weightage="100" keywordseo="analyse">analyse</keyword> those issues contextually – so that quick-fix and hassle-free solutions could be worked out. 
 Prior to starting up Little Eye Labs, Murthy worked with Apple; Rangarajan was at <keyword id="10875" type="CITY" weightage="60" keywordseo="IBM">IBM</keyword> and <keyword id="6367983" type="CITY" weightage="60" keywordseo="HP">HP</keyword> while Kakkirala worked with IBM and <keyword id="6363100" type="CITY" weightage="60" keywordseo="Yahoo">Yahoo</keyword>. 
 
The seven-member-strong Indian tech firm has confirmed the acquisition in a <a href="http://www.littleeye.co/transition.php">statement</a> posted on the site and says that the entire team will now move to Facebook’s headquarters in <keyword id="266145" type="CITY" weightage="100" keywordseo="MENLO-PARK">Menlo Park</keyword>, <keyword id="2379" type="CITY" weightage="100" keywordseo="California">California</keyword> from where they can “leverage Facebook’s world-class infrastructure and help improve performance of their already awesome apps. For us, this is an opportunity to make an impact on the more than 1 billion people who use Facebook.” 
 
The company has, however, assured its current customers that they won’t be left in the lurch and there will be further information on plans to offer a free version of Little Eye until June 30, 2014. 
 The start-up has already secured seed capital from <keyword id="1642294" type="UNKNOWN" weightage="100" keywordseo="GSF-Superangels">GSF Superangels</keyword> and also from <keyword id="1910025" type="UNKNOWN" weightage="100" keywordseo="Ventureeast-Tenet-Fund">VentureEast Tenet Fund</keyword>. According to an earlier report by Business Standard, the firm raised an investment between $100,000 and $200,000 from GSF. 
 Interestingly, professional networking site LinkedIn is also getting aggressive about Indian-origin companies and acquired <keyword id="1037643" type="COMPANY" weightage="80" keywordseo="SlideShare">SlideShare</keyword> in 2012 for $119 million. SlideShare is a presentation-sharing site founded by India-born <keyword id="791652" type="PERSON" weightage="80" keywordseo="Rashmi-Sinha">Rashmi Sinha</keyword>. Last year, too, LinkedIn acquired <keyword id="72069" type="COMPANY" weightage="100" keywordseo="pulse">Pulse</keyword>, the popular newsreader for Web and <keyword id="6354485" type="CITY" weightage="100" keywordseo="mobile">mobile</keyword>. The transaction was valued at $90 million in stock and cash. Interestingly, Pulse was founded in 2010 by <keyword id="323918" type="PERSON" weightage="80" keywordseo="Akshay-Kothari">Akshay Kothari</keyword> and <keyword id="276931" type="PERSON" weightage="80" keywordseo="Ankit-Gupta">Ankit Gupta</keyword> while they were still students at <keyword id="101399" type="ORGANIZATION" weightage="60" keywordseo="Stanford-University">Stanford University</keyword>. The service started out as an <keyword id="600351" type="UNKNOWN" weightage="80" keywordseo="iPad-app">iPad app</keyword>, but quickly expanded to other platforms, including the Web. Just before the acquisition, it also started to dip its toes into social by adding a number of social features to its apps. 
 
Although Facebook has acquired a purely tech company, let’s not forget that it is all about evaluating the performance of Android apps. So it may not be wrong to assume that FB is eyeing a more enhanced mobile experience at every level – a similar thing LinkedIn is trying to achieve through its Pulse app. This time, the writing is definitely on the wall – the future is going to be social and mobile.

Facebook Acquires
An Indian Start-Up For The First Time

<ul class="summary-list"><li>Shanea Leven is the CEO of CodeSee, a developer startup that she cofounded with her husband Josh.</li><li>Going into business with your partner can be great if you set the right boundaries, says Leven. </li></ul>It always makes me smile to see people's surprised reactions to learning that my husband Josh and I are also business partners. We married in May 2018 and cofounded our developer tool company, CodeSee, in 2019.I'm the CEO and Josh is the CTO. Together, we run the company and its global team from our San Francisco apartment. While our situation often inspires intrigue in others, it's not entirely unique. In fact, several notable tech entities have been formed by <keyword id="11964073" type="UNKNOWN" weightage="60" keywordseo="founders" source="Orion">founders</keyword> like us. There's <a href="https://www.businessinsider.com/tech-power-couples-2019-1#diane-greene-and-mendel-rosenblum-14">Diane Greene and Mendel Rosenblum</a> who cofounded IT company VMware and led the company together for over a decade, <a href="https://www.businessinsider.com/linkedin-is-buying-slideshare-2012-5">Rashmi Sinha and Jon Boutelle</a> who launched SlideShare and later sold it to LinkedIn, and many others.Whether in marriage or business, every partnership requires balance. Spouses and <keyword id="6362513" type="UNKNOWN" weightage="60" keywordseo="startups" source="Orion">startups</keyword> can successfully coexist as long as each partner takes steps to minimize complications, set boundaries, and maximize the health of their personal and professional relationship.This is something Josh and I realized from the start and take care to remember often, especially as our business has grown. Here are four things we do to balance being both a <keyword id="11932650" type="UNKNOWN" weightage="60" keywordseo="couple" source="Orion">couple</keyword> and business partners. <h2>1. Define your roles and responsibilities</h2>Setting clear expectations for individual roles and responsibilities between you and your cofounder should be a topmost objective and something you ideally address at the outset. This will help you avoid role confusion and disputes and allow you to move through business decisions with minimal friction.In our case, I oversee how we build the business and product and Josh manages all software engineering matters. We both voice our opinions, but when a line is drawn in our respective areas of focus, it's drawn clearly and decisively.<h2>2. Talk about how you're going to talk about work</h2>It can be challenging to maintain boundaries in conversations with your cofounding partner. Josh and I sometimes struggle to delineate between husband-wife and CEO-CTO topics, and a heated business discussion can start to feel personal — particularly when it occurs during off hours.It's helpful to preemptively set expectations for topics of discussion and schedule time to connect outside of work. When you're married to your cofounder, taking time to simply be human together in conversation is an important part of seeing and understanding one another.In our case, the company is an ever-present, meaningful part of the life we're building together, so we're fine allowing CodeSee topics to enter our normal conversations. But depending on your relationship, setting limits for business discussions like "No shop talk after 6 p.m." can be a good way to establish balance. <h2>3. Prioritize downtime</h2>Starting a company can be all consuming, so it's important to protect your off-work hours. We love CodeSee, but also realize the risks associated with failing to find time for each other and our individual hobbies. This has taken shape in a few ways throughout our relationship. When we're able, we enjoy taking time off to travel. Day to day, downtime can look much simpler — lately, we've refocused on our fitness and now go on a morning run together to connect before the workday begins.<h2>4. Communicate with intention </h2>Josh and I communicate well, but going into business together required a more intentional approach. We've sought guidance on communication from other cofounding duos along the way and discovered a range of helpful resources, including the book, <a href="https://www.amazon.com/Crucial-Conversations-Talking-Stakes-Second/dp/0071771328/ref=sr_1_3?crid=33UEVEFT4U1U6&amp;keywords=crucial+conversations+tools+for+talking+when+stakes+are+high&amp;qid=1644938024&amp;s=books&amp;sprefix=crucial+con%2Cstripbooks%2C109&amp;sr=1-3">"Crucial Conversations: Tools for Talking When Stakes Are High</a>," which has definitely improved our ability to recognize and address each other's needs.One of our favorite tips from the book is to seek a "mutual purpose." For us, this can be as simple as beginning conversations with "My intention is …" to remind each other that we're invested in finding mutual goals. This has been a helpful best practice for us. When you launch a company with your partner and collaborate to see it thrive, you're building so much more than a business. You're also building a bond — one that has the potential to expand and thrive along with your venture if you're committed to nurturing its resilience.Shanea Leven is the CEO of <a href="https://www.codesee.io/">CodeSee</a>, a developer platform that helps developers and development teams better understand codebases. She cofounded the platform with her husband, CTO Josh Leven.

I cofounded a tech startup with my husband. Here are 4 ways we balance being a couple and business partners.

When 43-year-old Indian origin <a href="http://www.businessinsider.in/Everything-you-need-to-know-about-Googles-new-CEO-Sundar-Pichai/articleshow/48430267.cms">Sundar Pichai</a> was named <keyword id="2996011" type="UNKNOWN" weightage="80" keywordseo="Chief-Executive-Officer-of-internet-giant">Chief Executive Officer of internet giant</keyword> <keyword id="6355629" type="CITY" weightage="80" keywordseo="Google">Google</keyword> by co-founders <keyword id="100155" type="PERSON" weightage="80" keywordseo="Larry-Page">Larry Page</keyword> and <keyword id="360878" type="PERSON" weightage="80" keywordseo="Sergei-Brin">Sergei Brin</keyword> today, Indians across the world commemorated the occasion as if each one of them had a personal stake in the development. 
 
Though, to be fair they did have reason to rejoice. With Pichai’s elevation from Senior Vice President of Chrome, Android and Apps to CEO, he joins the growing club of corporations run by Indian-born business leaders and the elite club of Indians heading a technology giant, right in the footsteps of Microsoft CEO Satya Nadella. 
 
His promotion as CEO came after Google’s Larry Page announced<a href="http://www.businessinsider.in/Heres-what-analysts-are-saying-about-Googles-huge-re-organization-announcement/articleshow/48435862.cms"> changes to the company’s executive structure</a> in a bid to present a ‘slimmed down Google,’ which will be included under a new parent company, Alphabet. <a href="http://www.businessinsider.in/In-choosing-Alphabet-Inc-Google-joins-a-branded-crowd/articleshow/48437236.cms">Alphabet</a>, headed by Larry Page is essentially a collection of companies, the largest of which will inevitably be Google. 
 
Joining Google as a ‘low-key manager’ in 2004, Pichai quickly worked his way up the ladder and became part of the team that successfully launched Chrome browser in 2008. Then in 2012, he undertook the responsibility of heading Apps after the former head departed. And, finally in 2013, he was put in charge of Android. 
 
Pichai’s advancement as Product Chief in 2014 quite literally sealed the deal as he became second-in-command to none other than Page. In a press release announcing Pichai’s new post, Page mentions how Pichai ‘stepped up since October last year, when he took on product and engineering responsibility for our Internet businesses.’ 
 
However, the responsibility of heading the $66 billion-revenue, $16-billion profit, company didn’t come easy to Pichai. He undoubtedly worked for it. Really hard. 
 
Responding to a recent Quora thread which questioned Pichai’s surprising promotion to the highest ranks, Chris Beckmann, former Product Manager at Google was all praise for Pichai, crediting him for recruiting, mentoring and retaining the best team of product managers who helped him spearhead ‘successful efforts for difficult projects that were core to <a href="http://www.businessinsider.in/Heres-an-interesting-theory-making-the-rounds-about-Googles-big-shakeup/articleshow/48430574.cms">Google’s</a> continued financial success, namely Toolbar and Chrome.’ He also added that Pichai ‘avoided making enemies’ and instead navigated office politics to build a team that’s talented and one that delivers. 
 
In comparison, it took <a href="http://www.businessinsider.in/Microsofts-Windows-10-to-change-the-tech-world-says-Nadella/articleshow/48070350.cms">Satya Nadella</a> 20 years to rise up to the coveted rank of CEO of technology giant Microsoft. However, that is where the differences between the two Indian-origin CEOs end. 
 
Both Nadella and Pichai now command an influential position in the US tech world and they’re not alone. The list also includes Shantanu Narayen, President and CEO of Adobe, Vinod Khosla, co-founder of Sun Microsystems, Amit Singhal, Senior Vice President at Google, Rajeev Suri, CEO of Nokia and Rashmi Sinha, co-founder of SlideShare. 
 Moreover, according to a 2014 report by Dr Vishwas Wadhwa, the founders of 15% of the startups in the <keyword id="6357722" type="COMPANY" weightage="80" keywordseo="silicon-valley">Silicon Valley</keyword> are Indians. 
 
So, what is it exactly that’s making Indians stand tall in the Silicon Valley? 
 
It’s certainly a stark contrast from the scenario in 1992, when Indians in the Silicon Valley were deemed incapable of becoming managers- leave aside CEOs, despite being excellent engineers. 
 
The metamorphosis from 1992 to today can be largely attributed to banishing negative stereotypes that limited the entry of Indians to enviable positions. 
 
To attain this, the first generation of Indian-Americans who successfully started shattering the glass-ceiling acted as mentors for the future generations, providing them seed-funding, sharing their experiences and opening quite a few doors. 
 
This also unraveled in the management culture wherein it was noticed by a 2004 research from St. Gallen University in Switzerland that Indian executives prioritised participative administration and building meaningful relationships with subordinates which fostered an emotional bond. 
 
As Indra Nooyi, the CEO of Pepisco, once famously divulged, there's no executives in the ‘Indian club’ who possess a dictatorial style of management. “They value their employees as a person.” 
 
Additionally, they are also known to be future-oriented, patient, humble and persistent- traits which are sacrosanct for any leader. 
 
Thus, it comes as no surprise that the unique process of mentoring and uplifting within the community, immense hard work and dedication by Indian-Americans themselves, have worked out in a way which promptly put the Indian club of executives onto the global platform. 
 
Image credit: Indiatimes

I'm CEO: Indian-born business leaders are the future of Silicon Valley

<div class="KonaFilter image-container float_right"><div class="image on-image">Gareth Cattermole / Getty Images</div></div>There's a stereotype about the technology world that the whole thing is run by young wunderkind founders and powered by 20-something engineers. Anyone older is probably comfortably ensconced in management. Famous college dropouts like Mark Zuckerberg have reinforced the idea.
That perceived reality prompted <a href="http://www.quora.com/Silicon-Valley/What-do-people-in-Silicon-Valley-plan-to-do-once-they-hit-35-and-are-officially-over-the-hill?share=1">Quora question</a>: "What do people in <keyword id="6357722" type="COMPANY" weightage="60" keywordseo="silicon-valley">Silicon Valley</keyword> plan to do once they hit 35 and are officially over the hill?"
It continues: "Since life in Silicon Valley ends at 35 unless you hit it big or move up in man<keyword id="6378962" type="ORGANIZATION" weightage="60" keywordseo="age">age</keyword>ment (and simple logic tells you that most won't), I'm curious what people younger than this think they'll be doing at that age."
Rather than agreeing, the question prompted a pretty massive backlash from founders and entrepreneurs.
From <a href="http://qr.ae/Niri3">Netflix CEO Reed Hastings:</a>
"Well, (I) started Netflix DVD rental when I was 37...and first streaming when I was 47...so maybe not too bad after 35 except that all-nighters are definitely harder."
From <a href="http://qr.ae/Niryg">Wikipedia Founder Jimmy Wales:</a>
"I turned 35 the year I founded Wikipedia. 38 the year I founded Wikia (now ranked #30, quantcast).
"The premise of the question is wrong. A better question might be: How can we in the tech community make sure that unusual success at a very early age is not mistakenly thought to be the norm?"
From <a href="http://qr.ae/NirMI">Zipcar Founder Robin Chase:</a>
"I founded Zipcar when I was 42. GoLoco when I was 47. Buzzcar when I was 52. Veniam when I was 54.
"Made lots of friends, learned lots of new things, entered new fields. Oh, finished raising three children as well -- all of whom are terrific. I've done a lot since I was 35."
From <a href="http://qr.ae/Nir5U">GigaOm Founder Om Malik:</a>
"I started GigaOm (the company in 2006) at the age of 39. 7 years later, I am still going strong. Success, ability to start afresh and create new things isn't and should be gated by age."
All together, the combined efforts of founders volunteering themselves for user research came up with a massive list of "over-the-hill" founders.
<ul>
<li>Michael Arrington started TechCrunch at 35.</li>
<li>Craig Newmark started Craigslist at 42.</li>
<li>Mark Pincus was 41 when he started Zynga.</li>
<li>Reid Hoffman was 36 when he founded Linkedin.</li>
<li>Marc Benioff started Salesforce at 35.</li>
<li>Robert Noyce started Intel at 41. His co-founder was 39-year-old Gordon Moore.</li>
<li>Irwin Jacobs and Andrew Viterbi were 52 and 50, respectively, when they founded Qualcomm.</li>
<li>Pradeep Sindhu founded Juniper Networks at 42.</li>
<li>Rashmi Sinha founded Slideshare at 37.</li>
<li>Mitchell Baker founded Mozilla at 35+.</li>
<li>Linda Avey co-founded 23andMe at 46, and then co-founded Curious at 51.</li>
<li>Janet Kraus founded Circles at 28, Spire at 40, and became CEO of Peach at 47.</li>
</ul>
There are <a href="http://www.quora.com/Silicon-Valley/What-do-people-in-Silicon-Valley-plan-to-do-once-they-hit-35-and-are-officially-over-the-hill">dozens more answers</a> from founders, programmers, and entrepreneurs still going strong at or well past 35.
One of the best responses came from Obvious founding partner Susan Wu. <a href="http://qr.ae/Niy2c">She writes:</a>
"This is an insane question, made even more insane by the fact that it's perceived as entirely reasonable by a culture which fetishizes the myth of the young, rock star, male founder[1].
"The very premise of the question as applied to entrepreneurship is illogical. If you believe that life ends at 35 if you haven't hit it big or moved up in management, then you are not an entrepreneur. Being an entrepreneur means, in part, that you have the courage to start, to launch, to build, despite the numerous barriers that might exist in your path, one of which might be your perceived elderly state."
In many ways, the youth bias in Silicon Valley isn't just wrong, it's harmful. It biases people toward early, rapid growth, when the people who should be emulated are the ones sustainably growing a company later on. <a href="http://www.businessinsider.com/silicon-valley-and-age-bias-2013-8">Research also finds</a> that people are at their most innovative and productive around their late 30s.
Thirty-five is only "over the hill" if you lack imagination and drive.

You Searched For "Rashmi Sinha" and got 4 results

Facebook Acquires An Indian Start-Up For The First Time

Sanghamitra Mandal

I cofounded a tech startup with my husband. Here are 4 ways we balance being a couple and business partners.

Shanea Leven

I'm CEO: Indian-born business leaders are the future of Silicon Valley

Poulomi Das

18 Tech Founders That Bust The Myth Of 35 Being 'Over The Hill' In Silicon Valley

Max Nisen

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